Produktbild: Coaching Salespeople into Sales Champions

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

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

29.04.2008

Verlag

John Wiley & Sons

Seitenzahl

320

Maße (L/B/H)

23/16,6/3 cm

Gewicht

544 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-14251-6

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

29.04.2008

Verlag

John Wiley & Sons

Seitenzahl

320

Maße (L/B/H)

23/16,6/3 cm

Gewicht

544 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-470-14251-6

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Coaching Salespeople into Sales Champions
  • About the Author xiii

    Acknowledgments xv

    Introduction xvii

    Chapter One The Death of Management 1

    Becoming an Executive Sales Coach 1

    But I'm Already Coaching 3

    Making the Shift from Sales Manager to Executive Sales Coach 3

    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? 12

    Managers Don't Have Time to Manage 15

    Understanding the Commitment to Coach Your Sales Team 17

    Get a Coach for the Coach 19

    Five Core Characteristics of the World's Greatest Sales Coaches 21

    Chapter Two The Coach's Mindset: Six Universal Principles of Masterful Coaching 25

    Management's Eternal Conundrum 26

    Hitting Rock Bottom 27

    You Can't Coach What You Fear 29

    The Strong, Fearful Leader 30

    Universal Principle of Masterful Coaching No. 1: Make Fear Your Ally 32

    Universal Principle of Masterful Coaching No. 2: Be Present 36

    Universal Principle of Masterful Coaching No. 3: Detach from the Outcome 41

    Universal Principle of Masterful Coaching No. 4: Become Process Driven 45

    Universal Principle of Masterful Coaching No. 5: Be Creative 49

    Universal Principle of Masterful Coaching No. 6: Become Fully Accountable- for Everything 50

    The Top 19 Excuses Managers Use to Justify Why Salespeople Fail 51

    Chapter Three Six Fatal Coaching Mistakes and How to Avoid Them 55

    Coach the Relationship with Their Story 56

    Fatal Coaching Mistake No. 1: Believing the S.C.A.M.M.- A Manager's Most Elusive Adversary 57

    Fatal Coaching Mistake No. 2: Wanting More for others than They Want for Themselves 63

    Fatal Coaching Mistake No. 3: Are You Coaching Your Salespeople or Judging Them? 68

    Fatal Coaching Mistake No. 4: Coaching Isn't about the Coach 70

    Fatal Coaching Mistake No. 5: Share Ideas, Not Expectations 71

    Fatal Coaching Mistake No. 6: Mismanaging Expectations: Are You Preparing Your Sales Team for Change? 73

    Chapter Four Tactical Coaching 77

    Who Do You Coach? 77

    A.G.R.O.W.T.H. Success Indicator to Determine Personal Coachability 78

    Don't Coach the Squeaker 80

    Coaching the Whole Person 80

    Developing Sales Champions from the Inside Out 81

    What Do You Coach? Coach the Gap 82

    Do I Coach Them or Train Them? 84

    What Exactly Can You Coach? 88

    The Top 10 Characteristics of Highly Effective Salespeople 89

    Chapter Five The Seven Types Of Sales Managers 91

    The Seven Ps 91

    The Problem-Solving Manager 93

    The Question is the Answer 97

    Solution-Oriented Questions 98

    Chapter Six Ignition On! Now They're Inspired 101

    The Pitchfork Manager 101

    Push versus Pull- A Simple Model of Motivation 103

    Let Your Salespeople Tell You What Motivates Them 104

    Ask Your Salespeople How They Want to be Coached 106

    Motivate through Pleasure Rather than Consequence 107

    Communicate from Abundance Rather than From Scarcity 108

    Make Acknowledgment Unconditional, Measurable, and Specific 110

    Make Your People Right, Even When They're Not 113

    Create New Opportunities Rather than Make People Wrong 116

    Chapter Seven Assumptive Coaching and Dangerous Listening 119

    The Pontificating Manager 119

    Eight Barriers That Prevent Masterful Listening 121

    Listening Through Filters- A Manager's Lethal Weakness 122

    Just the Facts, Please 125

    Encourage Silence 125

    Focus More on the Message Than on the Messenger 126

    Listening to Someone or Listening for Something 127

    Make People Feel They Are Being Heard 129

    The Presumptuous Manager 131

    Don't Believe Everything You Tell Yourself 132

    Get Out of Your Way and Out of Your Head 133

    Be Curious 140

    Chapter Eight Vulnerability-Based Leadership 143

    The Perfect Manager 143

    Express Your Authenticity: Become Vulnerable 146

    Embrace Your Humanity 147

    Evidence of an Emerging Culture 148

    Vulnerability and Trust 149

    The Passive Manager 151

    Embrace Healthy Conflict 153

    Call Them Out Using the Coaching Edge 153

    Take a Stand for Your Salespeople 154

    Declare What You Really Want for Your Sales Team 156

    The "I'm Sensing That" Statement 158

    The Proactive Manager 161

    A View from the Sidelines 162

    Chapter Nine Facilitating an Effective Coaching Conversation 169

    Preparing for the Coaching Session 169

    The Anatomy of a Coaching Session 170

    The Coaching Prep Form 171

    Strategic Coaching Questions 175

    The L.E.A.D.S. Coaching Model 176

    The Management Conversation 179

    The Coaching Conversation 183

    Going Deeper- Breakthrough Coaching 191

    How Much Coaching is Enough? 203

    Chapter Ten The Art of Enrollment 207

    It's All about Connection 207

    Making an Impact 210

    Leaving Your Legacy as a Manager 211

    The Art of Enrollment 212

    Enrollment is a Universal Phenomenon 214

    Creating the Possibility for Change 215

    The Six Steps of an Enrollment Conversation 216

    Case Study: Enrolling Someone to Improve their Quality of Work 218

    Case Study: Enrolling Someone to Become More Accountable 222

    The Written Word: Crafting a Compelling Message 226

    Chapter Eleven The Seduction of Potential 233

    Potential is the Holy Grail 233

    The Seduction Begins: The Ether of Potential 235

    The Hard Cost of Complacency 236

    You Can't Build a Business on Potential 237

    When to Give up and Let Go 239

    Master the Art of Abandonment 240

    The Top Trigger Points of Seduction 241

    Chapter Twelve Develop an Internal Coaching Program 243

    Identifying a Turnaround Opportunity 244

    Holding Your People Accountable 248

    Week One: Introducing the Turnaround Strategy-An Enrollment Conversation 248

    Week Two: A Minor Setback or Imminent Failure 252

    Week Three: On The Winner's Path 257

    Week Four: A Successful Turnaround 264

    Designing an Executive Sales Coaching Program 266

    How to Turn Around or Terminate an Underperformer in Less than 30 Days 270

    Fire Them and Then Hire Them 277

    Tips from the Coaches' Playbook 278

    Conclusion 279

    Final Thoughts on Being an Executive Sales Coach 279

    Appendix 283

    The Playbook of Questions for Sales Coaches 283

    The 80-20 Rule on Coaching Questions 313

    Index 315