Sales Management Research

• Only 1 out of 44 companies (2.27%) surveyed had any kind of company-sponsored sales manager training program. (American Management Association)
• 78% of all Sales Managers were dissatisfied with their training or had never received any specific training to equip them for their role as Sales Managers. (Jacques Werth studies the sales performance processes of the top 1 percent of salespeople in many different industries.)
• 75.2% of ALL Sales Executives and Managers are not meeting the contribution expectations of their organizations. This includes all levels of sales management from first-line managers to senior executives. (Emerge Leadership Group Study of 172 Fortune 1000 companies)
• Sales Managers and leaders who approach their work like an individual contributor work much longer hours than fully-transitioned sales managers and are ONE-THIRD as effective in getting results. (Emerge Leadership Group LLC)

The Leadership Transition - For Sales Leaders

The Leadership Transition Workshop for Sales Managers is the only workshop that provides sales managers with a framework for understanding how to let go of what made them successful as a salesperson and focus on how to maximize their impact as a sales manager.

1. Understand your new sales leadership responsibilities—and make a quick, effective transition to your new role
2. Build strategic relationships throughout the organization
3. Understand the 5 key Leadership Accountabilities to becoming an effective sales leader.
4. Utilize a framework for creating an engaged environment where your direct reports can maximize their impact to the organization.
5. Understand the process for tracking progress in making the transition and practicing the expected role in a specific work project.

Learning Objectives for Participants by Module

Module 1: Importance of Group Sales Leaders

1. Identify the challenges, through a group exercise, of making the transition into the formal or informal sales leader role.
2. Describe behaviors and characteristics of effective and ineffective sales leaders.
3. Review current research data on the percentage of managers who have not successfully completed the transition and the implications for organizations.
4. Understand the overall transition process and how to plan it out using the Transition Action Plan.

Module 2: From Managing Self to Managing Others

1. Define the approaches that successful individuals take throughout their careers that keep their work valuable to companies.
2. Understand the need for leveraging individual expertise by changing the way one approaches their work.
3. Learn the Emerge Transition Stages model and how the research sets a roadmap for individuals to maximize their impact to the organization over the course of their career.
4. Identify the key differences between Managing Self and Managing Others.
5. Learn the 5 Key Sales Leadership Practices as defined in the Transition Stages research.
6. Work through an exercise that helps participants look at how individuals approach real work in each of the performance stages.
7. Understand, through an exercise, how individuals in different transition stages approach the same sales assignment in fundamentally different ways.
8. Identify the transition obstacles to maximizing one's impact when Managing Others.
9. nderstand that an individual's impact is assessed by their behavior in approaching their work and not by their position or title.
10. Identify how much work participants are doing in other transition stages, why they're doing it and how they are approaching the work.
11. Understand the reality and trap of being a "Working Sales Manager".
12. Learn the value of challenging sales assignments on making the transition to the Managing Others stage.
13. Begin creating a personalized Transition Action Plan for changing behavior based on the Transition Track Assessment and the learning from the Transition Stages.

Module 3: The Sales Leadership Approach

1. To identify actions and behaviors for each of the five accountabilities and create a plan to use them on-the-job.
2. Understand that the transition to the Managing Others approach requires a psychological shift from focusing on oneself and one’s own expertise to focusing on how to maximize the contribution of others.
3. Explore Five Key Sales Leadership Accountabilities which will assist participants to make the full transition to their expected role.
4. Work through group exercises to understand each of the Accountabilities in the context of their own work. Apply the learning from the exercises to their personalized transition action plan.
5. Use the Transition Track Assessment prescriptions for each behavior to develop action items with assigned completion dates.
6. Understand the key engagement components and how to keep your direct reports "In the ZONE".
7. Review their Transition Action Plan for all five Leadership Practices for any actions that may cross over into two or more practices.
8. Finalize the Transition Action Plan and prepare for a post-workshop discussion with their manager.

Module 4: Closing

1. Understand the process for tracking one’s transition after the workshop.
2. Share their key learnings from the workshop with the group.
3. Review the expectations and objectives of the workshop.
4. Provide workshop feedback through the evaluation.