Suzanne Paling - The Accidental Sales Manager. A Survival Guide for CEOs, Owners, and Presidents Who Find Themselves Managing...

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Table of Contents

What people are saying about The Accidental Sales Manager

Ive known Suzanne Paling for years and am thrilled that her superb work is finally accessible to all. Suzanne has hit a home run! Having helped countless CEOs who found themselves managing salespeople, Suzanne truly speaks from the perspective of a CEO, using case studies anyone in this position can relate to. The clarity and straightforward actions at the end of each chapter makes this a complete and compelling survival guide. I look forward to seeing this in the hands of CEOs, owners, and presidents!

Laurie Kirk, CEO,
The Board Forum CEO Roundtable

Suzanne has been a faculty member at my CEO Boot Camp since 2004 and always delivers engaging and helpful content to the attendees. This book expands on that content, and I highly recommend it for any owner or CEO who is forced to take over the sales management function. And even experienced sales managers will benefit greatly from her wisdom and experience in setting up sales teams to perform. I am sending the manuscript to a client who cant wait for publication.

Bob Norton, CEO, AirTight Management and CEO Coach and Author

Those who are lucky enough to read this book will benefit from the same great advice that I received from Suzanne when I retained her as a consultant. The differences between knowing how to sell and knowing how to manage those who sell is not obvious. Suzanne forced me to focus on what my company really needed, and we ended up with a great sales manager... and that person wasnt me!

Steven Damalas
President, Electronic Fasteners, Inc.

This is an excellent guide for CEOs to follow in order to expand sales. Suzanne presents the information in a manner that shows her extensive experience in dealing with varying sales and CEO personalities. I would recommend this book to any CEO who is having a difficult time understanding why sales are down or falling short of expectations, regardless of organization size. It is an intriguing look into the dynamic and sometimes perplexing personality of successful salespeople from the viewpoint of CEO.

Michael Woronka, CEO,
Action Ambulance Service, Inc.

Having worked with Suzanne as a sales management coach for two years, I am excited to have a single reference encompassing her broad sales management expertise. Her easy-to-read style, step-by-step guidance, and numerous checklists, templates, worksheets, and sample letters make it easy to implement her suggestions in a real world environment. As a CEO who still finds himself an accidental sales manager from time to time, this book really helps when I need to step in and provide some corrective guidance.

John Eller, President and CEO
InSight USA

Suzanne Paling offers concrete, practical, and realistic guidance to all of us entrepreneurs who become sales managers by default. We are not trained for this role and need to do it well to be successful entrepreneurs.

I wish I had had this resource for sales management when I started my national 26-year-old, customized online and on- site computer training business. This book is chock full of use- ful suggestions that have helped me to think of more actions I can take as I strive to be the most successful sales manager pos- sible. Thank you Suzanne!

Elizabeth W. Brown,
President, Softeach, Inc.

For Jim

Preface

PERHAPS SOMEONE RECOMMENDED THIS BOOK SO YOU BOUGHT IT. MAYBE A colleague lent you his copy. Was the book placed on your desk anonymously? Regardless, you now have the book and you really dont want to read it.

As the president or executive of a small company, the responsibility of managing the sales reps fell to you. You dont want the job, but no one in the organization is better qualified to do it. In fact, several valued employees threatened to quit if forced to take on the duties. So you are the sales manager and youre not happy about it.

The whole situation feels uncomfortable. Youve never sold anything and have a hard time relating to those who do. Finance or maybe product developmentthats where you should be. You feel like managing the sales department is a mistakean accident if you will.

You need a sales manager to manage these salespeople. Someone who will do whatever in the world a sales manager does, like answer the reps endless questions, make sure theyre using the sales software, going out with them on sales calls, and basically, well, keeping them away from you so you can run the company.

But thats for another day because right now you simply cannot afford a sales managers salary. Budgets are too tight. Unfortunately, your managing the sales staff remains the most sensible and economical plan.

I empathize with how you feel. I work with company presidents like you all the time. Its OK not to be excited about being the sales manager. Effective sales managers have a specialized skill set. Its no different from being a plumber or a CPA. You need the right experience, tools, and education to do the job successfully.

Most career sales managers spend years in sales. They understand what the job entails before they accept the position and have many of the competencies needed to succeed. Your training, education, interest, and experience probably lie elsewhere.

Capably managing one or more salespeople has much to do with whether they are right for sales to begin with. Some of it depends on the quality of the training and orientation they receive when they first join the company. Sales representatives who enjoy success from the start are a good fit for the position. They receive the tools necessary to get the job done before they go on their first sales call.

Wonderful, you say. Thats great for a large company with deep pockets and a separate training department. I dont know how to create an orientation program for a new hire. No one at my company has any expertise in sales. None of us know what to do. And where would we find the time anyway?

For now, you wear the sales management hat at your organization. The success of your business depends on sales. You need to hire, train, and effectively manage the sales force, even on a limited budget. Providing insufficient training and support will cost you money and limit the growth of your business. A well-thought-out orientation program helps a company president, even one with no prior sales experience, better manage sales representatives throughout their tenure with the company.

The Accidental Sales Manager reaches out to those presidents, business owners, and entrepreneurs in a small business environment who are surprised to find themselves managing the sales function. Written in language the non-sales business professional can understand, it provides you, the busy company leader, with the encouragement, advice, and tools to successfully introduce new salespeople into your organization without costing a fortune. This strong beginning will help you create a high functioning sales department, even if you have doubts about your ability to do so.

Good luck. Lets get started.

ACKNOWLEDGMENTS

I would like to thank the following people for their help and support throughout the writing and publishing of this book:

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