Sales Leaders Studio

Course synopsis

Sales leadership is learned in the conversations you have with your team every week. Part 1 focuses on the people side of the number: moving from top seller to leader, running one-to-ones that develop sellers, coaching on real calls and deals, setting standards people own and addressing performance early and fairly. Across five live online sessions, leaders practise these conversations with peers, try them with their teams between sessions and bring back what happened. The result is a practical leadership toolkit and a coaching rhythm managers can sustain.

5 live sessions · 2.5 hours each

Included in every course

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

Course synopsis

Once the team is coached well, the next challenge is making performance predictable and scalable. Part 2 focuses on the operating side of sales leadership: forecasting with evidence, running a weekly cadence that protects selling time, building a high-performing team culture, leading change so it sticks and working effectively with marketing, customer success, product and finance. Leaders work on their own pipeline, cadence and team plans across five live online sessions, applying each idea between sessions.

5 live sessions · 2.5 hours each

Included in every course

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

Course synopsis

A useful sales manager develops the seller's thinking as well as inspecting the opportunity. A pipeline review can identify a problem; a useful coaching conversation helps the seller think through how to address it. This one-day workshop develops a repeatable approach to deal coaching, call coaching and individual skills development. Managers explore how to distinguish capability gaps from unclear expectations, missing knowledge or wider obstacles before choosing the right response. They practise asking questions that surface the seller's reasoning, use observable evidence rather than impressions and agree an action the seller owns. The session also explores when to coach and when clear direction is needed. Delegates build a realistic coaching rhythm for their sales week, making development a purposeful part of management rather than an extra task whenever time allows.

Key focus areas

• Coaching vs managing
• Diagnosing skill, will and knowledge gaps
• Deal coaching
• Call coaching
• Coaching questions that work
• Building a weekly coaching rhythm

Included in every course

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

Course synopsis

A sales team needs a management rhythm that makes priorities, progress and standards clear. Sales managers need more than oversight of the numbers: they need clear routines that support their people, strengthen accountability and keep opportunities moving. This one-day workshop helps new and developing sales managers, leaders of quota-carrying reps and managers seeking more structure establish practical daily, weekly and monthly leadership cadences. Delegates explore structured deal reviews, pipeline and forecast meetings, target-setting and fair, consistent performance management against clear KPIs, connecting each activity to the needs of their team. They leave with a ready-to-use leadership calendar and a clearer approach to reviewing deals, setting expectations and managing performance without adding unnecessary pressure.

Key focus areas

• Sales leadership cadences: daily, weekly, monthly
• Deal review formats that move deals forward
• Pipeline and forecast meetings
• Performance management and KPIs
• Setting targets and expectations
• Building your sales leadership calendar

Included in every course

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

Course synopsis

Experienced revenue leaders need to deliver today’s numbers while building the capability, consistency and culture to support growth. This two-day masterclass is designed for heads of sales, revenue leaders, experienced sales managers and founders scaling a sales function. Building on essential leadership disciplines, it develops practical approaches to operating rhythms, deal and pipeline reviews, call, deal and skill coaching, performance management, forecasting, hiring and onboarding. Delegates learn to coach through a simple, repeatable model, address under-performance early and fairly, and build a forecast the business can trust, leaving with a plan to scale a coaching-led sales culture.

Key focus areas

• Leadership cadences and operating rhythm
• Deal review and pipeline inspection formats
• Coaching a sales rep: call, deal and skill coaching
• Performance management and difficult conversations
• Forecasting with confidence
• Hiring, onboarding and building a coaching culture

Included in every course

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

Course synopsis

Leading managers means helping them lead well without taking their team away from them. When your direct reports manage teams of their own, leadership becomes less about solving every problem and more about enabling other managers to lead well. This one-day sales leadership workshop is for managers who lead managers, including heads of sales, regional leaders and sales directors. We explore how to translate business priorities into clear expectations across teams, assess management effectiveness as well as results, and support managers without bypassing them. Delegates work on coaching judgement, handling escalations and creating a consistent management rhythm while leaving room for each manager's own style. A group of 6–8 managers gives everyone time to explore their real challenges and develop a practical plan for leading through others.

Key focus areas

• Moving from managing sellers to leading managers
• Translating strategy into clear expectations across teams
• Coaching managers' judgement and leadership capability
• Reviewing management effectiveness alongside sales results
• Handling escalations without bypassing your managers
• Developing managers and building succession
• A consistent manager-to-manager review rhythm

Included in every course

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

Course synopsis

At senior level, the job changes. Results come through other leaders, the strategy has to make sense on the sales floor and your influence in the boardroom shapes what your teams can achieve. Over two days, a small group of no more than six senior leaders works on the three parts of the role that matter most. Day one focuses on leading managers: setting clear expectations, coaching their judgement and holding them accountable without stepping into their teams. Day two turns to strategy and influence: building a sales strategy that connects targets, market focus and team capacity, then taking it to the executive team and winning the support and resources it needs. Leaders work on their own organisation throughout and leave with a practical leadership and strategy plan.

Key focus areas

• Leading managers: expectations, coaching and accountability
• Building a sales strategy: targets, market focus and capacity
• Turning strategy into team priorities
• Executive influence: making the case to the board
• Handling challenge from senior stakeholders
• Your senior leadership plan

Included in every course

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

Course synopsis

A good commercial strategy makes choices: which customers, which markets, which offers and which deals deserve the team's time. This half-day session helps senior sales and revenue leaders step back from the quarter and look at the commercial picture. Leaders review where revenue really comes from, decide where to focus, test pricing and margin decisions and agree what the sales organisation should stop doing. They work on their own business throughout and leave with a one-page commercial plan to share with their leadership team.

Key focus areas

• Where your revenue really comes from
• Choosing where to play and how to win
• Pricing, margin and discount principles
• Aligning sales, marketing and finance
• Your one-page commercial plan

Included in every course

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

Course synopsis

Strong sales teams are built on a few leadership disciplines done consistently: clear standards, good hires, owned commitments and a rhythm the team can rely on. Over two days, sales leaders connect the parts of the job that usually get handled separately. Day one focuses on the team: defining high performance, building accountability without micromanaging, and leading change so new ways of working are adopted. Day two focuses on the system: recruiting and onboarding sellers who fit, and designing daily, weekly and monthly leadership cadences that protect selling time and keep standards visible. Leaders work on their own team throughout and leave with a practical leadership plan.

Key focus areas

• Defining high performance in your team
• Accountability without micromanagement
• Leading change in sales teams
• Recruiting and onboarding great sellers
• Leadership cadences: running your day, week and month

Included in every course

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

Course synopsis

Sales teams change constantly: new territories, comp plans, CRMs, methodologies and leaders. This workshop helps sales leaders plan and lead change so it is adopted rather than tolerated. Leaders explore why sellers resist change, how to explain the reason in sales terms, how to involve the team, and how to follow through until new habits stick. They work on a real change they are leading now and leave with a practical rollout and communication plan.

Key focus areas

• Why sales teams resist change
• Explaining the why in sales terms
• Involving the team and top performers
• Handling tough questions
• Reinforcing change until it sticks

Included in every course

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

Course synopsis

High-performing sales teams are built deliberately, through the standards leaders set and the behaviours they reward. Leaders define what high performance looks like in their team, identify the behaviours that drive it, and design the rhythms, recognition and development that sustain it. The day covers trust and psychological safety, healthy competition, developing people at different stages and dealing with behaviour that undermines the team. Leaders leave with a team performance plan.

Key focus areas

• Defining high performance in your team
• Trust, safety and healthy challenge
• Standards, rhythms and recognition
• Developing people at different stages
• Addressing behaviours that undermine the team

Included in every course

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

Course synopsis

Sellers improve fastest when their manager gives clear feedback and coaches regularly. This workshop is built around practice. Leaders learn a simple coaching structure and a feedback model, then rehearse them repeatedly on realistic sales situations: a call that went off track, a deal that stalled, a seller who is coasting and a top performer who wants to grow. Peer observers give feedback on the feedback, so leaders leave with skills they have actually used.

Key focus areas

• A simple coaching structure for sales
• Feedback that is specific and actionable
• Coaching on calls and deals
• Coaching top performers and coasting sellers
• Feedback with former peers

Included in every course

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

Course synopsis

A forecast is only as good as the evidence behind each deal in it. Leaders learn how to categorise commit, best case and pipeline using qualification evidence, run forecast reviews that surface risk, and communicate the number honestly to senior leadership. They work on their own pipeline where possible and leave with a forecast review structure for their team.

Key focus areas

• Commit, best case and pipeline
• Qualification evidence in the forecast
• Running forecast reviews
• Communicating the number upwards

Included in every course

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

Course synopsis

A clear cadence gives sales teams predictability and gives leaders time back. Leaders review their current calendar, define the purpose and output of each team meeting, and design a weekly rhythm covering pipeline, forecast, coaching, one-to-ones and their own priorities. They identify meetings to stop or shorten and leave with a redesigned cadence for their team.

Key focus areas

• Auditing your current week
• Designing team meeting cadences
• Protecting coaching and selling time
• Running your own priorities

Included in every course

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

Course synopsis

Sales results depend on teams that sales leaders do not manage. Leaders explore what other functions need from sales, where friction typically arises — lead quality, handovers, discounting, product requests — and how to build shared goals and clear agreements. They plan a key cross-functional conversation and leave with practical approaches to influence without authority.

Key focus areas

• What other functions need from sales
• Common friction points
• Shared goals and service agreements
• Influencing without authority

Included in every course

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

Course synopsis

The one-to-one is the most valuable regular conversation a sales leader has — and the easiest to waste. Leaders review how their current one-to-ones run, then practise a structure that sellers prepare for and own: wins and learning, a development focus, obstacles and agreed actions. They explore how to adapt one-to-ones for new starters, steady performers and top sellers, and leave with a one-to-one template for their team.

Key focus areas

• Purpose of the sales one-to-one
• A structure sellers own
• Adapting for different sellers
• Follow-up and accountability

Included in every course

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