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About Keith Rosen, MCC—The Executive Sales Coach
Foreword
Acknowledgments
Introduction
Chapter One: The Death of Management |
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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
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Chapter Two: The Coach’s Mindset: Six Universal Principles of Masterful Coaching |
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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
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Chapter Three: Six Fatal Coaching Mistakes and How to Avoid Them |
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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 Your Clients 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 Sales Team for Change? |
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Chapter Four: Tactical Coaching |
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Who Do You Coach? Coaching the Coachable
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 Do You Coach?
The Top 10 Characteristics of Highly Effective Salespeople
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Chapter Five: The Seven Types of Sales Managers |
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The Seven P's
The Problem-Solving Manager
The Question Is the Answer
Solution-Oriented Questions
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Chapter Six: Ignition On! Now They're Inspired
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The Pitchfork Manager
Push versus Pull—A Simple Model of Motivation
Let Your Salespeople Tell You What Motivates Them
Ask Them How They Want To Be Coached – Set the Expectation
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
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Chapter Seven: Assumptive Coaching and Dangerous Listening |
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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
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Chapter Eight: Vulnerability-Based Leadership |
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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
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Chapter Nine: Facilitating an Effective Coaching Conve |
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Preparing for the Coaching Session
The Anatomy of a Coaching Session
The Coaching Prep Form
The Executive Sales Coach
Strategic Coaching Questions
The L.E.A.D.S. Coaching Model
The Management Conversation
The Coaching Conversation
Going Deeper—Breakthrough Coaching
Coaching in Action
How Much Coaching Is Enough? |
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Chapter Ten: The Art of Enrollment |
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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 |
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Chapter Eleven: The Seduction of Potential |
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Potential Is the Holy Grail
The Seduction Begins: The Ether of Potential
The Hard Cost of Complacency
You Can’t Build a Business on Potential
When to Give up and Let Go
Master the Art of Abandonment
The Top Trigger Points of Seduction
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Chapter Twelve: Develop an Internal Coaching Program |
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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
How to Turn Around or Terminate an Underperformer in Less than 30 Days
Fire Them and Then Hire Them
From the Coaches' Playbook
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Conclusion |
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Appendix |
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The Playbook of Questions for Sales Coaches
The 80-20 Rule on Coaching Questions |
