Sales Manager Development Programme A Mind to Win
For Sales Managers
Managing a field sales team Managing a remote sales team
Consalia Ltd April 2010
Contents Introduction - It’s all in the Mindset
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Four Pillars for Success
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Workshops
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Managing Yourself
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Leading People
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Managing the Business
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Supporting the Sale
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Accreditation
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Four Reasons for Choosing Consalia
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Next Steps
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Introduction Most sales managers are promoted into their positions from being sales people. Rarely are they provided with the support to deal with the transition from sales into management. Our unique and award winning approach starts with mindset. It’s all in the Mindset Do you, or your people, have the right mindset to be an outstanding sales manager? Many companies focus on developing the behaviours they think will produce good sales results. Many training companies also focus on processes and behaviours. At Consalia we have taken a step back, looked at this more deeply and asked, “Has this person got the right mindset to be an outstanding sales manager?” Mindset drives behaviour. If a sales manager does not have the right mindset then genuine behaviours will not follow. It does not matter how talented someone is - if the mindset is not right they won’t be able to fulfil all aspects of their role effectively. What do we Mean by “Mindset”? Mindset reflects what we believe in and sets out a number of personal policies that govern our approach. Personal policies are helpful in guiding actions and setting expectations. Mindset is reflected in the way we behave and governs how we spend our time.
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What Mindset is Required? So, what mindset is required to be a successful sales manager? We have identified four key mindsets. These mindsets are listed below together with some of the key attitudes required for each. 1.
Vision
Has a clear and grounded understanding of what it takes to be successful in selling solutions.
Believes it is important to be informed and has opinions about trends in selling strategies.
Believes it’s important to study market and industry trends.
Desires to truly understand how customers buy solutions and what they seek from suppliers.
2.
Empowerment
Has insight into what it is that motivates him/herself, knows what own values are, believes from personal experience that development requires personal responsibility.
Recognises the role coaching plays in enhancing personal performance.
Humility. Does not feel the need to be seen as more important or knowledgeable than the sales person. Is confident in own abilities.
Recognises that “one size fits all” does not apply in coaching. Understands that different team members have different skills, values, and can recognise these. 5
3.
Potential
Has a deep rooted desire for team members to develop beyond their current performance.
Seeks opportunities to assess sales peoples’ performance.
Challenges current thinking.
Enthusiastic – with a great ability to make people believe in themselves.
Has a holistic perspective. Recognises that performance potential is influenced by a range of personal and professional issues.
4.
Desire (for the team) to be the best
Very energised – not complacent.
Meticulous in planning.
Loves winning. Hates losing.
Perseverant. Is highly resilient no matter what obstacles have to be endured.
Team performance is more important than personal performance.
Believes perfection is knowing that you could not have done any more or worked any harder to achieve a result.
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Approach to Developing Sales Managers We have also identified four key pillars for how to address the development of sales managers. They are: 1.
Managing Yourself
2.
Leading People
3.
Managing the Business
4.
Supporting the Sales
Consalia’s Sales Manager Development Programme, therefore, addresses these four pillars. The Mindset is the foundation on which these pillars rest.
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Four Pillars for Success This diagram illustrates the Four Pillars for Success and how the Mindset forms their foundation. Consalia has four workshops which develop sales managers in each of these pillars.
Mindset Vision : Empowerment : Potential : Desire to be the Best
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Workshop Content 1. Managing Yourself Courses and workshops for sales managers often focus on managing the team and sales, but rarely focus on how they can manage themselves. A sales manager’s mindset and personal development is the key to success in their role. The workshop opens with covering the vital area of mindset - how it is reflected in behaviours and what mindsets are required to be a great manager? Continuing on, participants closely examine where they spend their time at work, compare this with top sales managers and identify what they need to do to get where they need to be. They review their role and identify where they sit in the “growth path for sales leaders”. Other topics include the sales manager as a change agent, setting priorities, working effectively with others, delegating and how to say “No”. Tools, theories and research help to guide all sessions in this workshop as well as a high level of practical work.
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2. Leading People Key competencies and the mindsets required to lead a successful sales team are covered in this workshop. The workshop will help sales managers to adopt leadership behaviours and to inspire their teams to success with a variety of sales management techniques and sales leadership behaviours. Practical activities include a mixture of case studies and practical application to participants’ own team. Modelling leadership behaviours is vital for credibility so is addressed at the beginning of the workshop. Also covered is management by objectives, creating vision, setting direction, creating agility in the team, managing performance and the key area of how to retain good performers. Some of the most practical elements of the workshop include the importance of assessing the knowledge, skills and motivation of salespeople. Participants apply the skill/will model to each of their team members and determine which of the four coaching styles is appropriate for each. Also, a case study is used to plan team development before applying this learning to their own teams.
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3. Managing the Business This workshop has three areas of focus: Management of Opportunities, Management of Pipelines and Management of Territory. A case study runs through the whole workshop enabling participants to put into practice what they learn. Processes from the participants’ own organisation are also included. The case study works through the cycle of Review - Plan – Execute – Report, with activities at every stage. Participants start by analysing and making decisions based on sales results, team profiles, market intelligence and company strategic direction. From here they move to account planning, looking at what goes into a quality account plan, how to review a plan, ensuring compliance with standards etc. The next stage is managing the sales execution, the key focus being on pipeline management, including four ways to fuel the pipeline, pipeline quality, health checks, pipeline shapes, danger signs and coaching for pipeline improvement. Also covered is the effective use of CRM, accurate forecasting and the importance of transparency. Finally participants review opportunities and plan future activities based on the review.
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4. Supporting the Sale What is the role of the sales manager in supporting sales? How much support should a sales manager give and when? This workshop is devoted to best practice in supporting sales in the team. Both customer-facing support and internal-facing support are covered. In order to understand how best to support the team it is important to know what customers actually want from salespeople. Consalia has conducted considerable research, globally, into what customers do and do not want from the salespeople they deal with. This research and the findings are covered, followed by how to use this knowledge to support winning the larger deals. Key topics covered include where most successful sales managers spend their time, the mindsets required for successful sales relationships with customers, building executive relationships, conducting joint customer visits, coaching to win large deals, finding resources and removing obstacles. Case studies and role plays are used throughout. This workshop draws upon Consalia’s award winning Wining Value Proposition Programme.
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Accreditation Consalia works closely with clients and universities to gain university credits or qualifications for people attending workshops, such as those on the previous pages, which are conducted internally. At a simplistic level, accreditation involves attending workshops, reflecting on learning, applying learning in the workplace and compiling evidence and reports on what has been learnt. Qualifications can be as basic as academic credits towards a university diploma, or can result in a Masters degree or PhD. Benefits to the Individual
A relevant qualification from a recognised tertiary institution provides motivation and a sense of personal achievement.
The qualification will assist them with promotion and in their careers.
Recognition of achievement, knowledge and skills that may not otherwise be identified.
Benefits to the Organisation
Personal development is a key factor in employee engagement and retention.
Programmes focus on real work based projects designed to be of direct benefit to the organisation.
University quality assurance processes mean that programmes from external providers meet key competence criteria on design, delivery and evaluation. 13
Four Reasons for Choosing Consalia 1.
Uniquely positioned around mindsets.
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Award winning content.
3.
External Accreditation and Certification approach for thought leadership.
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Instructional Design for blended learning solutions to maximise the learning experience.
Next Steps For more information on Consalia take a look at our website: www.consalia.com Or call us on either: London:
+44 (0) 20 8977 6944
Singapore: + 65 9732 3181
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