Coaching Salespeople Into Sales Champions: A Tactical Playbook For Managers And Executives9780470142516 夸克云 docx snb kindle pdf 网盘 azw3 下载

　　CoachingSalespeopleintoSalesChampionsistheultimateguidetomaximizingteamproductivitythroughexecutivesalescoaching.Betweenprofessionaldeadlinesandotherbusinessresponsibilities,mostsalesmanagerscan?tfindthetimetodeveloptheirsalesstaff.Thisbookshowsyouhowtodevelopyourownexecutivesalescoachingskillssoyoucanboostsalesefficiency,trainyourstafftobetterperformance,andhireandretaintopsalestalent.

About the Author. Acknowledgments. Introduction.

Chapter One: The Death of Management. Becoming an Executive Sales

Coach. But Ia m Already Coaching ... Making the Shift from Sales

Manager to Executive Sales Coach. The Missing Discipline of Sales

Coaching. Defining the Role of a Sales Coach. A Coach versus a

Mentor. Nine Barriers to Coaching a Sales Team. Consultant,

Trainer, or Coach? Managers Dona t Have Time to Manage.

Understanding the Commitment to Coach Your Sales Team. Get a Coach

for the Coach. Five Core Characteristics of the Worlda s Greatest

Sales Coaches.

Chapter Two: The Coacha s Mindset: Six Universal Principles of

Masterful Coaching. Managementa s Eternal Conundrum. Hitting Rock

Bottom. You Cana t Coach What You Fear. The Strong, Fearful Leader.

Universal Principle of Masterful Coaching No. 1: Make Fear Your

Ally. Universal Principle of Masterful Coaching No. 2: Be Present.

Universal Principle of Masterful Coaching No. 3: Detach from the

Outcome. Universal Principle of Masterful Coaching No. 4: Become

Process Driven. Universal Principle of Masterful Coaching No. 5: Be

Creative. Universal Principle of Masterful Coaching No. 6: Become

Fully Accountablea for Everything. The Top 19 Excuses Managers Use

to Justify Why Salespeople Fail.

Chapter Three: Six Fatal Coaching Mistakes and How to Avoid Them.

Coach the Relationship with Their Story. Fatal Coaching Mistake No.

1: Believing the S.C.A.M.M.a A Managera s Most Elusive Adversary.

Fatal Coaching Mistake No. 2:Wanting More for others than TheyWant

for Themselves. Fatal Coaching Mistake No. 3: Are You Coaching Your

Salespeople or Judging Them? Fatal Coaching Mistake No. 4: Coaching

Isna t about the Coach. Fatal Coaching Mistake No. 5: Share Ideas,

Not Expectations. Fatal Coaching Mistake No. 6: Mismanaging

Expectations: Are You Preparing Your Sales Team for Change?

Chapter Four: Tactical Coaching. Who Do You Coach? A.G.R.O.W.T.H.

Success Indicator to Determine Personal Coachability. Dona t Coach

the Squeaker. Coaching the Whole Person. Developing Sales Champions

from the Inside Out. What Do You Coach? Coach the Gap. Do I Coach

Them or Train Them? What Exactly Can You Coach? The Top 10

Characteristics of Highly Effective Salespeople.

Chapter Five: The Seven Types of Sales Managers. The Seven Ps. The

Problem-Solving Manager. The Question is the Answer.

Solution-Oriented Questions.

Chapter Six: Ignition On! Now Theya re Inspired. The Pitchfork

Manager. Push versus Pulla A Simple Model of Motivation. Let Your

Salespeople Tell You What Motivates Them. Ask Your Salespeople How

They Want to be Coached. Motivate through Pleasure Rather than

Consequence. Communicate from Abundance Rather than From Scarcity.

Make Acknowledgment Unconditional, Measurable, and Specific. Make

Your People Right, Even When Theya re Not. Create New Opportunities

Rather than Make People Wrong.

Chapter Seven: Assumptive Coaching and Dangerous Listening. The

Pontificating Manager. Eight Barriers That Prevent Masterful

Listening. Listening Through Filtersa A Managera s Lethal Weakness.

Just the Facts, Please. Encourage Silence. Focus More on the

Message Than on the Messenger. Listening to Someone or Listening

for Something. Make People Feel They Are Being Heard. The

Presumptuous Manager. Dona t Believe Everything You Tell Yourself.

Get Out of Your Way and Out of Your Head. Be Curious.

Chapter Eight: Vulnerability-Based Leadership. The Perfect Manager.

Express Your Authenticity: Become Vulnerable. Embrace Your

Humanity. Evidence of an Emerging Culture. Vulnerability and Trust.

The Passive Manager. Embrace Healthy Conflict. Call Them Out Using

the Coaching Edge. Take a Stand for Your Salespeople. Declare What

You Really Want for Your Sales Team. The a a Ia m Sensing Thata a

Statement. The Proactive Manager. AView from the Sidelines.

Chapter Nine: Facilitating an Effective Coaching Conversation.

Preparing for the Coaching Session. The Anatomy of a Coaching

Session. The Coaching Prep Form. Strategic Coaching Questions. The

L.E.A.D.S. Coaching Model. The Management Conversation. The

Coaching Conversation. Going Deepera Breakthrough Coaching. How

Much Coaching is Enough?

Chapter Ten: The Art of Enrollment. Ita s All about Connection.

Making an Impact. Leaving Your Legacy as a Manager. The Art of

Enrollment. Enrollment is a Universal Phenomenon. Creating the

Possibility for Change. The Six Steps of an Enrollment

Conversation. Case Study: Enrolling Someone to Improve their

Quality of Work. Case Study: Enrolling Someone to Become More

Accountable. The Written Word: Crafting a Compelling Message.

Chapter Eleven: The Seduction of Potential. Potential is the Holy

Grail. The Seduction Begins: The Ether of Potential. The Hard Cost

of Complacency. You Cana t Build a Business on Potential. When to

Give up and Let Go. Master the Art of Abandonment. The Top Trigger

Points of Seduction.

Chapter Twelve: Develop an Internal Coaching Program. Identifying a

Turnaround Opportunity. Holding Your People Accountable. Week One:

Introducing the Turnaround Strategya An Enrollment Conversation.

Week Two: A Minor Setback or Imminent Failure. Week Three: On The

Winnera s Path. Week Four: A Successful Turnaround. Designing an

Executive Sales Coaching Program. How to Turn Around or Terminate

an Underperformer in Less than 30 Days. Fire Them and Then Hire

Them. Tips from the Coachesa Playbook. Conclusion. Final Thoughts

on Being an Executive Sales Coach. Appendix. The Playbook of

Questions for Sales Coaches. The 80-20 Rule on Coaching Questions.

Index.

　　Keith Rosen is President of Profit Builders and the author of three other books, including Time Management for Sales Professionals. He has been featured in Fast Company and Inc. magazines as one of the country's most influential executive coaches and is the expert sales advisor and columnist for several magazines. Keith also sits on the advisory board for several technology companies that are leading the Sales 2.0 evolution. For more information, visit www.ProfitBuilders.com.Subscribe to Rosen's newsletter, The Winner's Path at http://www.profitbuilders.com/winnerspath.htm.

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　　Review

　　[The author] has spotted an opening and written one of the best

sales coaching books so far, in what is still a small selection."

Salesforce June 2008

　　Review

　　“[The author] has spotted an opening and written one of the best

sales coaching books so far, in what is still a small selection.”

Salesforce June 2008

书籍介绍

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Coaching Salespeople into Sales Champions is the ultimate guide to maximizing team productivity through executive sales coaching. Between professional deadlines and other business responsibilities, most sales managers can?t find the time to develop their sales staff. This book shows you how to develop your own executive sales coaching skills so you can boost sales efficiency, train your staff to better performance, and hire and retain top sales talent.