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Chapter 1 is our Coaching Guide. In the coaching guide we teach the sales coach how the Sales
Master 360 Program works. We will teach coaches how to use the system to set up access for
your team members and how to get reports on their activities. Coaches learn how to use
our extensive reporting capabilities to monitor each team member's progress, challenges and
performance. You will learn how to set the tone and atmosphere needed by the salespeople
to optimize the training impact. There are practical tips and check lists to help the
sales manager organize and monitor results. Chapter 2 is Beliefs & Scatomas. Salespeople
think and act based on the truth as they think it to be or believe it to be which may not
be true at all. The beliefs that we hold affects how we think, act and treat others. The central
tenant of this chapter is to understand what your team believes to be true and to take
control over the processes that replace those beliefs with a truth much closer to their
real potential. Scatomas are blind spots we all have to facts or information. Sales coaches
must become excellent at detecting scatomas and leading salespeople through them to release
their full performance potential. Chapter 3 is about Constructive Imagery & Self
Talk. People think in terms of pictures. We all have images stored in our minds including
an image of ourselves and an image of what we are capable of achieving. Every coach knows
that job 1 is to make every salesperson believe they are capable of greater sales performance.
They must believe it before they can achieve it. The job of the sales coach is to start
the process of shifting the image the sales team has of themselves and their own personal
potential. The most important tool in shaping self-image is self-talk. In a group setting,
that means the type of positive, constructive and on purpose conversations specifically
designed to reinforce positive self-imagery, build confidence and increase sales performance.
Chapter 4 is about Comfort Zones. Both salespeople and sales managers know that to expand sales
performance you must expand your comfort zone. Comfort zones are one reason salespeople go
through periods when their performance is plateaued. They have reached a comfort zone
and are not willing or able to expand it. This chapter provides a step by step guide
to the techniques available to help salespeople break out of their current comfort zone and,
in so doing, expand their sales performance. Chapter 5 is about Raising Expectations. Every
sales manager knows that it is not enough to just demand higher sales performance from
salespeople. This chapter builds on the groundwork established in the previous chapters. Effective
sales coaches set expectations and learn that increasing expectations is a part of the continuous
improvement process. Good coaches raise expectations and effectively communicating them to the
sales team. Your belief that they can improve is a positive affirmation that will help them
achieve ever higher levels of sales performance. Chapter 6 is about Sustaining High Performance.
Great coaches not only lead their teams to achieve ever increasing goals, but they know
how to sustain the highest levels of performance from every member of the team. Burnout is
a common problem in sales. It happens when there is not enough support and nourishment
to continue putting out high levels of mental and physical energy required by top sales
performers. This chapter teaches proven methods for keeping top producers producing at peak
levels.