ProActive Sales Management

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