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Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives

Book Description

How many salespeople (and managers) are not realizing their fullest potential? What stands in the way to greater performance isn't something they don't have but something they don't get consistently: effective coaching. Unfortunately; most managers don't deliver consistent, effective coaching or have the coaching skills needed to make a long term, positive impact on their salespeople's performance. They act as Chief Problem Solvers and get far too involved in fixing their people's problems; then get frustrated about their salespeople's inability to improve.

Coaching Salespeople into Sales Champions provides a proven coaching framework used by the world's leading sales organizations so that managers can confidently facilitative powerful, engaging coaching conversations that help you reach your business objectives - faster and win more sales today.

Winner of 6 International Best Book Awards, this book has already been endorsed by dozens of top sales organizations such as Microsoft, Oracle, Google, American Express, IBM, PepsiCo, The New York Rangers, The New York Knicks and thought leaders including Brian Tracy, Ziglar, Tom Hopkins, Denis Waitley and Tony Alessandra, Tony Parinello and Jill Konrath as the number one book on sales coaching and management coach training.

Sales training alone is not enough. Your people can't always diagnose their own skill deficiencies, nor can they coach themselves out of a slump. Managers focus on spreadsheets and treat symptoms instead of uncovering the root cause, so similar problems persist. Good coaching taps into people's individuality and motivation, builds confidence & fosters deeper accountability.

Table of Contents

  1. Praise
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. ABOUT THE AUTHOR
    1. KEITH ROSEN, MCC—THE EXECUTIVE SALES COACH
  6. Acknowledgements
  7. Introduction
    1. THE ULTIMATE TACTICAL SYSTEM FOR MAXIMIZING PERFORMANCE
    2. ANNIHILATING THE ALBATROSS OF LEADERSHIP
    3. HOW DO YOU DO THAT?
    4. GETTING TO GREAT AND PLAYING A BIGGER GAME
  8. CHAPTER 1 - The Death of Management
    1. BECOMING AN EXECUTIVE SALES COACH
    2. BUT I’M ALREADY COACHING . . .
    3. MAKING THE SHIFT FROM SALES MANAGER TO EXECUTIVE SALES COACH
    4. THE MISSING DISCIPLINE OF SALES COACHING
    5. DEFINING THE ROLE OF A SALES COACH
    6. A COACH VERSUS A MENTOR
    7. NINE BARRIERS TO COACHING A SALES TEAM
    8. CONSULTANT, TRAINER, OR COACH?
    9. MANAGERS DON’T HAVE TIME TO MANAGE
    10. UNDERSTANDING THE COMMITMENT TO COACH YOUR SALES TEAM
    11. GET A COACH FOR THE COACH
    12. FIVE CORE CHARACTERISTICS OF THE WORLD’S GREATEST SALES COACHES
  9. CHAPTER 2 - The Coach’s Mindset Six Universal Principles of Masterful Coaching
    1. MANAGEMENT’S ETERNAL CONUNDRUM
    2. HITTING ROCK BOTTOM
    3. YOU CAN’T COACH WHAT YOU FEAR
    4. THE STRONG, FEARFUL LEADER
    5. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 1: MAKE FEAR YOUR ALLY
    6. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 2: BE PRESENT
    7. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 3: DETACH FROM THE OUTCOME
    8. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 4: BECOME PROCESS DRIVEN
    9. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 5: BE CREATIVE
    10. UNIVERSAL PRINCIPLE OF MASTERFUL COACHING NO. 6: BECOME FULLY ACCOUNTABLE—FOR EVERYTHING
    11. THE TOP 19 EXCUSES MANAGERS USE TO JUSTIFY WHY SALESPEOPLE FAIL
  10. CHAPTER 3 - Six Fatal Coaching Mistakes and How to Avoid Them
    1. COACH THE RELATIONSHIP WITH THEIR STORY
    2. FATAL COACHING MISTAKE NO. 1: BELIEVING THE S.C.A.M.M.—A MANAGER’S MOST ELUSIVE ADVERSARY
    3. FATAL COACHING MISTAKE NO. 2: WANTING MORE FOR OTHERS THAN THEY WANT FOR THEMSELVES
    4. FATAL COACHING MISTAKE NO. 3: ARE YOU COACHING YOUR SALESPEOPLE OR JUDGING THEM?
    5. FATAL COACHING MISTAKE NO. 4: COACHING ISN’T ABOUT THE COACH
    6. FATAL COACHING MISTAKE NO. 5: SHARE IDEAS, NOT EXPECTATIONS
    7. FATAL COACHING MISTAKE NO. 6: MISMANAGING EXPECTATIONS: ARE YOU PREPARING YOUR ...
  11. CHAPTER 4 - Tactical Coaching
    1. WHO DO YOU COACH?
    2. A.G.R.O.W.T.H. SUCCESS INDICATOR TO DETERMINE PERSONAL COACHABILITY
    3. DON’T COACH THE SQUEAKER
    4. COACHING THE WHOLE PERSON
    5. DEVELOPING SALES CHAMPIONS FROM THE INSIDE OUT
    6. WHAT DO YOU COACH? COACH THE GAP
    7. DO I COACH THEM OR TRAIN THEM?
    8. WHAT EXACTLY CAN YOU COACH?
    9. THE TOP 10 CHARACTERISTICS OF HIGHLY EFFECTIVE SALESPEOPLE
  12. CHAPTER 5 - The Seven Types of Sales Managers
    1. THE SEVEN Ps
    2. THE PROBLEM-SOLVING MANAGER
    3. THE QUESTION IS THE ANSWER
    4. SOLUTION-ORIENTED QUESTIONS
  13. CHAPTER 6 - Ignition On! Now They’re Inspired
    1. THE PITCHFORK MANAGER
    2. PUSH VERSUS PULL—A SIMPLE MODEL OF MOTIVATION
    3. LET YOUR SALESPEOPLE TELL YOU WHAT MOTIVATES THEM
    4. ASK YOUR SALESPEOPLE HOW THEY WANT TO BE COACHED
    5. MOTIVATE THROUGH PLEASURE RATHER THAN CONSEQUENCE
    6. COMMUNICATE FROM ABUNDANCE RATHER THAN FROM SCARCITY
    7. MAKE ACKNOWLEDGMENT UNCONDITIONAL, MEASURABLE, AND SPECIFIC
    8. MAKE YOUR PEOPLE RIGHT, EVEN WHEN THEY’RE NOT
    9. CREATE NEW OPPORTUNITIES RATHER THAN MAKE PEOPLE WRONG
  14. CHAPTER 7 - Assumptive Coaching and Dangerous Listening
    1. THE PONTIFICATING MANAGER
    2. EIGHT BARRIERS THAT PREVENT MASTERFUL LISTENING
    3. LISTENING THROUGH FILTERS—A MANAGER’S LETHAL WEAKNESS
    4. JUST THE FACTS, PLEASE
    5. ENCOURAGE SILENCE
    6. FOCUS MORE ON THE MESSAGE THAN ON THE MESSENGER
    7. LISTENING TO SOMEONE OR LISTENING FOR SOMETHING
    8. MAKE PEOPLE FEEL THEY ARE BEING HEARD
    9. THE PRESUMPTUOUS MANAGER
    10. DON’T BELIEVE EVERYTHING YOU TELL YOURSELF
    11. GET OUT OF YOUR WAY AND OUT OF YOUR HEAD
    12. BE CURIOUS
  15. CHAPTER 8 - Vulnerability-Based Leadership
    1. THE PERFECT MANAGER
    2. EXPRESS YOUR AUTHENTICITY: BECOME VULNERABLE
    3. EMBRACE YOUR HUMANITY
    4. EVIDENCE OF AN EMERGING CULTURE
    5. VULNERABILITY AND TRUST
    6. THE PASSIVE MANAGER
    7. EMBRACE HEALTHY CONFLICT
    8. CALL THEM OUT USING THE COACHING EDGE
    9. TAKE A STAND FOR YOUR SALESPEOPLE
    10. DECLARE WHAT YOU REALLY WANT FOR YOUR SALES TEAM
    11. THE “I’M SENSING THAT” STATEMENT
    12. THE PROACTIVE MANAGER
    13. A VIEW FROM THE SIDELINES
  16. CHAPTER 9 - Facilitating an Effective Coaching Conversation
    1. PREPARING FOR THE COACHING SESSION
    2. THE ANATOMY OF A COACHING SESSION
    3. THE COACHING PREP FORM
    4. STRATEGIC COACHING QUESTIONS
    5. THE L.E.A.D.S. COACHING MODEL
    6. THE MANAGEMENT CONVERSATION
    7. THE COACHING CONVERSATION
    8. GOING DEEPER—BREAKTHROUGH COACHING
    9. HOW MUCH COACHING IS ENOUGH?
  17. CHAPTER 10 - The Art of Enrollment
    1. IT’S ALL ABOUT CONNECTION
    2. MAKING AN IMPACT
    3. LEAVING YOUR LEGACY AS A MANAGER
    4. THE ART OF ENROLLMENT
    5. ENROLLMENT IS A UNIVERSAL PHENOMENON
    6. CREATING THE POSSIBILITY FOR CHANGE
    7. THE SIX STEPS OF AN ENROLLMENT CONVERSATION
    8. CASE STUDY: ENROLLING SOMEONE TO IMPROVE THEIR QUALITY OF WORK
    9. CASE STUDY: ENROLLING SOMEONE TO BECOME MORE ACCOUNTABLE
    10. THE WRITTEN WORD: CRAFTING A COMPELLING MESSAGE
  18. CHAPTER 11 - The Seduction of Potential
    1. POTENTIAL IS THE HOLY GRAIL
    2. THE SEDUCTION BEGINS: THE ETHER OF POTENTIAL
    3. THE HARD COST OF COMPLACENCY
    4. YOU CAN’T BUILD A BUSINESS ON POTENTIAL
    5. WHEN TO GIVE UP AND LET GO
    6. MASTER THE ART OF ABANDONMENT
    7. THE TOP TRIGGER POINTS OF SEDUCTION
  19. CHAPTER 12 - Develop an Internal Coaching Program
    1. IDENTIFYING A TURNAROUND OPPORTUNITY
    2. HOLDING YOUR PEOPLE ACCOUNTABLE
    3. WEEK ONE: INTRODUCING THE TURNAROUND STRATEGY—AN ENROLLMENT CONVERSATION
    4. WEEK TWO: A MINOR SETBACK OR IMMINENT FAILURE
    5. WEEK THREE: ON THE WINNER’S PATH
    6. WEEK FOUR: A SUCCESSFUL TURNAROUND
    7. DESIGNING AN EXECUTIVE SALES COACHING PROGRAM
    8. FIRE THEM AND THEN HIRE THEM
    9. TIPS FROM THE COACHES PLAYBOOK
  20. CONCLUSION
  21. APPENDIX
  22. INDEX