Igniting Workplace Enthusiasm

Successful Sales Leadership

Course Information


Sales Leadership Course


Many of our clients ask us about training for sales leaders.  The usual concern is that they don’t seem to be very effective in getting the team motivated to produce results. Often, clients can’t understand why there is a lack of an effective strategy by the sales leader.  Also, inconsistencies between the measures being applied and the organisation’s Key Performance Indicators (KPIs), seem mystifying.  The solution is our Sales Leadership Course.  The course is a three day programme, delivered in Japanese or English. 

Why are these sales leader issues so problematic?  Part of the answer is the structure of Japanese sales organisations.  Twin doses of a poisonous cocktail can be fatal for sales driven companies.  That cocktail has one part job rotation throughout the organisation and the other part can be task suitability.  "Get the right people on the right bus in the right seats", sounds infinitely sensible, but often in the sales leadership world, there is some confusion about how to realise that.

The rotation component can see generalists moving around organisations through sales, accounting, operations, planning, marketing etc.  The sales manager may be in the role for a brief period of years before being moved on. 

Your organization  may have recruited this person during that sales manager "cameo performance", impressed by their firm’s brand and reputation.  The individual actually may not have much real relevant sales experience and possibly zero sales management expertise.

The other trap is that the best sales people get recognised and get promoted to sales manager for their sterling efforts in pumping out the numbers.  Thereafter, as the new leader, they wonder why the rest of the sales team can’t do what they did.   

They have no idea about management, have been provided with little or no effective training and are feeling lost.  What worked for them was idiosyncratic, not sufficiently universal in distribution and so they struggle. 

What skills do they really need?  The Sales Leadership Course comprehensively covers twelve critical elements for fixing the performance issues you are facing.

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Personal Leadership focuses on creating a clear vision for where they want to go with the team. The arrival at shared core values builds critical trust with the team.  The communication of the vision and the values builds the relationships, that help sales people find their self-motivation from within. 

Communication Skills for leading a team and communication skills for selling to a customer are highly similar.  Asking questions rather than giving orders, being a good listener, getting to know colleagues at a fundamental depth.  By understanding their "career drivers" build the relationship. These protocols all create deeper trust and loyalty.  The kick off point to the "extra mile" starts here.  During the programme, we will assess communications skills and  remove filters that prevent listening

Building The Sales Team begins with understanding each person’s stage of development and the corresponding appropriate coaching responses required to maximize their potential at each stage.  Pinpointing the reasons for non-performance has a subtlety to it that only comes with good situational analysis.  Differentiating between what is manipulative behavior and what drives inner motivation is essential for sales leaders.  Recognition and appreciation are in tremendously short supply everywhere in the sales world, but particularly here in "tough love" Japan.

Personality Styles analysis is often overlooked as a critical skill area in sales leadership.  This is a game changer.  "One size fits all" is a proposition firmly rejected by one and all, except it seems when it comes to sales people dealing with customers. 

Typically, whichever is their our own style, becomes their sole default  mode. 

To give some examples:
Detail oriented Analyticals, tend to be focused on the minutiae of projects and subjects.  
Action oriented Driver types however reject this approach and hate getting bogged down in micro-detail "nonsense".  
Expressives, who cry out for big picture perspectives, fail to have much patience with it either. 

Depending on our style, we have certain preferences and biases.

Analyticals see whiteboard pen wielding, think off the cuff Expressives as "flakes", without any grounding in facts and data for their spurious assumptions and ill formed ideas.

Hard driving Drivers feel cold and "dry"" to Amiables, who treasure teamwork and group solidarity based on shared feelings and aspirations. 

Amiables want to get to know you first, build the trust, the relationship.  For Drivers, "time is money", so cut the fluff and let’s get to the meat straight away.

Understanding how to switch your own gears, (phrasing, cadence, energy, content) to suit your interactions with each different style is an absolute sales leadership essential.  

It is also a coachable skill to pass on to sales people dealing with customers.  Speaking to the customer, in the way they like to be spoken to, sounds obvious. Nevertheless, the reality is that sales leaders themselves need to make sure they understand the different customer personality styles and their different demands, so they can lead their sales team to success.

Performance Management works well when sales leaders understand the "law of restricted performance" where the sales person’s understanding of their bosses expectations will determine their results level.  Basically, our expectation of people is generally what they accomplish. 

Performance drivers need to be identified, tracked and the process sustained.  Doing a sales person skill inventory helps to pick the gaps and attach the best coaching and training solutions.  Buyer seniority levels needs matching confidence creation in sales people.  We need this to neutralize the power imbalance between buyer and seller. 

Mistake handling needs a refined strategy because it has the potential to create motivational issues in a team.  Everyone is watching to see how the sales leader handles the person making the error, as they know they are possibly next.  The same applies when there are cases of non-performance. How this is handled will determine the culture and motivation of the sales organisation.

Sales leaders need to oversee the Transfer of Skills to the team. What is the best formula for getting that skill transfer functioning well? Training is required to know how to do the overview explanation, the demonstration through modeling of behaviour, the coached practice sessions, the judgment of progress through live-fire observation and finally, the massively important feedback mechanism.

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Sales Meetings have varying degrees of complexity depending on the objectives.  Sharing information and doing strategic planning are entirely different animals and need different skill sets to be in play on the sales leader’s part. 

An effective regular sales meeting will embrace:
current goal achievement calibration 
communication skills that provide inspiration and motivation 
informational updates
the imparting of knowledge and skills
finely tuned micro goal setting.  

Sales leaders need to know how to construct all the elements so that the meetings are powerful motivators, rather than being resisted as an imposition or waste of valuable client facing time.

Time Management is an obvious, if variously mastered skill.  A time poor, disorganised sales leader creates problems for the organisation.  They don’t get enough completed because they are inefficient.  Even worse, they provide no role model or guidance for their team.  Sales leaders need to master the "new" Pareto Principle, where 80% of time is spent on the 20% of people/activities that produce 80% of the results.

Finding New Prospects is a sales team’s mantra.  Rarely easy, this skill set needs coaching and guidance from the sales leader.  Understanding activity ratios and spotlighting the gap analysis is fundamental to producing results.  Getting Sales Referrals is a lost art amongst most sale people, because they shy away from the activity required. Their fear of rejection overwhelms them.  The sales leader needs to exhibit strong coaching skills in this area. 

Finding more share of wallet from Existing Accounts makes sense. The costs of developing a deeper partnership with the client are so much less than creating a new client (usually assumed to cost 5 to 6 times what it costs to service an existing client).  Clients buy brand value, product value, service value and most importantly sales person value.  The sales leader needs to be driving the development and expansion of the sales person’s value to the client. 

Clients have different buying perspectives which need to be accounted for.  The financial buyer is quite different to the user buyer. The technical buyer is looking for different things from the executive buyer. Uncovering the "what", and the "why" are part of a sales person’s communication skills that the sales leader has to pay particular attention to developing.

Pipeline Management of the sales team makes all the difference to getting the right outcomes and also for the reporting and forecasting process for companies.  Future investments need to be considered in the context of income deriving from concrete results and this is where forecasting, based on pipeline information plays such a key role.  When will projects be confirmed, when will contracts be concluded, when will the payment arrive – sales leaders must have clear vision of these numbers

Revenues and cost ratios drive profit calculations. Sales leaders need to ensure that sales people understand that relationship - their activities must be in harmony with the long term benefit of the company.  The sales leader needs to know how to develop a balanced, considered Territory Plan to create the right focus and direction for sales people.

Finally, sales leaders have to be well versed in the Innovation Process and how to tap into the knowledge, experience, intellect, passion and motivation of the salesforce to produce ideas for growing the business.  No longer in the front line, the sales leader can become isolated from the latest trends and directions of the clients or the market.  Being able to plug into that team knowledge, works best when proven Dale Carnegie idea generation technologies are used. The sales leader’s facilitator role is key to getting the best idea outcomes from the front line team.

So looking at yourself or your current Sales Leader, how did your organisation stack up in these twelve categories?  If you are not measuring sales leader performance against each of these areas, it might be a good time to start.  If you find gaps in understanding, missing elements or disappointing performance, then it’s time for you to take action!

Register NOW
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Dale Carnegie is the leader in the field of human relations and the field of sales – no one else can deliver such a power combination.

Sale training was developed originally in New York by Dale Carnegie in the 1940s and has been undergoing constant kaizen and refinement ever since  

Sales leadership training is permanently being tested in more than 90 countries and 30 languages around the world  

This programme is the benchmark for Sales Leadership Training, based on proven methods that work, taught by professionals


The course curriculum is comprehensive.  At the end of the training the participants will:

Develop and strengthen personal leadership and communication skills
Build a strong, productive and successful sales team
Manage time and performance more effectively
Master adaptive skill transfer techniques
Conduct outstanding sale meetings that inspire and motivate
Refine prospecting, account development and pipeline management
Learn an innovation process for creative problem solving


The Sales Leadership Course is a must for sales leaders who want to be successful.  If there was NO RISK to taking this training, because of a 100% satisfaction or your money back guarantee, wouldn’t this make the decision to start now a lot easier?

Register NOW
to ensure your place in the next programme
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We Have Removed The  RISK 

If you are not 100% satisfied with this programme,
you will have your investment refunded immediately

The Sales Leadership Course is delivered in three parts:

Part One: there is a 30 minute TeleCoaching session before the course, to explore the areas where you see the greatest benefit in developing further. 

Part Two: Three days of delivery of the programme.

Part Three: after the three days of delivery, there is a follow-up half-day session 6 months later.

Register NOW
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Who Should Attend

Newly appointed sales managers, candidates for sales management positions, and veterans who want to stay abreast of the latest techniques and strategies


Day One Module 1 Develop personal leadership
Module 2 Communicate to lead
Module 3 Build your sales team
Module 4 Communicating with different personality styles
Day Two Module 5 Performance management
Module 6 Adaptive skills transfer
Module 7 Conducting outstanding sales meetings
Day Three Module 8 Time management
Module 9 Prospecting strategies
Module 10 Account development
Module 11 Pipeline and territory management
Module 12 Innovation


Learn How To:

  • Develop a clear vision for your sales team
  • Excel at performance management - how to set expectations/gain agreement and coach your sales team for breakthrough performance
  • Develop and strengthen personal leadership and communication skills
  • Build a strong, productive, and successful sales team
  • Manage time and performance more effectively
  • Conduct outstanding sales meetings that inspire and motivate
  • Set challenging expectations regardless of skill level and be highly effective at skill development training
  • Develop sales team prospecting strategies, create new business opportunities within existing accounts and master pipeline and territory management
  • Communicate with different client and sales person personality types
  • Develop creativity and innovation in the team
  • Train salespeople to accelerate their sales cycle

Akasaka 2-chome Annex #501, 2-19-8 Akasaka, Minato-ku, Tokyo, 107-0052, JP
P: +81 3 45205470

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