ProActive Sales Management

How to Lead, Motivate, and Stay Ahead of the Game

 ProActive Sales Management

Author: William "Skip" Miller
Pub Date: July 2009
Print Edition: $24.95
Print ISBN: 9780814414569
Page Count: 256
Format: Hardback
Edition: Second Edition
e-Book ISBN: 9780814414576

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Table of Contents




Chapter 1 ProActive Sales Manager—Defining the

New Breed of Sales Manager

What Is the Actual Role of the Sales Manager?

What Makes a Successful Salesperson?

What Makes a Successful Sales Manager?

What Are the Similarities Between the Two Skills?

What Tasks Does the Sales Manager Perform on a

Day-to-Day Basis?

What Expectations Are Placed on the Sales


Manage the Process, Not Just the People

The First Tool—Think Three to Six Months into

the Future

The Second Tool—Be ProActive

The Third Tool—Develop Objectives—M2O/t

The Fourth Tool—Call for Help

The Fifth Tool—Have Your People Effectively

Manage Themselves

How Do I Know Whether I Am an Effective


Grenade Walls

Two Rules of Leadership

Creating a Sales Culture Is Job

Chapter 2 Sales Cultures and the Ability to

Communicate Them

The Pygmalion Effect

Thinking ProActively—Thinking in the Future

Current Sales Culture

Current Company Culture

Sales Team Culture Nine to Twelve Months Out

Creating the Culture ProActively and

Implementing It

Rule 1: Be the Future

Rule 2: Think Culture Before Tactics

Rule 3: Go Backward

Rule 4: Create and Communicate Your M2O/t’s

Rule 5: The Value Pyramids—Advanced

FutureVision Workshop

You Can’t Ride the Bus

Chapter 3 Manage the Right Things—Time and


Managing Time

Maximize and Invest

The Sales Manager 80/20 Rule

Managing the A Players

Show Me the Money—An Insurance Policy

Planning—Focus on Tomorrow; Today Is Over


Measure It—Setting Measurable Objectives That


Revenue Numbers Are Reactive

Revenue Numbers Measure the Wrong Thing

Subjective and Objective Measurements

The Skip Miller Sales Management Success




Miller 17

Chapter 4 Finding and Recruiting the Best Sales


How to Interview and Hire the Right Salesperson

the First Time

The Law and the Interview

Questions You Cannot Ask

The Hiring Process

The Three Perspectives

Initial Homework

View Your Current Organization and Culture

Objective Sales Team Culture Assessment

Where to Find the Good Ones

Distribution Channels for Candidates



Prepare for the Interview

Objective and Subjective Measurements

The Interview Process

The A-B-C Interview Process

The Twenty-Minute Interview Process

A Simple But Effective Interview Process:


Interview—Sales Call

Tools for the Sales Interview

Who Closes Whom

Characteristics of a Great Salesperson

ProActive Reference Checks

The Offer That Works 122

The Subjective Interview: The Final Assessment

Celebrate Success: Closing the Deal

Chapter 5 Corrective Action

Starting a Corrective Action Process

The Corrective Action Process


Written Warning

Use of Metrics

Final Written Warning


Termination Guidelines

It’s Not Your Responsibility

Coaching and Counseling Through the Process

Final Thoughts

Chapter 6 ProActive Management Skills

Coaching and Counseling: How to Be a Master

Communicator in Any Organization

Coaching and Counseling

The Coaching/Counseling Wheel

The Coaching Sales Call

The Coaching Call

The Joint Sales Call

The Unexpected Sales Call

Focus on the A Players

Coaching and Counseling Your Boss Effectively

Motivation—Know Why People Do What They Do

and Be One Step Ahead


Reward and Recognition

Learn-and-Grow Challenges

Motivational Direction

Using Technology to Communicate

Chapter 7 If You Can’t Measure It, Why Do It?

Track the Maybes

Keep the Insurance

Manage to One Sheet of Paper: The 30-60-90 Report

30-60-90 Rules

The 30-60-90 Report

Effective Reports in Ten Minutes a Week

Getting Reports in on Time

What Kind of a Manager Are You?

Expense Management

Chapter 8 Territory Planning, Compensation, and


Strategically Deploying the Sales Team

The ProActive Sales Matrix

Dead Zone

Maintain Zone

Red Zone


Strategic vs. Tactical Compensation

ProActive Compensation Guidelines

Compensation and Territory Timing

The Law of Compensation Plan Timing

The Revenue Curve

Stack Rankings

Sales Training

The Five Sales Competencies

Create Leverage—Rewards and Praise

Stay Focused or Pay Free Money

Chapter 9 Sales Meetings

When and How to Have Successful Sales Meetings

Agenda Planning

Time Planning

Content Planning

Optional Meetings

Chapter 10 Create the ProActive Action Plan

The Coaching Wall of Principles

Setting Goals and Making Them Work

Short-Term vs. Long-Term Goals

Measurable Goals


Go and Make a Difference

The A-B-C Bell Curve Applies to Managers as


The Support Structure Back at the Office

Chapter 11 The Technology of Sales

Decreasing Order Time

Increasing the Salesperson’s Ability to Sell

Increasing Breadth and Depth

The New Process

The New Dashboard

Getting Things Done in a Team Sell

Getting Things Done with Your Customers

Discipline and the Will to Change


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