Managing And Leading Remote Sales Teams
In today’s increasingly connected world, the ‘workplace’ is altering from a physical base, to one where the job is actually done. In many instances and in none more so than in sales, this can be a considerable distance (physically or mentally) from the ‘office’.
This course equips those involved in sales management to deal with the issues this can cause and to use the opportunity to steal a lead over more traditional ‘fixed’ base competitors.
Who Should Attend
Any sales leader where distance or remoteness is a factor in their work. Whilst generally meaning teams based in the field, this can also encompass the manager being at a distance to sales centres. The course is designed with all levels of Sales Management in mind.
| Course Objectives: |
After attending this course, participants will have the ability to:
- Define the nature and potential pitfalls of their distance managing scenario
- Understand how to create a different psychological contract
- Evaluate differing technologies to assist with connectivity
- Recognise the importance of Extranets from a sales team and customer perspective
- Understand team dynamics and how they differ with distance
- Deal with communication issues as team members become more remote
- Prepare for the cultural impact as the scope of team management increase with geography.
|
| Course Programme: |
Why Are You Remote?
Defining your own distance factors
Foreseeing where issues may arise
Using the ‘TC2‘ model to form development strategies
Progressing along the ‘Distance-X’ continuum
Technology – Helper And Potential Hindrance
Connectivity in the modern world
Getting to grips with mobile communication
What technology can do for us and what it can’t
Extranet as a benefit builder for salesperson, company and customer
Communication As Core To The Process
Balancing usefulness with overload
The importance of a clear information flow
Reporting relevant data easily and quickly
Keeping the human element alive
Team-working Whilst Apart
Synergies lost with a fragmented group
Creating a group identity in a spaced out world
Creating a different psychological contract
Managing autonomous people or using ‘remote control’?
Maintaining positive peer group pressure
Cultural Issues Across Distance
Managing input from other countries
Dealing with time zones and different working practices
Multicultural approach to leading the team
Drawing strengths from a diverse group
Loneliness Of A Long Distance Salesperson
Firing up and self motivating
Working with the manager’s and organisation’s trust
Setting standards against an virtual backdrop
Generating visibility out in the field
Shaping The Distant Organisation
Hubbing and spoking
Using ‘outposts’ and ‘watering holes’
Loose vs tight; stellar vs matrix
When The Whole Sales Function Is Remote
Isolation when removed from the core business
Cost saving or ultimate burden
Channel partners creating further distance
|
