Coaching Salespeople Into Sales Champions: A Tactical Playbook for Managers and Executives »

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.

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.

About the Author     xiii
Acknowledgments     xv
Introduction     xvii
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
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 theOutcome     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
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
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
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
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
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
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
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
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
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
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