Review your own performance on consultative sales team leadership as rigorously as you review others'.
Leading Consultative Sales Teams in Competitive Markets
Turn consultative sales team leadership from a stated policy into a practice your organisation can evidence.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in consultative sales team leadership is earned separately. Teams read what their leaders tolerate on team leadership far more accurately than what their leaders announce. Participants apply this strand of organisational leadership to their own management team throughout, so the output is directly usable. Mature organisations treat consultative sales team leadership as a standing capability rather than a project that finishes. Participants leave with a method for the organisational leadership capability, not a set of opinions about it. Moving team leadership from written policy into daily practice is not achieved by a single decision. Participants finish able to explain consultative sales team leadership to a non-specialist audience without losing precision. The content is relevant to those who own team leadership and to those who are held accountable for its results. The programme closes with an action plan for this aspect of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
Communicate the reasoning behind team leadership, not only the conclusion.
Align the incentives of different functions so consultative sales team leadership is not quietly sabotaged.
Recognise early indicators that team leadership is drifting away from its intended design.
Reduce avoidable variation in how consultative sales team leadership is carried out across teams.
Set direction on team leadership that people can act on without further interpretation.
Handle the trade-offs in consultative sales team leadership between speed, cost and assurance explicitly rather than implicitly.
Who Should Attend
Public sector managers applying consultative sales team leadership within institutional constraints.
Newly promoted managers taking on team leadership for the first time.
Board members and non-executives overseeing consultative sales team leadership.
Analysts producing the data on which decisions about team leadership rest.
Those responsible for briefing external stakeholders on consultative sales team leadership.
Team leaders responsible for daily delivery of team leadership.
Course Modules
Consultative sales team leadership: influence across functions you do not control
2 sessions · 8 pointsSession 1Moving consultative sales team leadership through people who do not report to you
- Name a single owner for each element of consultative sales team leadership.
- Arrange the handover of team leadership so capability survives staff changes.
- Set the review point at which consultative sales team leadership will be reconsidered.
- Prepare the response for the most likely failure in team leadership.
Session 2Building someone who can run team leadership without you
- Draft the minimum viable leadership plan for consultative sales team leadership.
- Review a past decision on team leadership and state honestly what you would change.
- Set the decision rights on consultative sales team leadership: who decides, who is consulted, who is told.
- Establish what evidence demonstrates team leadership is under control.
Team leadership: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Making team leadership work when resources are constrained
- Check whether incentives anywhere reward behaviour that undermines consultative sales team leadership.
- Agree the smallest change to team leadership that would be visibly useful.
- Define the trigger that would require consultative sales team leadership to be redesigned.
- Record the rationale for each significant choice made about team leadership.
Session 2Who answers for team leadership, and to whom
- Test whether the team can explain consultative sales team leadership in their own words.
- Rank the weaknesses in team leadership by consequence rather than by ease of fixing.
- Identify the conversation about consultative sales team leadership you have been postponing, and schedule it.
- Agree the standard on team leadership and confirm it applies to everyone.
Team leadership: conflict, politics and informal power
2 sessions · 8 pointsSession 1What your team concludes from how you handle team leadership
- Give one piece of specific feedback on consultative sales team leadership within the week.
- Benchmark the organisation's team leadership against comparable operations.
- Decide what you will delegate on consultative sales team leadership and what you will not, and say why.
- Assess the workload team leadership adds and what you will remove to make room.
Session 2Keeping consultative sales team leadership alive after the initial push
- Prepare how you will respond when consultative sales team leadership is challenged publicly.
- Confirm that the people affected by team leadership heard it from you first.
- Set escalation thresholds for consultative sales team leadership that work out of hours.
- Recognise publicly one person whose work on team leadership went unnoticed.
Team leadership: performance, standards and consistency
2 sessions · 8 pointsSession 1The meeting that finally unblocks team leadership
- Check that consultative sales team leadership still works when volumes rise unexpectedly.
- Define acceptance criteria for team leadership in advance.
- Collect evidence on the present handling of consultative sales team leadership before proposing changes.
- Name the person accountable for each part of team leadership, not the committee.
Session 2Saying the thing about team leadership that nobody wants to say
- Agree what will be standardised in consultative sales team leadership and what will not.
- State the outcome expected from team leadership in a single sentence anyone can repeat.
- Identify which function can quietly block consultative sales team leadership and address it directly.
- Set the review interval for team leadership and who attends.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.