ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the Game [NOOK Book]


Today’s sales managers have to be quicker than ever, being more proactive about hiring the best performers and retaining them, multi-tasking, and managing complex sales processes in order to close more and more deals. This book provides readers with a proven method for managing the sales process as well as the salespeople. Packed with ...
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ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the Game

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Today’s sales managers have to be quicker than ever, being more proactive about hiring the best performers and retaining them, multi-tasking, and managing complex sales processes in order to close more and more deals. This book provides readers with a proven method for managing the sales process as well as the salespeople. Packed with specific, field-tested techniques, ProActive Sales Management shows sales managers how to:

• motivate a sales team
• get their sales team to prospect and qualify
• create a proactive sales culture
• effectively coach and counsel up and down the sales organization
• reduce reports to one sheet of paper and 10 minutes a week
• forecast with up to 90% accuracy
• take A players to A+ levels

Packed with all new metrics and tactics for making the numbers in today’s sales environment, this is an important resource no sales manager should be without.
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Product Details

  • ISBN-13: 9780814414576
  • Publisher: AMACOM
  • Publication date: 7/15/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition description: 2
  • Edition number: 2
  • Pages: 256
  • Sales rank: 433,911
  • File size: 3 MB

Meet the Author

William “Skip” Miller is president of M3 Learning, a sales and management development company, and an instructor for numerous AMA sales management training programs. He is the author of ProActive Selling (978-0-8144-0764-6), More ProActive Sales Management (978-0-8144-1090-5), and co-author of Knock Your Socks Off Prospecting (978-0-8144-7285-9).
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Read an Excerpt

Preface to the Second Edition

‘‘If you don’t know how you are going to do one month into

the quarter, head for Las Vegas, You have better odds of making

money there than you do with your sales forecast.’’

—Skip Miller

Sales managers are still doing the wrong thing, same as they

were 10 years ago. Oh, some managers are very successful: Year

after year, they achieve their revenue goals, lead successful

teams, and enjoy successful careers. They are working late,

working weekends, traveling up to three weeks a month, and

they tell themselves they are doing the job. They are not. The job

is doing it to them.

They are reactive and cannot see any way out. So they work

like dogs. They end up looking dog-tired because of it. There

has got to be a better way, and of course there is. A simpler way

to be more effective than ever before. A ProActive way.

ProActive Sales Management clearly identifies what qualities

are needed for the successful sales manager. It provides a stepby-

step method you can use to change the way you manage—

and begin to manage ProActively. By reading and implementing

the tactics and processes in ProActive Sales Management, you will

be able to:

• Accomplish more in less time.

• Be ProActive and live in the future.

• Motivate salespeople to highly motivate themselves.

• Focus on A players and turn them into A players.

• Establish a ProActive culture and let the people manage


• Increase the effectiveness of your day-to-day management


• Decrease the time you spend on noneffective tasks and


• Predict and forecast the future with greater accuracy.

• Increase your ability to interview and hire correctly.

• Successfully implement a set of metrics that you can use

in a ProActive and behavior-predicting manner.

• Effectively use coaching and counseling techniques.

• Manage to metrics that make sense.

Why There Is a Burning Need for Managers to Change

Stephen Covey states, ‘‘I expand my personal freedom and influence

through being proactive.’’ He is right, and this kind of

thinking needs to be addressed within the organization that is

required to be forward thinking, freedom loving, and ProActive:

the customer-centric sales organization.

Sales managers, however, never receive the training they

need or require to do their job ProActively. Successful people

who are soon to be effective sales managers need to know what

is expected of them before they enter the world of sales management.

Current sales management needs to go ‘‘back to the basics’’

and focus on getting things done through others rather than

using the reactive characteristics and behaviors that got them

promoted into management, such as being a super salesperson.

It is the reactive nature of their sales job that permeates the sales

management ranks today, and that reactive culture has become

the norm.

These days, speed is the name of the game. It’s no longer

how many sales calls, but how many customer or prospect

touches. Not how long does a sale take, but how long are you

spending at each step. ProActive tools are no longer just nice to

have. ProActive selling is the way to sell in an increasing competitive,

cost-efficient manner.

Is being reactive the nature of the sales management beast?

Are most sales managers reactive? How much time do you

spend being reactive on a day-to-day basis? How reactive are

you? Let’s take a simple test to find out. Please circle the response

that applies to you.

QUIZ: How Reactive Are You?

1. How many voice mails, e-mails, or text messages do you get a


a) Less than 5

b) Between 5 and 10

c) Between 10 and 15

d) Between 15 and 25

e) More than 25

2. Of the last 10 sales situations you were involved in as a manager,

how many times did you have to interject a vital piece of

information or even ‘‘take over the call’’?

a) None

b) 1 to 3

c) 4 to 6

d) 7 to 8

e) All of them, are you kidding, that’s what I am there for!

3. Do you have:

a) One phone and one e-mail address

b) One phone, one e-mail address, and a cell phone

c) One phone, one e-mail address, two cell phones, and a


d) Office phone, cell phone, pager, two cell phones, e-mail

address (office), e-mail (home), fax machine, laptop, and a

palmtop or PDA or Blackberry

e) Multiple of any items of d above

4. If you ranked your sales team members on an A, B, or C scale

(with A being your top performers), which of the following

patterns most closely resembles the proportion of time you

spend with each group?

a) 80 percent on As, 10 percent on Bs, 10 percent on Cs

b) 60 percent on As, 30 percent on Bs, 10 percent on Cs

c) 40 percent on As, 30 percent on Bs, 30 percent on Cs

d) 30 percent on As, 20 percent on Bs, 50 percent on Cs

e) 10 percent on As, 20 percent on Bs, 70 percent on Cs

5. What percentage of your office time per week do you spend

planning one to three months or three to six months out?

a) 25 to 30 percent

b) 20 percent

c) 10 percent

d) 5 percent

e) Have to make the number today! No time for the future.

6. What percentage of the day do you spend with your Asalespeople?

a) 25 to 30 percent

b) 20 percent

c) 10 percent

d) 5 percent

e) Let them do what they do the best. I’ve got a ton of other


If you answered d or e to any or all of the items, you need

to be more ProActive, and this book is required reading for you.

Quit having useless meetings. Give up focusing internally

on past revenue numbers. Stop having those quarterly reviews

that focus on what happened the last three months. Quit guessing

on what you need to hire and fill those open head counts

within 30 days. Start being one step ahead of the game.

Three things before we begin.

• We use the terms ‘‘sales manager’’ and ‘‘sales management’’

interchangeably throughout the book. When we

say sales manager or sales management, we mean all

management levels, from first-line sales manager to executive

sales management.

• We spell the words ‘‘proactive’’ and ‘‘proactively’’ as Pro-

Active and ProActively to remind you that there is a new

way to manage: a ProActive way; a better and more effective

way. The tools in this book are going to change the

way you manage. The way you look at your job. The way

you think. It will put you one step ahead.

• This is the second revision to ProActive Sales Management,

and you will find very few changes from the original

book. But we made additions where they were needed to

adapt to the current times. And we added some new

ideas. If you already own the original, these additions

should make rereading this book worthwhile.

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Table of Contents

Acknowledgments ix

Preface xi

Chapter 1 ProActive Sales Manager-Defining the New Breed of Sales Manager 1

What Is the Actual Role of the Sales Manager? 3

What Makes a Successful Salesperson? 4

What Makes a Successful Sales Manager/ 7

What are the Similarities Between the Two Skills? 9

What Tasks Does the Sales Manager Perform on a Day-to-Day Basis? 10

What Expectations are Placed on the Sales Manager? 11

Manage the Process, Not Just the People 12

The First Tool-Think Three To Six Months Into The Future 13

The Second Tool-Be ProActive 14

The Third Tool-Develop Objectives-M2O/t 17

The Fourth Tool-Call For Help 18

The Fifth Tool-Have Your People Effectively Manage Themselves 20

How Do I Know Whether I Am an Effective Leader? 21

Grenade Walls 21

Two Rules of Leadership 22

Creating a Sales Culture Is Job #1 23

Chapter 2 Sales Cultures and the Ability to Communicate Them 24

The Pygmalion Effect 25

Thinking ProActively-Thinking in the Future 27

Current Sales Culture 28

Current Company Culture 29

Sales Team Culture Nine to Twelve Months Out 29

Creating the Culture ProActively and Implementing It 30

Rule #1 Be The Future 31

Rule #2 Think Culture Before Tactics 32

Rule #3 Go Backward 32

Rule #4 Create And Communicate Your M2O/t's 34

Rule #5 The Value Pyramids-Advanced FutureVsion Workshop 35

You Can't Ride the Bus 38

Chapter 3 Manage the Right Things-Time and People 40

Managing Time 41

Maximize and Invest 41

The Sales Manager 80/20 Rule 42

Managing the A Players 43

Show Me the Money-An Insurance Policy 48

Planning-Focus on Tomorrow; Today Is Over powerHour 52

Measure It-Setting Measurable Objectives That Work53

Revenue Numbers Are Reactive 54

Revenue Numbers Measure the Wrong Thing 55

Subjective and Objective Measurements 55

The Skip Miller Sales Management Success Formula 56

Frequency 56

Competencies 57

Miller17 57

Chapter 4 Finding and Recruiting the Best Sales Team 63

How to Interview and Hire the Right Salesperson the First Time 63

The Law and the interview 64

Questions You Cannot Ask 65

The Hiring Process 67

The Three Process 68

Intial Homework 69

View Your Current Organization and Culture 70

Objective Sales Team Culture Assessment 71

Where to Find the Good Ones 75

Distribution Channels for Candidates 75

Recruiting 80

Advertising 84

Prepare for the Interview 85

Objective and Subjective Measurements 85

The Interview Process 103

The A-B-C Interview Process 103

The Twenty-Minute Interview Process 106

A Simple But Effective Interview Process: Connect-Draw-Give-Close 107

Interview-Sales Call 110

Tools for the Sales Interview 111

Who Closes Whom 117

Characteristics of a Great Salesperson 118

ProActive Reference Checks 120

The Offer That Works 122

The Subjective Interview: The Final Assesment 124

Celebrate Success: Closing the Deal 125

Chapter 5 Corrective Action 127

Starting a Corrective Action Process 127

The Corrective Action Process 128

Counseling 129

Written Warning 130

Use of Metrics 132

Final Written Warning 135

Termination 136

Termination Guidelines 136

It's Not Your Responsibility 139

Coaching and Counseling Through the Process 141

Final Thoughts 141

Chapter 6 ProActive Management Skills 142

Coaching and Counseling: How to Be a Master Communicator in Any Organization 142

Coaching and Counseling 142

The Coaching/Counseling Wheel 144

The Coaching Sales Call 145

The Coaching Call 147

The Joint Sales Call 149

The Unexpected Sales Call 150

Focus on the A Players 151

Coaching and Counseling Your Boss Effectively 151

Motivation-Know Why People Do What They Do and Be One Step Ahead 154

Praise 157

Reward and Recognition 157

Learn-and-Grow Challenges 159

Motivational Direction 161

Using Technology to Communicate 163

Chapter 7 If You Can't Measure It, Why Do It? 164

Track the Maybes 165

Keep the Insurance 166

Manage to One Sheet of Paper: The 30-60-90 Report 169

30-60-90 Rules 169

The 30-60-90 Report 171

Effective Reports in Ten Minutes a Week 180

Geeting Reports in on Time 182

What Kind of a Manager Are You? 182

Expense Management 184

Chapter 8 Territory Planning, Compensation, and Rewards 185

Strategically Deploying the Sales Team 185

The ProActive Sales Matrix 186

Dead Zone 190

Maintain Zone 190

Red Zone 191

Compensation 193

Strategic vs. Tactical cCompensation 193

ProActive Compensation Guidelines 193

Compensation and Territory Timing 199

The Law of Compensation Plan Timing 201

The Revenue Curve 201

Stack Rankings 203

Sales Training 204

The Five Sales Competencies 204

Create Leverage-Rewards and Praise 207

Stay Focused or Pay Free Money 208

Chapter 9 Sales Meetings 210

When and How to have successful Sales Meetings 210

Agenda Planning 211

Time Planning 213

Content Planning 214

Optional Meetings 215

Chapter 10 Create the ProActive Action Plan 218

The Coaching Wall of Principles 218

Setting Goals and Making Them Work 221

Short-Term vs. Long-Term Goals 222

Measurable Goals 222

Communication 225

Go and Make Difference 225

The A-B-C Bell Curve Applies to Managers as Well 226

The Support Structure Back at the Office 226

Chapter 11 The Technology of Sales 228

Decreasing Order Time 228

Increasing the Salesperson's Ability to Sell 229

Increasing Breadth and Depth 232

The New Process 232

The New Dashboard 233

Getting Things Done in a Team Sell 234

Getting Things Done with Your Customers 234

Discipline and the Will to Change 234

Index 237

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