New Sales Manager Studio

Course synopsis

Promoting your best seller is a big bet. How you set them up in the first few months decides whether you gain a great manager or lose a great seller. Most new sales managers are promoted for what they did as sellers, then left to work out the new job on their own. Some try to close every deal for the team; others step back so far that standards slip. This two-day workshop gives a small group of six to eight new managers the foundations straight away. Day one is about the shift itself: what changes when success depends on other people, leading former peers, setting clear expectations and building a weekly management rhythm. Day two is about the conversations that make the role: one-to-ones, coaching on real deals, motivating different sellers and raising performance concerns early. Managers work on their own team throughout and leave with a first-ninety-days plan their own leader can support.

Key focus areas

• Why the first ninety days matter so much
• From top seller to sales manager: what changes
• Leading former peers with confidence
• Setting expectations and a weekly management rhythm
• One-to-ones and coaching on real deals
• Motivating different sellers
• Raising performance concerns early
• Your first-ninety-days plan

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

New sales leaders learn fastest when they can try something with their team between sessions and bring back what happened. Spread over five live online sessions of two hours, this series gives new sales managers the essentials of the role without taking them out of the business for days at a time. Each session covers one part of the job, practises it in breakouts with other new managers and agrees an action to try with the team before the next session. By the end, managers have led an expectations conversation, run development-focused one-to-ones, coached on a live deal and prepared for the harder conversations, with peers who are going through the same change.

5 live sessions · 2 hours each

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

Being brilliant at selling earns the promotion. Helping others sell brilliantly is what makes the manager. This practical half-day workshop is built for new and soon-to-be sales managers who are stepping up from a quota-carrying role. Delegates explore what changes when success depends on other people's deals: how to lead former peers with confidence, how to set expectations for activity, pipeline and behaviours, and how to resist the instinct to rescue every opportunity. They practise the first conversations with their team, decide where their own selling experience helps and where it gets in the way, and build a realistic first-ninety-days plan around their real team and targets.

Key focus areas

• What changes when you move from seller to sales manager
• Leading former peers with confidence
• Setting expectations for activity, pipeline and behaviours
• When to coach and when to step into a deal
• Building credibility with your new team
• Your first ninety days as a sales manager

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

A good sales one-to-one is the most valuable thirty minutes in a seller's week. Too often it becomes a forecast update. This half-day workshop helps sales managers turn one-to-ones into genuine development conversations. Delegates explore how to separate the one-to-one from the pipeline review, structure the conversation around the seller's goals, and use questions that surface what is really helping or holding back performance. They practise listening, giving balanced feedback and agreeing a focused action that the seller owns, then build a one-to-one template and rhythm that survives the pressure of quarter end.

Key focus areas

• The purpose of a sales one-to-one
• Separating development from pipeline inspection
• A simple one-to-one structure
• Questions that surface what is really going on
• Balanced feedback and seller-owned actions
• Keeping one-to-ones alive at quarter end

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

Every seller deserves to know where they stand. A fair, early performance conversation is a kindness, not a confrontation. This half-day workshop helps sales managers handle the full range of performance conversations, from recognising what a top performer does well to addressing a seller who is falling behind. Delegates learn to read leading indicators, diagnose whether the gap is about activity, skill, motivation or circumstance, and prepare a conversation built on evidence rather than frustration. They practise staying calm and constructive when the conversation becomes emotional, and agree improvement plans with clear support, measures and review points.

Key focus areas

• Leading and lagging sales indicators
• Diagnosing skill, will and circumstance
• Preparing an evidence-based conversation
• Staying constructive when emotions rise
• Improvement plans with real support
• Recognising strong performance specifically

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

The fastest way to change a sales team's results is to hire well. The most expensive mistake is to hire on charm alone. This one-day workshop gives sales managers a practical, fair approach to recruiting BDRs, account executives and account managers. Delegates build a scorecard for a real open role, design structured behavioural questions that test genuine selling experience, and plan a realistic role-play or presentation exercise. They practise interviewing and scoring in pairs, explore how to reduce bias in the process, and finish by planning onboarding that gets new hires productive faster.

Key focus areas

• Defining a scorecard for each sales role
• Structured behavioural interview questions
• Designing a realistic sales role-play or exercise
• Scoring candidates consistently and fairly
• Reducing bias in sales hiring
• Onboarding new sellers for a faster ramp

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

New managers often inherit a pipeline meeting without ever being shown how to run one. This half-day workshop helps new sales managers turn the weekly pipeline review into one of the most useful hours in the team's week. Managers explore the difference between inspecting a deal and helping a seller progress it, practise the questions that test evidence without interrogating, and design a review format that leaves every seller with a clear next action. They also look at how to keep forecast conversations honest when the pressure is on.

Key focus areas

• Inspecting a deal versus helping a seller
• Questions that test evidence without interrogating
• Choosing which deals to review
• A review format sellers can prepare for
• Keeping forecast conversations honest
• Agreeing actions and following up

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials

Course synopsis

Every seller is motivated by something different, and new managers rarely get the chance to find out what. This half-day workshop helps new sales managers move beyond the leaderboard. Managers explore what motivates different sellers, how to set goals that stretch without crushing, how to recognise effort and progress as well as results, and how to keep the team's energy up after a lost deal or a missed month. They leave with a motivation map for their own team and a few simple habits to keep morale and resilience high.

Key focus areas

• What motivates different sellers
• Goals that stretch without crushing
• Recognising effort, progress and results
• Supporting a seller who has lost confidence
• Team energy after setbacks
• Your team motivation map

Included in every course

• Interactive, facilitator-led learning
• Group discussions
• Breakout exercises
• Take-away materials