Contents
Acknowledgments
Preface
Chapter 1 ProActive Sales Manager-Defining the
New Breed of Sales Manager
What Is the Actual Role of the Sales Manager?
What Makes a Successful Salesperson?
What Makes a Successful Sales Manager?
What Are the Similarities Between the Two Skills?
What Tasks Does the Sales Manager Perform on a
Day-to-Day Basis?
What Expectations Are Placed on the Sales
Manager?
Manage the Process, Not Just the People
The First Tool-Think Three to Six Months into
the Future
The Second Tool-Be ProActive
The Third Tool-Develop Objectives-M2O/t
The Fourth Tool-Call for Help
The Fifth Tool-Have Your People Effectively
Manage Themselves
How Do I Know Whether I Am an Effective
Leader?
Grenade Walls
Two Rules of Leadership
Creating a Sales Culture Is Job
Chapter 2 Sales Cultures and the Ability to
Communicate Them
The Pygmalion Effect
Thinking ProActively-Thinking in the Future
Current Sales Culture
Current Company Culture
Sales Team Culture Nine to Twelve Months Out
Creating the Culture ProActively and
Implementing It
Rule 1: Be the Future
Rule 2: Think Culture Before Tactics
Rule 3: Go Backward
Rule 4: Create and Communicate Your M2O/t's
Rule 5: The Value Pyramids-Advanced
FutureVision Workshop
You Can't Ride the Bus
Chapter 3 Manage the Right Things-Time and
People
Managing Time
Maximize and Invest
The Sales Manager 80/20 Rule
Managing the A Players
Show Me the Money-An Insurance Policy
Planning-Focus on Tomorrow; Today Is Over
PowerHour
Measure It-Setting Measurable Objectives That
Work
Revenue Numbers Are Reactive
Revenue Numbers Measure the Wrong Thing
Subjective and Objective Measurements
The Skip Miller Sales Management Success
Formula
Frequency
Competencies
Miller 17
Chapter 4 Finding and Recruiting the Best Sales
Team
How to Interview and Hire the Right Salesperson
the First Time
The Law and the Interview
Questions You Cannot Ask
The Hiring Process
The Three Perspectives
Initial Homework
View Your Current Organization and Culture
Objective Sales Team Culture Assessment
Where to Find the Good Ones
Distribution Channels for Candidates
Recruiting
Advertising
Prepare for the Interview
Objective and Subjective Measurements
The Interview Process
The A-B-C Interview Process
The Twenty-Minute Interview Process
A Simple But Effective Interview Process:
Connect-Draw-Give-Close
Interview-Sales Call
Tools for the Sales Interview
Who Closes Whom
Characteristics of a Great Salesperson
ProActive Reference Checks
The Offer That Works 122
The Subjective Interview: The Final Assessment
Celebrate Success: Closing the Deal
Chapter 5 Corrective Action
Starting a Corrective Action Process
The Corrective Action Process
Counseling
Written Warning
Use of Metrics
Final Written Warning
Termination
Termination Guidelines
It's Not Your Responsibility
Coaching and Counseling Through the Process
Final Thoughts
Chapter 6 ProActive Management Skills
Coaching and Counseling: How to Be a Master
Communicator in Any Organization
Coaching and Counseling
The Coaching/Counseling Wheel
The Coaching Sales Call
The Coaching Call
The Joint Sales Call
The Unexpected Sales Call
Focus on the A Players
Coaching and Counseling Your Boss Effectively
Motivation-Know Why People Do What They Do
and Be One Step Ahead
Praise
Reward and Recognition
Learn-and-Grow Challenges
Motivational Direction
Using Technology to Communicate
Chapter 7 If You Can't Measure It, Why Do It?
Track the Maybes
Keep the Insurance
Manage to One Sheet of Paper: The 30-60-90 Report
30-60-90 Rules
The 30-60-90 Report
Effective Reports in Ten Minutes a Week
Getting Reports in on Time
What Kind of a Manager Are You?
Expense Management
Chapter 8 Territory Planning, Compensation, and
Rewards
Strategically Deploying the Sales Team
The ProActive Sales Matrix
Dead Zone
Maintain Zone
Red Zone
Compensation
Strategic vs. Tactical Compensation
ProActive Compensation Guidelines
Compensation and Territory Timing
The Law of Compensation Plan Timing
The Revenue Curve
Stack Rankings
Sales Training
The Five Sales Competencies
Create Leverage-Rewards and Praise
Stay Focused or Pay Free Money
Chapter 9 Sales Meetings
When and How to Have Successful Sales Meetings
Agenda Planning
Time Planning
Content Planning
Optional Meetings
Chapter 10 Create the ProActive Action Plan
The Coaching Wall of Principles
Setting Goals and Making Them Work
Short-Term vs. Long-Term Goals
Measurable Goals
Communication
Go and Make a Difference
The A-B-C B ell Curve Applies to Managers as
Well
The Support Structure Back at the Office
Chapter 11 The Technology of Sales
Decreasing Order Time
Increasing the Salesperson's Ability to Sell
Increasing Breadth and Depth
The New Process
The New Dashboard
Getting Things Done in a Team Sell
Getting Things Done with Your Customers
Discipline and the Will to Change
Index
