≫ PDF Gratis Turbulent Times Leadership for Sales Managers How the Very Best Boost Sales Tom Connellan 9780976950639 Books

Turbulent Times Leadership for Sales Managers How the Very Best Boost Sales Tom Connellan 9780976950639 Books

Download As PDF : Turbulent Times Leadership for Sales Managers How the Very Best Boost Sales Tom Connellan 9780976950639 Books

Turbulent Times Leadership for Sales Managers How the Very Best Boost Sales Tom Connellan 9780976950639 Books

Selling is an art not a science and the hundreds of books on the market on `how to sell' are largely a waste of money. Successful selling depends on a combination of personality, product knowledge, and customer relations. Also it requires a good deal of luck.
That being said, a book that explains how a sales manager can lead his sales force to success makes a good deal of sense. As the title implies, this book is about leadership not management of sales people. Any reasonable competent manager can keep track of such issues as expense account controls, distribution of sales territories, and campaigns to introduce new products. Inspiring a sales force to achieve its maximum capability however requires leadership.
In this book a good leader operates on three basic principles: positive expectations; effective accountability (and implied personal responsibility); and constructive feedback.
The application of these principles appears simple, but requires the would be leader to have a very high level of situational awareness when working with the sales staff. Connellan delves into such specifics as the proper body language and facial expressions and how they impact on employee attitudes and responses. He spends a good deal of ink on the concept of constructive feedback. This is because it is an excellent tool for making good salespersons better and mediocre salespersons good. Properly handled he argues it can raise sales performance and morale at the same time.
So does Connellan know what he is talking about? The short answer is yes, but his ideas are only effective if put into practice by individuals who know the difference between leadership and management. Indeed his principles serve as a good guide for leaders in any field not just sales.


Tags : Turbulent Times Leadership for Sales Managers: How the Very Best Boost Sales [Tom Connellan] on Amazon.com. *FREE* shipping on qualifying offers. Research-based and tested in the crucible of the marketplace Turbulent Times Leadership for Sales Managers shows the reader how to boost sales in any economic condition. Connellan's research uncovered skill sets in which leaders of high performing sales reps are 22% more effective than leaders of low performing reps. This book lays out in a step-by-step fashion how to put those three skill sets to work.,Tom Connellan,Turbulent Times Leadership for Sales Managers: How the Very Best Boost Sales,Peak Performance,0976950634,Sales & Selling - General,Business & Economics,Business & Economics Sales & Selling General,Business & Economics: Sales & Selling,Business Economics Finance,BusinessEconomics,Sales & marketing

Turbulent Times Leadership for Sales Managers How the Very Best Boost Sales Tom Connellan 9780976950639 Books Reviews

I have several books for sales managers. This one will now be on the top of my list. The author brings you the real stuff that works. Along the lines of the one minute manager, but a lot more, Connellan gives you actionable steps and ways to see how it works. I really liked his analysis of the six customer responses

1. No
2. I"ll listen to what you have to say
3. I'll consider your product next time.
4. I'll recommend your product to purchasing and others.
5. I'll specify your product next time I initiate an order
6. I"ll buy it.

This is 1 No and five variations of Yes that you can use to measure movement in your territory when you have lengthy sales cycles in your prospects. (I have had sales managers who saw this as 5 nos and one yes.) What a wonderful way to have the sales rep focus on what the customer is saying and doing. He recommends you analyze your targets into a customer behavior spreadsheet showing how they are distributed in the five types of yes. Simple, elegant and effective. The book is loaded with useful things like this. I say this is a must buy for managers and top producing sales guys. Oh this also works when you have any kind of coaching to do.
Tom Connellan, PhD., Author
Turbulent Times Leadership for Sales Managers, How the Very Best Boost Sales
Peak Performance Press, ISBN 978-0-9769506-3-9
Non-Fiction/Business, sales, management
135 pages
August 2010 Review for Bookpleasures
Reviewer-Michelle Kaye Malsbury, BSBM, MM
Review
Doctor Connellan has experience in both, sales and manufacturing. (2010, p.127) He has founded companies and worked in the capacity of CEO. He was program director for the Michigan School of Business. Connellan has penned nine books and many articles, as well as been editorial director for management and human resource magazines. He is a New York Times bestselling author. You can learn more about Doctor Connellan by visiting his website at [...].

Chapter one (2010) talks about birth rank and performance in the work environment. There is much statistical information to support the notion that firstborns are high performers. But that does not mean that all people cannot be high performers given the right motivation and direction.

Chapter two (2010) speaks about the various nuances regarding how messages are conveyed betwixt people. There are three top categories words, vocal intonation, and body language. (p.17) Using the right positive words can help ensure that the receiver is getting a positive outlook from your conversation, but words are only part of that equation. Intonation is equally as important as word selection. (p.18) Body language is a combination of environment and gestures are we sitting or standing, at our desk or side by side, etc.. (p.19) Body language also takes into account our facial gestures, eye contact, head movement, hand or arm gestures, and general body position. (p.21) Setting and proximity are also important to note.

Accountability is the topic of chapter three. (2010) Here Doctor Connellan says to ensure that the metrics for measurement jibe with the message and goals and be sure to engage all involved in this process. (p.30) Designate actions or activities that can help your subordinates reach their goals and include some stretch so they can improve upon past performance. (p.35) If for some reason the sales professionals are unable to fulfill this obligation pad in a contingency plan. (p.41)

Feedback is important in this process and comes into play in chapter four. (2010) There are various forms of feedback and knowing which one to use when can make all the difference to those being given the message of feedback. Never use negative or punishment as a form of feedback without countering with positive and reinforcement of the good portions of jobs being done.

Motivational feedback is highlighted in chapter five. (2010) Dr. Connellan says that "Positive feedback is your applause,... (p.57) Reinforcement of positive outcomes is key to consistent performance. Connellan outlines seven principles of positive reinforcement on page 60 and says that this is best given face to face. (p.61) Primary things that can be reinforced according to Connellan are "...behavior and results". (p.65)

There are times when circumstances dictate that the form of feedback be varied to suit them. (Chapter 6, 2010) Results stem from presenting information that is "...goal related, relevant, measured positively, immediate, and graphic." (p.76) Graphics should be " ...simple, specific, goal driven, line graphs,..." that instill competition. (pgs.84-5)

Chapter seven goes over expectations and frequency with regard to feedback. (2010) Chapter eight is using it all at once. In essence if we want to create more positive results we need to be change agents. Advice here hinges on "If you want your reps to change their behavior, you have to change your own behavior." (p.104) There is some evidence, according to Connellan's research and experience, that the most movement with regard to increased sales projections and performance will come from the middle of the heap. (p.107)

Whether you are an old hat or new shoe in the business environment everyone can motivate their employees to perform better than they are. The skills and tools are not new, but tried and true things that produce consistent results. Doctor Connellan has produced a concise and easy to follow handbook on how you and your organization can improve your bottom line and increase job satisfaction amongst your subordinates. I recommend this book to business schools, managers, and sales people who are concerned about navigating during these difficult times.
Selling is an art not a science and the hundreds of books on the market on `how to sell' are largely a waste of money. Successful selling depends on a combination of personality, product knowledge, and customer relations. Also it requires a good deal of luck.
That being said, a book that explains how a sales manager can lead his sales force to success makes a good deal of sense. As the title implies, this book is about leadership not management of sales people. Any reasonable competent manager can keep track of such issues as expense account controls, distribution of sales territories, and campaigns to introduce new products. Inspiring a sales force to achieve its maximum capability however requires leadership.
In this book a good leader operates on three basic principles positive expectations; effective accountability (and implied personal responsibility); and constructive feedback.
The application of these principles appears simple, but requires the would be leader to have a very high level of situational awareness when working with the sales staff. Connellan delves into such specifics as the proper body language and facial expressions and how they impact on employee attitudes and responses. He spends a good deal of ink on the concept of constructive feedback. This is because it is an excellent tool for making good salespersons better and mediocre salespersons good. Properly handled he argues it can raise sales performance and morale at the same time.
So does Connellan know what he is talking about? The short answer is yes, but his ideas are only effective if put into practice by individuals who know the difference between leadership and management. Indeed his principles serve as a good guide for leaders in any field not just sales.