02 · SKOs

A sales kick-off your team can actually do something with.

ONE PRIORITY · FULL TEAM · HALF OR FULL DAY
Keep the energy and the big-picture motivation. Then turn it into specific actions people can actually start using afterwards.
Boris Bedzent presenting on stage at a sales kick-off
02
What usually happens afterwards

Big energy. Back to normal on Monday.

A good SKO should create energy. People should understand where the company is going, why it matters and feel motivated about what comes next.

The problem is what happens afterwards. Too often the team leaves excited, then goes straight back to the same calls, the same deal reviews and the same habits on Monday.

I use the training parts of the kick-off to connect the bigger story to what people actually need to do differently.

Number reveals, keynotes, presentations and product roadmaps all have their place in the week. They just work better when the team also leaves knowing what to do differently.

03
How I run them

Turn the big picture into action.

  1. 01 · Agree the priority

    Before the SKO, we get clear on what actually needs to change. That might be one commercial priority or a broader reset across the team.

  2. 02 · Work on it for real

    A few slides for structure, then interactive whiteboarding and breakout sessions around real deals, customer situations and the decisions the team is actually facing.

  3. 03 · Managers carry it forward

    Managers leave knowing what has been agreed, what they need to reinforce and how the new approach should show up in deal reviews, coaching and the weeks after the kick-off.

For broader kick-offs, I often use RAMP to turn the annual message into something concrete.

Reality
Where are we now?
Aim
Where do we want to get to?
Motion
How are we going to get there?
Proof
What will tell us it is working?

The team leaves with a clear idea of what is coming, backed up by specific actions and measures rather than just a theme for the year.

Boris leading an SKO session on active listening in front of a conference room
SKO session · Active listening
04
Format

Built around what your team needs to change.

Length
Half-day to three days
Location
On-site, offsite, or virtual
Team size
Small leadership teams through to large revenue organisations
Follow-on
Ideally followed by continued training, coaching or manager reinforcement

Few slides. Interactive whiteboarding. Breakout sessions. Real situations from the team.

Plan your SKO →

boris@borisbedzent.com

05
Next step