Global Sales Leadership Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Regional Sales Directors, Country Sales Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-S-072

Before you join: This intermediate course assumes participants have managed salespeople, accounts, territories or sales operations and can read basic pipeline, revenue and margin reports.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Global sales leaders must translate corporate growth goals into consistent country execution while protecting margin, customer value and forecast credibility. Regional teams often face uneven market maturity, different buying norms, distributor dependencies, long approval paths and tension between local initiative and central control. Weak decision rights, unreliable pipeline evidence and inconsistent coaching cause missed targets, discounting and fragmented customer relationships. This course addresses the management system behind those failures: how leaders set direction, inspect commercial work, develop managers and make sound decisions across borders.

Participants examine global sales operating models, market segmentation, territory and channel choices, cultural communication, strategic account leadership and opportunity qualification. They use RACI to clarify sales governance, Cultural Intelligence to adapt leadership behaviour, MEDDICC to assess deal quality and GROW to structure coaching conversations. The course also covers pipeline inspection, forecast accuracy, commercial negotiation, price discipline, sales talent management and change implementation. Participants gain methods for connecting country plans, account plans, sales activities and performance measures to revenue, margin and retention goals.

Teaching combines short instructor briefings with sector-based cases, group analysis, leadership simulations and structured application planning. Cases reflect situations familiar to multinational firms, banks, public-sector suppliers, technology providers, industrial businesses and NGOs: managing distributors, recovering a weak forecast, defending price, aligning a key account team and coaching an underperforming manager. Participants leave with a practical global sales leadership toolkit containing a 90-day execution plan, governance design, account-planning structure and forecast inspection routine. The course is particularly suited to managers moving from local sales management into regional or international leadership roles.

What you will be able to do

  • Design a global sales operating model with RACI decision rights and governance routines
  • Segment international markets and prioritise territories using attractiveness and competitive-position criteria
  • Apply Cultural Intelligence principles to lead geographically dispersed sales teams
  • Qualify complex opportunities using MEDDICC evidence, mutual action plans and stage-exit criteria
  • Build strategic account plans that connect stakeholder influence to customer business outcomes
  • Coach sales managers using GROW conversations, call observations and performance scorecards
  • Produce evidence-based forecasts using weighted pipelines, variance analysis and risk registers
  • Lead a 90-day sales execution plan covering priorities, metrics, owners and review cadences

Benefits of attending

For you

  • A repeatable method for leading country and regional sales teams
  • Stronger credibility in forecast reviews and executive revenue discussions
  • Practical coaching structures for improving manager and seller performance
  • Clearer judgement on complex deals, pricing exceptions and account priorities
  • A 90-day plan for applying global sales leadership methods immediately

For your organisation

  • More consistent sales governance between headquarters, regions and country teams
  • Improved forecast accuracy through evidence-based opportunity inspection
  • Better protection of margin through price corridors and concession discipline
  • Stronger retention and growth within strategic multinational accounts
  • More capable frontline managers using common coaching and performance measures

Course modules

10 modules over 5 days

Participants can define a global sales operating model with clear roles, decision rights and governance routines.

  • Global sales mandate translated into revenue, margin, retention and cash measures
  • RACI decision rights for country teams, regional leaders and headquarters
  • Operating-model choices: direct sales, distributors, agents, partners and digital channels
  • Span-of-control analysis for field managers, specialists and channel roles
  • Sales governance cadence linking pipeline reviews, forecast calls and account decisions
  • Escalation paths for pricing exceptions, credit risk and contract approvals

Participants can prioritise markets, territories and channels using explicit commercial criteria.

  • ICP definition using firmographic, needs-based and buying-process qualification criteria
  • Segmentation matrix ranking market attractiveness, competitive position and route-to-market fit
  • Territory design balancing account potential, travel burden, coverage and capacity
  • White-space analysis identifies cross-sell, renewal and new logo opportunities
  • Go-to-market choices by customer maturity, procurement model and local channel economics
  • Country growth plans with assumptions, milestones, owners and leading indicators

Participants can adapt communication, decision-making and team leadership to cultural differences.

  • Cultural Intelligence framework examines drive, knowledge, strategy and behavioural adaptation
  • Communication norms affecting authority, disagreement, feedback and meeting participation
  • Stakeholder maps reveal formal sponsors, informal influencers, blockers and mobilisers
  • Virtual meeting protocols for time zones, language clarity and decision records
  • Conflict diagnosis separates task, process, relationship and status disagreements
  • Psychological safety practices improve challenge, escalation and learning from losses

Participants can inspect complex opportunities and direct teams toward evidence-based next actions.

  • MEDDICC qualification tests metrics, economic buyer, decision criteria and process
  • Mutual action plans sequence customer commitments, dependencies, dates and owners
  • Opportunity stage definitions tied to verifiable buyer evidence and exit criteria
  • Deal strategy distinguishes champion strength, competition, risks and next actions
  • CRM hygiene standards govern contacts, activities, close dates and probability
  • Pipeline coverage ratios expose gaps against quota, cycle time and conversion

Participants can lead account teams to build coordinated plans for priority customers.

  • Strategic account selection balances revenue concentration, growth potential and relationship depth
  • Account plans map customer strategy, stakeholder influence and value hypotheses
  • Power maps identify economic buyers, technical evaluators, users and procurement
  • Value proposition canvases connect business outcomes, capabilities, proof and differentiation
  • Joint business reviews establish objectives, performance measures, risks and commitments
  • Account governance coordinates sales, service, product, finance and legal contributors

Participants can manage performance and coach sales managers using observable evidence and structured conversations.

  • Performance scorecards combine leading activity, conversion, productivity and outcome measures
  • Sales KPI trees link individual behaviours to regional revenue and margin
  • GROW coaching conversations convert observed gaps into owned development commitments
  • Call observation rubrics assess discovery, value articulation, objections and closing
  • Pipeline review questions test evidence, deal control and forecast integrity
  • Performance interventions distinguish skill, will, role clarity and resource barriers

Participants can produce credible forecasts and identify commercial risks early enough to act.

  • Bottom-up forecasts reconcile opportunity probabilities, close dates and deal values
  • Forecast categories separate commit, best case, pipeline and upside scenarios
  • Weighted-pipeline methods tested against historical conversion rates and sales cycles
  • Inspection cadence identifies slipped deals, stalled stages and concentration risk
  • Variance analysis explains gaps between forecast, budget, actuals and prior periods
  • Revenue-risk registers assign triggers, mitigations, owners and review dates

Participants can direct commercial negotiations while protecting margin and managing contractual risk.

  • Price corridors protect margin while accommodating market, volume and payment differences
  • BATNA analysis establishes walk-away points, alternatives and negotiation authority
  • Concession plans trade conditional value rather than granting unilateral discounts
  • Procurement tactics countered through agenda control, evidence and packaged offers
  • Deal desk governance aligns pricing, legal, finance and delivery commitments
  • Contract risk review covers scope, service levels, liability and payment terms

Participants can build leadership capacity through disciplined selection, development and succession practices.

  • Sales competency matrices define required behaviours by role, market and career stage
  • Structured interviews assess discovery, commercial judgement, resilience and coachability
  • Onboarding plans sequence product knowledge, territory immersion, systems and early wins
  • Calibration meetings reduce rating inconsistency and surface succession candidates
  • Recognition systems reinforce desired sales behaviours beyond revenue alone
  • Retention risk indicators include performance trends, manager quality and mobility

Participants can convert course methods into a measurable 90-day global sales leadership plan.

  • 90-day execution plans prioritise revenue gaps, critical accounts and leadership routines
  • OKR drafting connects strategic sales outcomes with measurable quarterly key results
  • Change stakeholder analysis anticipates adoption barriers, sponsors and communication needs
  • Weekly management cadences coordinate decisions, commitments, metrics and escalations
  • Personal leadership commitments specify behaviours, feedback sources and review dates
  • Implementation scorecards track adoption, commercial results and corrective actions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Global sales operating-model template
  2. Strategic account-plan template
  3. MEDDICC opportunity-inspection checklist
  4. Sales coaching scorecard
  5. Forecast risk-register template
  6. 90-day sales execution plan

Who should attend

  • Regional Sales Directors — need consistent execution across countries, teams and channels
  • Country Sales Managers — need to align local priorities with regional commercial targets
  • Global Account Directors — need to coordinate complex stakeholders and multinational account teams
  • Sales Operations Managers — need stronger pipeline governance, forecasting and performance rhythms
  • Channel and Partner Managers — need clear distributor accountability, joint plans and escalation routes
  • Commercial Directors — need to improve margin discipline, sales leadership and growth execution

Skills and tools covered

Global sales strategyPipeline governanceStrategic account planningSales coachingForecast managementCommercial negotiation

Tools and standards

MEDDICC, GROW Model, RACI Matrix, Cultural Intelligence Framework

How the course runs

Training methodology

The course uses short instructor briefings to introduce sales leadership methods, followed by case work drawn from international account, channel and regional management situations. Participants analyse pipeline evidence, account plans, forecast variances and commercial decisions in small groups. Simulations cover coaching conversations, forecast calls, customer negotiations and cross-cultural leadership discussions. Facilitated peer review tests assumptions and compares approaches. Each participant develops an application plan linked to current revenue priorities, critical accounts, team capability gaps and management routines.

Requirements and prerequisites

This intermediate course assumes participants have managed salespeople, accounts, territories or sales operations and can read basic pipeline, revenue and margin reports. Participants should be familiar with a CRM and their organisation's sales stages, even if these need improvement. Experience working with customers in more than one country is useful but not essential. No prior formal leadership qualification, finance degree, negotiation certification or knowledge of a particular CRM platform is required. The course does not teach entry-level selling techniques from first principles.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have experience in sales management, account management, channel management or sales operations. Familiarity with pipeline reports, revenue measures and a CRM is expected, but formal leadership or finance qualifications are not required.

Bring a laptop or tablet if possible, plus non-confidential examples of your sales stages, forecast format, account-planning approach or current management challenges. Participants can work with anonymised figures and customer names.

The course is designed for regional and country sales leaders, global account directors, commercial directors, sales operations managers and channel leaders. It is most useful for people managing sales activity across more than one market or business unit.

Sales management courses commonly focus on frontline supervision, while negotiation courses focus on buyer-seller conversations. This course concentrates on leading international sales systems: operating models, governance, forecasting, strategic accounts, cultural leadership and manager capability.

Participants leave with templates and a 90-day execution plan linked to their own pipeline, priority accounts, team capability and revenue risks. The methods can be used in forecast calls, account reviews, coaching sessions and regional planning meetings.

Training runs from 08:30 to 16:30 each day and provides about 32.5 contact hours. Ten teaching modules account for approximately 30 hours, with remaining time used for integrated case debriefs, simulations, peer review and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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