About the Author -- Acknowledgments -- Introduction -- Chapter 1. The Death of Management --
... 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 -- Chapter 2. The Coach's Mindset: Six Universal Principles of Masterful Coaching -- 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 -- Chapter 3. 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 Manager's Most Elusive Adversary -- Fatal Coaching Mistake No. 2: Wanting More for others 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? -- Chapter 4. Tactical Coaching -- Who Do You Coach? -- 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 Can You Coach? -- The Top 10 Characteristics of Highly Effective Salespeople -- Chapter 5. The Seven Types of Sales Managers -- The Seven Ps -- The Problem-Solving Manager -- The Question is the Answer -- Solution-Oriented Questions -- Chapter 6. Ignition On! Now They're Inspired -- The Pitchfork Manager -- Push versus Pull-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 They're Not -- Create New Opportunities Rather than Make People Wrong -- Chapter 7. Assumptive Coaching and Dangerous Listening -- 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 -- Chapter 8. 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 "I'm Sensing That" Statement -- The Proactive Manager -- A View from the Sidelines -- Chapter 9. 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 Deeper-Breakthrough Coaching -- How Much Coaching is Enough? -- Chapter 10. The Art of Enrollment -- 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 -- Chapter 11. The Seduction of Potential -- 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 -- Chapter 12. Develop an Internal Coaching Program -- 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 -- Tips from the Coaches' 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 Read More
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