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79 pages

English

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The book details the basics of Frontline Sales Management and broadly covers all aspects of managerial skills presented by a veteran with over two decades experience in sales and sales management with topics ranging from: *Managing oneself in terms of time and priorities to setting goals *Interviewing sales personnel, importance of training *Conducting training workshops, delegation, problem-solving, managing meetings, caring for the customer... and lots more. The book will empower Sales Managers with winning strategies on various aspects of management applicable to any type of organisation, regardless of the product or service (with emphasis on on-going coaching skills and self-development the most important areas for any Sales Manager). Packed with powerful, practical insights, each chapter is written in an independent, easy-to-read manner. Bite-sized Bits on Common-sense Management is a book that no ambitious Sales Manager can afford to miss.

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Gestion et management

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Publié par	V & S Publishers
Date de parution	01 septembre 2015
Nombre de lectures	0
EAN13	9789352150915
Langue	English

Informations légales : prix de location à la page 0,0225€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

How to Become a Successful Manager
by
Gerard Assey
Published by:

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© Copyright:
ISBN 978-93-813845-4-1
Edition 2018
This book was earlier printed in the name of Bite-sized bits on Common-sense Management DISCLAIMER While every attempt has been made to provide accurate and timely information in this book, neither the author nor the publisher assumes any responsibility for errors, unintended omissions or commissions detected therein. The author and publisher makes no representation or warranty with respect to the comprehensiveness or completeness of the contents provided. All matters included have been simplified under professional guidance for general information only, without any warranty for applicability on an individual. Any mention of an organization or a website in the book, by way of citation or as a source of additional information, doesn’t imply the endorsement of the content either by the author or the publisher. It is possible that websites cited may have changed or removed between the time of editing and publishing the book. Results from using the expert opinion in this book will be totally dependent on individual circumstances and factors beyond the control of the author and the publisher. It makes sense to elicit advice from well informed sources before implementing the ideas given in the book. The reader assumes full responsibility for the consequences arising out from reading this book. For proper guidance, it is advisable to read the book under the watchful eyes of parents/guardian. The buyer of this book assumes all responsibility for the use of given materials and information. The copyright of the entire content of this book rests with the author/publisher. Any infringement/transmission of the cover design, text or illustrations, in any form, by any means, by any entity will invite legal action and be responsible for consequences thereon.
Printed at: Repro Knowledgecast Limited, Thane
Dedication & Appreciation
My very first book is firstly dedicated to the Glory of God – our Provider!
Next to my wife June (Bug!) – a constant source of inspiration – who persistently nagged me to get the manuscript completed. She 'visioned' me on ‘press meets' and ‘book release' functions.
To my two obedient, loving and hardworking children, Amanda and Roque, who were at most times deprived of my love and attention due to my late working or travel schedules.
To my loving and always cheerful mum ('Del', who brought us up so well) for assisting in the editing and proofreading.
To Sister Priscilla, for constantly upholding us in prayer.
To the staff of 'Collection Skills', who have had confidence in me and share my vision.
And, finally, to all the managers who worked with me some time or the other (in my years of experience of leading, controlling and interacting) from whom I have had the good fortune of being able to observe and painfully learn from the school of experience.
My sincere thanks to each one of you!
Dedicatedly yours,
Gerard
Contents Introduction Managing Your Basic Resource Goal Setting for Success! Interviewing and Selecting Sales Personnel Training - An Investment 24 Rules for Training Meetings Winning Your Way in Selling! Telemarketing: Power of the Phone How and When to Conduct Sales Meetings Managing Bad Debt: The Importance of Good Cash Collection Skills Caring for Your Customer – Part I Caring for Your Customer – Part II 32 Ways to Motivate Your Sales Team – And Yourself! Ongoing Coaching for Sales Personnel Effective Communication Skills The Skills of Problem Solving Delegation: A Manager’s Greatest Attribute The Importance of Good Human Relations Self-development Afterword
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Introduction
I n most organisations, very often, top sales performers are moved up to the sales management position without evaluating whether they have the required skills to perform the tasks of a manager. The sales manager’s position is seen as a reward for the outstanding sales performer. But the person in question may or may not have the aptitude to be a manager, as the qualities required for a sales manager are definitely different from those required for a successful salesperson. An outstanding salesperson need not necessarily evolve into an outstanding sales manager!
As a consequence, the newly promoted manager is unable to cope with this transition from working independently to that of now handling a team. The saddest part is that the newly promoted manager has not been provided with any training whatsoever, but has just been moved up and asked to function from the very moment he assumes this new role.
In the process, the organisation has not only lost their top salesperson but also acquired a poor sales manager with this person eventually not doing justice to that position. This results in a build up of low morale and attrition all around, thus affecting productivity, tarnishing the company’s image and eventually ending in frustration for all.
In my years of experience of leading, controlling and interacting with several hundreds of salesmen and sales managers, I have had the good fortune of being able to observe and painfully learn from first-hand experience how these managers failed because of this lack of training.
Therefore, to some extent, this book should be able empower the newly promoted manager with the various aspects of management applicable to any type of organisation, regardless of the product or service (with more emphasis on ongoing coaching skills... the most important function of a sales manager). Small in size, but packed with powerful, practical insights, each chapter is independent and easy to read.
An invaluable resource for the newly promoted sales manager... his/her first kit!
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Managing Your Basic Resource
I magine a situation where you are given Rs.86,400 and told: “From this moment, you have 24 hours to invest this amount. You can invest in anything you want to with this money. Whatever you don’t invest, I get back tomorrow at this exact moment.”

What would you do in the next 24 hours? You’d be working hard and fast to invest that Rs.86,400 – wouldn’t you?! That being our attitude, why aren’t we busily investing as much as we can of the 86,400 seconds given to us everyday? Yes, at the beginning of each day we are all given 86,400 seconds and as each one ticks by, we have lost it forever, unless we find a way to invest that moment in the future.
Most of us waste about half our time. Most wasted time is due to poor habits and lack of self-discipline. How do you then acquire good habits and self-discipline? Managing time is really a matter of managing your own behaviour. To change this behaviour you need to create a reward system that rewards productive behaviour and discourages time wasting. Good time management is making first-rate habits second nature. Remember, “Until you can manage yourself, you can’t manage anything else”.
Before you begin, however, have a set of clear written goals that you wish to accomplish and have them ranked in order of importance. Next, take a one-week time inventory, as we may not be aware of most of our habits until we make a conscious effort to discover them. Taking a hard, objective look at your own behaviour is one of the best favours you could do yourself. You can’t replace bad habits with good ones until you identify the former. Write down everything you do for one week on a DAILY TIME LOG form (Fig 1), starting each day with your name, the day and date. Be sure to list every activity and why it occurred, rating each activity for its importance and urgency (e.g., for very urgent, write A1; for medium priority or not urgent, write B3), whether planned (P) or an interruption (I). When you finish working on one activity or an interruption, write down the amount of time used.

Figure 1
At the end of the week take an inventory, noting the kinds of activities that occur most frequently, like phone calls, interacting with customers, visitors, paperwork, meetings, socialising etc. Summarise the week by writing down each major category of time used and the percentage of total time consumed. Now you know where your time is going! Chances are it isn’t going where you thought it was! But don’t get discouraged. Even the best people waste around two hours a day!
Now, honestly write the answers to these questions:
1. What are my greatest time-wasters?
2. How much time is consumed by interruptions? Who or what is most responsible for them? How can this be reduced?
3. Am I doing tasks that are unimportant? How can this be reduced, eliminated or delegated?
4. Whom do I need to see more or less often?
5. What activities need more time?
6. What activities need less time?
7. Am I trying to do too much?
8. Am I procrastinating?
9. What habits or tendencies are causing me to waste time?

When you have made your time-inventory statement and answered the questions, treat yourself to a nice reward for having the courage to discover your own weaknesses. It’s a tough exercise but one that will pay big dividends. Once you have recognised your faults or time-wasters, it takes about three weeks to transform a new way of behaving into a comfortable habit. Most people fail to realise this. Instead, they try to make radical, wholesale changes in their behaviour, find it unbearable and go back to their old, comfortable habits. The key to making lasting changes in your behaviour is to make them g