Program Overview

The ‘Leading World Class Sales Teams’ programme aims to assist delegates to inspire and influence effective sales performance from their teams.

Those attending will gain insights on how to:

  • Motivate team members to enhance sales performance
  • Inspire behavioural change in those you manage
  • Review individual activities against established models
  • Run effective sales meeting that create advancement in existing sales opportunities
  • Use a structured 121 process that allows for effective feedback

Programme objectives

  • Understand of the scope and complexity of managing a sales force and what is required to be successful
  • Run effective sales meetings
  • Carry out effective reviews of the individual sales pipelines
  • Understand the process and techniques for effective financial planning, in order to maximise the utilisation of resources and drive higher revenues
  • Be aware of the tools and reports avilable to managing the sales team and use them accordingly
  • Manage sales activities by coaching individuals on target setting, time management, organisation, priorisation and frequency of client visits
  • Appreciate the need to handle staff of different experience in different ways
  • Adopt different leadership styles depending on the situation
  • Be aware of own behaviour and how it impacts on the team
  • Develop their team into a high performing team
  • Identify what motivators can be used to motivate individuals and the team
  • Understand the importance of effective communication skills when communicating with the team
  • Define the key elements of results­focused performance plans
  • Learn how to handle performance issues and deal with them effectively in the one­to­one interview
  • Effectively give positive and developmental feedback
  • Monitor and review progress of sales targets and act accordingly


A key need mentioned in the consultation process with HSBC was that the programme need to be designed in a way that maximises impact and creates real change in the business. To ensure maximum impact the programme will be designed into three discrete parts:

1) Formative Assessment: psychometric and individual learning plans

2) Workshop: two-day interactive workshop including creation of post course learning plan and project

3) Post course 121 coaching with tutor (about six weeks post course)

4) One Day follow up to measure progress and follow up learning and create future change


Day 1

Session 1 ­ Introduction to the Workshop

  • Workshop aim, objectives and agenda
  • Personal objectives
  • Workshop methodology

Session 2 ­ Introduction to Effectively Leading a Sales Force

  • Dynamics and complexities of sales management
  • Good vs bad sales managers, learn from our experiences
  • The traits, behaviours and competencies required to be a successful sales manager
  • The role and responsibilities of being a sales manger
  • How sales management differentiates from being a manager
  • Core activities of the sales manager

Session 3 ­ Financial Planning & Maximising Revenue Potential

  • Budgeting

­ Creating a budget, process & techniques

  • Sales planning
  • Strategic planning & campaigns
  • Deploying the sales force

­ Geographical, Accounts, Products

  • Setting & deploying targets

Session 4 ­ Managing Sales Activities

  • Key components to sales & account planning
  • Analysis & prioritisation
  • Process & strategy for developing an individual sales plan
  • Performance planning to maximising productivity & performance
  • Performance management processes and tools
  • Establishing criteria for measuring performance & objective setting
  • Monitoring and reviewing progress

Session 5­ Creating Routes to Advancement / Urgency Activities

  • Creating follow up in deals with long lead times
  • Customers need to have actions at the end of meetings
  • Analysing your pipeline
  • Continuation as the biggest problem in selling

Day 2

Session 1 ­ Leading the Sales Team – Being an Effective & Inspirational Leader

  • Styles of leadership
  • Situational leadership model
  • The concept of “maturity in the role”
  • Approaches:­ directing, coaching, supporting, delegating
  • The implications of using an inappropriate style
  • Adopting a different style of leadership depending on the person
  • Effective communication ­ How do I come across
  • How does my style of communication affect the team

­ Am I a good communicator

­ Tools for effectively communicating with the team

­ The ability to listen effectively

Session 2

Motivating Individuals & the Team

  • What is motivation?
  • Motivational theorist Herzberg
  • Understand team motivation and engagement
  • What are the key motivators which we can use on a daily basis to help improve the performance of the team?

Session 3 ­ Coaching Role of the Sales Manager

  • Defining coaching
  • Why coach?
  • Coaches vs doers
  • Benefits of being an effective coach
  • Coaching process
  • The skills needed to be an effective coach
  • Growing your team

Session 4­ Developing a High Performing Team

  • Moulding a high­performance team
  • Characteristics of high performing teams
  • Barriers to high performing teams
  • Team development
  • How to organise a team to ‘play to strengths’,
  • Three cornerstones to high performing teams

Practical team­building exercise followed by a review & debrief

Session 5 ­ Giving Constructive Feedback

  • Effectively using your 121 opportunities
  • Good & bad feedback experiences l Importance of providing feedback l Skills of giving effective feedback
  • Planning & preparing to give feedback
  • Managing difficult situations
  • Best practice for giving feedback

Session 6 ­ Post Course Quality Improvement Projects

  • Individuals agree to implement action points from the course that they will present back on the review day of the training
  • Action plans are filled out
  • 121 coaching session dates are agreed
  • Review & feedback for performance improvement

Course Summary & Close

Module 2

Session 1 ­ Introduction

  • Welcome and introductions
  • Objectives of the programme
  • Action planning – “stop, start, continue” model

Session 2 – Quiz on Learning Points from Day 1

  • What do we mean by influencing skills and the difference between formal authority, manipulation and influence
  • Who are the key stakeholders for the Client Manager
  • Introduction to Cohen’s Influence Model and how you can apply this in your relationships in Lloyds

Session 3­ Case Simulation: The Effective Sales Leader

l Particpants will take part in a major case simulation of a day in the life of an effective sales leader. Observations of participants behaviour and decisions will be made and feedback given

Session 4 – Presentation of Learning / Quality Improvement projects

  • Delegates will present back on what they have implemented since day one.
  • Senior management to give feedback
  • Further learning to be encouraged

Session 5 ­ Putting it all into Practice

  • Course summary
  • Course evaluation
  • Delegates will have a final opportunity to complete an action plan to commit themselves to new practices and behaviours on their return to work



Course Curriculum

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