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Index
How to Hire and Develop Your Next Top Performer: The Qualities That Make Salespeople Great, Second Edition
Copyright Page
Dedication
Contents
Preface
Acknowledgments
A New Introduction
Part 1 The Sales Enigma
Chapter 1 The Opportunity and the Challenge
Chapter 2 So Why the Revolving Door?
Part 2 What It Takes To Succeed in Sales
Chapter 3 The Motivation to Succeed
Chapter 4 Empathy: The Guidance System
Chapter 5 Ego-Drive: The Motivational Force
Chapter 6 Ego-Strength: The Key to Resilience
Chapter 7 Integrating the Dynamics for Success
Chapter 8 Other Personality Qualities and the Job Match
Part 3 Job Matching
Chapter 9 Understanding the Sales Job
Chapter 10 Hunters and Farmers
Chapter 11 From Transactional to Consultative
Chapter 12 Job Matching: The Bottom Line
Part 4 Selecting and Hiring Top Talent
Chapter 13 Your Top Performers Are Your Blueprint for Success
Chapter 14 Recruiting Productive Talent
Chapter 15 Screening Out the Inappropriate
Chapter 16 Psychological Testing: Gaining Objective Insights
Chapter 17 The In-Depth Interview
Chapter 18 The Final Decision
Part 5 Building A Winning Sales Team
Chapter 19 A Winning Team Starts with the Manager
Chapter 20 Getting New Employees Up to Speed Faster
Chapter 21 Sales and Sports: The Psychological Connection
Chapter 22 The Psychology of “A” Players
Chapter 23 The Marginal Producer
Chapter 24 Coaching: How Much Can You Help Someone Improve?
Chapter 25 Learning and Development
Chapter 26 Compensating to Achieve Results
Chapter 27 What Team Building Really Means
Part 6 The Sales Manager
Chapter 28 Why the Best Salespeople Often Don’t Become Great Managers
Chapter 29 Managers or Leaders?
Part 7 The Successful Salesperson in Today’s World
Chapter 30 The Global Salesperson: What Does It Take to Compete In the New Reality?
Chapter 31 It’s All About Motivation
How to Discover Your Own Defining Qualities
Index
Footnote
ch12
Fn1
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