Sell it in English 13/2020 (november-january)

Sales Pro Magazine no. 13/2020 - How to be a manager employees don't want to leave

How to be a manager employees don't want to leave

As most of you probably have noticed, the magazine you’re holding in your hands right now has undergone a transformation – starting with the title, through obvious visual changes, to more managerial stuff inside. We believe, that as “Sales Pro Magazine” we will better meet your need for specific, reliable information on sales and team management and on the most effective sales techniques at the same time. What have we prepared for you in this issue?

To be a boss whom employees do not leave, even if other companies tempt them with better salaries and other benefits - is a dream of many managers. Easier said than done? For sure. The good news is that this is an attainable goal. The bad news is that it will require a lot of work, persistence and consistency in action, and, what is perhaps the most difficult thing, understanding and accepting that not every decision you undertake is good and that sometimes employees and other outsiders know more than you do. What is the ideal boss pattern? In the article “Manager from Sèvres” (our Featured Article), Tomasz Gordon proposes his original model relating to individual areas of competence.

Agnieszka Günther-Jabłońska and Arleta Babska, on the other hand, suggest how to be a good leader of the workers’ herd, especially in such uncertain times as those in which we live today. The term “herd” is not accidental here - the authors point to clear relationships between attachment patterns that result, inter alia from biology, and the boss-employee relationship. The conclusions are very interesting!

I also highly recommend the article by Ben Taylor “How to build trust when selling virtually”, in which the author tries to explain how the coronavirus outbreak has changed the dynamics of trust building, what is a swift trust theory and how can it be useful in sales, and if the role-based interaction leads to more rapid development of trust than person-based interaction.

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Articles

no. 13/2020

The manager from Sèvres

The manager from Sèvres
  • What is the ideal example of a boss?
  • How can you be a manager employees never want to leave?
  • What are the most serious mistakes you should avoid?
Read more
no. 13/2020

The manager as a herd leader in an age of uncertainty

The manager as a herd leader in an age of uncertainty
  • What do patterns of attachment have to do with the manager-employee relationship?
  • What styles of attachment do we distinguish?
  • In the current situation of uncertainty and crisis, how can a manager react when they notice employee anxiety?
Read more
no. 13/2020

Mapping sales competencies in a team

Mapping sales competencies in a team
  • Some salespeople’s plans always seem to work out. How do they do it?
  • How can we judge the strength of our team?
  • Is there a universal formula for the perfect salesperson?
Read more
no. 13/2020

How to talk to clients about extending the contract for another year

How to talk to clients about extending the contract for another year
  • Why are business conversations like dancing?
  • Who should lead in this dance?
  • How can you increase the chances of mutual success?
Read more
no. 13/2020

The ten most common errors in benchmark analyses

The ten most common errors in benchmark analyses
  • What does the benchmarking process consist of?
  • What kinds of benchmarking are there (depending on the relationship with the reference company)?
  • What mistakes can be made when using benchmarking, and what are the risks?
Read more
On-line only no. 13/2020

Dynamically digital

Dynamically digital

A shifting technological landscape requires finance professionals to continually adapt and extend their skills

Read more
On-line only no. 13/2020

The missing link

The missing link

By joining the project team from the start, finance professionals can be the super-connector, helping to close the widening infrastructure gap.

Read more
On-line only no. 13/2020

Part of the solution

Part of the solution

Recent high-profile company failings around the world have led to recommendations for changes to improve audit quality.

Read more
On-line only no. 13/2020

A perfect storm

A perfect storm

App attacks, cryptojacking, ping of death (the send­ing of a malicious ping to a computer), zero-day vulnerabilities – the A-Z of cybersecurity threats is constantly growing. New menaces emerge almost daily, the number of attacks is increasing, and no individual or organisation is invulnerable. ‘It is no longer a case of if you will be attacked, but when,’ says Geraldine Magarey, thought leadership...

Read more
no. 13/2020

Grab the client's attention

Grab the client's attention
  • How to get the client to listen to you despite all distractors?
  • Why it is so important for a salesperson to think outside the box?
  • Why it is not only WHAT you say, but HOW you say it, that matter?
Read more
no. 13/2020

Do as you think

Do as you think
  • Are there ‘bad’ beliefs?
  • How do beliefs affect the way the sales manager manages the team?
  • What are the most common beliefs among sales leaders?
Read more
no. 13/2020

What salespeople think about social selling (and why it's not true)

What salespeople think about social selling (and why it's not true)
  • What are the most common objections to social selling among salespeople?
  • Why the sales and marketing departments should join forces at the initial stages of the client’s purchase path?
  • How to implement a social selling program at your company?
Read more
no. 13/2020

Online training ‑ don't throw your money away

Online training - don't throw your money away
  • How to choose online training that will meet all your needs?
  • What type of an online training should you choose?
  • How can you get the most from your participation in online events?
Read more
no. 13/2020

Presenting online isn't virtual selling

Presenting online isn't virtual selling
  • Why virtual selling and presenting in a collaborative web platform aren’t the same thing?
  • What are the biggest mistakes salespeople make when trying to sell virtually?
  • Does being memorable equate to being meaningful?
Read more
Open access no. 13/2020

How to build trust when selling virtually

How to build trust when selling virtually
  • How has the coronavirus outbreak changed the dynamics of trust building forever?
  • What is a swift trust theory?
  • Do the role-based interaction lead to more rapid development of trust than person-based interaction?
Read more
no. 13/2020

Client relationships in the pandemic era

Client relationships in the pandemic era
  • Which four areas should a team leader take care of first?
  • How can you help your team manage client relationships in the pandemic era?
  • How can you communicate effectively with your team and clients in this particularly demanding time?
Read more
no. 13/2020

Working remotely ‑ good practices

Working remotely - good practices
  • Why it’s worth concluding social contracts with employees about remote work and what they should include?
  • How to create an effective online meeting schedule for a remote team?
  • What to avoid during online meetings?
Read more
no. 13/2020

How to develop trust in the manager ‑ employee relationship

How to develop trust in the manager - employee relationship
  • What does and does not constitute trust in a manger-employee relationship?
  • What makes it difficult to build trust in a team?
  • How can we develop trust in the manager-employee relationship?
Read more
no. 13/2020

How to shift salespeople from direct contact to phone ‑ based sales

How to shift salespeople from direct contact to phone - based sales
  • What a manager should do to make it easier for salespeople to sell remotely?
  • How to set sales targets during a pandemic?
  • What advice we should give employees for working remotely?
Read more

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