Keys to CRM System Adoption: Coaching

High rates of user adoption maximize the benefit of a CRM system to every system user in an exponential way as every key process in the business; planning, marketing, selling, servicing, and analyzing, is enriched by the increased information and functionality of the CRM system. Many companies invest millions in software licenses and services to install a CRM application, but don’t invest the time and energy to create a CRM System – Application, Infrastructure, Employee users, Indirect Channel users, and Customers. Each part of the system is critical to the system, with none more critical than the Employee users.

When Employee users eagerly use and contribute to the CRM system, user adoption is high. chaussures running nike When Employee users do not use, or incorrectly use the system user adoption rates are low. louboutin chaussures When adoption rates are high, companies must persist on the system planning and implementation path that they have outlined to maintain and upgrade the system over time. When adoption rates are low, companies must pause and analyze the issues and take immediate corrective action. This is the first in a series of articles that detail what organizations can do to drive user adoption of the installed CRM system. There are 5 key areas to investigate and correct: executive involvement, pay for play, EASE, commitment, and coaching.

Coaching may be the least understood duty that is assigned to any manager in any organization. Coaching is the ability to demonstrate and inculcate a skill as it will be used in the organization. It should not be confused with Training, Motivation, Leadership, or Management of Resources – each of these is an important duty for organization Managers, but they are not “Coaching”. Unfortunately, many organizations and the Managers in that organization DO confuse one or all of these skills for Coaching. ugg soldes 2017 This is particularly detrimental to CRM Application user adoption. Throwing money and bodies at the CRM Application and making speeches about the benefits will not increase the skill level of the Employee users. Even application training is only marginally effective. The only proven way to increase the employee skill level successfully on a CRM Application is for the appropriate person, which more than 95% of the time is the direct Manager of the employee, to Coach the employee on the application. Raising the employee skill level, making the employee more comfortable with the application, is a key to user adoption.

In the Carew course on Selling Skills Coaching[1], the Coaching process has 4 distinct steps:

  1. Demonstrate the skill to the employee
  2. Assist the employee in attempting the skill
  3. Allow the employee to practice the skill in a supportive, protected environment
  4. Monitor and give feedback on the employee’s skill level in day to day activities

Demonstrate the skill: This means that each Manager on the Management team must be able to use the CRM application with enough proficiency that they can fully demonstrate it to their direct reports. For example, Sales Managers must be able to do everything in the CRM application that they are expecting their team members to do – e.g. handle leads, manage opportunities, create quotes, submit orders, update contact level information, etc. This level of proficiency is gained by including the Managers early in the requirements gathering phase, the design and development process, the testing phase, and by involving them in intensive application training and train the trainer sessions prior to the release of the application.

Assist the employee in attempting the skill: Each Manager should be at every roll-out/training session for the CRM application when his/her team is involved. The Manager will demonstrate the CRM application in the context of the business model for his/her team. They will assist each employee in completing a real world use case. They will answer business questions and questions about application design and functionality. They will also be able to do this when a new employee is added to the team after the CRM Application roll-out.

Allow the employee to practice the skill: After assisting the employee on the first use case, the Manager allows the employee to practice on similar use cases. The Manager evaluates the progress, provides positive feedback for each correct step, and makes suggestions for improvement when appropriate. Finally, the Manager recognizes and congratulates the employee on having attained a skill level sufficient to begin using it in live business processes.

Monitor and give feedback: The best and only effective way to monitor progress on a CRM Application is for the Manager to use the application! Printed reports and spreadsheets send a very negative message to the employees when used for this purpose. Employees want to feel that they have enriched the organization and improved the business through their actions in the CRM Application, the best way to do this is for the Manager to demonstrate that his/her decisions are being driven by the information in the system. Managers who use the system are much better able to evaluate the performance of their teams on the CRM Application than those who do not.

The creation or re-release of a CRM system involves a great deal more than the installation of a CRM Application. If the CRM Application is not used properly, or not used at all, then the system has a greatly diminished value. asics gel lyte Coaching is one of five key drivers to Employee user adoption. Make sure that as you are planning your CRM System you enable Coaching in your organization change management plans.

  1. Involve all Management levels in requirements, design, prototypes, and testing.
  2. Conduct intense training and train the trainer sessions (and include Coaching training if it is not already part of your Management training curriculum) for all managers before general release
  3. Involve the Managers in all direct rollout activities to their teams
  4. Make training environments available to the organization
  5. Ensure that Managers can work in the CRM Application to accomplish the vast majority of the business process cycles they manage.
  6. Ensure that employee onboarding is not considered complete until the Coaching process has progressed to step 4.

The cost of these activities will easily be recovered in the increased benefit of the system to your company, and the Coaching skills you give to your Managers will be used many, many times in other business processes and become part of your Customer Experience driven culture.


Jim Lindenfeld, Principal Consultant

Jim Lindenfeld, Principal Consultant

This blog was written by Jim Lindenfeld, who has been actively involved in customer relationship management during his entire professional career. asics gel kinsei 6 He is a certified sales and sales management trainer.

Project Killers: The Path to On Time, On Budget and In Scope

project_killersA new IT project has been initiated. The CRM system is going to be upgraded and integrated. Visions of new capabilities and increased profits fill the waking hours of the CEO and the VP of Sales. adidas superstar pas cher By day the CIO appears to share in that dream, but while everyone else sleeps, the CIO is visited by the nightmares of projects from the past where deadlines were missed, cost overruns were the norm, and a severe reduction in project scope was inevitable. Sometimes, when the nightmares are the scariest, the CIO even allows his psyche to relive the horrors of several projects that were complete failures. Meanwhile the IT Project Management Office, the Business Analysts, the System Architects, and the Developers stare in disbelief at the list of approved requirements and the approved budget and timeline for the project and sadly shake their heads. “Do they even have a window in that ivory tower?” they mutter. To all but the most uninitiated, the project is dead on arrival. How did this happen, how can it be prevented in the future?

Successful IT projects can no longer be optional or left to chance. Due to the inseparable integration of IT and the rest of the business, the success of IT at any business is the success of the business. We are taking a fun and somewhat irreverent look during the next few postings at the Project Killers in our midst and how the white knights in business and IT can vanquish them in as part of a successful project. These Project Killers are usually easy and inexpensive to avoid, yet most of us have fallen victim to one or more of them:

  1. Dead on Arrival (a.k.a. DOA) – A project without the proper estimations for time and resources somehow is initiated
  2. Death by Documentation (a.k.a. nike air max tavas strangled in red tape) – A great deal of time and effort goes into plans, requirement documents, and design documents with no real benefit to the project
  3. Death by Indecision (a.k.a. analysis paralysis in its milder forms) – Key project decisions are delayed or avoided altogether
  4. Death in Unchartered Lands (a.k.a. scope creep) – The participants, stakeholders, scope, and methods, are never agreed to formally when the project starts. If you don’t know where you’re going, most any road will take you there – but it may take a lot longer and cost a lot more!
  5. Sudden Unplanned Death (a.k.a. running into a dead end) – risks are not properly identified and mitigated
  6. Death by Starvation (a.k.a. bottlenecks) – resources are not properly identified and allocated

Many projects are Dead On Arrival – DOA. Often this happens because the actual amount that would have to be invested to achieve the expected results is significant enough to reduce the return on investment to a level that is no longer acceptable. So instead of a fair estimate for a reasonable gain in productivity/reduction in cost, companies and their suppliers “tweak” the estimates to be more favorable – the delivered system is estimated to bring more benefit, the investment in licensing and maintenance costs is underestimated, the resources required – both internal and external to the company – are estimated at reduced levels, and all of that will happen during an accelerated time line! Perhaps this has happened to you once or twice? Perhaps you have even had the project approved based on those over and under estimations to find that you can’t even get the project successfully started – in other words, the project is DOA.

If your corporate culture is geared to delivering a number of DOA projects, you can break the cycle and get back to successful IT projects that deliver fully on their promised benefits, on time, and within budget. Here are the simple and inexpensive steps to avoid a DOA project.

Good, Fast, Cheap – Pick any 2: This is a great way to prevent DOA projects. First, define ‘Good’ – what is the real problem that you are trying to solve – increased productivity, cost avoidance, customer satisfaction, employee morale, competitive advantage, new legislation, etc.? How much is solving that problem worth to your company – try hard to put it into dollars and cents! Next, define ‘Fast’ – is there an event on the horizon that dictates the release date? You should consider product releases, fiscal years, acquisitions, competitive activity, corporate recognition programs and national meetings, and meeting legal requirements among other time related drivers. Finally, define ‘Cheap’ – based on preliminary estimates what is the maximum amount of money you are willing and able to invest in the system? When putting together the project, simply remember that you will always be able to have only 2 out of Good, Fast, and Cheap. If you want a complete, high quality solution (Good) and you need it quickly (Fast) it will NOT be inexpensive (Cheap). Fjällräven Deutschlands If you want a high quality solution (Good) and you want it to be inexpensive (Cheap) it will NOT be Fast! Finally, if you want it Fast and Cheap, it will NOT be Good!

In today’s IT environment where the pace of innovation is constantly accelerating, few if any businesses can afford to choose Good and Cheap at the expense of Fast – the project delivery will be so far in the future that the envisioned benefit may not be realized (and we have seen this happen!). So that leaves just 2 choices – Good and Fast; and Cheap and Fast. That is why it is so important to carefully define ‘Good’ and ‘Cheap’ initially. If your definition of Cheap is significantly fewer dollars than Good (project has a high ROI) then pick Good and Fast and recognize that your investment may be higher than estimated. If your definition of Good and Cheap are closer together, consider breaking the project into smaller, quicker wins and choose Cheap and Fast to keep to budget with a partial solution. Finally, if your definition of Good is less than your definition of Cheap realize that the ROI for the project will most likely be break even or negative and only proceed where required by legal or business conditions and choose Good and Fast since it is likely that you are proceeding only in the cases where you need a quality, complete solution in a hurry. buy bns gold In this scenario, expect to invest more than you initially thought you would.

Remember “Good, Fast, Cheap pick any 2” and your projects will be vital and alive at inception. Avoiding the other Project Killers can be just as easy. We will discuss the process over the next few postings to this blog.

Jim Lindenfeld, Principal Consultant

Jim Lindenfeld, Principal Consultant

This blog was written by Jim Lindenfeld, who has been actively involved in customer relationship management during his entire professional career. He is a certified sales and sales management trainer.

Customer Experience: Is the Bar Being Raised and Can You Still Jump Over It?

It is a widely held belief that the secret to a satisfied customer is similar to the secret to a satisfying marriage – low expectations!

As with many things in life, a customer’s satisfaction with a product or service is something that can really only be measured against that customer’s own, personal expectations.

The customer will be satisfied with your company’s offering if his or her expectations are met. However, this also implies that as the customer’s expectations go up, satisfying the customer will become more difficult. Evidence strongly suggests that all customer expectations are, as a rule of thumb, rising constantly over time.

Your customers are not measuring their experience with you against your competitors in the current marketplace; instead they are comparing your company to the customer experience delivered by Amazon, JetBlue, Apple, or American Express.

Claes Fornell is the Swedish professor who came to America more than 20 years ago and founded the American Customer Satisfaction Index (ACSI). nike air huarache soldes In his book, The Satisfied Customer, Fornell reports that before field testing the ACSI, his team scoured the literature on customer satisfaction in order to ensure that they captured just the right kind of variables.

According to Fornell,

“Although there was no consensus on how to measure customer satisfaction, three facets showed up over and over. chaussures adidas The most common had to do with the confirmation or disconfirmation of prior expectations. basket air jordan soldes Another was the idea of comparing a company’s product to a customer’s ideal version of the product-regardless of whether or not such a product even existed. chaussures nike femme 2017 The third facet was the cumulative level of satisfaction when all interactions, the customer’s total experience over time with the company, were taken into account.”

Simply stated, a customer will become less satisfied even if your product or service remains at the same level of quality because his or her expectations have increased.

It is easy to imagine that, as companies around the world focus more and more on improving the customer experience, streamlining and automating their processes, and providing greatly enhanced online experience that the general level of customer expectations with regard to ALL companies is increasing.

This means you cannot simply maintain your position by continuing to do what you have always done. If your remain static, you customer satisfaction scores – ACSI or NPS – or previously determined internal scales from Ecstatic to Miserable – will decline as customer expectations rise.

No matter what your current position in your marketplace, dominant to new entrant, you simply will not maintain or grow that position without actively working to improve your customer experience, because the rising tide of customer expectations will soon submerge your satisfaction scores.

As the pace of technological change continues to accelerate, and as new customers with elevated expectations enter the marketplace, you must plan to improve your customer experience at an accelerated pace just to maintain your current level of customer satisfaction scores. nike air max 90 That type of planning and execution requires a partner with deep experience in customer satisfaction, broad knowledge of current and future trends for customer expectations, and keen awareness of the technologies that are currently and soon to be available to customer experience managers.

Jim Lindenfeld, Principal Consultant
Jim Lindenfeld, Principal Consultant


This blog was written by Jim Lindenfeld, who has been actively involved in customer relationship management during his entire professional career. He is a certified sales and sales management trainer.