ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the GameHardback
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- Publisher: Amacom
- Format: Hardback | 224 pages
- Dimensions: 152mm x 229mm x 25mm | 567g
- Publication date: 1 August 2009
- Publication City/Country: New York
- ISBN 10: 0814414567
- ISBN 13: 9780814414569
- Edition: 2, Revised
- Edition statement: 2nd Revised edition
- Illustrations note: black & white tables, figures
- Sales rank: 291,885
Coaching has traditionally focused entirely on the individual...sometimes even at the expense of improving measurable business results for the company. Now, The Coaching Connection shows managers how they can use contextual coaching to simultaneously promote both individual and organizational growth. The book helps readers align what individual contributors do best with what organizations need most, ensuring everyone involved their highest probability for success. Readers will find a coaching methodology that takes into consideration factors such as strategy, organizational structure, corporate culture, and company-wide communication. The book includes a 360-degree assessment covering the ten most essential skill sets of well-balanced and effective leaders, as well as systems for measuring and managing talent. This is an essential guidebook for companies seeking to improve their people...and their bottom line results.
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William "Skip" Miller is president of M3 Learning, a sales and management development company, and an instructor for numerous AMA sales management training programs. He is the author of several books, including ProActive Sales Management, ProActive Selling, and Ultimate Sales Tool Kit, and co-author of Knock Your Socks Off Prospecting.
One of "Selling Power Magazine"'s Ten Best Books to Read in 2010.
Back cover copy
If you're working harder and longer year after year to squeeze out your numbers, it's time to do things differently. Instead of merely reacting to your permanently ringing cell phone, last-minute customer requests, and steady stream of employees who plop down by your desk to discuss their "issues," it's time to take control and become a proactive sales manager--one who effectively manages the limited resources of time and energy and leads the sales department with a clear, future-focused plan. "ProActive Sales Management" is your one-stop guide to completely rethinking and rebuilding your sales department for success. From what questions to ask during an interview...how to conduct a sales meeting...how to motivate your sales team...to what metrics you should use, this all-in-one resource walks you step by step through every key area of responsibility, explaining how to use proactive strategies to do more, better and faster--and avoid common mistakes that derail your competitors. Whether you've recently joined the management ranks from a frontline sales position, or you're a long-time pro at organizing sales teams, the powerful strategies and original tools in "ProActive Sales Management" help you escape the time-draining and energy-sapping reactive mode and lead your organization to new heights of productivity and success--proactively!
Are you so pressured to make your numbers each quarter that you rarely think about the future of your organization? Do you spend a significant chunk of your time fielding requests from your weakest performers? Is there a steady flow of top talent OUT of your sales office? If the answer is "yes," you're probably a reactive sales manager, ensnared in a daily barrage of messages, demands, and emergencies. But truly successful sales managers aren't stuck in reactive mode. They're proactive, with clear-cut goals, measures, strategies, and follow-through. They have their eye on the future, and they know how to get there. "ProActive Sales Management" will completely transform the way you and your sales team work. This updated edition of the sales manager's success manual is packed with hard-won insights into how to efficiently and effectively manage both the big-picture strategic decisions of your department and the day-to-day tactical operations, including hiring, motivating, forecasting, measuring, and performing sales reviews. Written by an experienced sales manager and seminar leader, and filled with original tools and useful examples and exercises, the book's powerful, proactive approach helps you: - Transition from making the sales to managing the sales team, and create a proactive culture where goals and objectives are clearly defined and communicated. - Refocus your attention from the C players to the A players, turning them into A+ players who stay on board and drive revenue up. - Break your addiction to phone calls, text messages, pagers, and other beeping devices, and devote thoughtful time to prioritizing and planning. - Measure performance based on objective and subjective metrics that communicate exactly what you expect your salespeople to do and which skills they need to master. - Hire the right person the first time by using tactics such as reading resumes vertically for telltale clues and treating the interview like a selling situation to evaluate the candidate's sales abilities. - Deploy your sales team strategically, and design highly effective long-term and short-term compensation plans. In today's high-pressure, complex sales environments, it's easy to get caught in a panic mode, always jumping from one emergency to another. "ProActive Sales Management" helps you take control of the sales process and consistently achieve your revenue goals--with no more lost time and wasted effort! William "Skip" Miller is president of M3 Learning, a sales and management development company, and an instructor for numerous AMA sales management training programs. He is the author of "ProActive Selling" and "More ProActive Sales Management," "Ultimate Sales Tool Kit," and co-author of "Knock Your Socks Off Prospecting." He lives in Los Gatos, California.
Table of contents
Contents Acknowledgments Preface Chapter 1 ProActive Sales Manager-Defining the New Breed of Sales Manager What Is the Actual Role of the Sales Manager? What Makes a Successful Salesperson? What Makes a Successful Sales Manager? What Are the Similarities Between the Two Skills? What Tasks Does the Sales Manager Perform on a Day-to-Day Basis? What Expectations Are Placed on the Sales Manager? Manage the Process, Not Just the People The First Tool-Think Three to Six Months into the Future The Second Tool-Be ProActive The Third Tool-Develop Objectives-M2O/t The Fourth Tool-Call for Help The Fifth Tool-Have Your People Effectively Manage Themselves How Do I Know Whether I Am an Effective Leader? Grenade Walls Two Rules of Leadership Creating a Sales Culture Is Job Chapter 2 Sales Cultures and the Ability to Communicate Them The Pygmalion Effect Thinking ProActively-Thinking in the Future Current Sales Culture Current Company Culture Sales Team Culture Nine to Twelve Months Out Creating the Culture ProActively and Implementing It Rule 1: Be the Future Rule 2: Think Culture Before Tactics Rule 3: Go Backward Rule 4: Create and Communicate Your M2O/t's Rule 5: The Value Pyramids-Advanced FutureVision Workshop You Can't Ride the Bus Chapter 3 Manage the Right Things-Time and People Managing Time Maximize and Invest The Sales Manager 80/20 Rule Managing the A Players Show Me the Money-An Insurance Policy Planning-Focus on Tomorrow; Today Is Over PowerHour Measure It-Setting Measurable Objectives That Work Revenue Numbers Are Reactive Revenue Numbers Measure the Wrong Thing Subjective and Objective Measurements The Skip Miller Sales Management Success Formula Frequency Competencies Miller 17 Chapter 4 Finding and Recruiting the Best Sales Team How to Interview and Hire the Right Salesperson the First Time The Law and the Interview Questions You Cannot Ask The Hiring Process The Three Perspectives Initial Homework View Your Current Organization and Culture Objective Sales Team Culture Assessment Where to Find the Good Ones Distribution Channels for Candidates Recruiting Advertising Prepare for the Interview Objective and Subjective Measurements The Interview Process The A-B-C Interview Process The Twenty-Minute Interview Process A Simple But Effective Interview Process: Connect-Draw-Give-Close Interview-Sales Call Tools for the Sales Interview Who Closes Whom Characteristics of a Great Salesperson ProActive Reference Checks The Offer That Works 122 The Subjective Interview: The Final Assessment Celebrate Success: Closing the Deal Chapter 5 Corrective Action Starting a Corrective Action Process The Corrective Action Process Counseling Written Warning Use of Metrics Final Written Warning Termination Termination Guidelines It's Not Your Responsibility Coaching and Counseling Through the Process Final Thoughts Chapter 6 ProActive Management Skills Coaching and Counseling: How to Be a Master Communicator in Any Organization Coaching and Counseling The Coaching/Counseling Wheel The Coaching Sales Call The Coaching Call The Joint Sales Call The Unexpected Sales Call Focus on the A Players Coaching and Counseling Your Boss Effectively Motivation-Know Why People Do What They Do and Be One Step Ahead Praise Reward and Recognition Learn-and-Grow Challenges Motivational Direction Using Technology to Communicate Chapter 7 If You Can't Measure It, Why Do It? Track the Maybes Keep the Insurance Manage to One Sheet of Paper: The 30-60-90 Report 30-60-90 Rules The 30-60-90 Report Effective Reports in Ten Minutes a Week Getting Reports in on Time What Kind of a Manager Are You? Expense Management Chapter 8 Territory Planning, Compensation, and Rewards Strategically Deploying the Sales Team The ProActive Sales Matrix Dead Zone Maintain Zone Red Zone Compensation Strategic vs. Tactical Compensation ProActive Compensation Guidelines Compensation and Territory Timing The Law of Compensation Plan Timing The Revenue Curve Stack Rankings Sales Training The Five Sales Competencies Create Leverage-Rewards and Praise Stay Focused or Pay Free Money Chapter 9 Sales Meetings When and How to Have Successful Sales Meetings Agenda Planning Time Planning Content Planning Optional Meetings Chapter 10 Create the ProActive Action Plan The Coaching Wall of Principles Setting Goals and Making Them Work Short-Term vs. Long-Term Goals Measurable Goals Communication Go and Make a Difference The A-B-C B ell Curve Applies to Managers as Well The Support Structure Back at the Office Chapter 11 The Technology of Sales Decreasing Order Time Increasing the Salesperson's Ability to Sell Increasing Breadth and Depth The New Process The New Dashboard Getting Things Done in a Team Sell Getting Things Done with Your Customers Discipline and the Will to Change Index