The desire to support and engage in a change is the second stage of the ADKAR model. After creating awareness, it is necessary to motivate the sales team to genuinely embrace the transformation .
The success of this stage depends on how employees perceive the personal and professional benefits of the change, in addition to alignment with organizational objectives.
Motivation and personal benefits
Employees need to see clear and gmx email list direct benefits to engaging in change. These benefits may include:
improved sales performance and skills development;
adoption of tools or processes that simplify daily tasks;
opportunities to be valued for their contribution to the process.
An effective approach to motivation is to answer employees’ fundamental questions:
“What’s in it for me?”
“How does this change make my routine easier?”
By aligning individual benefits with organizational goals , you create an environment that is more receptive to change.
Techniques to engage your team
Sales team engagement is vital to ensuring adherence to the process. Some practical techniques include:
promote sessions that demonstrate how change benefits both individuals and the team as a whole;
share cases of other teams or companies that implemented similar organizational changes with good results;
introduce incentives such as challenges and rewards to encourage active participation.
These techniques help create an emotional connection to the change, increasing the chances of adherence.
Recognition of resistances and concerns
No transformation occurs without resistance. Recognizing employees’ concerns and addressing them empathetically is crucial to overcoming barriers . To do this:
allow team members to express their doubts and insecurities;
address challenges openly and demonstrate how they will be solved;
show that leadership is available to assist with whatever is needed.
By validating the team's concerns and responding assertively, you build trust in the process and facilitate progress to the next steps of the ADKAR model.