The Challenge: Ingersoll Rand must ensure that it continues to exceed revenue and margin expansion targets each quarter to achieve premier performance as a diversified industrial organization. The role of sales manager was identified as one critical for sustainable and repeatable business performance.
The Goal: Develop the sales manager to be the sales excellence coach as well as install standard operating processes and procedures in all 11 strategic business units worldwide.
The Solution: We developed a comprehensive learning solution in which we embedded learning in the work, leveraged coaches to practice and improve performance, ensured social peer connections to learn and share best practices, and leveraged a social media tool, Yammer, to ensure that learning became employee owned.
The Benefits: Ingersoll Rand now has a robust learning and development strategy for one of our critical talent roles, the sales manager. The strategy is standard across our 11 strategic business units so that we can develop and move talent at an accelerated rate. Our Air North America business saw an increase of 5.4 percent in bookings in 2015 for direct channel versus a 4.7 percent decrease for indirect channel, which has not implemented the strategy, and a 7 percent increase in relative pipeline value during the past six months.
Learning Objectives:
- Learn Ingersoll Rand’s sales management excellence comprehensive learning and development solution and leverage social learning to develop the critical sales manager role.
- Find out how the impact of peer-to-peer coaching has helped drive and sustain this change.
- Discuss the limitless possibilities of a good social media tool (Yammer), along with the realities of installing it.
Application on the Job:
Leverage key lessons learned from Ingersoll Rand to take back to your companies’ learning and development functions.
Presenter Information:
Lisa began her career in the financial services industry, where over the course of more than 20 years she led numerous learning and organization development functions, such as consumer sales, operations, mergers and acquisitions, and enterprise operations. Her last role with Wells Fargo Corporation, the fourth largest U.S. financial institution, was as head of executive and leadership development, where she was responsible for developing 22,000 leaders worldwide. After leaving financial services, Lisa joined Delhaize Corporation as the director of talent development, where she was responsible for creating and implementing the talent development strategies for a business with 1,200 stores and 76,000 employees across 11 states. In 2010, Lisa joined Ingersoll Rand as the director of global leadership development, where she designed and implemented a comprehensive global leadership development strategy, ensuring that Ingersoll Rand had effective and efficient development for frontline leaders and senior leaders, and a sustainable leadership pipeline for Ingersoll Rand’s growth. Lisa is now responsible for developing Ingersoll Rand’s strategic capabilities of operational excellence, strategy and market analytics, product management, innovation, and sales excellence. Lisa is also responsible for global learning, learning operations, and advanced learning technologies, as well as ensuring aligned learning strategies globally.
