All too often, the following scenario plays out as new Sales Managers are appointed either from within or from outside organizations.
A new Sales Manager assumes the leadership position because he or she has exhibited talent for and/or gained experience in the fundamental skills of management.

A thorough investigation of the new manager’s background demonstrates that the new manager has the qualities of an effective team leader.
However, when bringing together such excellence with individual team members of diverse experience, levels of success and cultures, the situation rapidly declines into a significantly disruptive environment that quickly inhibits expected productivity.

The situation can become irreversible. The options become to replace the manager and endure the risk of the cycle returning again or employ a time-intensive, high-risk journey of resolving the dysfunctions of the team.

Taking over a team is not “business as usual”. Early on, paralysis often overcomes team members due to a natural uncertainty born out of the potential relationship.

Team members attempt to “figure out” the leader, as the leader attempts to develop a relationship and provide direction as well. Concern and uncertainty grow as reps “test” the new leader.

The leader attempts to solve their problems to earn trust and respect. This “fire fighting” only exhibits to the team a lack of focus and limits productivity. Reps informally ask for a change. The leader appears out of control. He is!

We have found that our clients who provide their managers with fundamental skill development in the principles of Team Leadership are able to minimize the impact of the above scenario.

The Sales Management Development Program 2 provides participants with the proven fundamentals of leading teams.

Participants will learn about:

  • The dynamics and impact that change has on team members and how to adjust accordingly
  • Leading a continuous journey of change that is both exciting and rewarding
  • Creating Team Vision that is mutually beneficial to the reps and the organization
  • Communicating direction effectively to teams and individuals
  • Developing strategies and plans to support the achievement of the Team Vision
  • Realistic diagnostic techniques that identify focused, coachable performance gaps
  • Relating to team members to build collaboration and trust
  • Developing growth strategies with reps that enable them to continuously progress to mastery
  • Creating Target Account and Personal Improvement Goal Setting
  • Setting mutually accountable measurements to track progress to mastery of focused goals##Skills of Direction, Training, Coaching,
  • Motivating, Delegating and Goal Setting
  • Collaboration and Team Building

Ideal Participant Profile

New or experienced sales managers motivated to enhance their skills of building highly productive, collaborative sales teams.


We have proven that the best way to determine improvement of new skills and knowledge is to measure progress toward objectives at routine intervals.

The goal of routinely measuring progress is to recognize continuous improvement with positive feedback to the learner as well as provide opportunities for immediate corrective feedback as necessary.

During the course, we customize measurement tools to your company’s needs that serve to reinforce and track progress to mastery during training and post-training as well.

Following the course, our facilitators will assist with coaching and support to ensure that the learning of the participants transfers to the real world and desired outcomes are achieved.