Leadership, Talent & Transformation

• Many sales managers wonder how to improve the efficiency of their teams. How to increase the potential and effectiveness of the sales team? How to improve the efficiency of their work? What development program should be proposed to make it adequate to the needs of the team and the implemented sales model? FinxS® Sales Assessment comes to the rescue – a study that allows us to look at 18 key sales competencies against the background of our processes.
• What is FinxS Sales Assessment?
  • This is a new diagnostic tool used to examine the competences of salespeople and support their further development
  • Based on the observations of hundreds of thousands of salespeople, an innovative model of 18 competencies was created that strongly affect sales effectiveness
  • The survey involves the salesperson filling out an online questionnaire in which they specify their attitude to various sales situations
  • Based on the results obtained, a sales profile is created, based on 18 key competencies
  • Thanks to this, it is possible to diagnose and find out which areas are its strengths, and which and how are still worth working on – depending on the type of sales in which it operates
  • This model also assumes that personal attitude to selected commercial activities and experience in performing them significantly affects sales results.
• When is it worth reaching for Finx Sales Assessment?
  • When you plan to make a change, revision of your sales strategy and/or sales model
  • When you plan development processes for your teams – including mentoring or talent processes
  • When you prepare a strategy for introducing new products or services to the market
  • When you reorganize your sales department and look for quality and efficiency improvements
• Form of implementation:
  • The on-line survey is completed by each participant and takes about 30 minutes.
  • Individual feedback session up to 1.5 hours

• Talented employees are a lever for the development of the organization both in times of crisis and intense business development. Their identification and creating optimal conditions for them to operate and develop seems to be necessary today for the growth of the company and inspiring others to act. Transparent criteria for HIPO identification and development programs integrated with other human capital management activities are the key to achieving measurable benefits from the actions taken. These programs are focused on the personal development and high self-awareness of the participants, develop leadership competencies and bring out what they are best at. This, in turn, builds their motivation and commitment. So how do you recognize HIPO employees? It is a process that should be built in each organization individually, taking into account its needs, available resources and goals to be achieved. Generally speaking, HIPOs are people who:
  •  They stand out in the team for their results and focus on achieving success. They have high cognitive abilities; They learn quickly and put theory into practice.
  • They are entrepreneurial, look for innovative solutions and are open to risk and change.
  • They cope well with stress and crisis management.

• The Game Changer Index determines the current and future role of individuals in the context of managing a team or organization in the process of change. The profile of each person is the result of personality traits and tendencies to behaviors resulting from the role in which the person is. Its profile indicates how it can use its natural abilities and advantages to support the organization in change. The GM Index recognizes 5 types of behavior: Strategist, Implementer, Conductor, Creator and Game Changer – the one who changes the rules of the game. Identifying these people is crucial from the perspective of the effectiveness of introducing changes in the organization.
• With the use of this tool, we can:
  • Determine individual potential and areas of the highest effectiveness (in what role I will find myself, what roles will be challenging for me)
  • Define attitudes and beliefs and ways of performing tasks
  • Identify ways to deal with difficulties and objections
  • Define types of leadership as well as ways of managing a team
  • Identify the ways in which change is managed and the ability of the organization to lead it
  • Create effective teams for restructuring, overcoming the crisis, creating new value in the company and introducing innovation (and the roles of individual people in this area)
• From group reports, we can read what the organizational culture is, determine the desired strategies and develop a way to implement them, using the highest potential of individual managers, experts and entire teams, as well as many others. It all depends on the current situation of the organization and the goals/challenges to be undertaken.
• As part of the programs to assess the potential in the company using the Game Changer Index, we offer m.in:
  • GCI questionnaire (link to the study)
  • Webinar presenting the concepts of the Game Changer Index, introducing individual feedback sessions (max. 40 min) – if the study includes a larger group
  • One-to-one feedback sessions for respondents (1.5 hours each)
  • Workshop for managers – building the concept of a strong team, taking into account the potential of its individual members
  • Development of recruitment programs based on GCI
  • Analysis of group reports and creation of action plans

• These solutions allow you to search for managers with high potential, develop individual training and development paths, and effectively plan human resources.
• Assessment Center and Development Center are tools used in the process of recruitment, selection and employee development. These solutions allow you to search for managers with high potential, develop individual training and development paths, and effectively plan human resources.
• As an objective partner and an experienced advisor, we help our clients in the decision-making process regarding the broadly understood area of people management. Our approach to the AC/DC process is based on the competency model understood as observable indicators of knowledge, skills, motivation and managerial attitudes.
• Based on the behavioural competences observed and measured during the AC/DC sessions, we indicate the potential of employees and competence areas that require further development. Depending on the purpose of a given process, we present specific conclusions/recommendations, also in combination with development tips and ways to develop competences.
• Advantages of the solution
  • The use of specialized tools with high efficiency.
  • Identification of employees with high competence potential.
  • Developing individual training and development paths.

• The ICF (International Coach Federation) Global Coaching Study has shown that coaching (among all other methods of individual development) is the approach that most often leads to improved self-esteem, increased communication skills and increased work performance. The median personal return on investment (ROI) in the study indicates that those looking for financial gain can expect a return of up to 3.44 times their investment.
• Being business practitioners with passion and experience in the area of people development, we use proven methods and various tools to enable people in coaching to achieve high results. We use the Solution Focus approach, m.in, to mobilize energy to achieve positive results and combine it with other methods such as Rational Behavior Therapy and provocative coaching to enter into lasting and positive changes.
• In our work with the group, we use the mastermind method, which is a combination of a workshop, case study presentation, brainstorming and group mentoring. The essence of this method is the mutual sharing of acquired knowledge and experience, supported by the acquired information and experience.
• In the case of individual and group coaching, we offer a similar schedule of activities as in the case of Executive coaching
• Managerial coaching is a process aimed at increasing the use of the potential of the person taking part in it, within the framework of previously defined competences or areas for development. An important aspect of the whole process is to determine the goal of the program (according to the SMART method), which is the basis for developing a change in attitudes, beliefs, behaviors, as well as acquiring new skills or developing existing ones.  For a manager taking part in coaching sessions, several aspects are important:
  • Understanding one’s own needs and premises for action – often also recognizing them for the first time
  • Opportunity to get to know yourself and your behaviors better
  • Confrontation (with the help of questions) with one’s own beliefs and myths, which often determine the way of acting and moving within previously established patterns
  • Making unconscious competence and incompetence conscious, and thus consciously deciding what to do next
  • Greater openness to cooperation and empowerment of others
  • Real work “here and now” in the business reality, with the support of the coach and other people involved in the process.

 We have heard many times from our coaches that during this development process they had a chance to stop for a moment and answer important questions – those that they never asked themselves, succumbing to the rush of the VUCA world.

We offer various forms of supporting coachees in the development process. These are both one-on-one sessions (60-90 minutes each) and shadowing (observation in the work environment), as well as simulations, games, cards and work on tasks. The methods are selected individually, depending on the situation, the adopted development goal and the type of skills acquired.  During the session, we pay a lot of attention to self-awareness and self-development, which results in the development of a personal development plan.