IN THIS SUMMARY Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers, Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback. SUBSCRIBE TODAY http://www.bizsum.com/summaries/turbulent-times-leadership-sales-managers

2. TURBULENT TIMES LEADERSHIP FOR SALES MANAGERS How The Very Best Boost Sales AUTHORS: Tom Connellan PUBLISHER: Peak Performance Press DATE OF PUBLICATION: 2010 135 pages

3. FEATURES OF THE BOOK Improving team performance is a goal common to all sales managers. In Turbulent Times Leadership for Sales Managers , Tom Connellan explains how all people respond to expectations, accountability, and feedback.

5. INTRODUCTION Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers , Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback.

6. THE THREE KEYS TO IMPROVED SALES PERFORMANCE Believing in Sales Representatives Human behavior researchers have shown that one person’s expectations can have a direct impact on another’s behavior. This is often referred to as the Pygmalion Effect. In general, higher expectations lead to higher performance. In addition, individuals should never be classified as low performers. While not everyone can be great, everyone is capable of improving their work. Connellan suggests that the Pygmalion Effect is one of the greatest tools that sales managers can use to increase their teams’ performance.

13. USING INFORMATIONAL FEEDBACK Performance related information can increase sales when used as part of a larger feedback system. It is important that informational feedback relates to goals. One way to build goals into the reporting system is through the use of graphs. This can illustrate how representatives are performing relative to their goals.Feedback that is specific and relevant to an individual will result in performance improvements. Examples include updates on dollar or unit volume, new accounts, or customer satisfaction.

14. USING DEVELOPMENTAL FEEDBACK Developmental feedback is necessary when a team member underperforms and is unable or unwilling to improve. Developmental feedback meetings are most effective when the sales manager takes time to plan. Before proceeding, it is important to make sure that no outside factor is blocking the representative from reaching his or her goal. It can be helpful to anticipate reactions and also role play the discussion. When scheduling the meeting, assure the representative that the conversation will be positive and will focus on ways to improve performance.

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