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Transition from salesperson to VP
Rekindling the fire in the belly
Being the top salesperson does not necessarily equate to becoming a great Vice President of Sales. Leading a large
sales organization is a completely different skill set from being able to close sales.
This was a painful lesson for the #1 salesperson at a home-building company when he accepted an offer to become
a partner and assume the position of vice-president of sales.
The Symptoms.
Problems began almost immediately upon assuming his new position. He chose to work with the struggling
salespeople in an attempt to improve their close rates. Deciding to join them on sales calls he would inevitably take
charge so the struggling salesperson could see how it should be done. When customers called with concerns about
product delivery, the progress of their home, or financing issues the new VP would intervene with customer service or the financing arm, many times not informing the
salesperson involved.
Salespeople resented his interference. Customer service saw him as a voice to air their concerns to the owners as when he took the new position he purchased a
partnership in the company. The other partners did not like him working with departments other than sales as they thought he should be focused entirely on the sales
process and developing salespeople.
Before long his disposition as a cheerful salesperson had faded into a VP that hated his job. The self-esteem he had built as a leading salesperson had turned away complete
lack of self-worth as he found himself battling other departments, his other partners, and his resentful salespeople.
He was ready to quit.
The Diagnosis.
The Profiles XT® and Profiles Sales Indicator® were used to investigate the talents, personality, career fit, and motivational factors of the new, struggling VP. Based on
the results it was quickly determined that this individual is a personal skills and interests to become a great sales vice president. Unfortunately his focus was limited to his
comfort zone -- the actual sales process.
The Prescription.
Catapult®, an exclusive coaching program, was begun. Goals and objectives were set at the first meeting with his executive coach.
In their biweekly meetings, the coach would learn of the VP's adventuresome side. He was an avid boater, skier, hiker, scuba diver, and more. Their discussions would
move from an office to a patio overlooking a lake.
As things progress the VP stopped looking at his new position as a job and saw it more as an adventure. His coach carefully tied his strengths and adventurous spirit
toward the real on-the-job challenges that he faced.
Future Prognosis.
By the End of the Catapult® program the vice president once again was in love with his work.
“I have the fire in my belly again,” he said. “I get up each morning and can't wait to get to the office!”
His enthusiasm was contagious. It infected the struggling salespeople -- resulting in a double digit sales increase during a down economy.
Additional Note.
As it became apparent the vice president was going to be successful we conducted a workshop with the sales staff on how to set and achieve attainable goals. During this
shirt sleeve session salespeople were able to arrive at realistic goals for the coming home-building season. The Sales VP gives the workshop some of the credit for the
double digit increase as the salespeople believed in the goals they had created for themselves more than sales quotas created by management.
Contact us to learn how to duplicate this success story in your organization.
Rekindling the fire in the belly
Being the top salesperson does not necessarily equate to becoming a great Vice President of Sales. Leading a large
sales organization is a completely different skill set from being able to close sales.
This was a painful lesson for the #1 salesperson at a home-building company when he accepted an offer to become
a partner and assume the position of vice-president of sales.
The Symptoms.
Problems began almost immediately upon assuming his new position. He chose to work with the struggling
salespeople in an attempt to improve their close rates. Deciding to join them on sales calls he would inevitably take
charge so the struggling salesperson could see how it should be done. When customers called with concerns about
product delivery, the progress of their home, or financing issues the new VP would intervene with customer service or the financing arm, many times not informing the
salesperson involved.
Salespeople resented his interference. Customer service saw him as a voice to air their concerns to the owners as when he took the new position he purchased a
partnership in the company. The other partners did not like him working with departments other than sales as they thought he should be focused entirely on the sales
process and developing salespeople.
Before long his disposition as a cheerful salesperson had faded into a VP that hated his job. The self-esteem he had built as a leading salesperson had turned away complete
lack of self-worth as he found himself battling other departments, his other partners, and his resentful salespeople.
He was ready to quit.
The Diagnosis.
The Profiles XT® and Profiles Sales Indicator® were used to investigate the talents, personality, career fit, and motivational factors of the new, struggling VP. Based on
the results it was quickly determined that this individual is a personal skills and interests to become a great sales vice president. Unfortunately his focus was limited to his
comfort zone -- the actual sales process.
The Prescription.
Catapult®, an exclusive coaching program, was begun. Goals and objectives were set at the first meeting with his executive coach.
In their biweekly meetings, the coach would learn of the VP's adventuresome side. He was an avid boater, skier, hiker, scuba diver, and more. Their discussions would
move from an office to a patio overlooking a lake.
As things progress the VP stopped looking at his new position as a job and saw it more as an adventure. His coach carefully tied his strengths and adventurous spirit
toward the real on-the-job challenges that he faced.
Future Prognosis.
By the End of the Catapult® program the vice president once again was in love with his work.
“I have the fire in my belly again,” he said. “I get up each morning and can't wait to get to the office!”
His enthusiasm was contagious. It infected the struggling salespeople -- resulting in a double digit sales increase during a down economy.
Additional Note.
As it became apparent the vice president was going to be successful we conducted a workshop with the sales staff on how to set and achieve attainable goals. During this
shirt sleeve session salespeople were able to arrive at realistic goals for the coming home-building season. The Sales VP gives the workshop some of the credit for the
double digit increase as the salespeople believed in the goals they had created for themselves more than sales quotas created by management.
Contact us to learn how to duplicate this success story in your organization.
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