Coaching Salespeople Into Sales Champions: A Tactical Playbook For Managers And Executives9780470142516 在线下载 pdf mobi 2025 epub 电子版

　　CoachingSalespeopleintoSalesChampionsistheultimateguidetomaximizingteamproductivitythroughexecutivesalescoaching.Betweenprofessionaldeadlinesandotherbusinessresponsibilities,mostsalesmanagerscan?tfindthetimetodeveloptheirsalesstaff.Thisbookshowsyouhowtodevelopyourownexecutivesalescoachingskillssoyoucanboostsalesefficiency,trainyourstafftobetterperformance,andhireandretaintopsalestalent.

About the Author. Acknowledgments. Introduction.

Chapter One: The Death of Management. Becoming an Executive Sales

Coach. But Ia 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 Dona t Have Time to Manage.

Understanding the Commitment to Coach Your Sales Team. Get a Coach

for the Coach. Five Core Characteristics of the Worlda s Greatest

Sales Coaches.

Chapter Two: The Coacha s Mindset: Six Universal Principles of

Masterful Coaching. Managementa s Eternal Conundrum. Hitting Rock

Bottom. You Cana 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 Accountablea for Everything. The Top 19 Excuses Managers Use

to Justify Why Salespeople Fail.

Chapter Three: 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 A Managera s Most Elusive Adversary.

Fatal Coaching Mistake No. 2:Wanting More for others than TheyWant

for Themselves. Fatal Coaching Mistake No. 3: Are You Coaching Your

Salespeople or Judging Them? Fatal Coaching Mistake No. 4: Coaching

Isna t about the Coach. Fatal Coaching Mistake No. 5: Share Ideas,

Not Expectations. Fatal Coaching Mistake No. 6: Mismanaging

Expectations: Are You Preparing Your Sales Team for Change?

Chapter Four: Tactical Coaching. Who Do You Coach? A.G.R.O.W.T.H.

Success Indicator to Determine Personal Coachability. Dona 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 Five: The Seven Types of Sales Managers. The Seven Ps. The

Problem-Solving Manager. The Question is the Answer.

Solution-Oriented Questions.

Chapter Six: Ignition On! Now Theya re Inspired. The Pitchfork

Manager. Push versus Pulla 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 Theya re Not. Create New Opportunities

Rather than Make People Wrong.

Chapter Seven: Assumptive Coaching and Dangerous Listening. The

Pontificating Manager. Eight Barriers That Prevent Masterful

Listening. Listening Through Filtersa A Managera 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. Dona t Believe Everything You Tell Yourself.

Get Out of Your Way and Out of Your Head. Be Curious.

Chapter Eight: 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 a a Ia m Sensing Thata a

Statement. The Proactive Manager. AView from the Sidelines.

Chapter Nine: Facilitating an Effective Coaching Conversation.

Preparing for the Coaching Session. The Anatomy of a Coaching

Session. The Coaching Prep Form. Strategic Coaching Questions. The

L.E.A.D.S. Coaching Model. The Management Conversation. The

Coaching Conversation. Going Deepera Breakthrough Coaching. How

Much Coaching is Enough?

Chapter Ten: The Art of Enrollment. Ita 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 Eleven: The Seduction of Potential. Potential is the Holy

Grail. The Seduction Begins: The Ether of Potential. The Hard Cost

of Complacency. You Cana t Build a Business on Potential. When to

Give up and Let Go. Master the Art of Abandonment. The Top Trigger

Points of Seduction.

Chapter Twelve: Develop an Internal Coaching Program. Identifying a

Turnaround Opportunity. Holding Your People Accountable. Week One:

Introducing the Turnaround Strategya An Enrollment Conversation.

Week Two: A Minor Setback or Imminent Failure. Week Three: On The

Winnera s Path. Week Four: A Successful Turnaround. Designing an

Executive Sales Coaching Program. How to Turn Around or Terminate

an Underperformer in Less than 30 Days. Fire Them and Then Hire

Them. Tips from the Coachesa Playbook. Conclusion. Final Thoughts

on Being an Executive Sales Coach. Appendix. The Playbook of

Questions for Sales Coaches. The 80-20 Rule on Coaching Questions.

Index.

　　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.

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编辑推荐

　　Review

　　[The author] has spotted an opening and written one of the best

sales coaching books so far, in what is still a small selection."

Salesforce June 2008

　　Review

　　“[The author] has spotted an opening and written one of the best

sales coaching books so far, in what is still a small selection.”

Salesforce June 2008

书籍介绍

在线阅读本书

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.

• 作者：甚小望远镜 发布时间：2019-05-25 23:04:22

  信息老旧，基本没用。

• 作者：愿做一书虫 发布时间：2023-03-24 09:26:14

  这个版本比较偏门，翻译真的很一般。

• 作者：Jehovahnissi 发布时间：2023-10-29 15:38:36

  这本书适合对六十四卦有初步认知的人，不然读起来就是一头雾水

• 作者：keke 发布时间：2021-08-01 23:35:56

  谢谢怡宝，yyds

• 作者：朱颐钊 发布时间：2022-03-31 11:55:52

  此书作者在清末结交了一些公卿，然而过从有限，其观察所记录的事情基本上都是大路货，立场观点相较其同行也鲜少过人之处。总体而言，价值算不得高。此书的配图说明也有一些常见的误植。

• 作者：擊球手 发布时间：2020-11-22 03:13:16

  想被追逐，想被跟踪，想被当狗一样杀死在路边。也想，比所有人都勇敢。盯住他们的眼睛，说：“还答应我一件事：要叫人尊敬你。谁也没权利剥削你。”

  普伊格！我多想把所有的共产主义与爱都献给你！

• 如何找准营销点，策划一场“花钱少效果大”的营销活动？

  作者：刘灰灰 发布时间：2017-04-23 23:19:28

• HAW HAW HAW and BOO HOO HOO

  作者：SCOTTKF 发布时间：2010-04-22 22:58:48

  反烏托邦、反英雄、個人與社會的對抗、善惡的對比、暴力的社會現象、個人選擇的存在與否、高雅藝術是否真有感化人的作用；作者基於俄文自造的方言俚語、文字遊戲，3×7的層疊結構設計——這本書的魅力，在我看來可以這麼分成主題/語言兩部分。

  根據前言裡的介紹，讓這本書出名的電影《發條橙》所用的文本是刪去了最後一章的美國版。在電影裡，ALEX最後沒有任何變化，一樣沉溺於暴力中無法自拔。但在小說的第21章，ALEX對這種行為不再感興趣，意識到也許是因為自己長大了。但這並非簡單的萬事大吉。另一方面，他又說，每一代人都會這樣，沒有辦法避免。

  ALEX做的事無疑是錯的，但政府對他做的事是否就是解決方法？如果只有這兩種選擇，到底哪一種才更‘對’一些？這種道德問題個人有個人的看法，我也沒想清楚，就不多說了。

  如果說反烏托邦、在【個人選擇的惡和被別人強加的善】中選擇哪個等道德上的問題在電影裡的確得到了展現，那麼後半段那些語言特點，就完全不是電影所能反映的內容了。

  我真不知道該如何解釋作者是怎麼使用語言的，該如何表達我看時那種磕大麻的感覺，我又是多麼喜歡自造的俚語方言這回事……啊啊啊啊。

  簡單地說，作者在書裡用了二十幾個俄語變來的詞，比如胳膊/手是ROOKERS，快是SKORRY，姑娘是SHARP，聽是SLOOSHY，shit是CAL，瘋是BEZOOMNY。開始讀的時候會覺得雲裡霧裡，但他基本都留下了線索，遲早可以從上下文猜出來。

  他這麼用，一是因為ALEX剛15歲，在外面混，自然會用年輕人的說話方法；二是不能用現實中的俚語，否則這本書遲早會過時；三則是為了文字遊戲的效果，有時是對比反諷，比如警察是MILLICENTS，工作是RABBIT，電影院是SINNY，香煙是CANCER；有時是雙關語，比如非常好是‘HORRORSHOW’，當ALEX有次這麼說的時候，對方回了一句‘沒錯，的確是場HORROR SHOW’。

  雖然是俚語，主人公有時也拿莎士比亞式的英文說話：'Thou canst if thou like wishest'。書裡有很多疊字，三個詞三個詞的疊，造成賞心悅目的韻律感，比如爸爸是PAPAPA（或PEE）。還有一個特點則是把很多常見物品換一種稱呼方式表達出來，一方面絕對能看懂是什麼，另一方面有無以倫比的新奇感。

  還有像這樣的句子：'...There wasn't much traffic about, so I kept pushing the old noga(foot) through the floorboards near, and the Durango 95 ( a car) ate up the road like spaghetti.'

  'Then there was like quiet and we were full of like hate.'

  這本書的大環境設在‘不久的將來’，在電視還沒普及的時候就寫出了由衛星傳播的電視盒子，也預測了數字表什麼的，所以也算是有科幻意味在。

  前言裡有這麼一句話：

  "Novelists, it's agreed, should show, not tell, but science fiction invariably has un urgent moral purpose, which makes it a suspect genre."

  方言和文字遊戲的愛好者們，都來讀這本書吧……

  'A Clockwork Orange needs no apology.

  'It is a work of the highest artistic and moral integrity, as relevant now, and as linguistically alive, as it was when it first appeared.‘