The Enlightened
Sales Manager
The YouTube channel and podcast. Six content pillars, no theory for its own sake. Short, practical, free to everyone.
Explore the channelBetter conversations. Stronger managers. Exceptional results.
Selling is a profession. Most people drift into it. Very few are ever taught to treat it like one. Forty-one years of closing that gap, in the channel, in the programme, and in the psychometrics behind both.
This is me
Most people drift into sales. Very few are ever taught to treat it like a profession. That gap has shaped my whole working life.
In 1986 I walked into Encyclopaedia Britannica in Glasgow as a very young sales manager, and I was hopeless at attracting the right people into the job. That was the year I found psychometrics, and the same year I sat Management in Transition for the first time. Both of them stuck.
Forty-one years on I am still at it. National Sales Manager at Britannica, then Chairman and CEO of Success Dynamics Alliance, and now CEO Emeritus there, running coaching and consultancy and teaching MIT the way I have taught it for over thirty years.
Everything on this page came out of those three. None of it is theory for its own sake. All of it has been used on real teams in real companies across seven countries, and it still works, because the tools keep changing and people do not.
National Sales Manager, The Great Books Division, Encyclopaedia Britannica (UK & Eire). National sales management, recruitment, field development and frontline coaching.
CEO, The GPB Group. Commercial growth and leadership development across a multi-industry business.
Chairman and CEO, now CEO Emeritus and Head of Coaching & Consultancy, Success Dynamics Alliance. London, Singapore, Jakarta, Madrid, Tokyo, Manila.
Main brand and host, The Enlightened Sales Manager. The channel and podcast, built for people who are done with theory and ready to lead.
“To know and not to do, is not to know!.”
Aristotle, c. 350 BC
Let your learning turn into action,
not into knowledge.
Greg Barnes FF.ISP, 2026
Motivation is a verb. It is a doing word. A manager who knows what good looks like and does nothing about it is no further forward than the one who never knew. Everything here is built to end in action.
Where to start
Start free with the channel, train your managers with the programme, or find out what you are actually working with.
The YouTube channel and podcast. Six content pillars, no theory for its own sake. Short, practical, free to everyone.
Explore the channelThe certified leadership transition programme, accredited and endorsed. Built bespoke around your industry, your product and your people.
See the programmeThe international assessment toolkit. Six instruments across the whole employment life-cycle. Established London, 1982.
View the instruments01 The Channel
Practical conversations on sales, leadership and growth, built for salespeople, sales managers and leaders who are done with theory and ready to lead. The first ten episodes are the psychology of the job. Free to everyone, forever.
1,000+ subscribers and counting
How much of success in sales is skill, and how much is attitude?
Why do some people work hard all day and still stay broke?
I can't motivate you. Never could. No one can. So what actually works?
Why do top salespeople so often become weak managers?
Why is recognition often more powerful than money?
If action doesn't follow, where did the communication break down?
Monthly on LinkedIn
On fitting people into the right job, rather than forcing them into the one you happen to have open.
I can't motivate you. Never could. No one can.
I was good at selling. That's exactly what made me a bad manager at first.
You don't take off the salesman's hat. You put the manager's hat on as well.
02 The Programme
by Greg Barnes FF.ISP
Turn high performers into confident, credible, action-driven leaders. A certified and accredited programme for new, emerging and promoted managers who have to make the shift from performing themselves to leading other people.
No two runs of this programme are the same. The content is fitted to your industry, your product or service, and the people actually sitting in the room, and it shifts as the group moves. That is the reason it works.
Joe D Adams, then CEO of Encyclopaedia Britannica (UK & Eire), brings Management in Transition to the United Kingdom. The founding father of the programme.
Greg joins Britannica in Glasgow and sits MIT course no. 3 as a student, then takes it twice more to own the content well enough to teach it.
Years teaching it since, across seven countries and every kind of sales organisation, refitted every single time.
Management in Transition by Greg Barnes FF.ISP, certified, accredited, and endorsed by SDA and the Institute of Sales Professionals.
Before
After
The M.I.T. Leadership Transition Bridge. Mindset · Influence · Traction
The syllabus runs all the way from what management actually is and why anyone would want to be a manager, through to how you build a team and who your successor is, taking in Executivitus (the seven deadly sins of management), recruiting against hiring, motivation, delegation, clinics against meetings, the difference between a forecast, a target and a goal, and what to do when things go wrong.
Indicative only. The final syllabus is built with you before the first session.
Who's in the room
“Everyone from a nineteen-year-old, brand new to the job, to a fifty-year-old executive who thought he was doing a good job and realised he wasn't.”
The twelve graduates who wrote the testimonials below were aged 24 to 50.
Proof
Every word below was written by someone who completed Management in Transition and then went back to work. Nothing has been rewritten. The youngest was 24, the oldest 50.
Upon completion of the M.I.T course with Greg Barnes it has completely changed my perspective on management as a whole. … It allowed me to re-build my management arsenal entirely in regards to what I must be doing as a manager and how to gain the most out of any team. … Since the M.I.T my sales have more than doubled, but also the value of these orders has increased considerably as well.
During one of the sessions we covered GB's Personal Philosophy of Management, and specifically “you cannot manage what you do not measure”. This gave me a new perspective which allowed me to go back over my numbers to work out exactly what was required to get to where I needed to be. … Within weeks I had my best month at the company in terms of order value and accounts written.
The MIT course is 100% worthwhile. Having spent a lot of years in sales we can sometimes forget there is always room for improvement and gaining more knowledge. … We sometimes think we know it all but this course brings you back down to earth and fast. … What I liked about the course … is it didn't feel like a classroom.
I gained a much deeper understanding on how to manage a team efficiently and effectively through the clear and concise way Greg delivered his knowledge. As a result of the course my confidence was at an all time high. I can honestly say it is the most empowering course I have attended in my lifetime.
The course was taught by Greg on a weekly basis for a duration of 8 weeks. Immediately I could tell that I was going to benefit. … I could sense right away that Greg's approach to coaching and mentoring was authentic, backed with positive energy. … His ability to pass on that understanding of the correct approach and values has since challenged me to think beyond just “the job”.
My whole perception of “a sales day” has completely changed due to the course being delivered in such an inspirational and enjoyable way. In turn I haven't just gained knowledge but also a thorough understanding. … Without him I would not now be in such an empowered state of mind with an arsenal of tools and skills, that have since helped me increase my productivity and double the number of sales I have achieved.
At first I thought to myself that I was going to only be learning a new set of skills on how to best manage a sales team, but I quickly realized that this was not the case. … I was going to learn a way of life, a new lifestyle, a way of managing my entire life. … From the very first session … I was able to walk away with that new information and put it into action immediately.
Going through the Management in Transition course was one of the most empowering experiences I have ever gone through. Having been in management most of my career, it put the pieces of the missing puzzle together. … Every class we attended flew by in no time, yet so much was learnt. … The only regret I have with the MIT is not doing it sooner in my career.
He was direct, very experienced, witty and commanded your respect from the very start, which proved important as you very quickly find out that the MIT course has a lot to offer. … I now appreciate more that people are different, and learning how to manage them in a way that gets the maximum result from each individual is the key to consistent results. … It gives you confidence and makes you see success as a real option for yourself.
Everything was done at a pace you could understand, and you were given the opportunity to actively participate in discussions relating to the topics. I remember taking notes of everything Greg said, because knowledge is power, and this gave me my opportunity to start planning and executing that knowledge. … I walked away from this course wanting to do it all over again.
I found the style and manner in which Mr. Barnes conducted this course not only educational, but entertaining, enjoyable, clear and concise, which led to a full understanding. … If only my school teachers had adapted a more similar approach to teaching over 30 years ago! … I am now reaping the benefits of an increase in my earnings due to the sales I had generated.
Having recently been promoted to sales manager … I must admit that I was struggling with the new role. The company lacked in both guidance and training for newly promoted managers and practised a sink or swim attitude. … After completing Management in Transition I found that it had a profound effect on my skills and abilities as a manager. … His guidance and advice has been invaluable.
Excerpted from the written testimonials supplied by each graduate. An ellipsis marks omitted text. Wording is otherwise the contributor's own. Full documents held on file.
03 The Assessments
SDA International Psychometric Consultancy, a member of the Psychometric Society. Established in London in 1982, with more than forty years of corporate consulting behind it. Psychometric tools and analysis across the entire employment life-cycle.
DISC-based behavioural profile. 24 question sets, five to seven minutes, 20 areas of actionable insight.
EQAMeasures self-awareness, self-management, social awareness and relationship management.
JRABuilds a word-picture of the ideal person for a role, before you advertise it.
DAIMeasures the grit factor and aptitude for management and sales. Ideal pre-employment screening.
LAIIdentifies learning style, activist, reflector, theorist or pragmatist, in under 10 minutes.
PSIStructured questions with no right answer, so decisions rest on fact rather than a rehearsed script.
Define the role before the advert, so you attract the right shortlist.
Decide on evidence. Behaviour, aptitude and a structured interview, rather than instinct.
Teach to the learning style in front of you, and the training actually lands.
Understand what motivates each person, and you keep the ones worth keeping.
Empirical evidence shows that once leaders genuinely understand what motivates their people, bottom-line performance can improve by as much as a quarter.
How much of job success EQ predicts. IQ predicts somewhere between 1% and 20%. Most hiring processes still measure the wrong one.
We have made extensive use of the online questionnaire developed by Success Dynamics for our Emerging Talent programme. It is remarkable how much data is derived from the short questionnaire and how accurate and perceptive the findings are. A very cost-effective way of assessing people, whether for recruitment or development. Strongly recommended.
I originally used the Personality Profile Report when I was personnel director of Estée Lauder. I have used this tool more than 4,000 times, and the cases where the results were not validated can be counted on one hand.
I found the Psychometric course the most interesting and probably the one single course with the most potential benefit that I've ever attended. This does not only apply to selecting individuals but also to creating effective teams. I am absolutely convinced this material can be of tremendous added value, both in the work environment and on a personal level.
Great, effective and efficient service and ongoing support from Greg. Much appreciated. Look forward to continuing this positive relationship and using DISC.
An open invitation
Find out how you actually behave in and out of the workplace. Fill in your details and we will contact you the moment your report is ready. No charge, no obligation.
Management in Transition trains the managers. This trains the people they manage. The fundamentals, done properly, for the whole sales floor.
EnquireOne-to-one coaching and mentoring for directors and senior leaders, plus benchmarking studies, team dynamics analysis, and conflict resolution.
See consultancy servicesA self-paced online version of the sales fundamentals, for distributed teams. In development. Register your interest and we will tell you when it opens.
Register interestWe are so convinced our products and services will positively impact your organisation that we will refund your investment if you are not completely satisfied after the initial six months of your subscription.
SDA holds that it is unethical not to share the results of any assessment with the individual assessed. A copy is always provided to the person concerned.
Next step
A short, straight conversation. No pitch deck. We will work out whether the channel, the programme, the assessments, or none of the above is the right fit for your team.
Or write directly, hello@tesmngr.com