Strong teams sell better and lead with greater clarity. In the Freystyle modules, you and your team work on the situations that make the difference in sales and leadership: conflict, conversations between equals, clear boundaries and change. Every module combines proven models with real cases from your everyday work: hands-on, on an equal footing and with measurable transfer.
A selection: the modules on this page are only a sample of more than 100 modules on communication, leadership and sales. Every training programme is tailored to the specific challenges of your company: together, we design the programme that fits your team and your goals.
Sales & Negotiation
Topics: new business development, first contact, questioning techniques, handling objections, price negotiation, complaints, closing, key account and stakeholder management, joint customer visits for successful sales people: feedback in real situations
Handling conflict: “yes” to the person, “no” to the issue
Emotions, differing perspectives and expectations are some of the factors that lead to conflict. Participants learn to find a shared solution that takes both into account: emotions and facts. They practise the path to a solution in four steps:
- Yes to the person: Listening is the first sign of respect. “I’m glad we can talk about this openly.”
- Yes to the situation: Find the first point of agreement. “Would you agree that we are in a conflict situation?”
- Yes to finding a solution: Secure a commitment to a constructive conversation. “Are you willing to work out a solution together with me?”
- Negotiate & set concrete goals together: “Where can we meet each other halfway?” “What are the minimum requirements?”
Real-life example: After repeated delivery delays, a major key account threatens to put its framework agreement out to tender again. Instead of justifying the delays, the key account manager listens first, establishes a shared view of the situation and invites the buyers to work out a solution together. The result: concrete goals and clearly defined minimum requirements on both sides.
Impact: Conflicts are resolved more objectively and more quickly: measurable in fewer escalations, shorter resolution times and retained customer relationships.
Conversations between equals: moving beyond “yes, but”
Our justifications, just like our aggression, only reflect our own perception. They do not lead to a dialogue between equals. Participants learn to spot the “yes, but” in their own language and to take objections on board without justifying themselves. The guiding principle: “A justification is the answer to a question nobody asked.”
Real-life example: In a price negotiation, the buyer says: “Your offer is significantly higher than your competitors’.” Instead of replying “Yes, but our quality …”, the salesperson asks which criteria will drive the decision and continues the conversation on an equal footing rather than going on the defensive.
Impact: Conversations stay objective and solution-focused: measurable in fewer premature discounts and more stable margins.
Leadership & Change
Topics: first-time managers, delegating, feedback conversations, development reviews, coaching with GROW, board meetings: efficient meeting culture, resolving conflict, negotiating strategically, guiding change: introducing AI
Guiding people through the change curve
When people have not chosen a change themselves, they go through typical phases: rejection, anger, sadness, fear, negotiation, decision, first successes and finally engagement. Leaders learn to recognise where each team member currently stands and to support them with the right questions, such as “What do you need to be able to live with this?” and “OK, so what do you decide?”
Real-life example: Two sales regions are merged, and the field sales team is assigned new territories and new customers. The head of sales realises that an experienced salesperson is stuck in anger and fear. Instead of countering with arguments, the head of sales holds a conversation built on exactly these questions, until the salesperson consciously commits to the new role.
Impact: Teams move from resistance to engagement more quickly: measurable in lower staff turnover and sales targets being met again sooner after the change.
The discovery curve & direct influence
Even changes we want do not follow a straight line. Naive enthusiasm (“Yay, this is running like clockwork!”) gives way to shock (“Oh no!”) and doubt (“Was this all a mistake?”), before a breakthrough and a positive upswing (“Yes, I know why I want this!”), first successes (“Yes, it works!”) and engagement (“I made it!”). Participants learn where they have direct influence: in the dip of the curve, between doubt, breakthrough and first successes. That is exactly where targeted support helps the team regain momentum faster.
Real-life example: A new CRM and a new key account process are introduced. After the initial excitement, shock sets in within a few weeks: more effort, and the pipeline figures are dropping. The head of sales steps in during the doubt phase: making early successes visible, coaching on real customer cases and getting the team to learn from one another.
Impact: New processes become part of everyday work more quickly: measurable in the adoption of the new tools and the time it takes to reach targets.
Personal Impact
Topics: active listening, body language, saying no, setting boundaries, setting goals, time management, building resilience
Saying no & setting boundaries
“What are we saying yes to when we say no?” Participants clarify what their yes stands for and learn to turn down a request without rejecting the person. This way, they protect their priorities while maintaining good relationships with customers, colleagues and managers.
Real-life example: A team leader is asked at short notice to take on an additional project for the executive board, right in the middle of the sales team’s quarter-end close. The team leader gives a clear no to the timing, responds to the request with appreciation and makes a concrete counterproposal.
Impact: Clearer priorities and less overload: measurable in deadlines met and agreed objectives achieved.
Verbal communication: more than content
What we say is only part of what actually reaches the other person. Participants learn to consciously shape how their words come across, so that content and impact are aligned.
Real-life example: A team leader presents the new quarterly targets in a team meeting. The content is entirely correct, yet the message comes across as pressure. In the training, the team leader works on communicating the same targets in a way that gets the whole team on board.
Impact: Messages land the way they are meant: measurable in fewer misunderstandings and better follow-through on agreed actions.
Your team, your cases
In an initial conversation, we will work out which modules suit your team. Together, we will select what your sales and leadership teams need right now and agree on the KPIs we will use to measure success. Because the results are sustainable and can be proven in your KPIs.
Build a stronger team today: contact Elisabeth
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