He was the top salesperson before being named a partner and vice
president of sales for the custom home company in Michigan's thumb
region. But being a salesperson does not necessarily equate to becoming
a great vice president of sales. Leading a large sales organization is a
completely different skill set from being able to close sales.

He assumed the position of "boss" when he should be become a leader.
Things did not work out, but at least he knew he needed help.

The Symptoms.
When customers called with concerns about product delivery, the
progress of their home, or financing issues the new VP would intervene
with customer service or the financing arm, many times not informing
the Salespeople resented his interference. Customer service saw him as a
voice to air their concerns to the owners as when he took the new
position he purchased a partnership in the company. The other partners
did not like him working with departments other than sales as they
thought he should be focused entirely on the sales process and
developing salespeople.

Before long his disposition as a cheerful salesperson had faded into a VP
that hated his job. The self-esteem he had built as a leading salesperson
had turned away complete lack of self-worth as he found himself
battling other departments, his other partners, and his resentful
salespeople.

He was ready to quit.

The Diagnosis.
Online personality assessments were used to investigate the talents,
personality, career fit, and motivational factors of the new, struggling
VP. Based on the results it was quickly determined that this individual is
a personal skills and interests to become a great sales vice president.

People like to work doing things they are comfortable with and Larry
was no different. His focus was limited to his comfort zone -- the actual
sales process.

The Prescription.
Larry and Max decided we would take some time together to see how he
might move from boss to leader. We began by setting some goals and
objectives.

During our bi-weekly meeting I would learn of the VP's adventuresome
side. He was an avid boater, skier, hiker, scuba diver, and more. Their
discussions would move from an office to a patio overlooking a lake.

As things progress the VP stopped looking at his new position as a job
and saw it more as an adventure. His coach carefully tied his strengths
and adventurous spirit toward the real on-the-job challenges that he
faced.

Future Prognosis.
By the end of our meetings Larry once again was in love with his work.

“I have the fire in my belly again,” he said. “I get up each morning and
ca not wait to get to the office!”

His enthusiasm was contagious. It infected the struggling salespeople --
resulting in a double digit sales increase during a down economy.

Use this case study during workshops, coaching sessions, self-
development, or team meetings about:

"Dr. Max" shares his success stories by looking at the symptoms of a
business problem or opportunity, his diagnosis of same, his prescription
for success, and the prognosis for the future. For more case studies,
click here.

©2016 Max Impact, Rochester Hills, Michigan, USA
VP to true leader