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ProActive Sales Management, 2nd Edition by William Skip Miller

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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 ...

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