S S Ten Slides in Ten Minutes: Guerrillas in the Midst [Capturing the Hearts and Minds of Prospects & Clients]

Presented by:

Bill Graham APM.APMP

February, 2014

bill.graham@sales-synthesis.co.za

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The Workplace Guerrilla is Difficult to Detect

• A workplace guerrilla appears like a standard employee - but beneath their normal façade beats a heart of a Che Guevara

• They will behave in a disciplined manner – on the surface - but will ensure that initiatives (projects, opportunities etc.) do not reach a successful fruition, by the most devious means possible.

Guerrillas show no physical differences to everyday employees

Source: www.sales-synthesis.co.za

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‘Guerrilla by Proxy’ is as destructive as the Original

Some workers inadvertently behave like workplace guerrillas without realising it e.g.:

Are not passionate about winning Do not give their 100% Behave like 9 to 5 office workers Spread rumours Do not share valuable information etc.

Guerrillas show no physical differences to everyday employees

No Account Plan

No Capture Plan

Irrelevant Strategy

Rumour Spreading

Dated Concepts

Protective of Information

Unfocused Teamwork

Manager not Leader

Unhappy Worker

Bureaucratic

Non-Innovative

Individual Selling on

Price

Commodity Salesperson Insular

Personality

Source: www.sales-synthesis.co.za

Unskilled Reviewers

Guerrillas can become Pervasive in a Chaotic Business Jungle

Source: www.sales-synthesis.co.za

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Confused Organisation Weak Recruitment

Processes

ill-Defined Strategy Weak Brand

Strategy

Stakeholder Confusion

Irrelevant Solutions

Irrelevant Solutions

…and reign supreme

No Sales Plan

No Strategic Marketing

Dictatorial Management

High Staff Turnover

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Blamestorming enables the ‘Dirty Tricks’ of Guerrillas

1. Blamestorming: Combination of blaming and brainstorming. Used when co-workers sit around trying to figure out who is at fault for a missed deadline or botched project

2. Blaming (or witch hunting) is where a person (or persons) is actively hunted down when something goes wrong within the organisation. This may even result in disciplinary measures against the ‘victims’

3. It goes without saying that such a pursuit is totally negative to an organisation. Such activities also ensure a workforce that become secretive, demoralised and negative towards management.

Resourcing is a Major Factor in the formation of Guerrilla Troops

Source: www.sales-synthesis.co.za

Ratio of ‘Positive’ to ‘Negative’ Resources

Productivity

The Peak of Positive Positioning

The Trajectory of Hopelessness

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Correct selection criteria

Increased nepotism/cronyism Incorrect resources outnumber correct resources

X Creating an environment for

Guerrillas

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How does Company Politics Nurture Guerrillas?

• Company politics is typically defined as back-stabbing, taking credit for other people’s work and progressing upwards in an organisation on personality rather than merit

• It is evident in all organisations and - even more so - in ones where senior management are adamant that they will not allow it to occur

• If senior management have to constantly mention the fact that they will not be allowing it, or they’re stamping it out, then it is so prevalent that it is practically impossible to get rid of

• Senior management need to ensure that the recruitment process filters out those individuals that don’t ‘fit’ the company culture

• In a company where people feel that they belong (i.e. fit) company politics is drastically diminished.

Rumour mill easy to initiate: • Management

acquiesce to destructive activities

• Reward system not structured correctly

• Acceptance of company politics

• White anting • No company culture • Etc.

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• Disregard for Governance • Hidden agendas • Activity rather than productivity • Side conversations • Weak/Poor input

• Support of Governance • Loyalty • Commitment • Teamwork • Openness

Potential Outcome/s Low Success Rate High Success Rate

Where is your centre of gravity?

Guerrilla Spotting in Bid Teams is an Essential Exercise

Source: www.sales-synthesis.co.za

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National Management feel Pressure from a Number of Sources

Head Office

Regional Offices

National Offices

• Global does not always translate into Local

• Top down directives

• Additional reporting

• Culture clash • Receptive gap • No empathy

[Global to Local]

‘Global’ Management

Time zone trouble

‘Regional’ Management

‘National’ Management

Breeding ground for Guerrillas

Source: www.sales-synthesis.co.za

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Leadership

Executive

Management

• Ensure that the Strategic Market Development initiatives

support business aspirations

• Delivery of revenue to the business

• Mitigation of identified risks

• Delivery of profit (value) to the client

• Identification of any variations

Structure

Processes

Growing a Business is not a spectator sport

Create a Business Framework that allows identification of Guerrillas

Governance must permeate an organisation

Robust Reporting Infrastructure

Source: www.sales-synthesis.co.za