The Qualified Sales Leader
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|Author||: John McMahon|
|Editor||: John McMahon|
Praise for The Qualified Sales Leader: John McMahon has just about single-handedly changed the way enterprise software companies sell. As an executive, board member, advisor, and investor, John has not only coached a generation of companies on selling, but he has also influenced a generation of executives and leaders in technology, Mike Speiser-Managing Director-Sutter Hill VenturesThe learnings in The Qualified Sales Leader will help you and your sales team sell more, make more money and grow your career in enterprise sales. Luca Lazzaron-CRO SprinklrMost sales books are boring, clinical "textbooks" that "cookie-cutter" a few generic ideas into a monotonous, dull read, that puts you to sleep. The Qualified Sales Leader is an easy read, dripping with the fundamentals of enterprise sales. Real world advice that you'll put to use the next day. Chris Degnan-CRO-SnowflakeThe Qualified Sales Leader is an easy to read book that will absolutely resonate through any enterprise software sales team. Realistic, usable advice for any sales leader or sales rep. If you're in enterprise sales, you'd be crazy not to read this book Cedric Pech-CRO-MongoDBMonthly someone asks:, "When are you going to write a book". When I ask, "Why?", I'm told, "Because no one has written a sales leadership book with practical, solutions to real life issues in enterprise SaaS sales forces", Why:6 of 10 sales reps fail, not because they couldn't sell but because they were assigned the wrong accounts. Sales leaders don't align skillsets to account complexity.Rep attrition at most SaaS companies is over 20%Sales leaders can't recruit A playersSales Leaders don't coach their reps on deal advancement issuesMost sales leaders are "glorified scorekeepers"Most sales leader don't motivate their sales teamThey're focused on deals, not rep competencySales forecasts are inaccurate because most reps game the CRM system.Sales team leaders lack qualification of sales stage exit criteriaMany salesforces only win 50% of their proof of conceptsThey're unable to frame a winning POC Criteria because they skip steps 8 of 10 executive buyers say the sales meetings they take are a waste of time.Sales reps lack the ability to sell business value aligned to specific personas and use cases. 4 of 10 reps in enterprise sales say one of the top 3 biggest challenges is to establish urgency. Reps don't quantify critical business pain to create a buying influence.Reps can't find high-level business champions, only low-level coachesLeaders don't teach them to find pain above the noise.Reps find pain but can't attract a championManagers have them selfishly focused on closing a sale instead of earning trust.40% of reps say they feel out of control during the sales process.Leaders don't teach them how to control the process.Reps can't get high in the tree to drive large deals.They don't speak the language of the Economic Buyer.50% of reps say they can't overcome price objections while sales leaders struggle to increase the average deal size. Managers are pushing their sales reps into vending, not selling. Reps can't answer the simple "3 Whys" for forecasted dealsWhy do they have to buy? Why do they have to buy from us? and Why do they have to buy now?Top sales leaders will find the answers to these issues and more in The Qualified Sales LeaderFrom the PublisherJohn is widely recognized as the only person having been the CRO (Chief Revenue Officer) at five public, enterprise software companies, PTC, Geo-Tel, Ariba, BladeLogic and BMC.John's expertise was formulated as a pre-IPO member of 4 of the 5 companies listed above.Today, John is a board member at public software companies Snowflake, MongoDB and private, pre-IPO companies Lacework, Sigma, Cybereason and Observe. In the past, John has been a board member or executive consultant to: Hubspot, Glass Door AppDynamics and Sprinklr.
|Author||: Darius Lahoutifard|
In the past few years, companies both large and small, have been calling regularly on Darius Lahoutifard to get help with their non performing sales team. Described symptoms can be different from one company to another. Some suffer from shortage in revenue. Others complain about unreliable forecasts with deals slipping constantly from one quarter to another, before being even lost or abandoned a few quarters later. Some CEOs notice unproductive sales teams with an unusual high number of non-quota-carrying people in the sales force, reducing the profitability of the company. Darius observes that all these symptoms are related to the same illness: inability to qualify. Since most sales teams put in place organizations including SDR (Sales Development Representatives) or BDR (Business Development Representatives) who qualify leads for Account Managers, there is a wrong unstated assumption, widely spread, that once a lead is qualified, the inside sales or field sales will have to work on them until they are won or lost. Qualification is often missing or is considered as done. Qualification is not a binary step of the sales process. Qualification is a mindset and habit to apply all along the sales process from the first call all the way to the closing. The book covers both the Why and the How of sales qualification. The author who was an early sales leader at PTC where the MEDDIC methodology took shape, is also the founder of MEDDIC Academy, first to bring the qualification methodology online. The book describes the M.E.D.D.I.C. (also known as MEDDPICC) sales methodology in depth, . A chapter is dedicated to each element of MEDDPICC. This is not a book of theories, research or academic concepts, but pure execution techniques with practical recipes. At a high level, MEDDIC is a checklist helping sales professionals to execute. Although the context is B-to-B and high end sales, "Always Be Qualifying" is a must in any sales situation including B-to-C or retail.
|Author||: Suzanne Paling|
|Editor||: Red Wheel/Weiser|
This is the book every sales manager wishes they had—before they accepted the job. The advice within acts as a 24/7 coach for beleaguered sales leaders dealing with perplexing dilemmas. Sales leaders (managers, directors, and vice presidents) advocate for and often succeed in getting sales training for their reps, but when they request sales management training for themselves, the answer is often no. This lack of formal instruction lowers their chances of success. Drawn from the author’s experiences as a sales manager, sales management consultant, and coach, The Sales Leader’s Problem Solver offers guidance on solving common but difficult issues with the salesperson who: Sells inconsistently. Cheats on sales contests. Doesn’t enter data in the CRM. Calls only on the largest or easiest clients. Won’t prospect for new business. By providing a consistent format to follow, Suzanne Paling will help any sales leader level-headedly deal with any challenge by: Clarifying the issue. Creating a plan. Presenting a solution to executives. Discussing the issue with the rep(s) in question.The Sales Leader’s Problem Solver is a powerful tool that will help new and experienced sales managers lead their teams and develop their reputations as fair, effective, no-nonsense problem solvers.
|Author||: Niki Nicastro McCuistion,Jeffrey N. Senné|
|Editor||: Dearborn Trade Pub|
This is the only book that gives bank managers the practical tools they need to become effective sales leaders and to develop a dynamic, successful sales culture. It builds on practices developed by the co-authors who argue that any financial institution can maximize profitability by combining the principles and practices of leadership with those of sales management and applying them to everyone in the organization. Topics discussed include: defining a strategy and vision; developing lines of communications; building relationships and empowering people; monitoring and tracking performance; coaching, directing, and controlling the sales force; and putting it all together by setting sales goals in motion.
|Author||: Matthew Dixon,Brent Adamson|
What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships-and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades. Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance. Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale. The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
|Author||: Thomas Baumgartner,McKinsey and Company,Homayoun Hatami,Jon Vander Ark|
|Editor||: John Wiley & Sons|
Drawing on interviews of global sales leaders, provides ways to overcome competition, maximize market opportunities, and improve sales growth.
|Author||: John McMahon|
A New York Times Book Review Top 10 Crime Novel for the Year "John McMahon is one of those rare writers who seem to have sprung out of nowhere. His first novel, The Good Detective, which is pretty much perfect, features a decent if flawed hero battling personal troubles while occupied with a murder case of great consequence to his community."--New York Times Book Review Introducing Detective P.T. Marsh in a swift and bruising debut where Elmore Leonard's staccato prose meets Greg Iles' Southern settings. How can you solve a crime if you've killed the prime suspect? Detective P.T. Marsh was a rising star on the police force of Mason Falls, Georgia--until his wife and young son died in an accident. Since that night, he's lost the ability to see the line between smart moves and disastrous decisions. Such as when he agrees to help out a woman by confronting her abusive boyfriend. When the next morning he gets called to the scene of his newest murder case, he is stunned to arrive at the house of the very man he beat up the night before. He could swear the guy was alive when he left, but can he be sure? What's certain is that his fingerprints are all over the crime scene. The trouble is only beginning. When the dead body of a black teenager is found in a burned-out field with a portion of a blackened rope around his neck, P.T. realizes he might have killed the number-one suspect of this horrific crime. Amid rising racial tension and media scrutiny, P.T. uncovers something sinister at the heart of the boy's murder--a conspiracy leading all the way back to the time of the Civil War. Risking everything to unravel the puzzle even as he fights his own personal demons, P.T. races headlong toward an incendiary and life-altering showdown.
|Author||: Mike Carpenter|
Every talented sales rep or manager wants to take their career to a higher level. But if you're only focused on meeting quotas and expanding your territory, then you're doing it all wrong. You have to think differently--to step outside your comfort zone and play offense instead of defense--if you're really going to go places. And Mike Carpenter can show you the way. Sales is filled with lone-wolf professionals who believe they'll get ahead by doing more of what they're already doing. But success is all about growth. Here are the insights, skills, and practices that will move you to the top of the ladder. Mike's powerful approach combines strategic planning, out-of-the-box thinking, risk-taking, and teamwork, while firmly rejecting a defensive "cover-your-ass" mentality. No matter what industry you're part of, corporate or start-up, Everything You've Never Tried is what you need to become a superstar sales leader.
|Author||: Jason Jordan,Michelle Vazzana|
|Editor||: McGraw Hill Professional|
Boost sales results by zeroing in on the metrics that matter most “Sales may be an art, but sales management is a science. Cracking the Sales Management Code reveals that science and gives practical steps to identify the metrics you must measure to manage toward success.” —Arthur Dorfman, National Vice President, SAP “Cracking the Sales Management Code is a must-read for anyone who wants to bring his or her sales management team into the 21st century.” —Mike Nathe, Senior Vice President, Essilor Laboratories of America “The authors correctly assert that the proliferation of management reporting has created a false sense of control for sales executives. Real control is derived from clear direction to the field—and this book tells how do to that in an easy-to-understand, actionable manner.” —Michael R. Jenkins, Signature Client Vice President, AT&T Global Enterprise Solutions “There are things that can be managed in a sales force, and there are things that cannot. Too often sales management doesn’t see the difference. This book is invaluable because it reveals the manageable activities that actually drive sales results.” —John Davis, Vice President, St. Jude Medical “Cracking the Sales Management Code is one of the most important resources available on effective sales management. . . . It should be required reading for every sales leader.” —Bob Kelly, Chairman, The Sales Management Association “A must-read for managers who want to have a greater impact on sales force performance.” —James Lattin, Robert A. Magowan Professor of Marketing, Graduate School of Business, Stanford University “This book offers a solution to close the gap between sales processes and business results. It shows a new way to think critically about the strategies and tactics necessary to move a sales team from good to great!” —Anita Abjornson, Sales Management Effectiveness, Abbott Laboratories About the Book: There are literally thousands of books on selling, coaching, and leadership, but what about the particulars of managing a sales force? Where are the frameworks, metrics, and best practices to help you succeed? Based on extensive research into how world-class companies measure and manage their sales forces, Cracking the Sales Management Code is the first operating manual for sales management. In it you will discover: The five critical processes that drive sales performance How to choose the right processes for your own team The three levels of sales metrics you must collect Which metrics you can “manage” and which ones you can’t How to prioritize conflicting sales objectives How to align seller activities with business results How to use CRM to improve the impact of coaching As Neil Rackham writes in the foreword: “There’s an acute shortage of good books on the specifics of sales management. Cracking the Sales Management Code is about the practical specifics of sales management in the new era, and it fills a void.” Cracking the Sales Management Code fills that void by providing foundational knowledge about how the sales force works. It reveals the gears and levers that actually control sales results. It adds clarity to things that you intuitively know and provides insight into things that you don’t. It will change the way you manage your sellers from day to day, as well as the results you get from year to year.
|Author||: Mike Weinberg|
Packed with examples and anecdotes, New Sales. Simplified. offers a proven formula for prospecting, developing, and closing deals—in your time, on your terms. Every day, expert consultants like Mike Weinberg are called on by companies large and small to figure out why their sales departments are falling short. Is it lazy and ineffective salespeople? Is it outdated methods of client building? Why are these team members not producing as they should? And more often than not, the answers are not what they expected: the issue lies not with the sales team . . . but with how it is being led. In Sales Management. Simplified. Weinberg tells it straight, calling out the problems plaguing sales forces and the costly mistakes made by even the best-intentioned sales managers. In most organizations he has been hired as a consultant, he has found that through their attitude and actions, senior executives and sales managers have unknowingly been undermining the performances of their employees. But the good news is, that with the right guidance, results can be transformed. In this invaluable resource, Weinberg teaches managers how to: Implement a simple framework for sales leadership Foster a healthy, high-performance sales culture Conduct productive meetings Put the right people in the right roles Retain top producers and remediate underperformers Point salespeople at the proper targets And much more Blending blunt, practical advice with funny stories from the field, Sales Management. Simplified. delivers the tools every sales manager needs to succeed. The solution starts with you!
|Author||: Colleen Stanley|
|Editor||: HarperCollins Leadership|
Develop the critical soft skills required for high-performance sales… Chronic complainers, no accountability finger-pointers, or learning-resistant laggards—these culture-killers costs sales organizations more in productivity than being weak in the so-called hard skills of selling. Learn how emotional intelligence and the development of these critical soft skills improve sales leadership effectiveness and outperforms doubling down on more sales technology tools and fads. The missing link is in hiring for and developing emotional intelligence skills in sellers and sales leaders. Emotional Intelligence for Sales Leadership will connect with anyone charged with growing sales in business-to-business or business-to-consumer sales. Emotional Intelligence for Sales Leadership: Shows sales leaders why ‘real world’ empathy and emotion management are the key to building strong relationships with their sales team. Offers simple steps on how sales leaders create sales cultures that embrace feedback and change through the development of critical emotional intelligence skills. Provides guidance on how to identify key emotional intelligence skills needed in your hiring process to build resilient sales teams. Walks readers through the process of training sales teams on soft skills that ensure the consistent execution of the right selling behaviors.
|Author||: Mark Roberge|
|Editor||: John Wiley & Sons|
Use data, technology, and inbound selling to build a remarkable team and accelerate sales The Sales Acceleration Formula provides a scalable, predictable approach to growing revenue and building a winning sales team. Everyone wants to build the next $100 million business and author Mark Roberge has actually done it using a unique methodology that he shares with his readers. As an MIT alum with an engineering background, Roberge challenged the conventional methods of scaling sales utilizing the metrics-driven, process-oriented lens through which he was trained to see the world. In this book, he reveals his formulas for success. Readers will learn how to apply data, technology, and inbound selling to every aspect of accelerating sales, including hiring, training, managing, and generating demand. As SVP of Worldwide Sales and Services for software company HubSpot, Mark led hundreds of his employees to the acquisition and retention of the company's first 10,000 customers across more than 60 countries. This book outlines his approach and provides an action plan for others to replicate his success, including the following key elements: Hire the same successful salesperson every time — The Sales Hiring Formula Train every salesperson in the same manner — The Sales Training Formula Hold salespeople accountable to the same sales process — The Sales Management Formula Provide salespeople with the same quality and quantity of leads every month — The Demand Generation Formula Leverage technology to enable better buying for customers and faster selling for salespeople Business owners, sales executives, and investors are all looking to turn their brilliant ideas into the next $100 million revenue business. Often, the biggest challenge they face is the task of scaling sales. They crave a blueprint for success, but fail to find it because sales has traditionally been referred to as an art form, rather than a science. You can't major in sales in college. Many people question whether sales can even be taught. Executives and entrepreneurs are often left feeling helpless and hopeless. The Sales Acceleration Formula completely alters this paradigm. In today's digital world, in which every action is logged and masses of data sit at our fingertips, building a sales team no longer needs to be an art form. There is a process. Sales can be predictable. A formula does exist.
|Author||: Keith Rosen|
|Editor||: John Wiley & Sons|
"Coaching is the universal language of learning, development, and change." Imagine a workplace without fear, stress, or worry. Instead, you're acknowledged as a valued, contributing team player who doesn't sacrifice priorities, values, happiness, or your life for your job. Sound ludicrous? Consider this is a reality in many thriving organizations. Most leadership books don't apply to sales leadership. Sales leaders are uniquely and indispensably special and need to be coached in a way that's aligned with their role, core competencies, and individuality to achieve their personal goals and company objectives. What if you can successfully coach anyone in 15, 5, or even 60 seconds using one question? Sales Leadership makes delivering consistent, high-impact coaching easy. For busy, caring managers, this removes the pressure and misconception that, "Coaching is difficult, doesn't work, and I don't have time to coach." Since most managers don't know how to coach, they become part of the non-stop, problem-solving legion of frustrated Chief Problem Solvers who habitually do others' work, create dependency, and nourish the seed of mediocrity. Great business leaders shift from doing people's jobs to developing them by learning the language of leadership coaching. In its powerful simplicity, Sales Leadership delivers a chronological path to develop a thriving coaching culture and coaching leaders who develop top performing teams and sales champions. Using Keith's intuitive LEADS Coaching FrameworkTM, the coaching talk tracks for critical conversations, and his Enrollment strategy to create loyal, unified teams, you will inspire immediate change. Now, coaching is easily woven into your daily conversations and rhythm of business so that it becomes a natural, healthy habit. In his award-winning book, Coaching Salespeople Into Sales Champions, Keith was the first Master Certified Coach to share his personal coaching playbook that is now the standard for coaching excellence. Ten years later, and one million miles traveled, he reveals the evolution of sales leadership and coaching mastery through his experiences working with Fortune 5000 companies and small businesses worldwide.
|Author||: Colleen Francis|
Has the last week of each quarter in your business become a mad scramble to meet quota? Do your year-end reports show sporadic and unexplainable highs some weeks that will be near impossible to meet next year, as well as mysterious lows that ruined your goals for a 10 percent increase? For many sales organizations, anomalies such as these are strangely commonplace and unshakeable without intentional efforts to ratify them. Nonstop Sales Boom explains how to break this unhealthy cycle and achieve strong, steady results--every quarter, from every member of the team.Author and experienced sales leader for over twenty years Colleen Francis says the secret to leaving behind the roller-coaster reports and achieving sustaining, steady success is to broaden the focus from merely closing deals to actively nurturing the four critical stages of client engagement:• Attraction: Fill the funnel with lucrative prospects• Participation: Turn them into customers faster• Growth: Invest in valued clients• Leverage: Turn customers into referral generatorsWhen companies concentrate on only one or two of these areas, their results become erratic. But by becoming purposeful toward all four, simultaneously, they will systematically attract a regular flow of prospects and move them smoothly through the pipeline--taking the chaos and pressure away from the end of quarter for good!
|Author||: Wayne E. Baker,Wayne E.. Baker|
|Editor||: McGraw-Hill Companies|
A major secret to getting ahead in business today lies in the art of developing, maintaining, and using people networks. Indeed, it's no exaggeration to say that the ability to build strong personal relationships and effectively manage networks of people can both make your career and enable you to assure the success of your organization. And yet, says networking expert and trainer Wayne Baker, far too many otherwise savvy businesspeople fail to recognize, much less take advantage of, ALL the networking opportunities that are open to them. If you're looking to broaden, sharpen, and enhance your networking and relationship-building skills, this book will provide you with the sophisticated information and practical techniques you need to create powerful networks both inside and outside of your own company. Avoiding the kind of bland, familiar advice found in traditional guides to networking - many of them written more than a decade ago and geared to a different set of business realities - Networking Smart offers provocative and imaginative strategies you won't find anywhere else.