Thomas L. Quick - Making Your Sales Team #1

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title	:	Making Your Sales Team #1
author	:	Quick, Thomas L.
publisher	:	AMACOM Books
isbn10 | asin	:	0814477410
print isbn13	:	9780814477410
ebook isbn13	:	9780585048260
language	:	English
subject	Selling--Personnel management, Sales personnel--Training of, Employee motivation.
publication date	:	1992
lcc	:	HF5439.5.Q53 1992eb
ddc	:	658.8/1
subject	:	Selling--Personnel management, Sales personnel--Training of, Employee motivation.

Page i Making Your Sales Team #1

Page ii Other books by Thomas L. Quick The Ambitious Woman's Guide to a Successful Career (with Margaret V. Higginson) How People Work Best Increasing Your Sales Success Inspiring People at Work The Manager's Motivation Desk Book Managing for Peak Performance Managing People at Work Desk Guide The Persuasive Manager Quick Solutions Unconventional Wisdom Understanding People at Work

Page iii Making Your Sales Team #1 Thomas L. Quick AMACOM American Management Association

Page iv This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Quick, Thomas L. Making your sales team # 1 / Thomas L. Quick. p. cm. Includes bibliographical references. ISBN 0-8144-7741-0 1. SellingPersonnel management. 2. Sales personnelTraining of. 3. Employee motivation. I. Title. II. Title: Making your sales team number 1. HF5439.5.Q53 1992 658.8'1dc2091-30475 CIP 1992 Thomas L. Quick. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10

Page v To Lauren, Amanda, and Kelcy

Page vii Contents Introduction ix Key to Chapter 1 1 1 What It Takes to Build a Top-Producing Team 5 Key to Chapter 2 19 2 Persuading Salespeople to Buy the Change 23 Key to Chapter 3 51 3 Playing a Partnership Role in Making the Change Successful 57 Key to Chapter 4 77 4 Giving Critical Feedback That Motivates 83 Key to Chapter 5 129 5 Giving Rewards to Make the Change Permanent 133 Index 155

Page ix Introduction It is hard to imagine a responsibility more demanding than managing salespeople in the field. For one thing, control is much more complicated when you must manage from a distance. For another, many of your salespeople are likely to be highly competitive and value their autonomy. Your stars, especially, may resist what they consider to be close supervision on your part. Then there is you. If you are a typical field manager, you've come up through sales yourself. You can't be faulted for believing that your sales approach is the best. Ironically, the very qualities that made you successful as a salespersonyour competitiveness, your aloneness, your confidence in your style of sellingtend to work against you in managing others.

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