How many salespeople (and managers) are not realizing their fullest potential? What stands in the way to greater performance isn't something they don't have but something they don't get consistently: effective coaching . Unfortunately; most managers don't deliver consistent, effective coaching or have the coaching skills needed to make a long term, positive impact on their salespeople's performance. They act as Chief Problem Solvers and get far too involved in fixing their people's problems; then get frustrated about their salespeople's inability to improve. Coaching Salespeople into Sales Champions provides a proven coaching framework used by the world's leading sales organizations so that managers can confidently facilitative powerful, engaging coaching conversations that help you reach your business objectives -- faster and win more sales today. Winner of 6 International Best Book Awards , this book has already been endorsed by dozens of top sales organizations such as Microsoft, Oracle, Google, American Express, IBM, PepsiCo, The New York Rangers, The New York Knicks and thought leaders including Brian Tracy, Ziglar, Tom Hopkins, Denis Waitley and Tony Alessandra, Tony Parinello and Jill Konrath as the number one book on sales coaching and management coach training. Sales training alone is not enough . Your people can't always diagnose their own skill deficiencies, nor can they coach themselves out of a slump. Managers focus on spreadsheets and treat symptoms instead of uncovering the root cause , so similar problems persist. Good coaching taps into people's individuality and motivation, builds confidence & fosters deeper accountability. Four main barriers to effective coaching that inhibits consistent sales growth are: 1. Managers focus on what's going on (unproductive behaviors/activity) but don't uncover exactly why it's happening. As such, they fail to get to the root cause of a situation, which results in costly, time consuming repetitive conversations. 2. Managers coach in their own image ("It worked for me") instead of tapping into people's individuality. 3. Managers are compelled to provide the quick answers rather than empower people to create their own solutions . 4. Managers are typically good at strategy but often struggle with being a strategic communicator . That is, delivering a compelling, engaging message that creates authentic buy in and commitment around any changes or new initiatives. The solution to winning more sales isn't more sales training but better coaching. Good coaching embeds and sustains the behavioral changes you want in your people that generates desired, sustained long term results. When managers become better coaches and learn how to coach their people around best practices and core competencies, it makes your sales training stick. Coaching then becomes your competitive edge to foster long term, positive changes in behavior. With Keith Rosen's award winning book, you'll get your salespeople and managers to perform better -- guaranteed. The top leaders know how to coach their teams by using a tactical coaching model that is easy to deploy on a consistent basis in order to protect and maximize the potential of the company's greatest investment, their people. Coaching Salespeople into Sales Champions is what executives and managers need to develop their own executive sales coaching skills and strategy; the missing discipline amongst leadership. This book will teach managers how to boost sales efficiency, quickly turnaround an underperformer, eliminate hours from your workload and integrate a proven, step by step internal coaching framework to most effectively hire and retain top talent. This book is for any sales manager, executive and business owner looking to maximize team productivity through executive sales coaching. You will discover how to master your coaching skills and deploy an internal coaching program, enabling you to : Conduct an effective deal/pipeline review that and improves forecast accuracy and uncovers new selling opportunities. Make the transition from high performing salesperson to high performing sales manager . Handle difficult conversations, and difficult employees without collateral damage or being held hostage by your people. Create alignment with people you have to influence (partners, stakeholders, non-directs, peers, account executives, PAMs) Position coaching to create a positive perception and eliminate any resistance people may feel around being coached. Coach and consistently motivate the top, mid and underperformer -- with great confidence. Utilize a proven coaching framework to impact performance immediately . ( L.E.A.D.S. Coaching Framework(t);) Master the language of leaders, The Art of Enrollment to create buy in and deeper engagement without pushback. Conduct effective observation sessions and deliver feedback that leads to a positive change in behavior . Stop micro-managing and eliminate the heavy burden of dependency that traditional management styles create. Make the shift from a fear based, reactionary, toxic culture to a coaching culture that fosters full accountability .
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.