Sales Leadership Development Training

Dr. Kyra Leigh Sutton

Training and Development, Rutgers University
Fall 2018
Danielle Lerman, Gillian Malkin, Tequrra Myers, Simone Kusnecov, Elizabeth Senowitz

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Overview
● Business Strategy
● Needs Assessment
● Training Need
● Program Design
● Outcome

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Business Strategy

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Background Info
● Headquarters: Basking Ridge, NJ
● Largest minority owned staffing firm
● Founded in 1991
● 16,000 employees
● Services:
○ Direct Hire
○ Staff Augmentation
○ Managed IT Services
○ Executive Search
○ IT Training and Development
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Mission Statement Vision Statement
“Our mission is to help clients find “Our client- centric model provides
the best candidates, and focus, commitment and a
candidates to find their dream dedicated team to help our clients
jobs, our passion for good service achieve their business objectives.
means we don’t stop working For consultants and employees,
once you get the job.” we offer an enriching experience
that promotes career growth and
lifelong learning.”

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Most Critical Business Strategies to Achieve in 2-5 years
● Increase global footprint
● To achieve $1 billion or more in annual revenue
● Become the number one IT staffing firm
● To continue growing existing relationships with enterprise accounts (large companies,
ie Bank of America) and expand direct sales via regional accounts (small businesses)

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Capabilities Needed as a Result of the Business Strategy

● Salesmanship
● Account management
● Account strategy and intelligence
● Account penetration
● Relationship building

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Needs Assessment

https://www.surveymonkey.com/r/BW2NMBC

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Manager Interview Summary
● Which competencies are critical for company success
and to strategically move the business forward?
Fostering teamwork, empowering others managing
change, managing performance, developing others,
attention to communication, interpersonal awareness,
influencing others, building cooperative relationships.
● What types of training and development will best
attract, retain and develop the talent needed for
success? Training content includes management and
leadership, and other professional soft skills (e.g.;
decision making, team building). At Collabera employees
do not currently have a soft skills training available which
would help them grow in their roles and increase sales.
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Employee Interview Summary
● They feel that understanding personalities is
important
● They tend to use the same standard
approach with different clients
● They feel it would be helpful to their career
and ability to perform if they had more
knowledge about communication techniques
since their job focuses so heavily on
interpersonal communication.
● Employees have not received soft skills
based training as part of their onboarding
process.
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Training Overview
Previous Training Current State:

● What has been offered in the past: Sales
training in online synchronous and
asynchronous sessions and in person-
classroom onboarding training.
● What worked well: Able to provide a lot of
material and answer questions in real time.
● What to improve: Employee engagement
during training
● How do they ensure transfer of training?
Follow up quizzes, role plays, and mentor
conversations with the trainer
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● Training needed to attract and retain
employees: Soft skills training and tools to
succeed in their role
● Critical competencies: Communication,
negotiation, organization
● Target group: Associate Account Managers
(ie, Recruiters) who have been in the role
less than 1 year
● What do we need from managers: support
and encouragement, allow time to attend
● Employees will perceive this as a reward
10
Survey Results

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Program Design

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Training Solution: Sales Leadership Development Training
Training Importance: Make sure all the employees use a uniform method for approaching clients. Employees need to improve
on their communication skills. All employees should the same fundamental understanding various personality types they will
encounter when working with clients
Learning Objectives:
1) At the end of the session Account Managers will be able to list the defining characteristics of each personality type
2) After completing the training Account Managers will be able to describe the best method for building professional
relationships with different personality types
3) After completing the personality assessment Account Managers will be able identify the strengths and weaknesses of their
own personality types
Problem Our Training Will Solve: Providing employees with the tools to identify different personality types and how to create
positive ongoing relationships with clients.
Target Audience: Account Managers. The average tenure in this role is 1 year and the average tenure in the organization with
employees starting in this role is 3 years. Individual contributors at this level as they are recruiting candidates for open positions
we need to fill for our clients. They do not have any direct reports.
● Prerequisites: None
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Program Design
Module Title Module Contents Targeted Time (per
module)

1 Topic Intro & Training Objectives ● Background Info 30 min

● Training Overview
● Review their prework

2 Opening Activity ● Provide trainees with descriptions of different personality types 20 min
● Discuss the best methods for working with different
personalities

3 Case Study: Personality Types in a ● Traditional Training Methods 20 min

Professional Setting ● Nasa Exercise

Break

4 Role Plays ● Trainees will be challenged to engage in role plays involving 15 min
different personality types

5 Wrap Up ● Provide a note sheet to trainees with key points from training 15

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Lesson Plan for Training

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Room Arrangement
Fan Type Seating:
● Rationale:
○ Trainees will be able to easily switch between our total
group activities (ie, opening slides, group wrap up,
role plays) and our small group activities such as our
case study activity.
○ The training is only 2 hours so we chose a seating
arrangement that is appropriate for all modules
and will not take time to rearrange
● Materials and equipment: Desks, Chairs, Copies of the case study and discussion questions
(1 per trainee), spare pens and paper, copies of notes sheet (1 per trainee), clock/watch
● Technology enabled Projector and Screen 5th Direction
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Prework
● Complete DISC assessment
○ 20-30 minutes
● Analyze personal results

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Traditional Training Methods

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Traditional Training Methods
Training Methods
Case Study: NASA Exercise: Survival on the Moon Role play
1. Hands on Methods
a. Case Studies ● Advantages: ● Advantages:
b. Role Plays ○ Engages the learner ○ Allows trainees to practice skills
○ Useful for developing soft skills such as problem ○ Trainees are engaged
solving, communication, relationship building and ○ Trainees learn more by doing
building trust. ● Disadvantages:
● Disadvantages: ○ Trainees may not always take role
playing seriously
○ Trainees must be highly motivated
○ Scenarios may not be realistic
○ Recommendations are merely hypothetical ● Rationale: We chose role plays because it is the
● Rationale: Case studies are a way to get trainees to practice best way for the trainees to get hands on learning.
critical and analytical thinking on a real scenario. Best As Mel Silberman’s Credo states, “When I hear,
training method to develop communication and relationship see, discuss and do, I acquire knowledge and
skill”. Role playing is a way for both the trainees
building.
participating as well as those in the audience
watching them to learn.

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Role Play See what
strategies other
trainees use
Discuss with other trainees

Practice their
techniques

Learn new skills

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Case Study
1) What was the communication in your group like
throughout the exercise?
2) How did your group do compared to the other behavior
type?
3) How was it to communicate with people with the same
behavior type as you?
4) What did you learn about communicating with your
behavior type?

http://today-magazine.com/dealing-different-personality-types-workplace/

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Assessments

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Level
1

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 Assessment: Level 4
Kirkpatrick’s Level four is all about results. It seeks to measure changes in business performance that have come about through
learners applying their new learning to the workplace.

● Was there an increase in meetings?

○ Increased meetings to twice a month instead of once a month. Meeting in the beginning of the month that lays out
how the previous month went and ways to improve. Meeting at end of the month lays out what was done and how
well or not so well.
● Was there an increase in sales?
○ After the training, sales were increased by 12%
● Did reviews increase or decrease following the training program?
○ Reviews improved by 58%
● Did the clientele base grow?
○ Clientele increased by 43%
● Did you see an increase in referrals from clients?
○ Referrals increased by 22%

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Appendix

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Appendix 1
References

Barth, A., & de Beer, W. (2018). Performance Management Success A Best Practices and Implementation Guide for Leaders and
Managers of All Organizations . Cham: Springer International Publishing. https://doi.org/10.1007/978-3-319-64936-8
Becker, M., & Stover, D. (2015). Strategies for success.(L&D Best Practices). Training, 52(3), 56,58.
Kirwan, C. (2008). Improving learning transfer a guide to getting more out of what you put into your training . Aldershot, Hants,
England ;: Ashgate.
NASA Exercise: Ranking Survival Objects for the Moon. (2016, January 29). Retrieved December 1, 2018, from
https://www.psychologicalscience.org/observer/nasa-exercise
Noe, R. A. (2017). Employee training and development (7th ed.). New York, NY: McGraw-Hill Education.
Swink, D. (1993). Role-play your way to learning. Training & Development, 47(5), 91.
What We're All About. (2017). Retrieved December 1, 2018, from https://www.collabera.com/about/company/

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Appendix 2
Summary:
Collabera is a global IT staffing firm with 60 offices in 12 countries. Collabera aims to find the best candidates for our
clients and to assist candidates in finding their dream jobs. For their employees they offer an experience that promotes career
growth and lifelong learning. The Associate Director of L&D laid out the most critical business strategies that the company wants
to achieve in the next 2-5 years. These goals are centered around growing the business and their reputation. These goals will
require employees to be highly engaged, creative thinkers, and flexible. As a result of the business strategy the company needs
salesmanship, account management, account strategy, account penetration, and relationship building. Working in this role,
employees deal work with lots of different kinds of people with different personalities. This led us to decide to do a training based
on different types of behaviors. This will help accounts managers and recruiters be more successful in their roles and better able
to understand the needs and pain points of our clients. After this training employees will be able to identify different types of
personalities and create a sales strategy based around that.

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Manager Interview
1. What is the vision and mission of the company?
Mission Statement: Our mission is to help clients find the best candidates, and candidates to find their dream jobs, our passion for good
service means we don’t stop working once you get the job.

Vision Statement: Our client- centric model provides focus, commitment and a dedicated team to help our clients achieve their business
objectives. For consultants and employees, we offer an enriching experience that promotes career growth and life long learning.

2. What are the most critical business strategies that the company wants to achieve in the next 2-5 years?
- Increase our global footprint
- To achieve $1 billion or more in annual revenue
- Become the number one IT staffing firm
- To continue growing existing relationships with enterprise accounts (large companies, ie Bank of America) and expand direct sales
via regional accounts (small businesses)

3. What capabilities (e.g., skills, knowledge) does the company need as a result of the business strategy(s)?
- Salesmanship, account management, Account strategy and intelligence, Account penetration, Relationship building

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Manager Interview
4. What types of training and development will best attract, retain and develop the talent needed for success?
Collabera offers a wide array of training content, which is delivered in a variety of modalities. Training content includes information
technology, management and leadership, and other professional soft skills (e.g.; decision making, team building). At Collabera we have
very innovative ways of training which attracts younger talent. At Collabera employees do not currently have a soft skills training
available which would help them grow in their roles and increase sales.

5. Which competencies are critical for company success and to strategically move the business forward?
Fostering teamwork, empowering others managing change, managing performance, developing others, attention to communication,
interpersonal awareness, influencing others, building cooperative relationships, analytical thinking, technical expertise, entrepreneurial
orientation, self management, and flexibility.

6. What is the targeted group that needs the training? Approximately how many employees are included in the group?
-Associate Account Managers- responsible for recruiting candidates for open positions
-Account managers – responsible for meeting with managers to gain their business (ie, sign a contract with them to recruit for open
positions in their business)
-National Account managers- responsible for handling large national accounts

Technical recruiters – recruit for technical based positions 5th Direction

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Manager Interview
7. How many managers lead the employees in the targeted group? Do we have your permission to reach out to the
managers for an interview?
Collabera is currently undergoing an organizational restructuring. Yes you may reach out to managers within the Basking Ridge office.

8. Will the senior management team publicly support and champion training and development?
Yes. From a strategic growth perspective, the executive leadership has, and continues to leverage Learning and Development for the
future development of the organization. Standardization, streamlining processes, and Learning and Development are the three main
strategic initiatives driving Collabera’s future development

9. What kinds of training solutions have been offered to employees (or managers) in the past? What worked well when the
training solutions were delivered? What needs to be improved?
The Collabera Learning and Development team provides synchronous and asynchronous online sessions to train employees who are
new hires or have been recently promoted. We also have our Collabera Career Labs (CCL), a Learning Management System, which
provides all employees with access to hundreds of online courses in various topics that they can complete at their own pace.

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Manager Interview
10. Do the employees (or managers) at the company have preferred training delivery methods (e.g., web-based training,
classroom/instructor led training, self-paced training)?
training delivery is dependent upon business needs and requirements. All things being equal, efforts are made to have
classroom/instructor led trainings. In those instances where the learning audience is geographically dispersed, technology such as web
based trainings are leveraged.

11. What does the company do to ensure the people that go through training will transfer what they learned to their jobs? In
other words, how do you keep the employees and managers accountable after the training?
Our Learning Management System has a number of learning reinforcement features which are leveraged on a regular basis. In addition,
members of the L&D team have frequent touch points and coaching sessions with learning attendees.

12. What do we need from managers for this training to succeed?

Training success is partially dependent upon management support of L&D initiatives and follow up.
Some managers have their teams perform tasks slightly differently than we teach in the training which can cause confusion for trainees.
Additionally, most training takes place during the work day which means trainees must clear their schedule for entire days, and
sometimes whole work weeks to attend training.

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Manager Interview
13. What features of the work environment might interfere with training (e.g., no time to use new skills)?
Due to the dynamic nature of the business, as well as the needs of our clients, these instances have, from time to time, interfered with
training initiatives.

14. Do you think the employees will perceive the training as an opportunity? Reward? Punishment? Waste of Time?
All Collabera employees view training as an opportunity for professional growth. This is known because post training assessments have
indicated so. Post training surveys receive positive reviews and employees tend to ask a lot of follow up questions to trainers after
sessions have ended and they have had time to reflect on what they learned.

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Survey Question 1: Do you typically use the same strategy with every
client you meet?
● 100% of the participants answered “sometimes”
● everyone ‘sometimes’ changes their strategy when meeting with new
clients
● In order for them to be utilizing their knowledge of personality and behavior
traits, they should always be using a different strategies with every new
client.
● Our sales team should do an initial assessment of the client’s behavior
style, and then adjust their strategy accordingly.

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Survey Question 2: How accurately are you able to read
your client’s personality during your initial greeting?
● 85% of the people answered ‘very accurately’
● 15% answered ‘somewhat accurately’
● 11 people responded that they are able to read
their client’s personality accurately
● We do not know for a fact if they are reading
them correctly.
● There is a need to train them so that we can
have a clear differentiation and understanding
of the main characteristics of different
personalities.

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Survey Question 3: How do you approach your clients
initially?
● 31% let the clients do the talking
● 69% said they take control of the conversation
● This should vary based off of the client’s personality type in
order to build a positive working relationship in which the
client is more inclined to give the employee their business.

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Survey Question 4: Are you more casual or formal in your approach to
new clients?

● 15% responded they

are more casual
● 48% responded they
are neutral
● 30% responded formal
● 7% responded very
formal

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Survey Question 5: How long do you “small talk” for?

● 78% only small talk for 1-2

minutes need to know the
appropriate amount of time to
small talk to a client based off of
the client’s personality.
● 22% who small talk the entire
time need to know if that is
appropriate based off of the
client’s personality.

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Survey Question 6: Do you ask personal questions
during your introduction meeting with client?
● 17% responded with
always
● 61% responded with
sometimes
● 22% responded with
never

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Survey Question 7: How important do you think it is to
understand your client’s personality and behavior type?

● 100% said very important

● Everyone agrees it is
important to understand
client’s personality and
behavior type; there is a
need to teach them all
about this field.

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Survey Question 8: How important do you think it is to
understand your own personality and behavior type?
● 85% responded, ‘very
important
● 15% responded somewhat
important
● Almost everyone agrees it is
important to understand their
own personality and
behavior type; there is a
need to teach them.

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Survey Question 9: Describe your strategy for your
approach to new clients
● Because this was
open-ended, we had a
variety of different
answers. The overall
consensus was that the
majority of people care
about knowing audience
and tailoring to their
needs.

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Target Audience

● Target audience is Associate Account Managers

● The average tenure in this role is 1 year and the average
tenure in the organization with employees starting in this role is
3 years.
● Individual contributors at this level as they are recruiting
candidates for open positions we need to fill for our clients.
They do not have any direct reports.

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Case Study- NASA Exercise: Survival on the Moon
● Divide participants into 4 groups: D’s, I’s, S’s, and C’s. In those groups, complete the following
exercise:
● Scenario: You are a member of a space crew originally scheduled to rendezvous with a mother
ship on the lighted surface of the moon. However, due to mechanical difficulties, your ship was
forced to land at a spot some 200 miles from the rendezvous point. During reentry and landing,
much of the equipment aboard was damaged and, since survival depends on reaching the
mother ship, the most critical items available must be chosen for the 200-mile trip. Below are
listed the 15 items left intact and undamaged after landing. Your task is to rank order them in
terms of their importance for your crew in allowing them to reach the rendezvous point. Place
the number 1 by the most important item, the number 2 by the second most important, and so
on through number 15 for the least important.
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 ___Two 100 lb. tanks of oxygen
Case Study Cont.
___Stellar map
Your Ranking:
___Self-inflating life raft
___Box of matches
___Magnetic compass
___Food concentrate
___20 liters of water
___50 feet of nylon rope
___Signal flares
___Parachute silk
___First aid kit, including injection needle
___Portable heating unit
___Solar-powered FM receiver-transmitter
___Two .45 caliber pistols

___One case of dehydrated milk

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Case Study cont.
0 - 25 excellent

26 - 32 good

33 - 45 average

46 - 55 fair

56 - 70 poor -- suggests use of Earth-bound logic

71 - 112 very poor – you’re one of the casualties

of the space program!

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Case Study cont.
Discussion:

● What was your group’s score?

● What was the communication in your group like throughout the exercise?
● How was it to communicate with people with the same behavior type as you?
● How did your group do compared to the other behavior type?
● What did you learn about communicating with your behavior type?

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Team Write Up

47
Elizabeth Senowitz
When we first were challenged with this project, we originally had our minds set on doing a team training. However, once we did a little more research on
Collabera, we came to the realization that team training would not be the most effective for Collabera business strategy, needs, and goals. I thought back to a
training I participated in over the summer, where I participated in a personality/behavior course. I took the DISC assessment and learned how to work with
different people in a work setting, and understood my greatest strengths and weaknesses. I felt this training could be applicable to Collabera, as their salespeople
need to have a keen understanding of themselves and how to read others in order to successfully attract clients. I also created the questions for the survey with
Danielle and Gillian. When the results returned, I analyzed the data and summarized it to complete the Needs Assessment. Additionally, I found the case study
that is to be completed in our training.
I learned that understanding the business needs and strategy is a critical step in creating a training program. Creating training programs are a very
beneficial way to helping the company work towards their goal. I also found an interest in summarizing the needs assessment and seeing what the need is for the
company. I found all of the chapters to be helpful, but found the Needs Assessment chapter and the Strategic Training chapter to be the most helpful. I like to
think strategically, so in the future I would ideally like to work in a training and development department for a company and assess the training needs of the
company and design the program. I like the challenge of figuring out what the company needs the most. I would like to learn more about how this is best done.
Danielle Lerman:
As a member of Fifth Direction, I worked collaboratively with the rest of the members in creating this project. I had different contributions such as
conducting questions that made up the survey for our needs assessment. Elizabeth, Gillian, and I determined the most important questions we wanted to address
and the particular wording to use to achieve our goals in the training need. After the survey was completed, Elizabeth, Tequarra and I worked together in creating
the needs assessment by evaluating the results and training needs best fit for Collabera. Additionally, I made the slides. During the process of conducting and
analyzing the results of the needs assessment, I realized how relevant it is to the company and that it is one of the most vital steps in creating a training method.
Frequently, people can assume what they feel is the most necessary training need, but not until we created our assessment, did we realize. In fact, we originally
thought of creating a learning program. Another contribution I made to the group was determining which the best type of training methods to use. My strengths
throughout this project were working well with my group. Every week we met and held discussions, and went over specific goals and questions. Also, we
communicated multiple times a week in sharing our ideas and input to all the sections. Another one of my strengths was accomplishing my work on time. I made
sure to have my tasks complete before each meeting, and looked ahead into the future to determine the best way to accomplish the most work each time.
Although I am not studying Human Resource Management as my major, this course has expanded my knowledge as well as hands on and interesting 48
experience.
Gillian Malkin
Throughout the course of this project I took on several roles and responsibilities within our group. First, since we used the company I currently intern at for our
project, I was responsible for meeting with my manager and distributing our survey to employees within our target audience. I met with each of those groups to conduct
our interviews and compile all of the information. Additionally, I figured out the most effective seating arrangements for our training room, all the materials and
equipment we needed as well as created our level 1 assessment rubric. I also formatted the slides so that they look like the decks that Collabera creates so that when
we show the project to the company they will relate to it better. During our group meetings I always made sure that everyone walked away knowing exactly what their
tasks were for the week and that we were on track with our project. One of the biggest things I learned was how important the needs assessment is. This is very useful
to me because I actually recommended to my boss that we adopt more robust needs assessment practices and this is something that my team at work is currently
working on now. As we went through the project it became clear that the needs assessment is a dynamic and vital part of creating a training and every detail needs to
be assessed. One thing I learned about myself from this experience is training and development comes naturally to me. Thinking about all of these factors that go into
creating a successful training excites me and I try to think about each factor so that it will make trainees feel as comfortable and support learning as much as possible.

Simone Kusnecov
As a team member of Fifth Direction, I was designated specific tasks within each section of this project. For part one, I made a contribution to the summarizing
of team findings in regards to our chosen company and the company’s training needs. In part two, for the Needs Assessment, my tasks were to identify survey
questions that needed additional information and identified the graphs associated with each survey questions. I also answered a list of questions in regards to the
Needs Analysis. As for our final powerpoint, I incorporated all of my findings as well as my teams findings and tasks that I completed into the powerpoint with
corresponding slides, as well as made a significant contribution to the Program Design, specifically the Program Design chart, section of our powerpoint. This project is
my first project as a Human Resource Management major, and it has significantly expanded my knowledge in a general sense as far as conducting a Training Program
goes. Prior to this course, as well as prior to working on this project, I was unaware how to assess and identify a training need. Once I acquired that knowledge and
applied it to this project, it made the other steps in the training and development process more clear. The information I found most useful were the different training
methods that can be used within a training program in order to find a solution. I felt this information was most important and most useful, because the training method
you choose is going to set the stage for the training program. I originally felt the information regarding seating arrangements to be the least useful however after
working on this project, I have concluded that seating arrangement makes a great impact on the employee’s ability to comprehend the given information and remain
engaged for the duration of the training. As far as my personal strengths and weaknesses I have found while working on this project, that I work better independently.
When I am working with a group that is more than one or two other people I tend to get lost in which case I seek direction from other group members. Typically, in other
areas of my life, I assume a leadership role, however Training and Development being a foreign area of study for me, and having a large group to work with, I allowed 49
myself to take direction and make sure I contribute fairly to this project and ensure that we have great results.
Tequrra Myers
As a member of my team, I was responsible for summarizing the findings for part two which was the needs assessment. After we administered
the survey and got all of the results back, I went through each and every survey question and summarized the results in a way that it was easy for our
audience to understand. For part three, Program design, I created the table that included the lesson outcome, instructor activity, trainee activity and
time period for each activity. This was pretty cool to do because I never thought of a lesson plan for HR leaders but it is actually very important so that
you have an outline of the day. Helps you stay organized and with a set schedule and time frame. Part four was my main responsibility of the project.
Part four consists of the traditional training methods. I went over our initial goals and objectives of our training program and ruled out which training
methods would be best to effectively carry out in our program. Since our training is based on sales leadership development with a focus on soft skills, I
figured the best training methods would be using role plays and case studies. Role playing gives the trainees a chance to interact with one another in
scenario based situations so that they become comfortable communicating and negotiating with clients. Case studies are a way to get trainees to
practice critical and analytical thinking. After reading and analyzing the study, they have a chance to get into groups and brainstorm their ideas and
give insight into ways to solve the issue. I was also in charge of the level four assessment which took more time than I anticipated but was important to
see the overall results. One of the biggest things I learned was how to determine whether or not an organization needs training or not. I actually think
every part in the project was useful because without one part, you would be missing crucial information making it more difficult to carry out a training
program. I learned alot about myself during this project. One being that it is important to get to know your group members and their work styles. My
strengths would be listening, analyzing, and organizing. My weaknesses would be overthinking and underestimating how much work this project was
actually going to take. But overall I learned how important training in an organization truly is. So many companies overlook training or do the bare
minimum, not realizing that training is a way to prepare the employee for how to do their best in their position. Proper training can reduce turnover,
create motivation to come to work and learn new things, push employees to want to do more, enhance soft and hard skills and most importantly benefit
the company in the long when done correctly.

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