Sales Management. Simplified.: The Straight Truth About Getting Exceptional Results from Your Sales Team

by Mike Weinberg

the common causes of sales team underperformance outlined in these first sixteen chapters and assess which are potentially hindering your team’s results: Lack of focus on goals and results Not publishing sales reports; sales managers not regularly reviewing results with individual members of the sales team Burying the sales manager with non-sales responsibilities Sales managers playing desk jockey or CRM jockey Managing the team via email and CRM screens Prioritizing CRM task management above sales results Player-coach selling sales managers trying to juggle opposite worlds Sales managers competing with their own people Sales managers with a hero complex deflating salespeople Sales managers losing sight of their primary job and replacing the battle helmet with a firefighter helmet, trying to personally tackle every problem Having the same person head up sales and operations and default to addressing urgent operational issues instead of pushing hard for sales growth A one-size-fits-all approach to talent management; poor role definition Asking farmers and engineers to pick up a weapon and become sales hunters Leadership turning a blind eye to perennial underperformers Silly, counterproductive compensation plans An anti-sales culture—arbitrary commission deductions, lack of appreciation, and constant complaining about salespeople High-ego senior executives who deflate the sales team by pontificating, micromanaging, and behaving inappropriately in front of customers Entrepren...

Reasons why teams underperform