Sales Director
Også kendt som: Chief Revenue Officer · VP of Sales
Sets the sales strategy for markets and channels, directs sales managers, builds the revenue budget, and accounts for commercial results at board level.
The sales director carries end responsibility for the sales organisation and decides on territory design, incentive structure and channel choice. Unlike a sales manager, decisions here concern how the sales function is built rather than individual deals. Selection stalls on the assumption that a large personal portfolio automatically produces good structure, so candidates are hired without experience of channel choice and incentive models.
Kompetencer, der skal måles
Dette er adfærds- og kompetencekonstruktionerne i denne profil. Hver enkelt viser, hvilket spørgeskema i hrmforce der måler den.
| Kompetencer, der skal måles | Målniveau | hrmforce instrument | Evalueringsmetode | Adfærdsmæssigt anker på målniveau |
|---|---|---|---|---|
| Persuasiveness Kompetence (50-rammeværk): Persuasiveness Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Wins board and external parties over to a far reaching change of course and sustains that support when resistance increases. |
| Client focus Kompetence (50-rammeværk): Customer Focus Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | 360-degree feedback | Translates client signals into changes in services and policy and holds the organisation accountable for the promised client experience. |
| Result orientation Kompetence (50-rammeværk): Results-Orientation | N5 | Big Fifty, Competency Check, 360 Feedback | Personality questionnaire | Sets the result agreements and performance measures for the organisation and upholds them when interests in play are conflicting. |
| Commercial capability Kompetence (50-rammeværk): Commercial acumen Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Sets the commercial course for the organisation, chooses which markets are served and accounts for those choices to the board. |
| Market orientation Kompetence (50-rammeværk): Market Orientation | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Translates market developments into the strategic agenda of the organisation and repositions the offering for the longer term. |
| Listening and probing Kompetence (50-rammeværk): Listen | N5 | Big Fifty, 360 Feedback | 360-degree feedback | Picks up sensitive signals in conversations with directors and supervisors and uses them to adjust organisational policy in good time. |
| Developing vision Kompetence (50-rammeværk): Vision | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Formulates a multi-year vision for the whole organisation, underpins it with scenarios and uses it as a test for investments. |
| Taking difficult personnel decisions Kompetence (50-rammeværk): Decision-making ability | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Decides on far reaching reorganisation and dismissal cases, weighs legal and human consequences and accounts for the choice to board and works council. |
| Perseverance Kompetence (50-rammeværk): Perseverance | N5 | Big Fifty, 15PF, Mental Resilience (4C) | Personality questionnaire | Keeps multi year programmes on course despite sustained opposition and holds the organisation to the chosen direction after setbacks. |
| Recovery after setbacks Kompetence (50-rammeværk): Stress resilience | N4 | Big Fifty, Mental Resilience (4C), 360 Feedback | Personality questionnaire | Analyses after a failed effort what went wrong, discusses it with those involved and starts a revised approach within a week. |
Kort profil
De ti vigtigste kompetencer i denne profil. Den fulde profil med alle kompetencer, adfærdsmæssige ankerpunkter og vurderingsmetoder findes i downloadfilen.
| T | Kompetence | Målniveau | Vægt | Knockout | Evalueringsmetode |
|---|---|---|---|---|---|
| G | Persuasiveness | N5 | 5 | ja | Assessment centre |
| G | Client focus | N5 | 5 | ja | 360-degree feedback |
| V | Strategic thinking | N5 | 5 | nej | Assessment centre |
| G | Result orientation | N5 | 5 | nej | Personality questionnaire |
| G | Commercial capability | N5 | 5 | ja | Assessment centre |
| V | Consultative selling | N5 | 5 | ja | Assessment centre |
| V | Account management | N5 | 5 | ja | Structured interview |
| V | Sales forecasting and pipeline management | N5 | 5 | ja | Work sample test |
| G | Market orientation | N5 | 5 | nej | Assessment centre |
| V | Conversation management | N5 | 4 | nej | Assessment centre |
Se alle 29 kompetencer i den fulde profil
Vurderingsværktøjer til denne stilling
Competency Check
Behavioral-Level Competency Assessment
360 Feedback
Multiple assessments based on behavioral anchors
Big Fifty
Personality questionnaire, 150 items, 25 factors
Work sample test
Representative work sample under standardized conditions
Knowledge test (client-specific)
Professional knowledge test, customized for each client
Mental Resilience (4C)
Mental Resilience According to the 4C Model
Ability Scan
Aptitude Test: Verbal, Numerical, and Abstract Reasoning Skills
Communication Styles
Preferred communication style
Conflict Styles
Preferred style in conflict situations
15PF
Personality Profile, a shorter alternative to the Big Fifty
Portfolio
Evaluation of prior work against fixed criteria
Sammenlignelige stillinger
26 kompetencer i profilen · medior
Senior Account Manager27 kompetencer i profilen · senior
Junior Account Manager25 kompetencer i profilen · junior
Key Account Manager28 kompetencer i profilen · senior
Sales Manager28 kompetencer i profilen · senior
Commercial Manager28 kompetencer i profilen · senior
Chief Commercial Officer29 kompetencer i profilen · lead
Business Development Manager27 kompetencer i profilen · senior