book

ProActive Sales Management, 2nd Edition

by William Skip Miller

July 2009

Intermediate to advanced

256 pages

5h 30m

English

AMACOM

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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 PeopleThe First Tool—Think Three to Six Months into the FutureThe Second Tool—Be ProActiveThe Third Tool—Develop Objectives—M2O/tThe Fourth Tool—Call for HelpThe Fifth Tool—Have your People Effectively Manage ThemselvesHow do I Know Whether I am an Effective Leader?Grenade WallsTwo Rules of LeadershipCreating a Sales Culture is Job #1
The Pygmalion EffectThinking ProActively—Thinking in the FutureCurrent Sales CultureCurrent Company CultureSales Team Culture Nine to Twelve Months OutCreating the Culture ProActively and Implementing ItRule #1: Be the FutureRule #2: Think Culture before TacticsRule #3: Go BackwardRule #4: Create and Communicate your M2O/t'sRule #5: The Value Pyramids—Advanced FutureVision WorkshopYou can't Ride the Bus
Managing TimeMaximize and InvestThe Sales Manager 80/20 RuleManaging the a PlayersShow Me the Money—An Insurance PolicyPlanning—Focus on Tomorrow; Today is OverPowerHourMeasure It—Setting Measurable Objectives that WorkRevenue Numbers are ReactiveRevenue Numbers Measure the Wrong ThingSubjective and Objective MeasurementsThe Skip Miller Sales Management Success FormulaFrequencyCompetenciesMiller 17
How to Interview and Hire the Right Salesperson the First TimeThe Law and the InterviewQuestions you cannot AskThe Hiring ProcessThe Three PerspectivesInitial HomeworkView your Current Organization and CultureObjective Sales Team Culture AssessmentWhere to Find the Good OnesDistribution Channels for CandidatesRecruitingAdvertisingPrepare for the InterviewObjective and Subjective MeasurementsThe Interview ProcessThe A-B-C Interview ProcessThe Twenty-Minute Interview ProcessA Simple but Effective Interview Process: Connect-Draw-Give-CloseInterview—Sales CallTools for the Sales InterviewWho Closes WhomCharacteristics of a Great SalespersonProActive Reference ChecksThe Offer that WorksThe Subjective Interview: The Final AssessmentCelebrate Success: Closing the Deal

Starting a Corrective Action ProcessThe Corrective Action ProcessCounselingWritten WarningUse of MetricsFinal Written WarningTerminationTermination GuidelinesIt's not your ResponsibilityCoaching and Counseling through the ProcessFinal Thoughts
Coaching and Counseling: How to be a Master Communicator in any OrganizationCoaching and CounselingThe Coaching/Counseling WheelThe Coaching Sales CallThe Coaching CallThe Joint Sales CallThe Unexpected Sales CallFocus on the a PlayersCoaching and Counseling your Boss EffectivelyMotivation—Know why People do what they do and be One Step AheadPraiseReward and RecognitionLearn-And-Grow ChallengesMotivational DirectionUsing Technology to Communicate
Track the MaybesKeep the InsuranceManage to One Sheet of Paper: The 30-60-90 Report30-60-90 RulesThe 30-60-90 ReportEffective Reports in Ten Minutes a WeekGetting Reports in on TimeWhat Kind of a Manager are You?Expense Management
Strategically Deploying the Sales TeamThe ProActive Sales MatrixDead ZoneMaintain ZoneRed ZoneCompensationStrategic vs. Tactical CompensationProActive Compensation GuidelinesCompensation and Territory TimingThe Law of Compensation Plan TimingThe Revenue CurveStack RankingsSales TrainingThe Five Sales CompetenciesCreate Leverage—Rewards and PraiseStay Focused or Pay Free Money
When and how to have Successful Sales MeetingsAgenda PlanningTime PlanningContent PlanningOptional Meetings
The Coaching Wall of PrinciplesSetting Goals and Making them WorkShort-Term vs. Long-Term GoalsMeasurable GoalsCommunicationGo and Make a DifferenceThe A-B-C Bell Curve Applies to Managers as WellThe Support Structure Back at the Office
Decreasing Order TimeIncreasing the Salesperson's Ability to SellIncreasing Breadth and DepthThe New ProcessThe New DashboardGetting Things Done in a Team SellGetting Things Done with your CustomersDiscipline and the will to Change

Content preview from ProActive Sales Management, 2nd Edition

Chapter 3 Manage the Right Things—Time and People

Why do we need to manage? What's the big deal? What is managing, anyway? What are we supposed to manage?

If you are like many sales managers, you attended all those management courses in college to prepare yourself for a management career. After getting your bearings straight, you were finally promoted to your first sales management job. Then, if you are a senior manager, you rose up the ranks by making sure you “managed correctly,” whatever that means.

It didn't take long for you to figure out that you were supposed to manage to make the sales revenue number. You knew that if you made the number every year the world would be right. You knew you'd be measured against “the quota.” There may have ...