High Performance Sales Management

This two day course will equip sales directors, sales managers and sales leaders with the understanding and tools to create a high performance framework to drive additional growth.

Who Should Attend

Sales directors and sales managers who are responsible for the future of their sales organisations. The course will be of particular benefit to sales professionals who are familiar with the 'classic fundamentals' of sales management and are looking to build on that learning in a modern context.

Course Objectives

After attending this course, participants will have the ability to:

• Understand the difference between strategic and operational sales management and act accordingly
• Lead and inspire their teams rather than micro-manage them
• Recognise what high performers (and performance) looks like
• Encourage and nurture high performance within their salespeople through coaching.

Course Programme

Managing The New Sales Realities
The major drivers of sales change and how to respond
We are all selling ‘solutions’ now - how do salespeople differentiate their offer?
The need for a new look at salespeople in the cost/income ‘squeeze’
Fewer field salespeople, but more demanding to select and retain
High tech – high touch. Salespeople working with technology

Why Sales Leadership Delivers More Than Micro Management
Learn how high performance comes not from over analysing the numbers but from obsessing about (the right) behaviours
Why a command and control style doesn't deliver any more
Discover your own sales leaders profile
Constructing a new psychological contract between team members and team leader that creates new motivational approaches
We don’t have career ladders anymore but career mazes – learn how to navigate!

Developing a Strategic Sales Mind-Set
Creating a strategic viewpoint
Looking a different ways to organise selling including customer centric processes
The difference between strategic and operational sales management
How to put together a sales strategy (overview)
Bottom up or top down? – how to combine the two for maximum effect
How to get salespeople reaching for stretch targets

Building a (High) Performance Management Framework
The 5 factors of a robust Performance Management System
Getting inputs and outputs clearly understood
Effectively using Critical Success Factors
The use (and misuse) of rewards and recognition
How to use Best Practice to drive performance and behaviour

Developing New Capabilities
How to use a competency framework to drive performance
The power of systematic coaching
Linking performance review, appraisals & on-going feedback
How to conduct regular field assessments
Managing problem performers, prima donnas, and pessimists

Bringing It All Together
Creating a 100 day action plan
Involving your boss and your team in making it all happen