Description
Book SynopsisBefore blaming your sales team, take a look within. What costly mistakes is management making?
Trade Review'If you want a clear and concise overview of exactly what you need to do to run a superstar sales team, this is the book for you. Mike takes his years of experience and shares with you his best ideas on how to make successful sales management...simple. I highly recommend this book to anyone in sales.' --John Spence, Top 100 Business Thought Leader in America, and author of Awesomely Simple
'Mike's book does exactly what it needs to for executives: Part One unsettles you by holding a mirror uncomfortably close while Part Two delivers a SIMPLE, straightforward plan to improve your sales team.' --Bill Hinderer, President, Tacony Corporation
'This is the first blunt, spot-on sales management book that will unsettle you to the core about how you lead people. A must-read for every sales manager, for every salesperson to buy for their manager, and for anyone who wants to be a manager!' --Mark Hunter, 'The Sales Hunter,' and author of High-Profit Selling
'Weinberg has clearly and simply laid out the recipe for success in sales management in this easy-to-read and easy-to-follow common sense book. I will be distributing it to all my fellow business owners and clients as mandatory reading for growth and profit improvement.' --Gina Hoagland, President, Collaborative Strategies, Inc.
'Weinberg's book drips with the common sense wisdom of experience. Topic after topic, he finds the sweet spot between sound theory and practical advice. The chapters on manager conversations and business plans are worth the price alone! Stock up on highlighter pens -- you'll need them.' --Charles Green, CEO, Trusted Advisor Associates, and co-author of The Trusted Advisor
'Wow! This is the best book for sales leaders I have read in 20 years. If you're not afraid of the truth and serious about getting better, use this guide to transform your sales team. Merci, Mike!' --Sebastien Zuchowski, Vice President, Marketing and amp; Sales, ERP Guru
Table of Contents Contents
Foreword by Jeb Blout
Introduction
Part OneBlunt Truth from the Front Lines: Why So Many Sales
Organizations Fail to Produce the Desired Results
Chapter 1As Goes the Leader, So Goes the Organization
Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results
Chapter 3You Can’t Effectively Run a Sales Team When You’re Buried in Crap
Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership
Chapter 5You Can Manage, You Can Sell, But You Can’t Do Both at Once
Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero
Chapter 7Sales Suffer When the Manager Wears the Fire Chief’s Helmet
Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that One Size
Does Not Fit All
Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More Damage
Than You Realize
Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters
Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team
Chapter 12 The Big Ego Senior Executive “Sales Expert” Often Does More Harm than
Good
Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People Can’t Do What They Can Do
Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective Salespeople
Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen and
Commodity Sellers
Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic Bullet
Part TwoPractical Help and a Simple Framework to Get Exceptional Results from
Your Sales Team
Chapter 17 A Simple Framework Provides Clarity to the Sales Manager
Chapter 18 A Healthy Sales Culture Changes Everything
Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a Winning
Sales Culture
Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and Each
Salesperson Will Transform Your Sales Culture
Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team
Chapter 22 Sales Managers Must Get Out in the Field with Salespeople
Chapter 23 Talent Management Can Make or Break the Sales Leader
Chapter 24 Strategic Targeting: Point Your Team in the Right Direction
Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle
Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with Their Time
Index
