When partners Steve Goodman and Craig Swill purchased Welcome Wagon International, Inc. in 2009, the business was still the world’s largest welcoming service for new homeowners at 82 years old. They decided to keep the company updated and relevant moving forward by refocusing the company completely on sales and marketing. The problem was, the company’s corporate culture was very negative and communication between the corporate and sales sides of the company was poor.
“You kind of had a sales versus corporate clash going on within the organization,” says Swill, the company’s CEO.
The corporate side cared more about technology and was insensitive to many sales-oriented issues. The sales employees felt cut off from many changes at the corporate level, with some of them working as individuals in remote parts of the country.
“When people do not have communication and are out in the field by themselves, they kind of get this paranoia. … So you have a lot of missed communication when there is lack of any communication,” Swill says.
To get employees re-engaged in the vision for Welcome Wagon, especially on the sales side, Swill and Goodman needed to reopen some lines of communication that hadn’t been open for decades.
Together, they went on a “world tour,” visiting every company region to give presentations for the sales teams and to discuss their vision and goals for the first 12 months of their leadership transition. Most of the people they talked to had never met anyone from the corporate office, much less the heads of the company.
“They were very touched that we felt enough to go out and really learn about their challenges in selling and about their challenges in the economy,” says Goodman, Welcome Wagon’s president.
“We asked them questions to learn what they were looking for within the organization. From the very beginning, we opened lines of communication between the corporate office and our field organization.”
They implemented weekly meetings to provide sales training for corporate employees, so they could better understand the experiences of their sales counterparts. On the sales side, they offered representatives and managers training opportunities to learn new technology and skill sets, giving them the resources needed to be most effective. Now, sales officers communicate weekly and daily with field officers to reinforce and align their goals.
After their one-year anniversary in 2010, Goodman and Swill did another world tour to discuss progress and go over their five-year strategic plan. Their reception this time around was a lot different. They’d grown sales every month, and in less than a year, they made Welcome Wagon a debt-free company.
“We started receiving hugs. Literally, people wanted to come and hug us,” Swill says… “We were able to check off bullet point by bullet point, page after page, all of the things we promised them, and we hit everything that we promised them. We were able to gain their trust, and that is huge.”
Today, Swill and Goodman continue to make themselves very accessible to the organization’s employees by talking on the phone to address sales problems, questions or issues, and always looking for ways to support the sales team with the resources they need to succeed.
“Some of the most negative people that I could give examples of a year ago were so positive this year and saying thank you for taking this organization and totally revamping it, turning it around, giving us products and giving us a company that we can now go out and truly be proud of in the way that we sell it every day,” Goodman says.
How to reach: Welcome Wagon, www.welcomewagon.com
Law of limits
According to Steve Goodman, successful strategic planning isn’t just about winning people over to your vision. That is one part of it, and so is communicating that vision effectively. But another key part of executing a strategic plan is recognizing and understanding other people’s limitations.
“You have to always understand, that just because we can get something done and we see things going from A to Z, that doesn’t mean that all of the people that you lead see things in the same way,” Goodman says. “Some people are really pigeonholed in what they do 100 percent; they don’t understand how to tie things together at different levels within the organization.”
As a business owner, CEO or entrepreneur who is used to fast-paced change and goal-setting, you may be tempted to push hard and move fast in carrying out your plan. However, leading people isn’t about pushing people in the direction you want them to go, it’s about guiding them, showing them you are aware of their capabilities, and giving them the resources needed to get there.
“It’s the ability to get people to see things in a way that makes sense as they move forward and to help them further their careers,” Goodman says.“You have to see people’s strengths and weaknesses to see how to move them.”