Оглавление
Nathan Jamail. The Sales Leaders Playbook
Acknowledgements
Introduction
Chapter1. Successful Leadership
Being a Leader: 20% - Attributes & Skills
Being a Leader: 20% - Coaching
Being a Leader: 20% - Willing to Learn
Being a Leader: 20% - Ability to Act
Being a Leader: 20% - Confidence
Chapter 1 Highlights
Chapter 2. Sharing the Vision
Being a Visionary: 25% - Developing the Vision
Being a Visionary: 50% - Communication
Being a Visionary: 25% - Supporting the Vision
Chapter 2 Highlights
Chapter 3. Creating a Winning Culture
Winning: 25% - Positioning People
Winning: 25% - Tough Decision Making
Winning: 25% - Team Accountability
Winning: 25% - Team Buy-in
Chapter 3 Highlights
Chapter 4. Transforming a Belief System
Transforming: 50% - Understanding the Current Belief System
Transforming: 50% - Execution
Chapter 4 Highlights
Chapter 5. Practice Makes Profit
Practice: 25% - Developing a Plan
Practice: 25% - Prioritizing Practice
Practice: 50% - Coaching
Chapter 5 Highlights
Chapter 6. Setting Clear Expectations
Setting Expectations: 25% - Establish Expectations for Maximum Achievement
Setting Expectations: 75% - Communication
Chapter 6 Highlights
Chapter 7. Holding Your Team Accountable
Accountability: 25% - Knowledge
Accountability: 25% - Discipline
Accountability: 50% - Execution
Chapter 7 Highlights
Chapter 8. Developing A Business Plan
Developing a Plan: 25% - Expectations
Developing a Plan: 25% - Goals and Activities
Developing a Plan: 25% - Ownership
Developing a Plan: 25% - Accountability
Chapter 8 Highlights
Chapter 9. One-on-One Coaching Sessions
One-on-Ones: 25% - Communication
One-on-Ones: 25% - Accountability
One-on-Ones: 25% - Development
One-on-Ones: 25% - Motivation
Chapter 9 Highlights
Chapter 10. Effective Sales Meetings
Sales Meetings: 25% - Recognition
Sales Meetings: 25% - Communication
Sales Meetings: 50% - Practice
Chapter 10 Highlights
Chapter 11. Productive Street Days
Street Days: 33% Walk the Talk
Street Days: 33% - Coaching
Street Days: 33% - Accountability
Chapter 11 Highlights
Chapter 12. Taking the Bullet
Отрывок из книги
When you see a Grammy winner or any other famous person accepting an award get up to give an acceptance speech, a small groan from inside probably rattles around within you. The important truth though is that this person has some true heartfelt thanks for persons that without their help that famous person would not be standing there boring you to tears.
Well, start groaning, or flip the page, as I have many people who have contributed to not only the publication of this book, but also to whom I have become today.
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Ask yourself this question: what successful coaches, in any sport, did not teach their players something on a monthly basis or did not make their team practice? So, why should it be any different in business? Manager is simply a title, but coach is the job of a great manager or leader.
I encourage managers to manage the business and to coach their employees. To coach an employee means to practice with them on a regular basis by making their strengths stronger and their weaknesses less weak. Imagine a football team who never practiced field goals, but instead waited until game day to “try it.” Consider a basketball team who never practiced free throws until game day, and then gave it their “best shot.”
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