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THE CLIENT: Sales team comprised of 9 senior sales representatives in a Fortune 100 pharmaceutical company.

THE BUSINESS NEED: This group of very talented sales reps was "stuck" in their ways of selling and was losing face with the organization in terms of their ability to deliver results - sales volume and market share. Their team morale was down and recognized by the Regional Managers in the area - a path to disaster.

THE SOLUTION: Kaizen Performance was brought in to analyze the situation and determine if a program of sales education and team attitude awareness would improve their deteriorating situation. Interviews were conducted with all members of the team, the manager, and a few key customers that have been long time buyers, but getting restless. A plan was proposed and accepted.

DELIVERY METHOD: The Workplace Expectations Profile® was used to determine if this team's expectations were recognized and being met - they were not. The Sales Team and Managers were assessed for their skills and desire to succeed. Team meetings with the top 3 sales team members, the district manager and the regional sales manager were scheduled and were incredibly productive. Never before had the voices of the entire team been heard in harmony. It was then determined that the team was ready for "Adventures in Attitude." This program set the mood right and created a team spirit that served as fuel for the Sales Education program that followed. We conducted a multi-day workshop of Customer Focused Selling that again involved their most loyal and top producing customers. (They seemed to enjoy the program as much as the sales team.) The reinforcement program consisted of web-based CRKInteractive courses that were fantastic and enriched the learning modules that began in the workshop.

RESULTS: The sales team ended the selling year of 2004 with a flourish of activity and awards. Four of nine achieved the highest level of recognition, and all improved their market share by an average of 10 points - a phenomenal accomplishment! Kaizen Performance has been invited back next year to do a refresher seminar, and we look forward to it.



THE CLIENT: The executive board members of a national organization.

THE BUSINESS NEED: The board had been productive with regard to tasks, but tension existed among members because they did not understand one another's work styles.

THE SOLUTION: Board members needed to increase their understanding of team roles, work styles, and team member contributions to discuss issues and tackle tasks more effectively.

DELIVERY METHOD: The Team Dimensions Profile® was mailed to board members prior to the annual board retreat. During the first two hours of the retreat, board members participated in small group team activity to "demonstrate" their roles and styles on a team project. After the team activity, the Z-Process roles were discussed. Board members identified the role they played during the activity, and the profile was reviewed with the entire group. Areas of team strength and developmental areas were identified.

RESULTS: The retreat was held in first quarter 2003 and board members are still talking about the benefits of the information they learned about themselves and others. Additionally, board members are using the language from the profile as they "question" and "challenge" each other during the meetings. As a result, meetings are less confrontational and tension has been reduced.



THE CLIENT: The president of a multi-million dollar metal manufacturing firm asked Kaizen Performance to help with a communication breakdown among his senior staff.

THE BUSINESS NEED: To uncover the source of the client's ineffective communication processes. We immediately started using the DiSC® model with senior management to help them establish a common language.

THE SOLUTION: Using DiSC® Classic's online version as a diagnostic tool, we began the process of uncovering the reasons for communication and process issues from ownership and senior management on down. We discovered that all but one of 30 people in the first training session were either primarily D (dominant), primarily C (analytical), or the Creative Pattern (DC combination).That helped explain why there was so little collaboration and cross-communication, and why vice presidents were involved in the most minute aspects of the business.

DELIVERY METHOD: We met first with the ownership and senior executives to address their actions, which in spite of good intentions were at the root of the communication problems throughout the organization. On the second day of training, we broke that group into smaller teams, based on their jobs, roles and interactions with each other, to practice problem-solving with real-life examples. We essentially allowed them to "fight nice" until they came up with an implemental solution and their own protocol. After that, we met with plant managers and followed a similar process.

RESULTS: Having addressed primary communication issues, the client was pleased and interested in exploring other challenges. He asked us to come back for additional training and became an ongoing client. Recently the Vice President of Human Resources said, "We are still referring to our meeting and using the protocol to solve problems. Everyone still believes this was the best thing we have ever done for the senior team."