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booktag: tips

Steven Rosen

52 Sales Management Tips is written for sales managers who struggle within a corporate environment that doesn’t always support them or their development needs. Whether you are a sales executive, senior sales leader or a new, experienced or aspiring sales manager I’m confident you will find this book to be a valuable guide to consult whenever you are experiencing problems.

Front line sales managers are facing unprecedented change. Managers are dealing with increased demands to do more with less and are still expected to drive sales performance. With little support from the next-line of sales management and a lack of relevant courses and ongoing development you may feel stretched to the limit.
Overworked and under-supported front line sales managers are desperately looking for resources to improve their performance. This book was written for sales managers who understand the need to develop themselves. They have figured out that they must take charge of their own success.
Steven Rosen has distilled over 20 years of my sales management, sales executive and sales executive coaching insights into one simple reference guide. He is always amazed at the positive reaction he continually receive when he shares these tips with the sales leaders that he coaches. Once you begin, you will immediately begin to benefit from his experience coaching mediocre managers into “star sales leaders.” You, yourself will become a sales leader to follow.

Wally Hauck

The aim of this book is to compel leaders to replace their typical performance appraisal methods with one more closely aligned with systems thinking. In addition, the aim is to replace it with one that actually achieves the desired outcomes of increasing individual development, improving communication between employees, implementing organizational strategies, and improving organizational performance. The motivation to replace the typical performance appraisal methods is achieved by clearly articulating four essential steps. First, the book clearly demonstrates the folly of using the typical performance appraisal. It provides compelling evidence of its inability to achieve the intended outcomes. Most leaders who use the typical appraisal process are already convinced of this. Second, the book explains how we have all been misled (with the best of intentions) to adopt a flawed paradigm that sustains (justifies) the use of the typical appraisal. Third, it describes a more effective leadership paradigm (systems thinking and Dr. W. Edward Deming’s System of Profound Knowledge) which is based on a set of assumptions consistent with systems thinking. Finally, Wally Hauck’s book provides a replacement for the typical performance appraisal (aligned with the more effective paradigm) which enables leaders to address the daunting contemporary challenges that keep them awake at night.