Leading Through People℠ for B2B Sales Leaders – B2B Sales Essentials℠, B2BSE-25

This is THE foundational course for sales managers desiring a solid grasp on how to manage people and develop their capabilities. Participants gain a holistic perspective of best practices to equip each staff member for success, and how to correct performance or behavior back to the standards should anyone struggle. Topics include:

B2BSE-25 Part 1 – Equipping Salespeople for Success

Session Length: 10 hours | Target: B2B supervisor and above | Prerequisites: None | Delivery: taught live or webinar

• Defining Performance Management
  • What is performance management in B2B sales?
  • Why performance management is one of the most crucial skills an effective sales leader can possess
  • Introducing a Holistic Performance Management Model
• Quadrant 1: Establishing Performance Standards
  • The right job description to define key responsibilities
  • Effectively setting goals and objectives using STRAM goals
  • Setting clear and concise expectations with staff members
  • Teaching staffers the new skills and knowledge they need to succeed
  • Assigning work to staff members
• Quadrant 2: Mastering Performance Consistently
  • Spending quality time to observe sales staff performance
  • Providing feedback and effective coaching to staff members
  • Creating a motivational climate
  • Effectively evaluating and documenting performance
  • Helping employees to solve their own problems

B2BSE-25 Part 2 – Correcting Back to Success

Session Length: 6 hours | Target: Supervisor and Above | Prerequisites: B2BSE-25 Part 1 | Delivery: taught live or webinar

• The Holistic Performance Management Model
  • A recap of Part 1: The Equipping Zone
  • The discipline of consistently applying holistic performance management
• Quadrant 3: Counseling Unacceptable Performance or Behavior
  • Measuring and analyzing the actual gap between the standards and the observed performance or behavior
  • Counseling to correct performance deficiencies
  • Counseling to correct behavioral deficiencies
  • Issuing a verbal performance warning
  • Issuing a written warning via a performance development plan
• Quadrant 4: Disciplinary Action
  • Taking effective disciplinary action when warranted
  • Dealing with breaches of the organization’s code of conduct
  • Properly investigating complaints when they arise
  • Properly resolving violations
  • Handling terminations with sensitivity and professionalism