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Sales a Strategic Boardroom Issue
Long the corporate stepchild, sales has largely been ignored by academics and many executives. However in increasingly competitive markets and increasingly sophisticated buyers a top notch sales force is no longer a nice to have but a must have. Farsighted executives are taking an increasingly critical look at their sales forces and asking searching questions about the ROI they are receiving from this significant investment.

Other management view Related Articles

What Makes a Great Sales Manager?
Sales management is one of the most challenging balancing acts in all the business world. Good sales management is worth its weight in gold. To fully view the valuable products of good sales management, one must go beyond the high gross figures and stout net profits being rung up at the register.

Training Employees: Stop Wasting Your Money
You send your people on expensive training courses. Yet your business performance does not seem to improve. Your problem may lie in how you look at training. This article considers two popular views of how training works. Hold the outdated view and you will continue to lose money on training. Act on the enlightened view and your business and people will prosper. Which view do you hold?
Time Management & Productivity: Can You Really Manage Time?
Time Management is an oxymoron. We can't manage time. Time moves at a relentless, constant pace. Productivity and time are closely related. If time can't be managed, how do we increase productivity? This article offers a radically different view of "time management".
Management and Mentoring with Unconditional Positive Regard
This article is the first of a series of three covering the core conditions model developed by Carl Rogers and its application to Management and Mentoring. These core conditions were developed for use in Person Centred Counselling Psychotherapy and from my experience have great relevance to Management in general and my Mentoring practice in particular. Carl Rogers’ view was that everyone should be judged positively no matter what (and I mean no matter who they are or what they have done). Rogers described it as “Unconditional Positive Regard” or UPR for short. The Rogerian view is that everyone is born with a positive approach but held back by externally imposed “Conditions of Worth”.

Manage your time, balance your life!
Some people view time management as a list of rules that involves scheduling of appointments, goal settings, thorough planning, creating things to do lists and prioritizing. These are the core basics of time management that should be understood to develop an efficient personal time management skill.
10 Steps to More Effective Time Management
The workaholic view of time management enables the addition of new clients, catching up on your to-do list; finishing back reading and learning about new developments in your industry. Properly viewed, however, time management lets you work productively so you can spend more time with your family and other things you enjoy. This article provides 10 steps to help you do so.
How to Manage Change - 8 Guiding Principles From John Kotter
There are many theories about how to manage change. Many come from change management guru, John Kotter, a professor at Harvard Business School. Kotter introduced his eight-step change process in his 1995 book,"Leading Change." There are many aspects to Kotter's 8 principles of how to manage change that resonate with, and are totally consistent with, the holistic and wide view perspective of a programme based approach to change management...
10 Key Problem Solving Tips For Managers
We all have problems to solve in the management we do. Our roles evolve to overcome the problems and move forward. Yet if we make some changes in how we view problems, they might just go away...

Performance Management - Balancing the Rear-view Mirror
A strategically balanced performance management plan is a key component of effective sales management. The most successful approach is one in which we "balance the rear-view mirror... that is, an approach that consists of analyzing past activities and results as well as taking preemptive action steps and strategies that can impact future results.

Bridging We-They Gaps
Ask any group of managers if they view themselves as an elite within their organization, and you can be sure they'll deny it. You'll hear comments such as, "I have an open-door policy" and "I take pride in always being accessible and approachable." And in most cases, these managers will really believe what they are saying. What they don't realize, however, are the many invisible barriers - the "glass doors" - they put in place. Management perks and privileges like parking spaces or special offices create separation. Similarly, employees find it hard to get any sense of partnership or collaboration when their bosses hold exclusive meetings or conferences, hang out in management cliques, use condescending or dehumanizing language, or withhold financial statements or other "confidential" information.
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