Developing Regional Sales Directors to Improve Overall Team Effectiveness
All the global sales reps in the organization reported to a team of roughly 35 Regional Sales Directors (RSDs). The client had a need to further develop the leadership and coaching skills of this team, which led to an investment in Situational Leadership II® (Ken Blanchard Companies); however, the program needed to be customized to better suit the role of an RSD.
The company engaged Symmetrics Group to accomplish two things: 1) Customize and deliver a full day workshop applying the SL II® concepts to the RSD role, then 2) Deliver 1:1 coaching with each of the RSDs to better develop their abilities to drive performance.
Symmetrics Group Approach
Symmetrics Group took a highly customized approach to addressing client’s leadership needs, including the following key components:
- Created a custom program combining the basic concepts of SL II® with the day-to-day role of an RSD and immersed them in exercises to better cement the concepts/application
- Developed a coaching playbook that unpacked the skills and competencies required for success in the role of a hunter/farmer
- Crafted a detailed methodology for diagnosing competence in the role, including a scale from novice to expert and the common tendencies/behaviors that help them determine where people are in their development. The playbook also included an HR Chally assessment that the company had already invested in as a backdrop for the core skills used in initial hiring of hunters/farmers.
- Trained the RSDs to look at the initial skills required vs. how they are
deploying/performing today in the role; Delivered coaching calls with RSDs to develop their own coaching skills and address opportunities around team assessments, individual assessments, field coaching, skill building, coaching hunters vs. farmers, sales meetings, contests, sales call analysis, performance drivers, managing “up,” coaching newer reps, coaching highly experienced reps, account development, and team dynamics.
Our client realized the following results from this initiative: Consistent development of the RSD team and feedback to Senior Leadership on the common challenges they face in the role; insight to the common issues the RSDs face in developing sales talent; measurement on the level of engagement of the RSD team (number of coaching calls completed); consistent tool for diagnosing sales performance (coaching playbook), which can also be used to develop new RSDs; personal development of RSDs engaged in the coaching program; better development of sales talent, driving improved sales performance across teams/individuals.
This engagement is an example of the methodology-agnostic approach we take to sales performance improvement. Whether the client builds a new methodology or adopts an existing one, our focus is tailoring and applying it in a way that maximizes impact.
The Multigenerational Sales Team
More effectively leverage talent across generations who think, sell, and buy in vastly different ways and overcome generational obstacles to drive improvements in both individual and organizational performance.