(We are the best, but not perfect. There are no perfect - there are experienced ones :))
This article is written here to eliminate unreasonable expectations :)
The company has a current sales team. The employees have been working in the team for 2 to 5 years. There have been several such teams in the history of the company.

The owner realizes that once upon a time something was working, and now it is not: the reporting is not transparent, managers do not sell as we would like - no development, no growth, the market share is slowly beginning to decrease. That is, the turnover remains the same, plus or minus. And the growth that seemed to be needed is not there. The sales department does not sell, or sells, so to speak, to an old client.
The challenge.
To understand what happens and why. To build reporting so that you can monitor how the sales department is performing. And not just estimate the figures at the end of the month, quarter, year, and to have before them reporting "in the moment" + forecasting so you can see what sales will be this month, this quarter, this year, etc.
We come in, start to sort things out, and realize that some business processes are either missing, outdated, or not working properly. We start to revise: we create new ones, change the old ones, supplement the current tools, but the sales department does not use them.
The owner and manager themselves, who hired the whole team, understand that there is a difficulty:
the team is not ready, sabotaging

however, no one from the management is taking drastic measures on their part.
The owner is not ready to show strict intentions in this situation. He worries that some of the guys may leave the company, stop working with him, steal the base, open a rival company, etc.
The result.

The created toolkit, the customized analytics program doesn't work, because inside the company the process is sabotaged: this toolkit is not used. Standing with a stick or sitting next to a person all day, checking whether he works or not, is impossible. Salespeople and their team leader sabotage innovations.

Instead of tough, reasoned demands from the business, when the executives of the company could take the tools, learn the tools, and start working with them, they ignored all the tools created, the team saw that the executives were not using everything that had been created, and the team - logically - sent everything to the furnace as well.
The end result is a roadmap with working tools that no one uses.
An outsider's perspective.
Is the owner ready for radical measures? Because part of the team will quit anyway, because they are used to working in the format and with the effort they put in, and they are not prepared to put in more effort, to change their approach. In situations when we come in, as a rule, part of the team does leave the company. It's a workflow: you change the roadmaps, the sales format - and if it doesn't resonate with someone (and it helps the business), you just have to say goodbye and move on. Sometimes not without pain, but in the interest of the business.

And besides what the owner understands and wants, it's important that his assistants, the team leaders also live it and help him participate in it, too. As a minimum, not to sabotage, and as a maximum - to use all the new working tools in order to work properly with the team. If the owner can influence his managers to say, "Guys, this is the way it's going to be, there's no going back, the business needs this - if you're not ready, unfortunately then we're all going to have to split up." - Then, as a rule, everything works out, everything works. Again, there's no such thing as everything happening overnight. We don't come in and say, "Yesterday you wore these clothes, tomorrow you're going out in different clothes."

We dive into the product together with the team, we analyze with them how they would feel comfortable working, we understand why some processes have to be re-engineered, why some blocks can be transferred to employees for less pay, we help them redistribute their working day, etc. If a salesperson understands that, for example, he is digging with a shovel and they come and show him an excavator, say: "Look, it will be much easier to dig" and he is glad about it, then everything adapts and everything is OK. If a salesman works in a company for a long time and he doesn't empathize with the owner that something is going wrong, he's not trying to win the market and increase his and the company's income, this is where the main difficulties arise.
If the business owner is ready for our help, he should understand that there will be a restructuring in which he can lose part of the team. According to experience - they always lose the most inefficient employees, and you just have to accept it, because zen will come to everyone in the future :). And if the owner is ready, everything works out.
There's no such thing as a magic pill.
  • "I want things to change, but I want the team to stay the same, and I won't be too involved in the restructuring process".
  • "You change everything, talk to everyone, control everyone, and preferably not to lose people".
You can pay the best trainer, but the best trainer won't do any exercise for you. Exercise will still have to be done, and the owner (manager) himself will have to do some things himself. Sometimes you just have to support the innovations and in some places fluff up the team to move toward the designated goal.