ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the Game - Rilegato

Miller, William

Rilegato

ISBN 10: 0814414567 ISBN 13: 9780814414569

Casa editrice: AMACOM, 2009

Riassunto

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.

Su questo libro

L'autore:

William “Skip” Miller (Los Gatos, CA) 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 (978-0-8144-0764-6), More ProActive Sales Management (978-0-8144-1090-5), and co-author of Knock Your Socks Off Prospecting (978-0-8144-7285-9).

Contenuti:

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

Su questa edizione

• Editore: AMACOM
• Data di pubblicazione: 2009
• ISBN 10: 0814414567
• ISBN 13: 9780814414569
• Rilegatura: Copertina rigida
• Numero edizione: 2
• Numero di pagine: 240