Most sales managers, supervisors and potentials that learn through trial and error and boss mimicry unintentionally make their companies pay the high price of failure and losses of good sales talent. Why? Because, copy and paste is often contextually erroneous.

Unknown to most sales managers, supervisors and potentials, sales leadership is not a single style! To stick to one style is to be irrelevant or downright wrong, when the situation changes. Style should vary based on strategy, while strategy is situation-dependent; thus reading the situation correctly is imperative. This program provides sales leaders framework and tools equip sales leaders in correctly selecting the situation-appropriate leadership strategies and styles.

Being part of a bigger pie, the course tackles sales leadership as a function of sales management, particularly sales people management. Moreover, to be holistic, this course provides participants framework and tools to see things from both the sales management’s and the sales person’s perspectives. Cases provide immediate reality-simulated application.


  • Avoid the more expensive tuition fee of missing group targets and sales revenues due to sales managers’/supervisors’ inadequacies in sales leadership
  • Avoid losing good salespeople due to situation-inappropriate or static sales leadership styles
  • Avoid losing sales leaders who themselves lose confidence as a result of low or not good enough performance
  • Accelerate development of sales leaders

At the end of the seminar-workshop, each participant will gain

  • Mansmith-original frameworks  to anchor upon
  • tools and processes that  provide a systematized approach to leadership in the sales management context
  • related seeds of skill development
  • simulated and participant’s real world applications
  • added management confidence points

Opening Activity: My Hiccups

  • Individual Introspection
  • Sharing of “Hiccups”

Part 1: Mother Framework

  • People Management Components
  • Component Dynamics

Part 2A: Frameworks and Principles: Human Asset Perspective

  • Underlying Factors of Human Asset Behavior
  • History and background of the Human Asset
  • Aspiration and Goals
  • T.A.S.K.
  • Direct Impacting Behavioral Influences on Performance
  • Personality
  • Role and Scorecard
  • A.R.C. of Compliance

Part 2B: Simulated Casework

  • Group Case Analysis
  • Group Presentations
  • Discussions, Realizations, Insights

Part 3A: Frameworks and Principles: Extrinsic Factors Affecting Human Asset Performance

  • Company C.I.P.E.R.
  • Influence Groups
  • External Opportunities
  • People Chemistry at Work

Part 3B: Simulated Casework

  • Group Case Analysis
  • Group Presentations
  • Discussions, Realizations, Insights

Part 4A: Frameworks and Principles: Manager Perspective

  • S.S.S: Situation, Strategy and Style
  • S.O.O.T.
  • Start-up Situation
  • On-track Situation
  • Off-track Situation
  • Troubled Situation
  • 4 Management Modes
  • Build Mode
  • Maintenance to Growth Mode
  • Quick Recovery Mode
  • Crisis-handling Mode
  • 20 Leadership Styles
  • 4 Key Roles
  • Matrix of 16 Leadership Styles

Part 4B: Simulated Casework

  • Group Case Analysis
  • Group Presentations
  • Discussions, Realizations, Insights

Learning Summary


  • Interactive lectures
  • Story-format examples
  • Discussions
  • Simulated group case analysis
  • Group output presentations
  • Tools application practice
  • Professional feedback and critiquing by the Mansmith Coach-Training Master

Case Examples from the following products / industries may be cited:

  • Advertising
  • Automotive
  • Agriculture
  • Banking and Finance
  • Construction
  • Education
  • Energy
  • Food & Beverage
  • Insurance
  • Personal Care
  • Professional Services
  • Telecom
  • Technology.. AND MANY MORE!

Case examples of the following scenarios will be discussed:

  • Reading the sales management situation
  • Sales Management Issues of Start-ups
  • Sales Management Issues of Issues in On-Track
  • Sales Management Issues of Off-Track
  • Sales Management Issues of Troubled
  • Priorities per Mode
  • How and When each Management Style Works

Sales Managers, Sales Supervisors, Sales OICs, Sales leader potentials or aspirers, Entrepreneurs with salespeople

Partner and Chief Sales Strategist
26 year-plus veteran of Training, Coaching and Consulting. 28 years of successful sales, buying and negotiation practice, injector of science in the fields of selling, negotiation, sales management, business-to-business marketing, and retail optimization as well as management via his original framework, processes and tools. He is the pioneering developer of the world’s first mathematics of negotiation, strategic nego-mapping methodology, 3D Language Wheel (verbals tones and body language), selling  mechanics as well as systematic account development strategies, tools in a business-to-business setting,  sales management framework, simplified problem solving, effective coordination, the 4 modes of management, conflict resolution, problem solving, effective coordination and smoothen communication in organizations and many more. He provides a 360-degree and multi-dimensional set of perspectives from that of the CEO, middle management, down to that of the front-liner and staff member and has had exposure in almost every industry.