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PREFACE
INTRODUCTION
—Chapter 1— WHAT MAKES A GREAT SALES MANAGER
Top Five Qualities of a Great Sales Manager
Hiring Sales Managers from Salespeople
—Chapter 2— HIRING TOP SALES TALENT
The Top Six Characteristics of a Great Salesperson (In Order of Importance)
Using LinkedIn for Hiring
Interview Questions and Processes
Most People Are NOT Great Salespeople
Leveraging Outside Sales Recruiters
Keeping and Maintaining a Sales-Talent Scorecard
Great Compensation Plans Attract Great Salespeople
—Chapter 3— SELLING TO THE “WHY”
Sell Me This Pen
—Chapter 4— FOCUS ON THE “RIGHT” CUSTOMERS
Create a Target Client Profile
Focus on Customers Who Will Help You Sell
Focus on Promoter Retention and Defections
—Chapter 5— USING EFFECTIVE COMMUNICATIONS
—Chapter 6— BUILDING SUCCESSFUL SALES HABITS
Set Daily, Weekly, Monthly, Quarterly, and Annual Goals and Plans (Plan Your Work, Work Your Plan)
Create a Successful and Repeatable Sales Strategy and Plan
Utilize Effective Time Management
Focus on Sales Best Practices and Productivity
Create and Execute with a Repeatable Sales Process
—Chapter 7— TRAINING FOR SALES SUCCESS
Teach Your People How to Sell Themselves First
Build a Sales-Support Website/Blog
Reward Results with Advanced Training—Invest in Your Top People
Teach Through Situational Learning
Sales Training Should Never End
Learn Through Reflection
—Chapter 8— MOTIVATING THROUGH GOALS
Build Competitive Motivation
Build and Reinforce Positives and Accomplishments
ALL Goals Should Be Written and Clearly Defined
All Goals Must Be Mutually Agreed To
—Chapter 9— LEADERSHIP VERSUS SALES MANAGEMENT
Sales Leaders Lead by Example
Macro Versus Micromanagement
Building Team Dynamics
Sales Meetings—Make Them Useful and Effective
—Chapter 10— PREDICTING SALES—FORECASTING VERSUS PIPELINE
Six Steps to Better Predicting Sales
MY RECOMMENDED BOOKS/READING LIST
NOTES AND REFERENCES
RESOURCES
ABOUT THE AUTHOR
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Reflection through maturity and experience has shown me that my initial fear of sales was largely unfounded. The reality is that each and every one of us will deal with buying-and-selling decisions in nearly every aspect of our daily lives—both personally and professionally. We may not consciously know it, but when we go out on dates; dine out; apply for jobs; meet new people; buy clothing, food, and gas, etc., we are all inherently participating in a calculated and methodical buying-and-selling process. That fact that I was once concerned about going into sales as a profession was ignorant of the fact that I was already there in everyday life.
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Being a sales manager can be a very stressful position in most organizations. Leadership is first and foremost the ability to lead by example. The ability of sales managers to effectively lead and produce when the high pressures of sales deadlines hit, when customers complain, and when products and services fail, etc. is critical. A great sales manager will typically be able to keep their cool under pressure, rationally and effectively communicate with facts instead of anger and fear, and will be able to set the right example for their sales team in the best and worst of times.
4. Can Work Well with Others
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