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Gerencia de ventas. Simplificada.: La verdad acerca de cómo conseguir resultados excepcionales de tu equipo de ventas
En este libro, Weinberg dice las cosas como son, exponiendo los problemas que invaden al equipo de ventas y los errores costosos que cometen incluso los gerentes de ventas mejor intencionados. La buena noticia es que con la asesoría correcta se pueden transformar los resultados.
¿Por qué los equipos de ventas no alcanzan sus metas? Todos los días hay compañías, tanto grandes como pequeñas, que acuden a consultores expertos como Mike Weinberg para encontrar la respuesta, y te sorprendería conocerla.
Lo típico es que el problema no es por el equipo de ventas, sino por la manera en la cual es liderado. Con sus acciones y actitudes, los ejecutivos y los gerentes de ventas, sin saberlo, socavan su rendimiento. En este libro, Weinberg dice las cosas como son, exponiendo los problemas que invaden al equipo de ventas y los errores costosos que cometen incluso los gerentes de ventas mejor intencionados. La buena noticia es que con la asesoría correcta se pueden transformar los resultados.
Este libro, con su mezcla de consejos prácticos y francos, e historias divertidas tomadas del campo de las ventas, te ayudará
• Implementar un bosquejo sencillo para el liderazgo en las ventas
• Fomentar una cultura de ventas sana y de alto rendimiento
• Convocar a reuniones productivas
• Crear un plan de compensación extraordinario
• Situar a las personas adecuadas en las posiciones correctas
• Entrenar para el éxito
• Retener a las personas más productivas y hacer que mejoren las personas que menos producen
• Asignar metas adecuadas a los agentes de ventas
• Mejorar tus argumentos de ventas
• Recuperar el control de tu calendario Y mucho, mucho más.
Abundante en soluciones y no en trivialidades, este libro brinda las herramientas que necesitas para triunfar.
Why do sales organizations fall short? Every day, expert consultants like Mike Weinberg are called on by companies large and small to find the answer—and it’s one that may surprise you. Typically, the issue lies not with the sales team—but with how it is being led. Through their attitude and actions, senior executives and sales managers unknowingly undermine performance.
In Sales Management. Simplified. Weinberg tells it straight, calling out the problems plaguing sales forces and the costly mistakes made by even the best-intentioned sales managers. The good with the right guidance, results can be transformed. Blending blunt, practical advice with funny stories from the field, this book helps
Implement a simple framework for sales leadershipFoster a healthy, high-performance sales cultureConduct productive meetingsCreate a killer compensation planPut the right people in the right rolesCoach for successRetain top producers and remediate underperformersPoint salespeople at the proper targetsSharpen your sales storyRegain control of your calendarAnd much, much more
Long on solutions and short on platitudes, it delivers the tools you need to succeed.
¿Por qué los equipos de ventas no alcanzan sus metas? Todos los días hay compañías, tanto grandes como pequeñas, que acuden a consultores expertos como Mike Weinberg para encontrar la respuesta, y te sorprendería conocerla.
Lo típico es que el problema no es por el equipo de ventas, sino por la manera en la cual es liderado. Con sus acciones y actitudes, los ejecutivos y los gerentes de ventas, sin saberlo, socavan su rendimiento. En este libro, Weinberg dice las cosas como son, exponiendo los problemas que invaden al equipo de ventas y los errores costosos que cometen incluso los gerentes de ventas mejor intencionados. La buena noticia es que con la asesoría correcta se pueden transformar los resultados.
Este libro, con su mezcla de consejos prácticos y francos, e historias divertidas tomadas del campo de las ventas, te ayudará
• Implementar un bosquejo sencillo para el liderazgo en las ventas
• Fomentar una cultura de ventas sana y de alto rendimiento
• Convocar a reuniones productivas
• Crear un plan de compensación extraordinario
• Situar a las personas adecuadas en las posiciones correctas
• Entrenar para el éxito
• Retener a las personas más productivas y hacer que mejoren las personas que menos producen
• Asignar metas adecuadas a los agentes de ventas
• Mejorar tus argumentos de ventas
• Recuperar el control de tu calendario Y mucho, mucho más.
Abundante en soluciones y no en trivialidades, este libro brinda las herramientas que necesitas para triunfar.
Why do sales organizations fall short? Every day, expert consultants like Mike Weinberg are called on by companies large and small to find the answer—and it’s one that may surprise you. Typically, the issue lies not with the sales team—but with how it is being led. Through their attitude and actions, senior executives and sales managers unknowingly undermine performance.
In Sales Management. Simplified. Weinberg tells it straight, calling out the problems plaguing sales forces and the costly mistakes made by even the best-intentioned sales managers. The good with the right guidance, results can be transformed. Blending blunt, practical advice with funny stories from the field, this book helps
Implement a simple framework for sales leadershipFoster a healthy, high-performance sales cultureConduct productive meetingsCreate a killer compensation planPut the right people in the right rolesCoach for successRetain top producers and remediate underperformersPoint salespeople at the proper targetsSharpen your sales storyRegain control of your calendarAnd much, much more
Long on solutions and short on platitudes, it delivers the tools you need to succeed.
240 pages, Kindle Edition
First published October 21, 2015
995 people are currently reading
1575 people want to read
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Displaying 1 - 30 of 110 reviews
February 5, 2017
I recently took the role of team lead inside my organization and I found already so many ideas to implement inside the company that every single one of them has the potential to increase our revenue by 10%.
PART 1 focuses on the problems and you would skip it. It might makes more sense from an American prospective. PART 2 is gold - 100 pages with priceless advices and strategies on how to empower your sales team.
PART 1 focuses on the problems and you would skip it. It might makes more sense from an American prospective. PART 2 is gold - 100 pages with priceless advices and strategies on how to empower your sales team.
February 17, 2019
Mike Weinberg is the truth. Not only does this guy know his stuff, he is the fiercest salesperson with the best heart. This combination leads to sales management systems and processes that are insanely productive yet simple.
I recommend this to anyone looking to sharpen their sales or sales management game.
I recommend this to anyone looking to sharpen their sales or sales management game.
July 24, 2018
Before I read a business book I check on LinkedIn author's experience. Mark Weinberg achievements impressed me (millions of $ of sales, experience in the sales consulting) thus I little bit disappointed about "Sales Management. Simplified."
The author covers problems which happen in sales but his tips are too simply and often longer than necessary. The last 25% is the best part of that book, but the author could share much more details. If you already read one of the sales bibles worshiped in Silicon Valley you won't find anything new here.
The author covers problems which happen in sales but his tips are too simply and often longer than necessary. The last 25% is the best part of that book, but the author could share much more details. If you already read one of the sales bibles worshiped in Silicon Valley you won't find anything new here.
February 8, 2022
Práctico y real.
Read
July 28, 2023• You can manage and you can sell, but you can’t do both
Successful sales people are not team players and are mostly selfish. The main reason for such selfishness is that successful sellers spend most of their time with their customers selling, building relationships and searching for new potential prospects. Sales people spend most of their time engaged in sales operations that need an individual approach and require individual efforts and then team coordination. Sales people have their individual KPI’s and their commitment depends on the sellers ability to be highly active in prime operations like calling prospects, setting meetings, planning, scheduling, etc, and any distractions for other actions, and routine will decrease their productivity.
It seems that sales managers/directors have more or less the same sales responsibilities as sellers but it is a wrong assumption. Looking closely at a sales executives’ tasks, it is obvious that generally, a sales leaders’ role is to organize the selling process in a company and run the sales team. The key sales management responsibilities also include leading team meetings, coaching, pushing for more, removing obstacles, motivating, recruiting, setting targets, and tracking their fulfillment, etc.
So, playing coaches are certainly less productive compared with sales executives who are primarily focused on running the sales process of their companies and on reaching sales targets through equipping the sales force with the necessary stuff and choosing the right people. Moreover, sales executives are mostly hired and paid for improving sales through sales management but not through direct selling to customers.
Another point, sales directors who combine two roles, a seller and a manager, can be seen as a competitor among other sellers/teams and obviously some executives have resources and the power to take the best clients. Consequently, sales directors with sales functions dilute their managerial power in their teams because of internal competition. The issue is the following, how can successful sales guys and as we defined before, be selfish enough and at the same time be easily accessible, helping others with sales and concerned about other results while struggling to fulfill personal targets.
So, players playing and coaches coaching is the most effective approach in sales, otherwise, the multitasking role of sales executives hardly function at all and will impact both sales and management.
· Don’t sell for your sellers
It is useful practice for sales executives to go to fields with their sellers to see potential prospects. Visits should be to prospects to whom the sales manager is still not selling to and is still in the initial sales stage. The main idea of such visits is to assess a seller’s ability to sell and select the right people, their approaches, techniques, like the right questioning and listening, behavior etc. The role of sales executives in these meetings with clients is to be more of an observer and focus on moments that then can be corrected through feedback, discussion, coaching and advising. This is a good opportunity to evaluate a sales person during such client meetings as arguments and reasons that were given before regarding customers and lack of sales can be inverted.
Despite the benefits of prospect visits with sellers, sales executives often have the temptation to start selling at these meetings while their sellers are sitting inactive and serving as a spectator. This behavior can have several negative consequences and results.
First of all, starting selling at these meetings, sales executives have great chances of failing because they generally don’t know all the circumstances/details of potential deals, don’t know personally the people on the customers side and if the meeting with the wrong guy (blocker), all sales attempts can be useless. Moreover, sellers seeing such sales executives' behavior will always have a chance to shift their responsibility of poor prospecting to their managers and use it as an alibi. On the other hand, if the sales director manages to sell/convince the customer, sellers can ask them to participate and support in nearly all meetings and negotiations.
Secondly, sales attempts from executives can dilute the status of their sellers in the eyes of customers and sellers’ perception can suffer as clients will always be referring to sales directors in many issues. Vise versa, those sales executives who fail to sell at these field meetings also have big chances to impair their image of sales gurus who can train others. Losing credibility.
So, it is vital to go with your sellers to visit potential customers but the goal should be to see the sales process and to avoid selling for your managers.
· Sales role clarity is essential
Sometimes sales underperformance happens due to misunderstanding the precise goal and role of sellers. A sales person is quite a common definition as in reality there are business development managers, account managers, key account managers, sales managers, territory managers, technical sales managers, senior sales managers, etc. They all have different responsibilities and functionality. For example, account managers are mostly involved in building relationships and through them develop sales to particular companies while a sales managers’ role in many companies is to sell to as many customers as possible and the wider client portfolio the more vendors earn and the more are appreciated. Key account managers mostly build and develop relationships with key, big prospects and it requires the ability to communicate at C-level, be a master of servicing customers and finding/uncovering new opportunities and such deals are quite complex and require a lot of patience and flexibility, the skills that are rarely seen in sales people those who are mostly focused on selling by all means.
We can classify some as hunters and farmers or those who take / make an initial sale to customers through hyper sales activity (calls, meetings, presentations etc) and those who then build, keep and develop relationships with such existing clients.
So, expecting that an account manager will significantly extend the customer base for a company is the same as thinking that an active sales hunter will keep the same clients for longer terms and will significantly develop business with them while selling actively to their other 20 clients. Consequently, hunting for new business and constantly acquiring new clients is a very different job from managing existing clients and developing them through finding new opportunities to increase the business. Factually, it is always difficult to be highly active in sales for analytical/technical guys or blue personalities as they generally avoid conflict and are quite sensitive for rejection. However, they are perfect in dealing with customers in terms of uncovering new opportunities and serving interests of both parties, clients and their vendors.
Referrals….Blue personality developing through qualified referrals.
Successful sales people are not team players and are mostly selfish. The main reason for such selfishness is that successful sellers spend most of their time with their customers selling, building relationships and searching for new potential prospects. Sales people spend most of their time engaged in sales operations that need an individual approach and require individual efforts and then team coordination. Sales people have their individual KPI’s and their commitment depends on the sellers ability to be highly active in prime operations like calling prospects, setting meetings, planning, scheduling, etc, and any distractions for other actions, and routine will decrease their productivity.
It seems that sales managers/directors have more or less the same sales responsibilities as sellers but it is a wrong assumption. Looking closely at a sales executives’ tasks, it is obvious that generally, a sales leaders’ role is to organize the selling process in a company and run the sales team. The key sales management responsibilities also include leading team meetings, coaching, pushing for more, removing obstacles, motivating, recruiting, setting targets, and tracking their fulfillment, etc.
So, playing coaches are certainly less productive compared with sales executives who are primarily focused on running the sales process of their companies and on reaching sales targets through equipping the sales force with the necessary stuff and choosing the right people. Moreover, sales executives are mostly hired and paid for improving sales through sales management but not through direct selling to customers.
Another point, sales directors who combine two roles, a seller and a manager, can be seen as a competitor among other sellers/teams and obviously some executives have resources and the power to take the best clients. Consequently, sales directors with sales functions dilute their managerial power in their teams because of internal competition. The issue is the following, how can successful sales guys and as we defined before, be selfish enough and at the same time be easily accessible, helping others with sales and concerned about other results while struggling to fulfill personal targets.
So, players playing and coaches coaching is the most effective approach in sales, otherwise, the multitasking role of sales executives hardly function at all and will impact both sales and management.
· Don’t sell for your sellers
It is useful practice for sales executives to go to fields with their sellers to see potential prospects. Visits should be to prospects to whom the sales manager is still not selling to and is still in the initial sales stage. The main idea of such visits is to assess a seller’s ability to sell and select the right people, their approaches, techniques, like the right questioning and listening, behavior etc. The role of sales executives in these meetings with clients is to be more of an observer and focus on moments that then can be corrected through feedback, discussion, coaching and advising. This is a good opportunity to evaluate a sales person during such client meetings as arguments and reasons that were given before regarding customers and lack of sales can be inverted.
Despite the benefits of prospect visits with sellers, sales executives often have the temptation to start selling at these meetings while their sellers are sitting inactive and serving as a spectator. This behavior can have several negative consequences and results.
First of all, starting selling at these meetings, sales executives have great chances of failing because they generally don’t know all the circumstances/details of potential deals, don’t know personally the people on the customers side and if the meeting with the wrong guy (blocker), all sales attempts can be useless. Moreover, sellers seeing such sales executives' behavior will always have a chance to shift their responsibility of poor prospecting to their managers and use it as an alibi. On the other hand, if the sales director manages to sell/convince the customer, sellers can ask them to participate and support in nearly all meetings and negotiations.
Secondly, sales attempts from executives can dilute the status of their sellers in the eyes of customers and sellers’ perception can suffer as clients will always be referring to sales directors in many issues. Vise versa, those sales executives who fail to sell at these field meetings also have big chances to impair their image of sales gurus who can train others. Losing credibility.
So, it is vital to go with your sellers to visit potential customers but the goal should be to see the sales process and to avoid selling for your managers.
· Sales role clarity is essential
Sometimes sales underperformance happens due to misunderstanding the precise goal and role of sellers. A sales person is quite a common definition as in reality there are business development managers, account managers, key account managers, sales managers, territory managers, technical sales managers, senior sales managers, etc. They all have different responsibilities and functionality. For example, account managers are mostly involved in building relationships and through them develop sales to particular companies while a sales managers’ role in many companies is to sell to as many customers as possible and the wider client portfolio the more vendors earn and the more are appreciated. Key account managers mostly build and develop relationships with key, big prospects and it requires the ability to communicate at C-level, be a master of servicing customers and finding/uncovering new opportunities and such deals are quite complex and require a lot of patience and flexibility, the skills that are rarely seen in sales people those who are mostly focused on selling by all means.
We can classify some as hunters and farmers or those who take / make an initial sale to customers through hyper sales activity (calls, meetings, presentations etc) and those who then build, keep and develop relationships with such existing clients.
So, expecting that an account manager will significantly extend the customer base for a company is the same as thinking that an active sales hunter will keep the same clients for longer terms and will significantly develop business with them while selling actively to their other 20 clients. Consequently, hunting for new business and constantly acquiring new clients is a very different job from managing existing clients and developing them through finding new opportunities to increase the business. Factually, it is always difficult to be highly active in sales for analytical/technical guys or blue personalities as they generally avoid conflict and are quite sensitive for rejection. However, they are perfect in dealing with customers in terms of uncovering new opportunities and serving interests of both parties, clients and their vendors.
Referrals….Blue personality developing through qualified referrals.
May 10, 2016
Individuals who filled in as sales leaders doubtlessly experienced the highs and lows of this amazingly one of a kind part. The author has given the How - to and How-not - to guide on sales management.
The author has broken the subject into two classes.
* What not to do - The blunt Truth from the Bleeding edges
* What to do - Practical help the vast majority of your sales Group.
The primary spotlights on the mix-ups numerous business pioneers and organization administrators make. Building the right sales culture is completely basic for accomplishment in a high development sales organization. How the sales result in lacking outcome in the event that we were not comprehend the significance of offers inside the organization.
Sales Manager Hero is the term used by the author for the Sales Leader who embeds themselves wherever, at whatever point and for reasons unknown into the sales process. The author obviously clarifies how these individuals truly cutting down the vitality of the whole sales group.
The Second manages,
* Sales Leadership and Culture
* Talent Management
* Sales Process.
What I truly preferred in the book is that there are no silver shots in sales. No enchantment approaches that will make some achievement execution. No mystery deals hack that will surrender you a leg on your opposition. It's sound authority, A solid sales culture, and fundamental control, diligent work, and consistency that win the Sales Battle.
The author has broken the subject into two classes.
* What not to do - The blunt Truth from the Bleeding edges
* What to do - Practical help the vast majority of your sales Group.
The primary spotlights on the mix-ups numerous business pioneers and organization administrators make. Building the right sales culture is completely basic for accomplishment in a high development sales organization. How the sales result in lacking outcome in the event that we were not comprehend the significance of offers inside the organization.
Sales Manager Hero is the term used by the author for the Sales Leader who embeds themselves wherever, at whatever point and for reasons unknown into the sales process. The author obviously clarifies how these individuals truly cutting down the vitality of the whole sales group.
The Second manages,
* Sales Leadership and Culture
* Talent Management
* Sales Process.
What I truly preferred in the book is that there are no silver shots in sales. No enchantment approaches that will make some achievement execution. No mystery deals hack that will surrender you a leg on your opposition. It's sound authority, A solid sales culture, and fundamental control, diligent work, and consistency that win the Sales Battle.
January 8, 2018
Every now and then you come across a book that obviously get to the heart of the matter of the subject with insights so practical that ring so true, that you know you have found someone who has actually lived the subject. That is my experience with this book. The author 'Mike Weinberg' obviously has lived the subject of sales and sales management. His insights are candid, clear and cut through the theory right to the how-to for good sales management. I am expecting my results to experience a shift from having experienced the journey of this book. I will also be looking at other titles from this author on similar subjects. I would highly recommend the content of this book for anyone in a position of sales management or intending to be there.
September 5, 2022
Mike Weinberg is a sales coach and this book is about his experiences in different companies where he went in to turn around the sales teams. I find this book very useful even non-sales managers. We must remember that manager is not a “Hero”. Sales reps and other hardworking people are heroes, managers are “Hero Makers”.
When management brings in the sales coach to teach the sales team to sell better then in reality it’s often sales management that needs to be fixed in the first place.
Most important metric for sales manager is revenue generated by the team. Number of meetings and calls and hours is relevant only when team is failed and is not generating enough revenue.
Sales manager and sales rep jobs are very different. Sales rep must be very selfish with his time as only time he is valuable is when he is talking with customers. Sales manager on the other hand must coach sales team and help them succeed. He must not compete with his team, instead he needs to do regular 1-1 calls, go to sales meetings with the team etc. Stay in close touch with your people, see how they are doing and coach them better.
It is not good to have sales manager do the sales himself. Even worse when the sales manager is also in the operational role fighting constant fires. All of this means that the manager job will not get enough attention and whole team will suffer.
CRM-s like PipeDrive and HubSpot are very popular these days. However these will not fix the broken sales processes and we cannot get in stuck with updating data in there. Most important is still getting sales done.
Sales reps are smart people, they do what maximizes their salary so you need to get this right. If you have flat salary then they just need to try hard enough not to get fired. If old customers commissions are sames as new customers then they will do regular milk runs and live off their territory. They will hunt new business only if this pays generous commissions compared to old customers.
I like the idea of having all sales reps preparing “Personal Business Plan” that helps to keep sales people accountable. Working in sales is like running a business, you need to make money and you need to do something about it. Sales person can write into the business plan items like sales goals, break it down to activities – calls, meetings, emails. Number of conferences participated and webinars created each quarter, SEO articles written etc. Sales manager can look at the business plan and if webinar was planned but never done then see why is that.
When management brings in the sales coach to teach the sales team to sell better then in reality it’s often sales management that needs to be fixed in the first place.
Most important metric for sales manager is revenue generated by the team. Number of meetings and calls and hours is relevant only when team is failed and is not generating enough revenue.
Sales manager and sales rep jobs are very different. Sales rep must be very selfish with his time as only time he is valuable is when he is talking with customers. Sales manager on the other hand must coach sales team and help them succeed. He must not compete with his team, instead he needs to do regular 1-1 calls, go to sales meetings with the team etc. Stay in close touch with your people, see how they are doing and coach them better.
It is not good to have sales manager do the sales himself. Even worse when the sales manager is also in the operational role fighting constant fires. All of this means that the manager job will not get enough attention and whole team will suffer.
CRM-s like PipeDrive and HubSpot are very popular these days. However these will not fix the broken sales processes and we cannot get in stuck with updating data in there. Most important is still getting sales done.
Sales reps are smart people, they do what maximizes their salary so you need to get this right. If you have flat salary then they just need to try hard enough not to get fired. If old customers commissions are sames as new customers then they will do regular milk runs and live off their territory. They will hunt new business only if this pays generous commissions compared to old customers.
I like the idea of having all sales reps preparing “Personal Business Plan” that helps to keep sales people accountable. Working in sales is like running a business, you need to make money and you need to do something about it. Sales person can write into the business plan items like sales goals, break it down to activities – calls, meetings, emails. Number of conferences participated and webinars created each quarter, SEO articles written etc. Sales manager can look at the business plan and if webinar was planned but never done then see why is that.
January 22, 2025
This is a brilliant book, with real insight (not just overview info), practical recommendations and written with an engaging style.
Here are some of the notes I took from this book:
Remove non-sales work from the sales team - they need maximum focus and flexibility to sell well and respond to prospects. Especially don't put operational leaders over the sales team (they'll pull them onto other projects).
Don't slow down to lighten up on operations if they get overloaded- that's an operational problem and you don't solve it with changes in the sales system.
There are a wide variety of nuanced and very different sales roles. Someone who is successful in one setting won't be successful in another. Don't fall into the one-size-fits-all trap. Don't be tempted by a star performer from another company because what they did to Win there may not be what they need to do in your company. Therefore defined that role very specifically to your context and only hire people who match what you actually need.
Sales people need individual coaching - it's the foundation of sales excellence. Schedule one to one meetings with all sales people that include results, pipeline, then activity
Sales team meeting agenda: Personal updates, celebrating wins, brainstorming, how to solve a particular situation, have individual share about things. They're very good at, role-play.
"We are going to start winning our very first team meeting."
Create a list of target customers, and pursue them creatively and persistently. Don't just hit a broad list with a one and done, spray and Hope approach.
Equip your team with a Sharp, different differentiating sales story.
Here are some of the notes I took from this book:
Remove non-sales work from the sales team - they need maximum focus and flexibility to sell well and respond to prospects. Especially don't put operational leaders over the sales team (they'll pull them onto other projects).
Don't slow down to lighten up on operations if they get overloaded- that's an operational problem and you don't solve it with changes in the sales system.
There are a wide variety of nuanced and very different sales roles. Someone who is successful in one setting won't be successful in another. Don't fall into the one-size-fits-all trap. Don't be tempted by a star performer from another company because what they did to Win there may not be what they need to do in your company. Therefore defined that role very specifically to your context and only hire people who match what you actually need.
Sales people need individual coaching - it's the foundation of sales excellence. Schedule one to one meetings with all sales people that include results, pipeline, then activity
Sales team meeting agenda: Personal updates, celebrating wins, brainstorming, how to solve a particular situation, have individual share about things. They're very good at, role-play.
"We are going to start winning our very first team meeting."
Create a list of target customers, and pursue them creatively and persistently. Don't just hit a broad list with a one and done, spray and Hope approach.
Equip your team with a Sharp, different differentiating sales story.
March 19, 2018
Sales is about results. Period.
But this book is not only about sales, it's about overall management.
Really liked how the author is expressing his ideas in simple manner and keep the focus on the fact that sales is about results.
This help does not chnage the sales world, actually it's more about that sales managers should more focus on old techniques than on highend tools that actually has nothing to do with productivity but instead brings more headache to the sales teams.
Sales is about results, so being busy in meetings, solving all colleagues problems and being a good croporate player does not make you good sales person. Lazer focus is a must, but is it hard to achieve if the focus are in 100 areas at once.
Sales is about results, so the team has to understand that the whole responsibility is in their hands and client is not "not buying" but probably you are not selling.
Sales is about results so managers do not have to be heros that close all deals themselves and solve issues - they must let the team to grow. And they have to understand that others do not know things out of nowhere and that in most cases they will not be able to meet their expectations just because expactations are based on the manager's skills, not the whole team's capabilties.
I can keep going for long, but, well, it's a great book! Already started using some ideas and would recoomend you to do.
But this book is not only about sales, it's about overall management.
Really liked how the author is expressing his ideas in simple manner and keep the focus on the fact that sales is about results.
This help does not chnage the sales world, actually it's more about that sales managers should more focus on old techniques than on highend tools that actually has nothing to do with productivity but instead brings more headache to the sales teams.
Sales is about results, so being busy in meetings, solving all colleagues problems and being a good croporate player does not make you good sales person. Lazer focus is a must, but is it hard to achieve if the focus are in 100 areas at once.
Sales is about results, so the team has to understand that the whole responsibility is in their hands and client is not "not buying" but probably you are not selling.
Sales is about results so managers do not have to be heros that close all deals themselves and solve issues - they must let the team to grow. And they have to understand that others do not know things out of nowhere and that in most cases they will not be able to meet their expectations just because expactations are based on the manager's skills, not the whole team's capabilties.
I can keep going for long, but, well, it's a great book! Already started using some ideas and would recoomend you to do.
December 29, 2018
The book is written for sales managers and comes from long experience by the author.
Some mistakes of sales managers:
- Lack of focus on goals and results
- Not publishing sales reports
- Sales managers not regularly reviewing results with members of the sales team
- Burying the sales manager with other responsibilities
- Sales managers not going on the field
- Prioritizing CRM task management above sales results
- Sales managers competing with their own people, for the commission, glory or due to mistrust
- Sales managers with a hero complex deflating sales people
- Having the same person head up sales and operations
- A one-size-fits-all approach to talent management
- Asking farmers and engineers to pick up a weapon and become sales hunters
- Leadership turning a blind eye to perennial underperformers
- Counterproductive compensation plans, an anti-sales culture
- High ego senior executives who deflate the sales team by micromanaging and behaving inappropriately
- High vision successful leaders (born entrepreneurs) who don’t realize that their teams require more direction
- Sales managers not mentoring and coaching on selling skills
- Sales people being perceived as nothing more than vendors or commodity sellers
Some mistakes of sales managers:
- Lack of focus on goals and results
- Not publishing sales reports
- Sales managers not regularly reviewing results with members of the sales team
- Burying the sales manager with other responsibilities
- Sales managers not going on the field
- Prioritizing CRM task management above sales results
- Sales managers competing with their own people, for the commission, glory or due to mistrust
- Sales managers with a hero complex deflating sales people
- Having the same person head up sales and operations
- A one-size-fits-all approach to talent management
- Asking farmers and engineers to pick up a weapon and become sales hunters
- Leadership turning a blind eye to perennial underperformers
- Counterproductive compensation plans, an anti-sales culture
- High ego senior executives who deflate the sales team by micromanaging and behaving inappropriately
- High vision successful leaders (born entrepreneurs) who don’t realize that their teams require more direction
- Sales managers not mentoring and coaching on selling skills
- Sales people being perceived as nothing more than vendors or commodity sellers
June 2, 2018
This is the book every sales manager has to read.
It contains all the basic issues concerning the latest way to manage and lead sales.
I found out the most clear explanation about the sales manager main responsabilities and functions: how to lead sales, how to manage the talent and the way to improve the sales process.
The lack of healthy sales culture is a common problem in companies and has much to do with the results.
And something needs to be done in order to achieve sales managers absolutly focused on increasing revenues. Being selfish with time is a duty for the sales manager. So it is the unique way to lead and support the team, give them the arms to connect the customer needs with the services, and drive their activity focus on objetives and meassurable results.
To enlarge common sense against the day by day irracionality.
Practical at all.
It contains all the basic issues concerning the latest way to manage and lead sales.
I found out the most clear explanation about the sales manager main responsabilities and functions: how to lead sales, how to manage the talent and the way to improve the sales process.
The lack of healthy sales culture is a common problem in companies and has much to do with the results.
And something needs to be done in order to achieve sales managers absolutly focused on increasing revenues. Being selfish with time is a duty for the sales manager. So it is the unique way to lead and support the team, give them the arms to connect the customer needs with the services, and drive their activity focus on objetives and meassurable results.
To enlarge common sense against the day by day irracionality.
Practical at all.
August 26, 2023
I absolutely loved this book since the first pages.
I like Mike's style and candor. He is being very straightforward with the information he gives on sales and sales leadership without excusing himself, and gives you the hard truth about things. I was really challenging myself to read as slow as possible as I didn't want this book to end - it was quite short.
The book is divided into 2 parts; (1) common mistakes and behaviour in sales leadership and (2) practical advice on how to be a good sales manager.
I would have loved the book to go into more details and provide with more examples and situations with difficult sales situation and leadership conundrums.
This is a useful and a must read book for any sales profesional, from an SDR to a VP Sales and I would definitely come back to it in the future.
I like Mike's style and candor. He is being very straightforward with the information he gives on sales and sales leadership without excusing himself, and gives you the hard truth about things. I was really challenging myself to read as slow as possible as I didn't want this book to end - it was quite short.
The book is divided into 2 parts; (1) common mistakes and behaviour in sales leadership and (2) practical advice on how to be a good sales manager.
I would have loved the book to go into more details and provide with more examples and situations with difficult sales situation and leadership conundrums.
This is a useful and a must read book for any sales profesional, from an SDR to a VP Sales and I would definitely come back to it in the future.
November 18, 2022
[Se lo recomiendo…] Cuando un libro te invita a subrayar sus páginas y dar pausas a la lectura para interiorizar el conocimiento, es un buen libro. De manera concisa, el autor nos enseña cómo gerenciar bien el equipo de ventas. Me ha aclarado ciertos puntos, y con otros he corroborado que yo iba por el camino correcto. Los capítulos parecen pastillas de distintos temas que enriquecen este hermoso arte de vender. Abundan muchos libros de ventas directas, pero este abordar la gerencia del equipo de ventas.
Estéticamente, la editorial Haper Collins edita libros feos; pero siempre me han sorprendido con la calidad y riqueza del contenido de estos.
«Este es indiscutiblemente el mejor libro que se haya escrito jamás acerca de gerencia de ventas», dice Jeb Blount, y quizá tenga razón.
Estéticamente, la editorial Haper Collins edita libros feos; pero siempre me han sorprendido con la calidad y riqueza del contenido de estos.
«Este es indiscutiblemente el mejor libro que se haya escrito jamás acerca de gerencia de ventas», dice Jeb Blount, y quizá tenga razón.
April 4, 2019
I just started a new job in sales operations; I manage the metrics and reporting behind the sales efforts. This is my first time working so closely with salespeople and selling efforts. This short, brisk, clear book was invaluable in helping me understand the mindset of the salespeople I support as well as my boss, the sales manager. It helped me appreciate the things the team was doing well before I got there and spot opportunities that we could collectively take advantage of. I shared some sections with the project manager who reports to me. If you are looking to orient yourself to sales, you would do well to put this book high on your list.
August 10, 2024
I am not in sales but this book provided great insights into to sales and beyond. Firstly, I understand sales much better now. Second, the straightforward sales approach can be applied to other departments. In sales, sales matter the most. In my project management department success is more difficult to track, however, Weinberg’s strategy can be applied to all departments: 1. Culture 2. Role 3. Person - in that order. Setting your team up for success, is the most important part. How you decide to track success is another - Weinberg recommends not to track activity but output. “You were not hired to do the work; you were put in your position to produce results”.
While I liked the writing style and personal stories, I wished more frameworks / theories would have been discussed.
While I liked the writing style and personal stories, I wished more frameworks / theories would have been discussed.
February 10, 2020
I believe this is a book that all sales mangers should read. It’s not going to be all new information, but the bold and ‘in your face’ way that Mike communicates is probably what you need to change the way you’re doing things. There are dozens of questions in this book to ask yourself and ask your sales team. Mike creates a very simple and clear picture of what a sales manager and sales team should and shouldn’t be doing. If you are a CEO, give this book to your sales leaders. This will get you on track.
December 29, 2020
the straight truth of getting results or what DO NOT DO if you want your sales team succeed and make you money as a manager as well!! I loved the book! I truly recommend to read! It's a great book for current sales managers and sales people planning to step up in their career. Also read it, if you are a sales associate who has doubts about your company and the ways of the things its managers run. All listed mistakes in the book were practically used by my former upper management. Literally, this book helped me to see clear through the reality. I should of write a letter to the author of saying Thank you!
July 8, 2023
Kendisi başarılı bir satışcı. Genel iş dünyası okumaları çerçevesinde dinlediğim bir eser. Küçük girişimci olarak, biraz da iş alanımla ilgili bana çok büyük katkı sağlayan bir eser olduğunu söyleyemeyeceğim. Satış/satış psikolojisi, nasıl bağlantı kurmalı, ilişkiyi nasıl devam ettirmeli, toplantılarda nelere dikkat etmeli vs. üzerine faydalı tipler var. Ama yine üç sayfa check-listin anılarla kitap haline getirilmiş şekli. Daha kurumsal büyük satış timleri belki daha çok faydalanabilir bilemiycem.
September 3, 2017
Great, simple and sound advice
I read the book in two breaks. Very easy reading.
I have been in sales for 17 years and the approach that the author has to the sales management process is pretty clear and helpful for the new sales manager and for the seasoned one, it helps to regain focus in the essentials. Like other great author says, it is always great to sharpen the saw. Sales Management. Simplified is a great sharpening tool.
I read the book in two breaks. Very easy reading.
I have been in sales for 17 years and the approach that the author has to the sales management process is pretty clear and helpful for the new sales manager and for the seasoned one, it helps to regain focus in the essentials. Like other great author says, it is always great to sharpen the saw. Sales Management. Simplified is a great sharpening tool.
July 1, 2018
This book was recommended to me by a newly minted sales manager and friend. As I work at a small business, wearing all Sales hats, this book helped me to compartmentalization and prioritize my efforts in order to set achievable goals, but also helped me
identify those thing in my organization which are counter to sales, and potentially improve them. A succinct, brutally honest, straight-shot of a book, that is useful for any sales professional.
identify those thing in my organization which are counter to sales, and potentially improve them. A succinct, brutally honest, straight-shot of a book, that is useful for any sales professional.
January 2, 2020
Mike Weinberg gets it. It is really that simple. He does a fantastic job of setting the stage for why so many sales teams are dysfunctional and then gives clear, thought out recommendations on how to change that course immediately. He gives you the tools to lay a foundation for success. This is a fun read that is packed with knowledge... a lot of it you know and have not, for whatever reason, implemented. Strongly recommend.
June 28, 2021
"As goes the leader, so goes the team."
Excellent read! I shotgunned this audiobook on the 8-hour drive up I-95 from Richmond to NYC. It kept me alert and excited. Filled with anecdotes and straight truth, it was the shot in the arm I needed. Its the stories that make this book work.
A few more juicy takeaways:
-Are you a hero of a hero maker?
-Everything flows from the Culture.
=The best sales managers guard their calendar like their oxygen supply
Excellent read! I shotgunned this audiobook on the 8-hour drive up I-95 from Richmond to NYC. It kept me alert and excited. Filled with anecdotes and straight truth, it was the shot in the arm I needed. Its the stories that make this book work.
A few more juicy takeaways:
-Are you a hero of a hero maker?
-Everything flows from the Culture.
=The best sales managers guard their calendar like their oxygen supply
September 12, 2021
Empowering Sales Managers and Aspiring Sales Managers
Mike breaks the profession down on an easily digestible format that sets the record straight and then tells you how to be effective in your job. This isn’t the typical sales book where you get the warm and fuzzies and go back to your job happier but even more aloof than before…
No, this is a fist in the face, habit breaking wake up call. Should be mandatory for every sales manager in the profession.
Mike breaks the profession down on an easily digestible format that sets the record straight and then tells you how to be effective in your job. This isn’t the typical sales book where you get the warm and fuzzies and go back to your job happier but even more aloof than before…
No, this is a fist in the face, habit breaking wake up call. Should be mandatory for every sales manager in the profession.
November 3, 2023
I found this book extremely useful for any sales leader wondering how to make their team perform better. It is indeed full of practical tips on managing daily or weekly or monthly one to one meetings, Sales meetings with the team etc and confirms the one great truth in Sales: Sales is a job where only results count, the rest doesn't even need to be taken into consideration and only distracts you from the final goal
March 30, 2024
Great book. First half has you nodding your head in agreement and second half has you nodding your head in learning.
My rating system is as follows:
1 - Stopped reading before completing as didn't intrigue me enough (therefore rating incomplete)
2 - Completed reading but did not enjoy
3 - Enjoyed but not enough to want to keep on bookshelf
4 - Enjoyed and want to keep on bookshelf
5 - I'm actively telling people how great this book is!
My rating system is as follows:
1 - Stopped reading before completing as didn't intrigue me enough (therefore rating incomplete)
2 - Completed reading but did not enjoy
3 - Enjoyed but not enough to want to keep on bookshelf
4 - Enjoyed and want to keep on bookshelf
5 - I'm actively telling people how great this book is!
October 6, 2018
First business book worth posting this year. Was hesitant to read such a buzz feed title as “simplified”, but the book highlighted the magic of ridealongs, 1-1s, and going with your gut. The book accomplished what great sales books do: offer a digestible 101 to newbies and a 401 to veterans. I got a bit of each.
August 2, 2019
Found particularly interesting how to improve meetings, where to spend most time, interview questions and how to track performance and run better review meetings. Do’s and don’ts in real time. I am a young want to eventually be manager and this book helped paint a great picture inside the life of a manager, and specifically a very good one!
This entire review has been hidden because of spoilers.
November 16, 2019
WIIFM: Practical advises like a Sr. Colleague sitting next to you would offer. We
My take away:Goal focused management, B-plan, Interviewing tips,1:1 meetings importance,managers on field with Sales rep, agenda items for team meetings
These are basic but powerful stuff that managers forget in daily routine.
My take away:Goal focused management, B-plan, Interviewing tips,1:1 meetings importance,managers on field with Sales rep, agenda items for team meetings
These are basic but powerful stuff that managers forget in daily routine.
May 23, 2020
Mike Weinberg is incredible. He breaks down the steps to doing the job properly and shares his wisdom in a style that is very relatable.
I listened to this book on Audible and the author reading it really adds to the presentation as well.
Can't recommend this book enough to those looking for assistance leading a sales team.
I listened to this book on Audible and the author reading it really adds to the presentation as well.
Can't recommend this book enough to those looking for assistance leading a sales team.
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