Business Challenge:
Hottest division of a manufacturing company was pressured to grow
at historically unprecedented rates. Leaders were relatively
new to the business, with nearly 100 new people added to the sales
organization within the last 10 months. Quarterly expectations were
rising like a hockey stick—leaders
needed to reinvent themselves every 100 days.
Solution:
Action learning program for both the leadership team and the
divisional managers group. Disciplined schedule of team and
individual meetings helped set the pace, frame the expectation, and
spread a new sales management methodology through the
organization.
Result:
Sales growth exceeded year-over-year average and there was
a retention of the top talent in turbulent times. Sales management
methodology for accountability spread throughout cousin
divisions.