Creating Dynamic · Sales Executive Circle
Improve sales by understanding people.
A focused 13-week sales-development programme combining Insights Discovery, Belbin Team Roles, the Thomas-Kilmann Conflict Mode Instrument and practical sales coaching.
Self-awareness
→Customer adaptability
→Commercial confidence
→Better sales behaviour
The real issue
Most sales problems are human problems.
A product can be right, the price can be competitive and the opportunity can still be lost because the human interaction was wrong.
Sales performance is influenced by what is being sold—but also by the personalities, preferences and behaviours of the people involved.
More activity does not automatically solve these problems. Better awareness and judgement can.
- The salesperson moves faster than the customer.
- An objection is answered before it is understood.
- Value is conceded before it has been protected.
- A difficult follow-up conversation is avoided.
- Interest is assumed, but commitment is never requested.
- The same approach is used with every customer.
One size does not fit all
One sales approach will not work with every customer.
Different customers need different things from the conversation before they can understand, trust and act.
Results
Clarity, competence and momentum.
Possibility
Ideas, interaction and enthusiasm.
Reassurance
Trust, patience and involvement.
Evidence
Accuracy, structure and reduced risk.
The answer is not to become somebody else. It is to develop the behavioural range to meet different customers where they are.
Strengths and blind spots
Your greatest sales strength can also become a limitation.
| Natural quality | Sales contribution | Risk when overused |
|---|---|---|
| Decisive | Creates momentum | Can rush the customer |
| Enthusiastic | Brings ideas to life | Can talk more than listen |
| Relationship-led | Builds deep trust | Can avoid commercial challenge |
| Detailed | Creates credibility | Can overwhelm or delay action |
There is no single ideal sales personality. There are strengths to use consciously—and blind spots to manage.
The commercial cost
Behavioural blind spots compound across the pipeline.
Why training fades
Knowing the process is not the same as changing the behaviour.
Sales scripts and techniques can be useful. They do not necessarily reveal why one person follows up confidently while another avoids the call—or why someone protects value in one conversation and gives it away in the next.
The solution
Introducing the Sales Executive Circle.
A focused development experience for sales executives, business development managers, account managers and customer-facing professionals.
Insights Discovery
Understand natural selling behaviour and adapt to different customer preferences.
Belbin Team Roles
Improve organisation, execution, contribution and collaboration behind the sale.
Thomas-Kilmann
Handle objections, negotiation, tension and commitment more constructively.
The customer journey
A complete view of sales performance.
Prepare
Build trust
Identify needs
Propose
Handle resistance
Gain commitment
Follow through
Personality affects every stage. The Circle reveals where a natural approach supports performance—and where it may be preventing progress.
Framework one
Understand your natural selling style with Insights Discovery.
Every participant receives an Insights Discovery Personal Profile, including the Effective Selling Chapter and an individual debrief.
- Rapport and trust
- Questioning and listening
- Identifying needs
- Presenting solutions
- Handling resistance
- Gaining commitment
- Follow-up and account development
How might a customer whose preferences are different from mine experience my approach?
Fiery Red
Pace · clarity · resultsBe concise, credible and ready to recommend a clear next step.
Sunshine Yellow
Possibility · enthusiasm · connectionCreate energy, invite ideas and keep the conversation engaging.
Earth Green
Trust · patience · involvementSlow the pace, listen carefully and provide genuine reassurance.
Cool Blue
Evidence · accuracy · reduced riskPrepare thoroughly and make the detail easy to evaluate.
Read the room
Recognise and respond to different customers.
Insights creates a memorable language for behavioural preferences. It is not about labelling people; it is about noticing what will help each customer evaluate the decision.
When a customer wants clarity, outcomes and momentum.
When a customer wants interaction, enthusiasm and ideas.
When a customer needs trust, patience and involvement.
When a customer needs detail, accuracy and reduced risk.
Authentic adaptability
Adapt without becoming artificial.
Adaptation is not manipulation.
It is communicating in a way that makes it easier for another person to understand, evaluate and trust your proposition.
A salesperson may need to be more concise, slow the pace, show greater enthusiasm, provide more evidence, ask more questions or give the customer space to think.
The customer should not have to work hard to understand the salesperson. The salesperson should develop the flexibility to make the decision clearer.
Framework two
Use Belbin to improve sales execution.
Selling depends not only on personality, but on how effectively a person organises themselves, turns ideas into action and completes the work behind the conversation.
Participants build strategies around less-preferred contributions instead of trying to become equally strong at everything.
The team behind the sale
Important sales are rarely won alone.
Winning and delivering a sale may require marketing, operations, finance, technical experts, customer service and senior decision-makers. Belbin helps the salesperson use that collective contribution intentionally.
- Know when to involve other people.
- Identify the contribution an opportunity needs next.
- Use colleagues’ strengths without losing ownership.
- Spot gaps in preparation, delivery and follow-through.
- Prevent internal misunderstandings weakening the proposal.
Framework three
Understand what happens when a sale becomes difficult.
Price, scope, timing, objections and indecision create tension. TKI reveals whether the salesperson is making a conscious commercial choice—or simply reverting to the response that feels most comfortable.
Competing
Protecting essential value and boundaries.
Accommodating
Conceding consciously to protect the relationship.
Avoiding
Pausing only when timing or information requires it.
Compromising
Finding a workable and proportionate agreement.
Collaborating
Exploring interests to create mutual value.
Accommodating
Stop giving too much away.
Protecting the relationship by weakening the agreement.
Accommodation can be useful. When it becomes automatic, the salesperson may discount too quickly, accept poor terms, agree unrealistic timescales or add value without protecting it.
The goal: make a concession because it serves the sale—not because discomfort needs to disappear.
Avoiding
Have the conversations that move sales forward.
A lead that is never progressed is not necessarily a live opportunity.
Competing
Win the sale—not the argument.
Competing can protect an important principle or commercial boundary. Overused, it can dominate the conversation, dismiss a genuine concern or push for a decision before trust exists.
A salesperson can overcome an objection and still lose the customer.
The 13-week experience
Thirteen weeks of learning, practice and commercial application.
A structured sales-development journey—not a short training intervention. Participants apply what they learn to live opportunities, current accounts and genuine customer conversations throughout the programme.
Understand Yourself and the Customer
Explore your natural selling style, recognise how customers may experience it and learn to adapt your pace, language, questions and communication without becoming artificial.
Strengthen Sales Execution
Improve preparation, prioritisation, pipeline discipline, follow-through, account development and the way you draw upon colleagues throughout the sale.
Handle Resistance and Gain Commitment
Respond more consciously to objections, pressure and negotiation; protect commercial value and progress opportunities without damaging the customer relationship.
Learning that can be used immediately
Every session leads to practical action.
Participants leave with something they can use straight away in a live customer meeting, proposal, negotiation, follow-up conversation or account-development opportunity.
- Adapt an upcoming customer conversation.
- Improve discovery questions and listening.
- Reframe value around customer priorities.
- Prepare for a difficult objection.
- Protect value before making a concession.
- Agree a clear and credible next step.
The Circle has a clear framework, but it is not delivered as a rigid, generic course. The emphasis responds to the participants, their sales environment and the commercial challenges currently within their pipelines.
What is included
More than a weekly training session.
The Circle is designed to create application, accountability and observable behavioural change.
- ✓Insights Discovery Personal Profile with Effective Selling Chapter
- ✓Individual Insights profile debrief
- ✓Belbin Team Roles report
- ✓Thomas-Kilmann Conflict Mode Instrument assessment
- ✓Thirteen facilitated group sessions
- ✓Two individual coaching sessions
- ✓Live opportunity and pipeline coaching
- ✓Private peer-learning and accountability space
- ✓Personal 90-day Sales Performance Development Plan
- ✓Creating Dynamic CPD certificate
Commercial accountability
Designed to produce observable improvement.
Every participant selects the measures that matter to their role, establishes a starting point and reviews progress at the end of the programme.
Qualified opportunities created
Discovery-call conversion
Proposal-to-sale conversion
Margin or value protected
Unnecessary discounting
Length of the sales cycle
Stalled opportunities
Follow-up completion
Existing-account development
Confidence gaining commitment
Personality profiling alone does not increase revenue. The Circle helps salespeople change the behaviours that influence performance—and examine whether those changes are making a commercial difference.
Who it is for
For salespeople who want to improve how they sell—not simply do more activity.
The Circle is particularly valuable in consultative, considered and higher-value sales environments where trust, judgement and more than one customer conversation influence the decision.
The employer proposition
Your sales executives may know your products, process and prices. But do they understand how their behaviour affects the customer’s willingness to buy?
The business is not simply purchasing three behavioural assessments. It is investing in salespeople who can build trust with a wider range of customers, diagnose needs more accurately, protect margin, progress opportunities and turn behavioural insight into repeatable sales practice.
With the participant’s agreement, the programme can include an initial and concluding sponsor conversation with their sales manager or employer, providing clear objectives while protecting confidential profile and coaching conversations.
Practical experience
Developed through practical work with a North West sales team.
Creating Dynamic used the Insights Effective Selling approach with a North West client and members of its sales team.
Helping salespeople understand their natural style, recognise different customers and adapt the conversation contributed to improved sales performance. The Circle extends that practical approach through Belbin, TKI, coaching, peer learning and 13 weeks of application.
The client remains anonymous. Any published numerical claim or testimonial will be added only when verified and approved.
Programme facilitator
Adam Johnson
CMgr FCMI · Founder and Director of Creating Dynamic · Executive Coach and Mentor
Adam Johnson is the Founder and Director of Creating Dynamic. He brings more than 35 years of leadership, management and commercial experience, including director-level responsibility and work across operations, sales, marketing, property, leisure, technology, consultancy and people development.
Earlier in his career, Adam worked as a Sales and Purchasing Director, giving him first-hand experience of developing commercial relationships, negotiating value, making purchasing decisions and leading sales activity from both sides of the customer-supplier relationship.
His approach combines commercial understanding, professional coaching, recognised behavioural methodologies and practical workplace application. He brings real-world insight, practical solutions and constructive challenge to every session.
Clarity · Challenge · Empathy · Motivation · Accountability
The next step
Make the next 13 weeks count.
Understand yourself.
Understand your customer.
Improve the sale.
You do not need to become a different personality to become a more effective salesperson. You need to understand your natural approach, recognise what the customer needs from you and develop the flexibility to respond.
Book a confidential discovery callBefore accepting a place
Every participant begins with a confidential discovery conversation.
We will establish whether the programme fits their role, what they want to improve, which commercial measures matter and whether they are ready to apply the learning between sessions.
Who is the Circle for?
Sales executives, business development managers, account managers, consultative sellers and customer-facing specialists who want to improve how they sell—not simply do more activity.
Can an employer fund a place?
Yes. The programme is designed to provide clear development objectives and relevant commercial measures while protecting confidential profile and coaching conversations.
Is it suitable for a whole sales team?
Yes, subject to a discovery conversation. A dedicated organisational cohort can connect the learning directly with your market, sales process and performance priorities.
Is this a scripted sales course?
No. It develops awareness, flexibility and judgement so participants can apply sound sales principles authentically with different customers and situations.