Creating And Managing A High Performance Team

Who Should Attend And Why

Sales Managers, newly appointed Sales Managers and Sales Staff who are expecting to be appointed to Sales management in the near future. It will also serve as a refresher to anyone who has held a Sales Management Role for any length of time. This workshop sets out a clear approach to Sales Management, ensuring a necessary balance is achieved between fulfilling business objectives and maintaining a motivated and committed Sales Team.

By the end of the workshop participants will be able to:

Examine a variety of ways of recruiting new staff to ensure an objective decision
Adopt a variety of different and appropriate ways to motivate the team
Create business related incentive schemes
Use a number of models to aid both positive and negative feedback without being drawn into the emotion
Recognise where skills gaps appear within the team and be able to decide the most appropriate method and solutions available
Be able to forecast business with confidence by understanding Productivity Ratios, Platforming and Structured Business Cycles

Workshop Overview

Individual Objectives

The Role of the Sales Manager
leadership by example
the image of a sales manager
how the role must vary to maximise motivation of the sales team
manager as leader and coach
using failure and weaknesses as a coaching opportunity

looking at different methods
testing the experience and capability
involving others in the process
recognising the costs and lost opportunity

Getting more from your team
devising incentives without losing sight of the company objectives
understanding motivational factors and recognising how they differ from person to person
short term and long term incentives

Keeping a Balance
the importance of team identity
understanding and breaking down natural barriers between executive and non-executive staff
building on the contribution of each member
keeping everyone focused

field visits – when and how to do them
maximising your role
behaviour in the call – what part should you play
review and debrief
kerbside counselling – building on strengths rather than emphasising weaknesses
giving feedback without de-motivating
adapting your style

defining a skills gap – both individual and team
deciding how to resource the issue
sources of training and the various types available
how to monitor and debrief after the event

Running Effective Meetings
how often should they be run
purpose – making them worthwhile
planning the meeting – who else should be involved and why
setting out an agenda and objectives
gaining commitment
chairing meetings effectively
sharing responsibility

Goals and objectives
setting targets – who sets them and are they fair?
short term goals – gaining agreement

keeping on track of the activities of all the team
using statistics to check validity
sales platforming – using past data to maintain the pipeline

Time Management
planning your time across team, individual, customer and the office
allocation of priorities for the best effect
admin versus field activity – who comes first; the boss or the team?