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Whistman Jonathan. The Sales Boss
Foreword
Introduction
CHAPTER 1. The Work of a Sales Boss
CHAPTER 2. The Importance of Sacred Rhythms
CHAPTER 3. The DNA of a Sales Boss
What It Takes to Be Great
The Management Code
CHAPTER 4. The Truth About Humans
Five Fundamental Truths About Human Behavior
A Unique Insider Language
Rituals
Having a Common Enemy
CHAPTER 5. Your First 30 Days as Boss
Getting Started with Your Team: The First 30 Days
CHAPTER 6. Understanding the Market for Hiring
Why Hiring a Superstar Salesperson Is Tough
CHAPTER 7. Step by Step to Hiring a Sales Superstar
The Selection Process
The Four-Stage Interview Process
CHAPTER 8. Use the Power of Science in Selection
CHAPTER 9. On-Boarding a New Member of the Sales Team
CHAPTER 10. Know Your Sales Process and Your Numbers
The Numbers That Matter
CHAPTER 11. Who Gets My Time and Attention?
CHAPTER 12. Team Rhythms That Lead to Group Cohesion
Group Meetings
CHAPTER 13. Individual Rhythms That Lead to Star Performances
Individual Meetings Framework
Three Types of Individual Meetings
CHAPTER 14. Keep Score Publicly; Motivate Individually
CHAPTER 15. Lead by Principle, Not Policy
CHAPTER 16. Make Sales Technology Work for You
CHAPTER 17. Money Talks: Compensation Planning
Base Salary
Variable Commissions
Bonuses
CHAPTER 18. Forecasting the Future
CHAPTER 19. Replicating Success
CHAPTER 20. The Business of You
The Sales Boss Scorecard
The Scorecard
About the Author
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I am pleased to be introducing you to the book you hold in your hands, The Sales Boss: The Real Secret to Hiring, Training, and Managing a Sales Team, as I have experienced first-hand the financial results possible when an organization’s sales team is led by a skilled person operating at the highest level of sales management. My hope is that after you read the book you’ll understand all of the nuances involved in leading a high performance sales team and that you’ll agree with the statement Nothing happens until someone sells something. This is a statement I only fully understood after leading and being responsible for creating profit at for-profit organizations and a lesson I believe is critical to pass on to leaders at today’s companies. I’d like to briefly share my journey on the path to understanding the truth behind this statement.
Starting my corporate career as an industrial engineer working on the manufacturing line of a GE plant in Middle America, I could have sworn then that nothing happened if someone didn’t make something. I quickly learned, however, that a person or a business can make anything it wants, at whatever quality level it chooses, and price it however it sees fit. But there is simply no guarantee that it will sell. And if it doesn’t sell, then there is no business.. period.
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Over the last decade, I’ve spent a large portion of my professional time learning about these variables from more than a dozen experts and consultants. I’ve even been personally trained and certified in well-known selling methodologies, including Miller Heiman’s Strategic Selling and SPIN, to further develop my own selling and sales management skills. It has been time well spent. My companies’ results have always spoken for themselves.
This is how I originally came across Jonathan Whistman and his Sales Boss framework. Based on the results we achieved, Jonathan has trained several of our teams, and his company evaluates all of our employees before they are hired. So I was delighted to read this book, as it provides readers with a framework to recognize all of the key variables that I’ve identified over the years as being “the difference that makes a difference.”
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