{"id":115541,"date":"2026-05-21T02:24:55","date_gmt":"2026-05-20T23:24:55","guid":{"rendered":"https:\/\/theintegralinstitute.com\/?page_id=115541"},"modified":"2026-05-21T04:29:45","modified_gmt":"2026-05-21T01:29:45","slug":"assessment-2","status":"publish","type":"page","link":"https:\/\/theintegralinstitute.com\/en\/assessment-2\/","title":{"rendered":"Integral Sales"},"content":{"rendered":"
\n
\n
\n

On sale Integral View \/ Integral On sale<\/span><\/h1>\n<\/div><\/div>\n\n

Sales, product description facilitating the customer\u2019s decision-making process a7> value creation contributing two daily corporate sales training. Ken Wilber\u2019s four quadrant approach; sales behaviour, customer relationships and B2B sales processes a holistic programme that integrates these elements.
Mindset \u00b7 Behaviour \u00b7 Relationship \u00b7 System <\/em>
\n<\/span><\/p>\n<\/div><\/div>\n\n

<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n
\n
\n
\n

Why Integral Sales? <\/h2>\n

Traditional sales training courses usually focus on just one aspect: either technical skills or motivation. In reality, however, sales is a multi-layered process in which mindset, behaviour, relationships and systems all work together. The Integral Sales approach enables sales to be analysed across four dimensions and helps sales professionals gain a holistic understanding of the customer\u2019s world. <\/p>\n

The programme\u2019s core framework links Ken Wilber\u2019s four-quadrant approach to sales behaviour, customer relations and the B2B sales process. <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

\n
\n
\n

Programme Schedule <\/h2>\n

The programme begins by redefining the true meaning of sales. Participants are introduced to the integral sales map and learn to analyse sales across four dimensions: mindset, behaviour, relationship and system. Through a four-quadrant framework, they explore their inner world (intent and empathy), observable sales behaviours (active listening, questioning, follow-up), the quality of the customer relationship (trust and shared understanding), and the structural dimension of the sales process (CRM and decision-making mechanisms). Consultative Selling, SPIN, Challenger and MEDDICC methodologies are brought together within a single skills framework and presented to participants. Through exploration simulations, the customer\u2019s emotions, needs, risks and decision-making criteria are actively listened to and SPIN question sequences to make them visible and the practice is carried out. <\/p>\n

As the programme progresses, the focus shifts to translating this approach into tangible business results. Participants; building a shared understanding with the customer, developing a strong value narrative and sales process\u2019s rhythm management learns. Not leaving meetings open-ended; summarising, confirming details, value insight present and the next step is clarified and work is carried out. Modern B2B sales steps, decision evidence, stakeholder map and value focused tracking rhythm holistic a structure within is addressed. <\/p>\n

The programme does not end in the classroom. To support post-training behavioural change; with the aim of ; listening, asking questions, building consensus, value narrative and monitoring discipline oriented criteria work at the start progress monitoring 30 daily a reporting schedule is implemented . The application of the skills learned to daily sales practice is systematically supported. <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

\n
\n
\n

Four Assessment Tool<\/h2>\n

1. Eigenvalue Analysis \u2014<\/strong> <\/span>Individual Development Foundation Four dimensions simultaneously mapped as: behavioural styles, motivation sources, competencies and emotional intelligence. Coaching processes and individual development plans form the foundation. \u2192 Who is it for: Leaders, individual contributors, coaching clients <\/p>\n

2. Team Heart Rate Monitoring \u2014<\/strong> <\/span>Team Dynamics Starting Point Teams performance determining six dimensions: clarity, structure, roles, competencies, leadership and communication. Transforms vague concerns into actionable data that can be converted into specific outcomes. \u2192 For whom: HR\/OG professionals, team leaders, project managers <\/p>\n

3. 360\u00b0 Appraisal \u2014<\/strong> <\/span>Leadership Effectiveness From subordinates, from peers, from superiors and from stakeholders structured feedback is collected . Patterns and patterns that cannot emerge on their own and patterns, highlights strengths and blind spots. \u2192 Who is it for: Executive coaches, HR professionals, leaders during a transition <\/p>\n

4. 4-Element Assessment \u2014<\/strong> <\/span>Elemental Leadership Profile maps four archetypal energies through leadership \u2014 Fire, Earth, Air, Water. Understanding the balance of the elements, reveals the natural and powerful aspects of the elements and effectiveness limiting underdeveloped elements visible makes. \u2192 Who is it for: Leadership development participant groups, team coaching, individual leaders <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

\n
\n
\n

Four Dial Sales Map <\/h2>\n

The Integral Sales Map examines the sales process across four key dimensions, providing sales professionals with a comprehensive framework. Each quadrant sheds light on a different aspect of sales and, together, they form a holistic sales competency. <\/p>\n

I \u2014 Inner World: Intention and Empathy <\/strong>
The sales professional\u2019s inner world: intention, capacity for empathy and the customer\u2019s approach. Understanding one\u2019s own mental models and internalising the customer\u2019s perspective. <\/p>\n

O \u2014 Behaviour: Listening, Questioning, Follow-up <\/strong>
Observable sales behaviours: active listening, correct questioning techniques and a15> systematic follow-up discipline. Tangible skills that make customer needs visible. <\/p>\n

We \u2014 Relationship: Trust and Shared Meaning <\/strong>
The quality of the seller-customer relationship: trust building, shared meaning creation and relational capital sustainable maintenance. From a transaction to a partnership. <\/p>\n

They \u2014 System: Process, CRM and Decision System <\/strong>
Sales process\u2019s structural dimension: CRM usage, decision-making mechanisms mapping and organisational sales system\u2019s effectiveness. <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n

\n
\n

Learning Design <\/h2>\n

The programme features experiential learning based on a design for brief concept transfer, role play, observer feedback and work per transfer cycle learning lasting makes it. <\/p>\n

Concept: <\/strong> Concise and focused concept presentation<\/p>\n

Role-playing Game: <\/strong>Real-life scenarios application<\/p>\n

Feedback: <\/strong>Observer feedback<\/p>\n

Transfer:<\/strong> Work at the start transfer cycle <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n

\n
\n

Programme Details<\/h2>\n\n\n\n\n\n\n
Duration<\/span><\/span> <\/span><\/td>\n2 <\/span><\/span>day<\/span>, <\/span><\/span>busy<\/span> <\/span><\/span>corporate<\/span> <\/span>format<\/span><\/span> <\/span><\/td>\n<\/tr>\n
Methodology<\/span><\/span> <\/span><\/td>\nIntegral 4 <\/span><\/span>Dial<\/span> <\/span>Model<\/span> <\/span>+ B2B <\/span><\/span>Sales<\/span> <\/span><\/span>Framework<\/span><\/span><\/span> <\/span><\/td>\n<\/tr>\n
Approaches<\/span><\/span> <\/span><\/td>\nConsultative Selling, SPIN, Challenger, MEDDICC<\/span><\/span><\/span><\/td>\n<\/tr>\n
Transfer<\/span><\/span> <\/span><\/td>\nIncludes a 30-day on-the-job transfer plan<\/span><\/span><\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n
\n
\n

Who is it for <\/h2>\n

Sales Teams and Sales Leaders. <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

<\/span><\/span><\/span>\n
\n
\n

Good sales; it\u2019s not about talking more, understanding the customer\u2019s world in four dimensions and building trust through the decision-making process and follow-up discipline, value and follow-up discipline to facilitate. <\/span><\/p>\n<\/div><\/div>\n\n

CONTACT<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"rank_math_title":"","rank_math_description":"","rank_math_focus_keyword":"","rank_math_facebook_title":"","rank_math_facebook_description":"","rank_math_twitter_use_facebook":"","rank_math_robots":[],"footnotes":""},"class_list":["post-115541","page","type-page","status-publish","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/pages\/115541","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/comments?post=115541"}],"version-history":[{"count":5,"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/pages\/115541\/revisions"}],"predecessor-version":[{"id":115626,"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/pages\/115541\/revisions\/115626"}],"wp:attachment":[{"href":"https:\/\/theintegralinstitute.com\/en\/wp-json\/wp\/v2\/media?parent=115541"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}