To develop business in times of rapid change, sales leaders need to have a full understanding of all management functions - they have to be "multi-disciplined".
The ProLeaders series broadens the knowledge and skills of sales directors and managers and develop them into more effective and successful leaders.
Step One:
Creating e2 in Sales Team Management
3 days
The key focus of Step One is to help Sales Leaders optimizing the team's work rate and productivity to achieve corporate objectives in both the short and long run through effective and efficient management tools and systems.
The Mercuri Sales Leadership concept shows you how to lead by setting result and activity objectives; identify, develop and apply the strengths of the sales force and gain their full commitment to perform.
Who Should Attend?
Senior Sales Managers, Sales Directors and Corporate Sales Leaders who would like to build up or improve their own sales management systems
The delegates will be able to...
·Establish clear sales leadership model to link result, activity
and competence
·Incorporate Learning into current sales management system
and tools
·Build up a good customer management model and system
relevant to own corporate situation
·Improve Leadership in sales and sales staff management | |
The ProLeader series covers the Top CEO and Sales Leaders Issues:
1. Secure the customer
platform
- Own or co-own the
largest accounts
- Own top performers
- Know the customer
platform
- Know your people
2. Make sales a board
room issue
- Leadership from the
top
3. Corporate intelligence
through sales
- Market monitoring
- Competitor monitoring
- Team monitoring
4. Eliminate slack in the
sales organisation
- Strategies are limited
by the people that we
have
- Managing sales
through people
5. Create a sales culture
- Take personal pride in
being a sales person | | | |
|
Content
1. Objectives and Introduction
Brief introduction of the workshop objectives to align individual expectation of the delegates. The methodology of the workshop will be introduced.
2. The Case Study: Managing a Sales Team
Establish the vital link between company objectives, the influence of internal and external factors as well as the individual sale people factor in securing corporate sales results. Develop the analytical skills of the delegates in identifying, measuring and improving the factors influencing the final result, i.e. those factors that they can influence.
3. The RAC Model
Place great emphasis on how to effectively link the activities of the sales people to result achievement. The delegates will look into needed competency of the sales people in carrying out their sales activities. Relate the RAC Model with the case study in previous section.
4. The Concept of Management by Objectives
This philosophy is developed to include results forecasting, activity planning and the analysis of competence development need. Reinforce the RAC and CAR way of working.
5. Creating Results for the Future - the Sales Platform
Learn how to proactively (by planning ahead) build, maintain and develop a sound customer base for improved future results. The delegates will acquire an effective and practical way of managing the activities of the sales team and to plan for better results.
6. The Sales Leadership Plan
Facilitate the building up of internal sales management system after the workshop. The delegates are expected to share their learning experience and their planned working models for implementation after the workshop. The facilitator will work with the delegates to provide input on how to build up their respective sales management systems and tools.
7. Summary and Action Plan
An individual plan of action if prepared by each delegate to ensure that the knowledge and skills developed during the project are applied to their work.
Step Two:
Managing People for Better Sales Results
2 days
The second step shows how to implement change as a positive force and get the best from individual team members. Through better understanding of a management role the delegates improve their soft skills in leadership, communication and staff motivation.
Who Should Attend?
Senior Sales Managers, Sales Directors and Corporate Sales Leaders who wish to improve their soft skills in people management.
The delegates will be able to...
·Position own role within the sales organization in terms of duties and responsibilities
·Better Manage the change process through people-oriented approach
·Confidently use different leadership styles in relation to different staff and sales situations
·Use practical approaches in motivating staff
·Improve people handling through better communication techniques
Content
1. Objectives and Introduction
It includes a discussion on implementation which allows the course leader to provide practical help in specific areas.
2. The Role of a Manager
Explore the ways to become a perk performance manager to achieve the short and long term results. The sales leaders learn to link people management with market strategy implementation.
3. Implementing Change
All improvements result from changes. Look at how to recognize and overcome the attitude, feeling and behavior of sales staff preventing the implementation of positive change in the sales organization. Reinforce the role and responsibility of a manager during the change process and how to take proactive action to move ahead with needed changes.
4. Introducing Sales Leadership
Discuss Major concepts in management and leadership styles. Analyze individual leadership styles, using the appropriate leadership styles to develop people in the sales department, allowing for flexibility in view of the competence, work motivation and commitment of each team member. Facilitate the application of different leadership styles in work place.
5. Work Motivation - Converting Theories into Practice
Understanding major theories in motivation and convert them into effective motivating tools in the workplace. Analyze own motivation and map with latest findings. Facilitate ideas and measures using the delegates examples.
6. The Transactional Analysis in Communication
Understand your own communication style in different states of Parent, Adult and Child. Learn the background of such different states and how the transaction take place within oneself and with others. Modify it to gain greater acceptance or understanding with your own staff to avoid conflict.
7. Summary and Action Plan
Summary of the content delivered. Each participant prepares a personal action plan to ensure the leadership skills acquired are applied in their work.
Step Three:
Sales Coaching and People Development
2 days
This step is the latest addition to this Pro-Leader Series in view of the urgency for the sales leaders to achieve the ever increasing sales target. The only practical approach is to ensure all team members achieve their sales target through effective coaching!! Besides, coaching can enhance a motivating working environment and better communication with the team.
Who Should Attend?
Sales Managers, Sales Directors and Sales Leaders; preferably those who have attended Steps One and Two
Delegates will be able to...
·Create good understanding of how an adult learns in a working environment
·Carry out the coaching process effectively to improve staff performance
·Develop developments plan for the sales staff
·Conduct effective development talk with subordinate
Content
1. Objectives and Introduction
Introduce the workshop objectives and methodology used.
2. The Case Study
Based on a case study, the delegates attempt to develop a subordinate that needs improvement in performance. They will share with others the current competence development initiatives in their respective companies.
3. The Coaching Process
Understand the learning model for adults; emphasize the importance of work motivation and belief in self development. Through reference articles and group work, develop a practical coaching as the best practice in staff development.
4. Setting RAC Objectives
Learn how to set SMART objectives in Result-Activity-Competence Planning, where sample format is provided for tailoring to individual company requirements. Facilitate the objectives set are relevant to the market strategy of the company.
5. Identifying Relevant Competencies and Motivations
Relate to selected two sales subordinate and work out the competence gap assessment. Highlight the importance of positive corporate culture in coaching and the work attitude of the sales team.
6. Working Out the Coaching and Development Plan
Work through the coaching process to decide the options available to develop subordinates. Understand the Honey & Mumford's Learning style to decide the suitable learning methodology for the chosen two sales executives.
7. Conducting the Joint-visits
Develop the skills in planning and conducting the joint-visit with sales people. Setting up the different objective for joint-visit. How to handle the different traps.
8. Managing the Sales Activities
Share with the delegates some key management tools to be used for sales activities management; as well as how to use the reports and tools in sales coaching.
9. Conducting Performance Meeting
Develop the process and skills in conducting performance meeting. Go through the preparation needed, how to conduct the meeting as what to follow-up. Learn how to deal with over-performers, average performers and poor performers.
9. Summary and Plan of Action
An action plan will be developed by individual delegates; relevant for implementation in the next 6 months.
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