{"id":14,"date":"2026-09-20T09:53:55","date_gmt":"2026-09-20T07:53:55","guid":{"rendered":"https:\/\/rox-gmbh.at\/?page_id=14"},"modified":"2026-09-23T21:50:49","modified_gmt":"2026-09-23T19:50:49","slug":"how-i-work","status":"publish","type":"page","link":"https:\/\/rox-sales.com\/en\/wie-ich-arbeite\/","title":{"rendered":"How I work"},"content":{"rendered":"
\n
\n
\n

Home<\/a><\/p>\n\n\n\n

\/<\/p>\n\n\n\n

How I work<\/p>\n<\/div>\n\n\n\n

\n
\n

How I work<\/p>\n\n\n\n

Putting learning
into practice
takes more than training.<\/span><\/h1>\n<\/div>\n\n\n\n
\n

You want your sales team to apply what they have learned in their everyday work. To achieve this, you need concrete tools, opportunities to try things out and support to keep them going.<\/p>\n\n\n\n

I combine training and coaching with a coordinated package of support measures: we prepare for practical application, incorporate experiences from the field, and work together to address whatever stands in the way of implementation.<\/p>\n\n\n\n

Which measures are sensible depends on your goals and the conditions in your company, not on a ready-made standard programme.<\/p>\n\n\n\n

\n

Let's talk about it \u2197<\/span><\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

\n

Appropriate support<\/a><\/p>\n\n\n\n

Involve leadership<\/a><\/p>\n\n\n\n

Assess the quality of customer conversations<\/a><\/p>\n<\/div>\n<\/section>\n\n\n\n

\n
\n
\n

My starting point<\/p>\n\n\n\n

What needs to change in
day-to-day work?<\/h2>\n<\/div>\n\n\n\n
\n

Before we talk about training days and content, let's clarify what you want to achieve: what should your employees do differently afterwards? What is already working well? And how would you recognise that something has improved?<\/p>\n\n\n\n

I am asking about specific situations from your daily life and what makes implementation easier or harder. What opportunities are there to try out new things? What support does your team need? And what contribution can the managers make?<\/p>\n\n\n\n

Together we will develop the right approach from this. Not just for learning, but also for the application afterwards.<\/p>\n<\/div>\n<\/div>\n<\/section>\n\n\n\n

\n
\n

Shape the transfer<\/p>\n\n\n\n

What your team needs
to put learning into practice.<\/h2>\n\n\n\n

I will help you put together the tools and accompanying measures that suit your project. The crucial thing is not to use as many measures as possible, but to focus where your team needs support.<\/p>\n<\/div>\n\n\n\n

\n
\n

Provide orientation<\/h3>\n\n\n\n

What needs to change, and what is the development worthwhile for?<\/p>\n<\/article>\n\n\n\n

\n

broaden the range of actions<\/h3>\n\n\n\n

What helps your employees to develop and try out suitable procedures?<\/p>\n<\/article>\n\n\n\n

\n

Enable application<\/h3>\n\n\n\n

What tools and frameworks make implementation easier?<\/p>\n<\/article>\n\n\n\n

\n

Support ongoing development<\/h3>\n\n\n\n

How are experiences gathered, progress recognised and obstacles addressed?<\/p>\n<\/article>\n<\/div>\n\n\n\n

<\/p>\n\n\n\n

Sales training transfer using a concrete implementation project \u2197<\/span><\/a><\/p>\n<\/section>\n\n\n\n

\n
\n
\n
\n

Leadership as part of implementation<\/p>\n\n\n\n

Leadership helps turn
learning into action.<\/h2>\n<\/div>\n\n\n\n
\n

Your employees are supposed to apply new things in their daily work. This also includes the question of what support they receive: What is expected of them? Where can they try things out? And how are difficulties handled?<\/p>\n\n\n\n

I will involve your managers in a way that suits the initiative. Together, we will clarify what contribution they can make to the implementation and what support they themselves need in order to do so.<\/p>\n<\/div>\n<\/div>\n\n\n\n

\n
\n

provide direction<\/h3>\n\n\n\n

Manager and employee agree on what needs to change and what is important in the process. This is how general expectations are turned into concrete development objectives.<\/p>\n<\/article>\n\n\n\n

\n

Create breathing space<\/h3>\n\n\n\n

Together we will look at where new things can find a place in everyday working life. Which tasks are suitable? What freedom is required? And which obstacles can be cleared away?<\/p>\n<\/article>\n\n\n\n

\n

Enable people to stay on track<\/h3>\n\n\n\n

Managers keep agreed development goals in view and take time for learning from application. Together with their employees, they clarify what is already succeeding and where further support is needed.<\/p>\n<\/article>\n<\/div>\n<\/div>\n<\/section>\n\n\n\n

\n
\n

Assess the quality of customer conversations<\/p>\n\n\n\n

Shine a light on your team\u00b4s
customer convesations.<\/h2>\n<\/div>\n\n\n\n
\n
\n

Your team members conduct meetings with clients. As a manager, you see the results, but you are usually not present during the meeting. How well was the meeting conducted? What are your team members already succeeding at? And where do they need support?<\/p>\n<\/div>\n\n\n\n

\n

I will support you in fulfilling your role as a sales coach for your own employees. You will develop a sharper eye for conversation quality and learn to work on your team's communication skills using targeted questions and clear criteria.<\/p>\n\n\n\n

This is how you can operate the light switch yourself: reflect on conversations together with your team members, recognise strengths and accompany concrete development steps.<\/p>\n\n\n\n

\n
\n

Assess the quality of customer conversations<\/h3>\n\n\n\n

Together, we will clarify what makes good customer conversations in your sales department. Clear criteria help you to view and evaluate conversational skills in a differentiated way.<\/p>\n<\/article>\n\n\n\n

\n

Ask as a sales coach<\/h3>\n\n\n\n

You are learning to follow up on conversations with your staff in such a way that more than just the result becomes visible: approaches, decisions, and possible alternatives.<\/p>\n<\/article>\n\n\n\n

\n

Support ongoing development<\/h3>\n\n\n\n

You give concrete feedback and support your employees in developing their own solutions and testing them in the next customer meeting.<\/p>\n<\/article>\n<\/div>\n\n\n\n

Assess and improve the quality of customer conversations \u2197<\/span><\/a><\/p>\n<\/div>\n<\/div>\n<\/section>\n\n\n\n

\n
\n
\"Gregor
Gregor Minichberger \u00b7 Rox Sales<\/figcaption><\/figure>\n\n\n\n
\n

My perspective<\/p>\n\n\n\n

Sales in sight.
Day-to-day implementation.<\/h2>\n\n\n\n

I work with people who want to make a real impact in sales. My focus is on client conversations that help customers progress and lead to sales success. To achieve this, employees need more than just knowledge of communication techniques: they must be able to act with confidence in various situations and consciously develop their approach further.<\/p>\n\n\n\n

As a sales trainer and coach, I work with you on these skills. As a trained transfer manager at the Institute for Transfer Effectiveness, I also keep in mind what is needed to put them into practice in everyday work life: suitable tools, supportive conditions and managers who guide their employees as sales coaches.<\/p>\n\n\n\n

More about me \u2197<\/span><\/a><\/p>\n<\/div>\n<\/div>\n<\/section>\n\n\n\n

\n
\n
\n

Let\u2019s talk about it<\/p>\n\n\n\n

What would you like to change in your sales organisation?<\/span><\/h2>\n\n\n\n

You know where you\u2019d like to make a change. Or you realise that things aren\u2019t quite going the way you\u2019d like them to. Either is a good starting point for our conversation.<\/p>\n\n\n\n

Tell me what\u2019s on your mind. Together, we\u2019ll look at what will help you and your team move forward, and how I can support you in that.<\/p>\n\n\n\n

Let's talk about it \u2197<\/span><\/a><\/p>\n<\/div>\n\n\n\n