Our client, a leading competitive supplier of power, natural gas, renewable energy and energy management products and services for homes and businesses across the continental U.S., recently underwent a merger, creating inconsistencies across sales teams and sales management. Executives sought to not only remediate these inconsistencies but to also put systems in place to drive sales teams and managers towards a more strategic approach.
Post-merger integration and a lack of standard operating procedures fostered the creation of inconsistencies in the organization. Executives needed their salespeople to sell more strategically and wanted a management team that could consistently drive a more strategic sell, which required coaching and opportunity oversight – neither of which were happening frequently or consistently. It was important to implement a common set of management standard operating procedures by which their sales leaders could coach and manage the business.
Symmetrics Group Approach
After thorough analysis of the situation, Symmetrics Group developed the following:
- A coaching model for how to diagnose competency and coach at the appropriate level to optimize impact
- A set of SOPs and corresponding tools that enabled a consistent framework for how sales leaders worked with their teams in the field, coached opportunities, lead team meetings, and conducted one-on-one development discussions
- Training to provide an understanding of the Hermann Brain Dominance Instrument (HBDI)® and Whole Brain Thinking® so that they could coach their teams in how to better work together and understand their customers, as well as tailor their coaching to the thinking preferences of individual team members.
Symmetrics Group rolled-out the above through both management and sales team-focused training sessions.
While this implementation is ongoing across the organization, senior leadership continues to be satisfied with the results stemming from this initiative.