FUTURE LEADERSHIP AND SALES

Superiors are appointed, managers are elected!

If managers are not elected by their employees, they remain superiors, only.  This does not create a stable base; neither for employees-loyalty, for encouraging employees in their development, nor does it implement innovations powerfully and quickly.  On the contrary: service by the book, muddle of average and leisure-oriented ease, are the consequences.  This problem can therefore not be solved by management and structures, but requires an in-depth attitude-  and awareness-process, in order to help managers develop into superiors , to move people, create and shape change and to realise opportunities.

Starting position

• Production company with international wholesale, in the area of trade and industry.
• Positive sales-development
• Challenging situations to enforce market prices.
• Employee turnover, through past failures and compromises, creates unnecessary problems and ties up capacity.

Goals 

• Clarity and shared understanding of the roles and functions of an effective manager.
• Self-assessment based on specific leadership skills.
• Feedback and comparison of expectations and self-assessment, on the level of sales-people  and management.
• Initiate and maintain self-learning processes, in order to increase sales, reduce fluctuations and significantly increase employees-loyalty and motivation.

Process

•  three modules for development
  • Seminar X10 – leadership Xperience (experience)
  • Seminar X10 – selling experience
  • workshop:  future management
• Integrated – wholesome approach through the navigation system
  •  I: personality, leadership
  • US: teams, culture, sales
  • IT: management, processes, strategy

These topics are made tangible and are anchored 

• Self-responsibility, courage, willingness to innovate and motivation.
• to deal constructively with failure and mistakes
• wanting/ being able to/being allowed to
• Inner attitude for agile use of the X-navigation system
• the sales-navigation system as a wholesome structure for employee management, knowledge management, feedback processes, self- and external assessment and target agreement, on the behavioural level.
• Development of 15 effective leadership skills in the dimension  “I – us – it”.
• Also in the foreground is the structured and rounded exchange of experiences among the participants in terms of
• knowledge management and best practice.  What is my contribution and my responsibility?

Output and Magic

• For the first time it has become clear to me, what leadership means at all and what my specific role and responsibility is.
• I have recognized a lot of reserves and opportunities and can now, fully motivated,  tackle and and realise my challenges.
• With the sales navigation system, we have the ideal basis to consciously guide  salespeople and support them further,-  in addition to the area of number-controlling- , on the level of behaviour and attitude. As only the attitude creates behaviour and therefore results, in the shape of numbers. MG