When high-performing sales teams is unclear, people default to protecting their own function. Teams read what their leaders tolerate on the practice within organisational leadership far more accurately than what their leaders announce. The most reliable predictor of sound this part of organisational leadership is whether anyone reviews it when nothing has gone wrong. Moving high-performing sales teams from written policy into daily practice is not achieved by a single decision. The course gives participants a defensible structure for this aspect of organisational leadership and the judgement to adapt it. Participants take away a working set of documents supporting the wider organisational leadership agenda, ready to be adapted internally. It is written for people who have to make high-performing sales teams work with the resources they already have. The programme uses small-group work so that each participant's treatment of the organisational leadership discipline is examined, not just described. The final session converts the week's work on this part of organisational leadership into commitments with owners and dates.
Expected Learning Outcomes
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Set standards on high-performing sales teams and apply them consistently regardless of who is involved.
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Establish escalation routes for high-performing sales teams that work outside normal hours.
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Integrate high-performing sales teams into existing management routines rather than running it separately.
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Hold difficult conversations about high-performing sales teams early, while they are still small.
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Estimate what high-performing sales teams costs to run properly, and what is lost when it is not.
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Delegate responsibility for high-performing sales teams without losing sight of the outcome.
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Translate high-performing sales teams into objectives each person can see themselves in.
Who Should Attend
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Specialists advising senior management on high-performing sales teams.
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High-potential staff being prepared for wider responsibility for high-performing sales teams.
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Department heads and senior managers accountable for high-performing sales teams.
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Team leaders responsible for daily delivery of high-performing sales teams.
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Quality staff verifying that high-performing sales teams performs as designed.
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Consultants coaching leadership teams on high-performing sales teams.
Course Modules
Open any module to see its sessions and topics.
01
High-performing sales teams: influence across functions you do not control
2 sessions · 8 points
Session 1Reading the current state of high-performing sales teams honestly
Check that high-performing sales teams still works when volumes rise unexpectedly.
Distinguish symptoms from causes when high-performing sales teams underperforms.
Identify the conversation about high-performing sales teams you have been postponing, and schedule it.
Estimate the resource high-performing sales teams requires to run as designed.
Session 2What your team concludes from how you handle high-performing sales teams
Establish what evidence demonstrates high-performing sales teams is under control.
Review a past decision on high-performing sales teams and state honestly what you would change.
Rank the weaknesses in high-performing sales teams by consequence rather than by ease of fixing.
Name a single owner for each element of high-performing sales teams.
