Sales Manager

Who it's for

Reps promoted to manage a sales team in the last six months, team leads who own the number but have never held a performance conversation, and the person a founder hands the first sales team to.

Output

• An audit of the numbers you inherited, metric by metric, with the counter-metric your headline needs and recommendations with an owner on each
• A team dashboard of five to ten KPIs linked to the company's, with thresholds, owners, data sources and a review cadence
• A scored report after every simulation, with the moment that earned each score, one recommended focus and a trajectory across every attempt
• Scored against published frameworks: Care and Challenge, Conversation Layers, High-Stakes Dialogue, Clear Communication, Participatory Facilitation and Roger Schwarz's ground rules; the documents rest on Goodhart's Law, North-Star and Counter-Metric Pairing and the KPI cascade

Program contents

1. Reading inherited metrics — Metrics audit
2. Defining the team dashboard — Team KPIs
3. Naming the performance gap · Holding the hard conversation — Performance Conversation · Difficult Conversation
4. Running the pipeline meeting — Meeting Facilitation
5. Coaching from the evidence — Objection Handling

How the program works

A self-serve program for reps promoted to run a sales team, built on Renatus. Two document rooms and four simulation rooms · Five weeks, one or two rooms a week, with the real conversation or meeting after each · Unlimited attempts · Ongoing thereafter.

The rooms

Why this program exists

You were promoted because you could sell. Now you are paid for what the team sells, and the first month decides whether they follow you. You inherit a dashboard you did not build, a pipeline meeting that decides nothing, and a rep who used to sit next to you. This program prepares you for that month through two guided documents and four simulations. Ren builds each scene from your real role, your sector and your working context, and plays every person in it, so every scenario is new, adjusting according to each response.

What you'll achieve

1. An audit of the numbers you inherited, metric by metric, with the counter-metric your headline needs and recommendations with an owner on each
2. A team dashboard of five to ten KPIs, each linked to a company KPI, with thresholds, an owner, a data source and a review cadence
3. A scored report after every simulation, with unlimited attempts: each dimension with the moment that earned its score, one recommended focus, and a trajectory across every attempt
4. Four real events in the same five weeks: a number changed, a one-to-one held, a pipeline meeting decided, a rep coached

At a glance

Who it's for

Reps promoted to run a sales team in the last six months. Team leads who own the number but have never held a performance conversation. The person a founder hands the first sales team to. It assumes you can sell, that you have a team of two or more, and that a pipeline meeting is in the diary.

Cadence

5 weeks

1

Reading inherited metrics · Metrics audit · Read Counter-Metric and Recommendations; make or schedule the change

2

Defining the team dashboard · Team KPIs · Read Cascade and Thresholds; share the dashboard

3

Naming the performance gap · Holding the hard conversation · Performance Conversation · Difficult Conversation · Read Clarity of Message and Framing; hold both real conversations

4

Running the pipeline meeting · Meeting Facilitation · Read Air-time Management and Closure; run the real meeting

5

Coaching from the evidence · Objection Handling · Read Explore Before Responding; coach one rep; set the ongoing plan

Session by session