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• Cover
• Introduction
• About This Book
• Foolish Assumptions
• Icons Used in This Book
• Beyond the Book
• Where to Go from Here
• Part I: Welcome to the World of Sales Management
• Chapter 1: You’re a Sales Manager — Now What?
• Understanding Your Role as a Sales Manager
• Transitioning from Salesperson to Sales Manager
• Assessing Your Current Team
• Establishing Your Management Style
• Chapter 2: So You Got the Job, Now What Do You Do?
• Understanding Your Role as Sales Manager
• Establishing Your Own Management Style
• Displaying the Characteristics of a Successful Leader
• Chapter 3: Establishing Good Working Relationships across Departments
• Communicating Effectively as a Sales Manager
• Listening Carefully and Asking Questions
• Navigating Personalities at Work
• Writing like a Manager
• Avoiding the Pitfalls of Email
• Part II: Building the Team
• Chapter 4: Who’s On First: Building Your Best Team
• Evaluating Your Current Sales Team
• Key Elements of a Successful Salesperson
• Chapter 5: Adding New Players to the Team
• Recruiting New Sales Talent
• Interviewing Candidates
• Avoiding the So-Called Professional Interviewees
• Knowing When to Make the Offer
• Chapter 6: Hiring and Onboarding New Staff
• Hiring Your Next Superstar
• Onboarding: An Annoying Word But an Important Process
• Designing a Winning Onboarding Packet
• Chapter 7: Defining Your Sales Process and Training Your Team
• Mapping the Path from Prospect to Customer: Defining Your Sales Process
• Training Your Team on Planning and Prospecting
• Presentation Is Everything
• Teaching “Asking for the Sale”
• Training Your Team in Finalizing the Sale
• Training Your Team to Request Referrals
• Knowing the Product
• Making the Most of Sales Technology
• Part III: Training and Development
• Chapter 8: Defining Your Expectations
• Defining Your Expectations in Writing
• Setting Up the Guardrails: Providing Regular Guidance
• Developing an Incentive Program that Works
• Chapter 9: Ongoing Training and Helping Your Salespeople Grow
• Recognizing the Value of Ongoing Training
• Keeping the Fire Burning: Providing Ongoing Training and Development
• Spring Training: Planning an Annual Professional Development Event
• Bringing in an Outside Trainer
• When Less Is Actually More: Avoiding Burnout among Team Members
• Chapter 10: Creating and Running an Effective Sales Meeting
• Developing a Sales Meeting Calendar
• Conducting a Sales Meeting
• Avoiding the Pitfalls: What Not to Do
• Leave ’Em Wanting More
• Part IV: Sales Meetings and Key Performance Indicators
• Chapter 11: Measuring What Matters: Key Performance Indicators
• The Big Three KPIs
• Looking at other Measurable Matrices
• Using CRM Software
• Looking at the Ultimate Performance Indicator
• Chapter 12: Assessing Performance: Keeping Score and Celebrating Wins
• Talking about the Money: Sales Forecasts, Budgets, and Goals
• Avoiding Complacency: Competition Is Good!
• Delivering Effective Praise
• Chapter 13: Addressing Poor Performance: Counseling and Critiquing Effectively
• Identifying the Cause of Poor Performance
• Giving Regular Performance Reviews
• Putting It in Writing: When to Issue a Written Warning
• Part V: Now You’re Managing
• Chapter 14: Inspiring Your Superstars: Managing Your Best People
• Managing from the Top Down
• Not Treating Everyone the Same But Not Treating Anyone Differently
• Creating a Winning Environment
• Remembering that Everyone Needs Attention
• Chapter 15: Making Cuts: When It’s Time to Let Someone Go
• Making the Decision to Fire Someone
• Choosing Your Moment Carefully
• Keeping It Professional
• Chapter 16: Managing for the Future: Developing Careers of Future Leaders
• Managing Future Leaders
• Identifying the Three Types of People in Every Organization
• Building Yourself Out of a Job: Grooming Your Replacement
• Selecting Your Replacement
• Part VI: The Part of Tens
• Chapter 17: Ten Traits of a Successful Sales Manager
• Having the Heart of a Teacher
• Having the Curiosity of a Student
• Exhibiting Fairness
• Understanding Empathy
• Being a Good Listener
• Remaining Humble
• Living with Integrity
• Being Accessible
• Possessing a Positive Attitude
• Embracing Change
• Chapter 18: Ten Things that Destroy Your Credibility
• Being Dishonest
• Acting Like a Know-It-All
• Showing Favoritism
• Failing to Follow Through
• Placing Blame
• Taking Too Much Credit
• Procrastinating
• Changing Commissions Unjustly
• Sharing Privileged Information
• Showing a Lack of Concern
• Chapter 19: Ten Signs of a Struggling Salesperson
• Failing to Make Required Calls
• Frequent Tardiness
• Placing Blame
• Disappearing during Work Hours
• Lack of Participation
• Falling Customer Satisfaction
• Deteriorating Physical Appearance
• Increasingly Negative Attitude
• Noticeable Lack of Motivation
• Taking an Abnormal Amount of Time Off
• Chapter 20: Top Ten Apps for a Busy Manager
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• Calendars 5
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• About the Author
• Cheat Sheet
• Advertisement Page
• Connect with Dummies
• End User License Agreement