Theme: From managing activity to running a performance rhythm. Outcome:  By the end of Day 1, the participants can run a weekly performance rhythm that creates ownership without micromanaging.   Module detail — teaching points Opening — Reality Check •      Reading your diagnostic: where you scored low and what it predicts about your team •      The activity trap: why effort and motion get mistaken for performance •      Managing activity versus leading performance — the behavioural difference •      The everyday leadership habits that quietly enable underperformance •      The commercial reality: softer demand, mixed teams, high turnover Module 1 — Focus: The Vital Few •      The 80/20 principle applied to a sales leader's week •      The vital few activities that actually move the numbers •      The vital few customers and opportunities worth your team's time •      Where leaders leak time: firefighting, low-value admin and distraction •      Holding focus when the market is volatile or seasonal Module 2 — Accountability Without Micromanagement •      Accountability versus responsibility — the distinction that changes behaviour •      Setting expectations specific enough to actually hold people to engage •      Building visible accountability: a scorecard the team can see •      The weekly performance rhythm — 1:1 cadence plus team review •      Creating ownership without hovering: the trust-and-control balance •      Setting one shared standard across a mixed-nationality team

Theme: From telling to coaching — the conversation that shifts behaviour. Outcome:  By the end of Day 2, the participants can run a coaching conversation that shifts a real underperformer toward ownership — in a way that fits workplace culture.   Module detail — teaching points Module 3 — The Coaching Conversation •      The shift from sales manager to performance coach •      Coaching versus directing — and when each one is right •      One repeatable conversation structure for creating ownership •      Asking questions that make people think, not defend •      Turning a pipeline review into a coaching moment •      Diagnosing the real issue: skill, will, or system Module 4 — Difficult Conversations •      Addressing underperformance early, before it hardens •      Separating the behaviour from the person •      Private correction versus public exposure — why it matters •      Holding the standard without damaging the relationship •      Handling defensiveness, excuses, and silence •      Face, hierarchy, and coaching across team members

Theme: Deciding commercially and leading change through market cycles. Outcome:  By the end of Day 3, the participants can make commercially smarter decisions, lead your team through a real market shift, and leave with a 90-day plan you will actually execute.   Module detail — teaching points Module 5 — The Numbers That Change Decisions •      Margin versus revenue: why top-line growth can hide a problem •      The true cost of discounting — what a 10% discount really costs •      Customer value: strategic versus transactional accounts •      Forecast accuracy and pipeline coverage discipline •      Reading a commercial scenario and making the leadership call Module 6 — Leading Change Through Market Cycles •      The four barriers to change: cognitive, resource, motivational, political •      The Blue Ocean Leadership Grid: leadership acts to Eliminate, Reduce, Raise, Create •      Identifying the real blocker limiting your team's performance •      Creating momentum and ownership of change, fast •      Leading through market cycles: Ramadan, summer slowdown, ongoing conflict •      Holding standards under pressure without burning out the team Module 7 — AI as a Leadership Tool •      AI for coaching preparation and performance insights •      AI for pipeline review and forecast sanity-checking •      Governing how your team uses AI — setting the guardrails •      Data privacy and responsible use in the context •      Choosing one practical AI use to pilot