Selling Change Management cont.
Barriers to Being an Effective 'Seller' (cont. 1)

3. Redefine selling for change management (despite the negative perceptions around selling, many attributes of a skilled 21st century salesperson are useful for those in positions of influence; as you can have questionable feelings about selling, we need to better position concept of selling as it applies to change management. Some examples:
"...- partnering with a client to set context for ideas and actions to facilitate choice
     - persuading others to act or think in a way that is authentic to them
     - influencing a person's decision in displaying positive intent of the impact of their decisions..."
Theresa Moulton, 2024c
More details on
    - partnering (clients often need to rely upon another perspective to help them build accurate context in areas to facilitate change; sometimes clients 'don't know what they really need')
    - authentic ('what you see is what you get', ie WYSIWYG; must show your genuine self; don't try 'to fake it until you make it' as people will see through this; aim to be a trusted adviser) 
    - positive intent (work with your client as an authentic partner and trusted adviser so they reach a client relationship in which they know you hold the best intent for them and their organisation, ie you will always do the right thing for them)
Understanding behaviours involved in persuading, influencing and selling (the figure below makes 2 points:
    i) you need to be able to persuade, influence and sell but not manipulate as this implies a negative or selfish intent
    ii) you are a trusted adviser who does not go into the 'no-go zone' or manipulation area, ie below the level of positive intent

4. Recognise the 5 consequences of not developing your selling skills (more than logic is required, ie
"...Logic alone isn't enough. Sometimes, we do need to engage with people's emotions as much as their logic to ensure they are understand the reality of the impact(s) from their decisions and actions..."
CMR, 2024
    i) you are not doing your job as a change management professional (this means that the overall adoption of the business changes won't be in place for its desired future state)
    ii) your professional reputation won't be associated with the positive outcome of performing excellent change management work (need to optimise your capacity to influence the organisation in the right direction and at the same time educate about change management; need to develop an internal network of supporters who understand the value of what you are doing and value your advice)
    iii) management may say and do things that are not in alignment with the future direction (this will increase organisational resistance and damage management's credibility; need to understand situational dynamics; etc)
    iv) people lack the information and expertise to feel safe supporting the change (
"...Connections and relationships between people of different types of work styles, thoughts, opinions and values may not be made by leading stakeholder groups to their own devices on how to, or whether to, connect with the project..."
CMR, 2024)
    v) not operating as a top performing change management professional (
"...There is a significant difference between only doing change management and project work, and incorporating change management selling into your role as a change management professional. You can blend your experience and expertise with the tactics of project work along with the necessary soft skills you need to contextualise, intervene, pushback......Sell the concepts, ideas, approaches, participation requirements, and necessary sponsorship actions and activities to ensure successful work outcomes...'"
CMT, 2024)