Contents

Foreword by Jeb Blout

Introduction

Part OneBlunt Truth from the Front Lines: Why So Many Sales

Organizations Fail to Produce the Desired Results

Chapter 1As Goes the Leader, So Goes the Organization

Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results

Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap

Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership

Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once

Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero

Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet

Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that One Size

Does Not Fit All

Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More Damage

Than You Realize

Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters

Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team

Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm than

Good

Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People Can't Do What They Can Do

Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective Salespeople

Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen and

Commodity Sellers

Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic Bullet

Part TwoPractical Help and a Simple Framework to Get Exceptional Results from

Your Sales Team

Chapter 17 A Simple Framework Provides Clarity to the Sales Manager

Chapter 18 A Healthy Sales Culture Changes Everything

Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a Winning

Sales Culture

Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and Each

Salesperson Will Transform Your Sales Culture

Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team

Chapter 22 Sales Managers Must Get Out in the Field with Salespeople

Chapter 23 Talent Management Can Make or Break the Sales Leader

Chapter 24 Strategic Targeting: Point Your Team in the Right Direction

Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle

Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with Their Time

Index