Engagement through leadership conversations
One-to-ones, empathetic listening and coaching questions to understand people, engage them and develop their autonomy.
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CASE FILE 01 · HEINEKEN
Leadership for engaged sales teams.
Multi-year development for regional sales managers: developing people, building engagement and connecting the team's work with the company's strategic goals.
Regionalsales managers
6.5 daysof workshops in the 2020 cycle
2 ×competency assessments in the 2020 cycle
01 / Business challenge
A sales leader connects company strategy with the team's everyday decisions. The development challenge was to strengthen the skills needed to explain direction, develop people's capabilities and engage them in shared goals. In 2020, this also meant leading people through new working conditions.
02 / Design and delivery
The programme combined group leadership learning with individual coaching and competency assessments. Leaders worked on conversations, delegation, feedback and leading change in relation to team goals. The December 2020 review documents 6.5 days of in-person and online workshops, online learning and two competency assessments.
03 / Development priorities
Strategy in team goals
Connecting business direction with clear goals, delegation and employee ownership of execution.
Development and progress reviews
Feedback, difficult conversations and support through change as part of everyday people development.
DEVELOPMENT IN PRACTICE
04 / Leadership behaviour in practice
The final review lists new behaviours including one-to-ones, clearer delegation, feedback, difficult conversations and empathetic listening. These skills connect through the leader's role in developing people and engaging them in goals. Team engagement and performance were key development priorities.
9.77 / 10
overall evaluation rating in the 2020 report
The evaluation shows 16 responses to each of four questions on expectations, recommendation, intention to apply the learning and the facilitator. The rating describes participants' reactions to that delivery.
Suggested follow-up included closer involvement of senior leadership, individual coaching and group sessions. These steps aimed to reinforce leadership habits, support employee initiative and keep development connected with strategic priorities.
Case background and data scope
This case draws on a multi-year partnership. Specific delivery and evaluation data refer to the development cycle summarised in December 2020. Source: Competences development journey summary for Regional sales managers.
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