Kaplan worked with a leading Financial Services Corporation to develop their global sales function as part of a Learning Academy.

The organization operates in a fiercely competitive market and there was a requirement for the sales function to be more strategic and consultative and sales managers to be better at coaching their people and enabling success in their teams.

Some key factors behind Kaplan being selected were:

  • Our ability to deliver global learning programs at scale
  • The innovative nature of our solution
  • The professionalism and experience of our people.

Our approach to this program was about more than just instilling sales skills – it was about changing behaviors that result in better performance. Our learning philosophy is centered on developing technical and behavioral skills that empower people to make better decisions and drive commercial performance.


Our developmental interventions take into account the delegates’ operating environment and build long-lasting skills capability to facilitate a change in mindset and behaviors.

After being awarded the contract, we initiated a collaborative design process to ensure that our solution comprehensively met the requirements of the business. It became apparent that a blended approach combining face to face and online learning would be most effective in creating impact and embedding the learning to fit around business as usual requirements.

Our solution emphasized the need for self-reflection and ownership among sales leaders. This population needed to be inspired to shift the capabilities of their teams, so part of the solution involved a train the trainer element and the production of exercises that sales managers could facilitate with their teams.


We helped sales managers to:

  •  Work closely and instill a sense of ownership of the sales strategy. We ran a series of practical events to develop the people skills of managers when engaging with their teams.
  • Challenge managers to define what good leadership looks like and how to display role model behavior in line with organizational values.
  • Explore different attitudes and coping mechanisms to change. We looked at the importance of change in an industry so dependent upon technology, how to take the fear out of change, and how to elevate people with you as the organization evolves.
  • Have coaching conversations with their teams and elicit responses from individuals, rather than the managers, in a top-down, autocratic fashion.