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Our Perspective

What this means for leaders navigating growth, change or transformation in their organisation.

The Real Work

Most teams overestimate how quickly a new commercial story takes root. The hard part isn’t writing lines; it’s rewiring habits under real deal pressure. That’s why early rollouts often look smooth in the room and fray in front of buyers. Harvard Business Review notes that more than 80% of content from conventional training is forgotten within three months, which is a reminder to design for reinforcement, not one-off memorisation.

If the goal is confident, proof-led conversations, then the story must be easy to coach, easy to find, and easy to use in the moments that matter. That means one source of truth, and a cadence that turns intent into muscle memory.

Story As System

Treat storytelling as an operating system, not a script. Build it from buyer tasks, risks, and the decisions they must make. Define what you promise, where you draw the line, and the evidence that makes each claim durable. Translate positioning into outcomes sales can show, not just tell, by involving service teams to pressure-test against delivery.

Design choices that matter:

• Decision map: typical moments, objections, and commit points across the buying journey.
• Proof ladder: customer outcomes, metrics, and artefacts that demonstrate value in context.
• Guardrails: where the solution is right or wrong, with price rationale and trade-offs made explicit.

Manager As Multiplier

The fastest way to embed a new story is through managers who coach what “good” looks like daily. Equip them first, so they model discovery, demo, and follow-up with the new language. In our experience with growth-stage organisations, manager behaviour is the difference between neat slides and revenue that actually lands.

Make it concrete:

• Coaching rhythm: short daily huddles and weekly reviews anchored on a simple discovery and proof standard.
• Live practice: clinics on real deals and call reviews that turn guidance into action.
• Visible wins: share clips and debriefs where proof strengthened price or shortened cycles.
• Blocker removal: fast escalation paths so progress doesn’t lose pace.

Leadership Implications

Leading this change is a design choice, not an announcement. Set expectations that the first month is for building confidence, not just updating decks. Signal priorities through what you measure, what you praise, and what you retire.

Practical moves:

• Reallocate time: carve out weekly blocks for assets, coaching, live practice, and feedback.
• Shift metrics: track leading indicators—discovery quality, proof usage, objection handling—beside bookings.
• Govern the story: publish one source of truth and retire outdated materials decisively.

The Payoff

When the story becomes a management system, adoption accelerates without the typical dips. Salespeople show up with clarity, managers reinforce with standards, and buyers feel the confidence to move. The commercial effect is meaningful: cleaner deals, firmer pricing, and steadier forecasts. Most important, the organisation builds a repeatable way to change with the market, instead of hoping change sticks.

Sources:

• Your Sales Training Is Probably Lackluster. Here's How to Fix It — Harvard Business Review

1. Rebranding Established Organisations Through Strategic Alignment
2. Rebrand Resistance: Leading Change in Legacy Organisations
3. Calibrated Messaging Rollouts That Protect Sales