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More ProActive Sales Management: Avoid the Mistakes Even Great Sales Managers Ma |  |
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More ProActive Sales Management: Avoid the Mistakes Even Great Sales Managers Ma | |
Building on the concrete advice and practical, powerful strategies revealed in its predecessor, More ProActive Sales Management provides harried sales managers with a proven method for managing the sales process and their people. Packed with specific, field-tested techniques, this helpful guide focuses on the five primary areas in which mistakes occur: internal team decisions, upward decisions, sales decisions, infrastructure decisions, and decisions regarding the manager himself. Readers will learn how to:
regain control of their time • create a proactive sales culture • motivate a sales team • use simple yet powerful metrics • weed out failures quickly • coach and counsel up and down the sales organization • reduce reports to one sheet of paper and 10 minutes a week • forecast more confidently
This book shows sales managers at every level how to manage for great results!
This book is filled with mistakes. Big ones. The mistakes that cost sales professionals their customers, their top line results, maybe even their careers. But you should read More ProActive Sales Management anyway.
Because Skip Miller has packed this follow-up to his best-selling ProActive Sales Management with uncanny insight into why even excellent sales managers make those very errors—“the stuff you wish you’d never gotten into.” And more importantly, he tells you how to get yourself out of it—and what you should do now.
Quite possibly the most practical guide to improving your sales management approach that you’ll ever read, More ProActive Sales Management offers use-it-now solutions to the universal challenges of finding and retaining customers, building your team, structuring territories, breeding motivation, and streamlining efficiency across your entire sales operation.
This book represents an unprecedented opportunity to learn not just from your own mistakes but from those of hundreds of other sales management professionals who spent months or even years developing new ideas, then ran with them—and failed, sometimes spectacularly. Their losses are your gain.
Divided into the five areas in which most bad (and good) sales management decisions are made, More ProActive Sales Management has got you covered concerning:
---Internal team decisions: The day-to-day decisions you make as a manager of the individual members of your team. Are you doing the right things when it comes to hiring, firing, training, coaching, counseling, and motivating? (Mistake #3: Salespeople Are Self-Motivated)
--Upward decisions: Do the decisions you make on behalf of your team reflect the needs of the entire company? And does your input on larger company decisions demonstrate that your team is well equipped to help realize company goals? (Mistake #8: I’m the Boss)
---Sales decisions: In the field or in the office, are you making the right daily decisions that will increase sales? (Mistake #13: I’ll Show Them How to Do It)
---Infrastructure decisions: Have you ideally structured territories, compensation and rewards programs, goals and quotas, and other facets of the sales operation? (Mistake #15: It’s Their Territory)
--Self decisions: Are your choices and decisions career enhancers or career limiters? (Mistake # 21: The More I Work, the Better the Example)
Each of the twenty-two mistakes—ranging from troublesome to catastrophic, harrowing to hilarious—is accompanied by down-to-earth, proven ways to recognize bad decisions before they happen, make better choices from the start, and do your job (and help your people do theirs) more easily, efficiently, and profitably than ever.
“The ramifications [of bad decisions] are far reaching,” writes Miller. You lose not only individual sales, new and long-standing accounts, and the money that goes with them; you also stand to lose the confidence of your colleagues and employers. Luckily, those who came before you have already made history in their own way—it’s up to you to learn from their mistakes, lest you repeat them!
William “Skip” Miller is the President of M3 Learning, a sales and management development company, and a sales management trainer for the American Management Association. He is the author of ProActive Sales Management and ProActive Selling.
William "Skip" Miller (Los Gatos, CA) is president of M3 Learning, a sales and management development company, and an instructor for numerous AMA sales management training programs. He is the author of ProActive Selling (978-0-8144-0764-6), ProActive Sales Management (978-0-8144-0545-1), and Ultimate Sales Tool Kit (978-0-8144-7400-6).
Praise for ProActive Sales Management:
“ProActive Sales Management is jammed with useful ideas and worth the attention of a manager trying to overhaul the sales culture.”— Globe & Mail
Many sales professionals—even terrific ones—make the transition into management thinking they’ve already got all the skills, knowledge, and experience they’ll need to direct a sales team or run an entire sales organization. But whether you’re responsible for one rep or thousands, being a great sales manager is a whole different ballgame than being a great salesperson. One bad decision can mean permanently lost opportunities—or worse. Much worse.
Skip Miller’s More ProActive Sales Management, picking up where his best-selling ProActive Sales Management left off, is designed to help you avoid the common pitfalls and costly mistakes that untold thousands of other sales managers—both new and experienced—make year in and year out. Written with wit and packed with wisdom, this ultra-practical book highlights more than twenty big-time blunders you must avoid. With concrete advice and easy-to-use tools, More ProActive Sales Management helps you:
--Manage both your team and its individual members more effectively
--Motivate everyone (yes, they do need it)
--Deal with failures quickly—and learn from them
--Reduce paperwork—without losing the information and documentation
you really do need
--Forecast more accurately—without holding your team to needlessly precise percentages
--And build a ProActive sales culture throughout your entire sales organization
Whether your company’s sales efforts are humming along, need a tweak, or are desperate for a complete overhaul, the first step in the right direction is to eliminate all the many possible wrong moves. More ProActive Sales Management is an indispensable guide to avoiding every conceivable mistake, great and small.
C O N T E N T S
PREFACE ix
ACKNOWLEDGMENTS xi
INTRODUCTION xv
P A R T 1: INTERNAL TEAM DECISIONS
MISTAKE #1: We Are a Prospecting Machine! 3
MISTAKE #2: It’s All About Luck 12
MISTAKE #3: Salespeople Are Self-Motivated 23
MISTAKE #4: I’ll Focus on My B and C Players and Make Them Better 33
MISTAKE #5: Salespeople Are Motivated by Money 40
MISTAKE #6: I Am the Team Leader 48
P A R T 2: UPWARD DECISIONS
MISTAKE #7: My Management Lets Me Do My Job 57
MISTAKE #8: I’m the Boss 61
MISTAKE #9: Things Are Always Tough at the End of the Quarter 68
MISTAKE #10: It’s All About Revenue 77
P A R T 3: SALES DECISIONS
MISTAKE #11: My Team Needs Me for This Important Deal 91
MISTAKE #12: Sell, Sell, Sell . . . Right? 97
MISTAKE #13: I’ll Show Them How to Do It 105
MISTAKE #14: I’m Superman 113
P A R T 4: INFRASTRUCTURE DECISIONS
MISTAKE #15: It’s Their Territory 121
MISTAKE #16: I Have a Sales Process . . . I Think 128
MISTAKE #17: Metrics and Dashboards Are for Rookies 142
MISTAKE #18: Forecasting to 60 Percent Accuracy 154
MISTAKE #19: The Stack Ranking Behind Hire and Fire Decisions 168
P A R T 5: SELF DECISIONS
MISTAKE #20: Culture? I Already Have One, Thanks 183
MISTAKE #21: The More I Work, the Better the Example 192
MISTAKE #22: I’m the Manager, Right? 200
EPILOGUE AND CALL TO ACTION 207
INDEX 209
M I S T A K E #1
We Are a Prospecting Machine!
“Of course my salespeople prospect. That’s what they
are paid to do. At least that’s what I tell everyone.”
Reality is a hard state to deal with. Rationalization is so much easier. Even people
who aren’t in sales know it is the salespeople’s job to go
find customers. Who else? Marketing generates leads,
customer service keeps the customers happy, shipping
makes sure the customers get what they ordered,
finance collects the money, and so on
throughout the organization. It’s up to the sales department
to go find and close new business.
Sales management agrees. Sales management
creates compensation plans, contests, and rewards
for salespeople who go out and find new business. They
have 33 motivational speeches on why their organizations
have to go broader and deeper in current accounts, as well as take business
away from the competition. They spend gobs of money on training
their sales teams to get new business. Their companies are counting on sales
to get new revenue streams from new customers. Someone needs to tell this to
the salespeople, because:
……
