Scribble Talk Teaching Episode 5 with Chris Whyatt

Scribble Talk Guest Teaching


About The Guest: Chris Whyatt

Chris Whyatt has spent the last 30 years of his career working in the adjacent disciplines of sales and bidding. Co – Founder Get to Great in 2008 and he supported 100+ small and big organisations. Chris has been delivering training programmes for TechUK for 15 years and has supported clients on ~50 major deals, co-created 25 business winning frameworks, trained ~1,000 people in sales and bid aspects of business. Chris co-founded the UK chapter of the Association of Proposal Management Professionals (APMP) in 2001 with Jon Williams and served on the Board as COO for the first 3 years.  He was a Fellow of the Sales Leadership Alliance, which rebranded as the Association of Sales Professionals. Chris has conducted extensive research into improving the working relationship between sales and bid, publishing his second paper on this subject in January 2020.

Imposing change on people without consulting them makes them feel undervalued at best, causing them to disengage, or even worse, creating collective resistance. Historically, the industrial revolution, the miner’s strike, and the Battle of Wapping come to mind. Prime Minister Thatcher recognised the threat of collective resistance, and we know what happened next. In business, new-in-position sales leaders and managers often act without harnessing the collective wisdom of the people they inherit, in essence, saying that they (the new person) know best and that they don’t value the opinion or input of others. Perhaps that explains the short shelf-life of Sales Directors and even CEOs. The world of consultancy is no different, with the big players often identifying the problem and defining big (expensive) change programmes with scant reference to anyone outside the senior management team. 


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