Acknowledgements
by Keith Rosen
Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives
- Praise
- Title Page
- Copyright Page
- Dedication
- ABOUT THE AUTHOR
- Acknowledgements
- Introduction
- CHAPTER 1 - The Death of Management
- BECOMING AN EXECUTIVE SALES COACH
- BUT I’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 DON’T HAVE TIME TO MANAGE
- UNDERSTANDING THE COMMITMENT TO COACH YOUR SALES TEAM
- GET A COACH FOR THE COACH
- FIVE CORE CHARACTERISTICS OF THE WORLD’S GREATEST SALES COACHES
- CHAPTER 2 - The Coach’s Mindset Six Universal Principles of Masterful Coaching
- MANAGEMENT’S ETERNAL CONUNDRUM
- HITTING ROCK BOTTOM
- YOU CAN’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 ACCOUNTABLE—FOR EVERYTHING
- THE TOP 19 EXCUSES MANAGERS USE TO JUSTIFY WHY SALESPEOPLE FAIL
- CHAPTER 3 - 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 MANAGER’S MOST ELUSIVE ADVERSARY
- FATAL COACHING MISTAKE NO. 2: WANTING MORE FOR OTHERS THAN THEY WANT FOR THEMSELVES
- FATAL COACHING MISTAKE NO. 3: ARE YOU COACHING YOUR SALESPEOPLE OR JUDGING THEM?
- FATAL COACHING MISTAKE NO. 4: COACHING ISN’T ABOUT THE COACH
- FATAL COACHING MISTAKE NO. 5: SHARE IDEAS, NOT EXPECTATIONS
- FATAL COACHING MISTAKE NO. 6: MISMANAGING EXPECTATIONS: ARE YOU PREPARING YOUR ...
- CHAPTER 4 - Tactical Coaching
- WHO DO YOU COACH?
- A.G.R.O.W.T.H. SUCCESS INDICATOR TO DETERMINE PERSONAL COACHABILITY
- DON’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 5 - The Seven Types of Sales Managers
- CHAPTER 6 - Ignition On! Now They’re Inspired
- THE PITCHFORK MANAGER
- PUSH VERSUS PULL—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 THEY’RE NOT
- CREATE NEW OPPORTUNITIES RATHER THAN MAKE PEOPLE WRONG
- CHAPTER 7 - Assumptive Coaching and Dangerous Listening
- THE PONTIFICATING MANAGER
- EIGHT BARRIERS THAT PREVENT MASTERFUL LISTENING
- LISTENING THROUGH FILTERS—A MANAGER’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
- DON’T BELIEVE EVERYTHING YOU TELL YOURSELF
- GET OUT OF YOUR WAY AND OUT OF YOUR HEAD
- BE CURIOUS
- CHAPTER 8 - 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 “I’M SENSING THAT” STATEMENT
- THE PROACTIVE MANAGER
- A VIEW FROM THE SIDELINES
- CHAPTER 9 - Facilitating an Effective Coaching Conversation
- CHAPTER 10 - The Art of Enrollment
- IT’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 11 - The Seduction of Potential
- CHAPTER 12 - Develop an Internal Coaching Program
- IDENTIFYING A TURNAROUND OPPORTUNITY
- HOLDING YOUR PEOPLE ACCOUNTABLE
- WEEK ONE: INTRODUCING THE TURNAROUND STRATEGY—AN ENROLLMENT CONVERSATION
- WEEK TWO: A MINOR SETBACK OR IMMINENT FAILURE
- WEEK THREE: ON THE WINNER’S PATH
- WEEK FOUR: A SUCCESSFUL TURNAROUND
- DESIGNING AN EXECUTIVE SALES COACHING PROGRAM
- FIRE THEM AND THEN HIRE THEM
- TIPS FROM THE COACHES PLAYBOOK
- CONCLUSION
- APPENDIX
- INDEX
ACKNOWLEDGMENTS
To my mom for encouraging me to follow my passion and write.
To my dad, for being my first coach and lifelong advocate.
And to my wife, my lifelong partner in this journey, who inherited their roles with grace. Thank you for your unconditional support.
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