Sales Team vs. Legal Department
A specialized legal organization of a client company was dedicated to supporting the large sales team. Unfortunately, it had gained the reputation of taking too long to review and execute contracts. Sales leadership believed the attorneys didn’t have the knowledge needed to support the sales team, and were the root cause of missed sales forecasts. Under quota pressure and eager to get their deals through in a timely manner, salespeople were cutting corners making contract revisions on their own. Concerned about potentially compromising the company with such practices, sales leadership reached out to us to design training for the legal team.
Using Action Mapping, we uncovered that many contracts sent to legal had pre-approved language and terms, and could usually be executed by a sales manager. In short, the salespeople were unable to discern what required legal approval or not and unnecessarily clogged up the legal pipeline. What initially appeared to be a “training opportunity” for the legal team turned out instead to be the need for a series of real-life practice activities for the salespeople.