Sales and Sales Management Blog

October 21, 2010

Book Review: Turbulent Times Leadership For Sales Managers


Author Tom Connellan contends that firstborns tend to be high performers—much more so than their later born siblings.  That success stems directly from their birth order as firstborns (and, of course, those who are the only child in a family) are treated differently by their parents. 

According to Connellan parents of firstborns have Positive Expectations of the firstborn.  “They are the ones who {expected} to become the all-star quarterback, the president of the senior class, the captain of the cheerleading squad,” he says.

In addition, parents give firstborns more Responsibility and Accountability.  Firstborns are not only given more responsibility, they’re given it at an earlier age than their peers.  In addition, their parents hold them more accountable for their actions and behaviors than their later born brothers and sisters.

Finally, argues Connellan, firstborns get more Feedback from their parents.  Their parents, friends and family give them more positive attention, more encouragement, and praise.

These three elements of raising the firstborn that are lacking in rearing of later born children are the major factors Connellan identifies as the catalysts of the success firstborns enjoy in far greater numbers than later children.

In Turbulent Times Leadership For Sales Managers: How The Very Best Boost Sales (Peak Performance Press:  2010), Connellan argues that adopting these three basic elements of success building and applying them to the members of the sales team by sales managers is the key to creating and maintaining top sales teams.

Turbulent Times Leadership For Sales Managers is a simple, short but highly practical book whose lessons can be applied immediately and with positive effect.  Although it can easily be read in a single sitting, application demands care and forethought. 

Connellan spends almost half of the book discussing the various types of feedback—he identifies three types: Motivational, Informational, and Developmental–and how to use them with a very strong emphasis on using positive feedback in its various forms rather than negative feedback (at least a 3 to 1 ratio, even more is better, he says).

The other two factors, expectations and responsibility/accountability are dealt with relatively quickly.

Although Connellan spends a great amount of time emphasizing the positive, the book isn’t an advocate of mushy, gloss over the negative management.  Part of the last chapter on how to put all three principles together is devoted to discussing the need to be tough, including setting tough goals.

Turbulent Times Leadership For Sales Managers focuses on the central issue of getting the best out of salespeople—changing their behavior.  Over and over again Connellan stresses that behavior change is what the three elements he focuses on are all about. 

If you have salespeople whose performance is lacking, pick up a copy of Turbulent Times Leadership For Sales Managers.  Better yet, pick up a copy for each of your sales managers—and then help them change their behavior so they can help their sales team members change their’s.

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1 Comment »

  1. […] This post was mentioned on Twitter by True Small Business, Paul McCord and GoodSelling, Sales Fun. Sales Fun said: #Sales Book Review: Turbulent Times Leadership For Sales Managers http://bit.ly/9Bun8e / by @paul_mccord […]

    Pingback by Tweets that mention Book Review: Turbulent Times Leadership For Sales Managers « Sales and Sales Management Blog -- Topsy.com — October 21, 2010 @ 2:41 pm | Reply


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