Turbulent Times: Leadership for Sales Managers, How the Very Best Boost Sales Reviewed By Michelle Kaye Malsbury of Bookpleasures.com
- By Michelle Kaye Malsbury
- Published August 16, 2010
- Business
Michelle Kaye Malsbury
Reviewer Michelle Kaye Malsbury:
Michelle was born in Champaign, IL. Currently, she resides in Asheville, NC
and is in her second year of doctoral studies at Nova Southeastern
University in Ft. Lauderdale with specialization/concentration in
conflict resolution and peace studies. She has over six hundred
articles published on the web and one book published thus far with
many more in the wings. Hobbies include; reading, writing, music, and
playing with her Australian Cattle Dog, Abu.
Author: Tom Connellan, PhD
Publisher: Peak Performance Press
ISBN: 978-0-9769506-3-9
Click Here To Purchahse Turbulent Times Leadership for Sales Managers: How the Very Best Boost Sales
Dr. Connellan has experience in both, sales and manufacturing. (2010, p.127) He has founded companies and worked in the capacity of CEO. He was program director for the Michigan School of Business. Connellan has penned nine books and many articles, as well as been editorial director for management and human resource magazines. He is a New York Times bestselling author.
Chapter one (2010) talks about birth rank and performance in the work environment. There is much statistical information to support the notion that firstborns are high performers. But that does not mean that all people cannot be high performers given the right motivation and direction.
Chapter two (2010) speaks about the various nuances regarding how messages are conveyed betwixt people. There are three top categories: words, vocal intonation, and body language. (p.17) Using the right positive words can help ensure that the receiver is getting a positive outlook from your conversation, but words are only part of that equation. Intonation is equally as important as word selection. (p.18) Body language is a combination of environment and gestures: are we sitting or standing, at our desk or side by side, etc.. (p.19) Body language also takes into account our facial gestures, eye contact, head movement, hand or arm gestures, and general body position. (p.21) Setting and proximity are also important to note.
Accountability is the topic of chapter three. (2010) Here Doctor Connellan says to ensure that the metrics for measurement jibe with the message and goals and be sure to engage all involved in this process. (p.30) Designate actions or activities that can help your subordinates reach their goals and include some stretch so they can improve upon past performance. (p.35) If for some reason the sales professionals are unable to fulfill this obligation pad in a contingency plan. (p.41)
Feedback is important in this process and comes into play in chapter four. (2010) There are various forms of feedback and knowing which one to use when can make all the difference to those being given the message of feedback. Never use negative or punishment as a form of feedback without countering with positive and reinforcement of the good portions of jobs being done.
Motivational feedback is highlighted in chapter five. (2010) Dr. Connellan says that “Positive feedback is your applause,..:. (p.57) Reinforcement of positive outcomes is key to consistent performance. Connellan outlines seven principles of positive reinforcement on page 60 and says that this is best given face to face. (p.61) Primary things that can be reinforced according to Connellan are: “…behavior and results”. (p.65)
There are times when circumstances dictate that the form of feedback be varied to suit them. (Chapter 6, 2010) Results stem from presenting information that is: “…goal related, relevant, measured positively, immediate, and graphic.” (p.76) Graphics should be: “ …simple, specific, goal driven, line graphs,…” that instill competition. (pgs.84-5)
Chapter seven goes over expectations and frequency with regard to feedback. (2010) Chapter eight is using it all at once. In essence if we want to create more positive results we need to be change agents. Advice here hinges on: “If you want your reps to change their behavior, you have to change your own behavior.” (p.104) There is some evidence, according to Connellan’s research and experience, that the most movement with regard to increased sales projections and performance will come from the middle of the heap. (p.107)
Whether you are an old hat or new shoe in the business environment everyone can motivate their employees to perform better than they are. The skills and tools are not new, but tried and true things that produce consistent results. Dr. Connellan has produced a concise and easy to follow handbook on how you and your organization can improve your bottom line and increase job satisfaction amongst your subordinates. I recommend this book to business schools, managers, and sales people who are concerned about navigating during these difficult times.
