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Seven Habits of Highly Defective Sales Managers
Written by: Barry MaherArticle Overview: While the best sales managers cover virtually every personality type imaginable, the worst--the very worst--seem to have a number of characteristics in common.
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Seven Habits of Highly Defective Sales Managers
As a consultant, a speaker and a trainer, I’ve hired, trained and worked with sales managers at every level. The best of them have taught me much of whatever it is I know about sales management. The worst have also been a learning experience. But while the best sales managers cover virtually every personality type imaginable, the worst--the very worst--seem to have a number of characteristics in common. With apologies to Steven Covey, I offer this completely unscientific compilation of those traits, “The Seven Habits of Highly Defective Managers.”
1) They rely on other people for their thinking. Whatever the idea of the moment happens to be, that’s what they believe. They’re not only up on all the latest clichés and buzzwords, they pride themselves on it.
2) No matter how much they may prattle on about openness, inclusiveness, innovative thinking and tolerance, they insist upon conformity. And obedience.
3) Like a cheap politician, they never miss an opportunity to talk about their leadership skills, figuring that if they proclaim that they’re leaders frequently enough, someone might actually follow them. True leadership, on the other hand, means never have to tell someone you’re a leader.
4) They believe their own BS. Or desperately try to.
5) They’d take credit for the sunrise, if they thought they could get anyone to believe it. They’re certain they’re responsible for anything their people might accomplish--though failures, mistakes and screw-ups are obviously someone else’s fault.
6) They’re sure their own successes are the result of their superiority and/or their favor in the eyes of God. Other people are lucky, started with silver spoons hanging out of various orifices, or just butt kissed their way to the top.
7) On the subject of butts, in spite of all their constant claims to the contrary, their actions are guided by the one overriding commandment of their universe: To Thine Own Butt Be True. They cover theirs, whatever the cost. Though the cost is usually born by someone else.
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Copyright 2006, Barry Maher, Barry Maher & Associates
This article is adapted from "Filling the Glass: The
Skeptic's Guide to Positive Thinking in Business," which
has just been cited by Today's Librarian as "[One of] The
Seven Essential Popular Business Books." Barry Maher
consults, speaks and writes on sales, management and
employee and customer motivation. Contact him and/or sign
up for his free email newsletter at www.barrymaher.com.
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About the Author: Barry Maher RSS for Barry's articles - Visit Barry's website Barry Maher is a leading writer, speaker, trainer and motivator on sales, leadership, management and communication. He's appeared on the Today Show, NBC Nightly News, MSNBC and is frequently featured in publications like USA Today, The New York Times, The Wall Street Journal, the London Times and Business Week. Selling Power magazine declared, "To his powerful and famous clients, Barry Maher is simply the best sales trainer in the business." His client list includes ABC, AT&T, Budget Rent a Car, Blue Cross, Fox Cable Television, Johnson & Johnson, Merck, the National Lottery of Ireland, Verizon and innumerable smaller companies and associations. A keynote speaker and a workshop leader, Maher is also the author of "Filling the Glass," which was cited by Today's Librarian magazine as "[One of] The Seven Essential Popular Business Books. His other books include "No Lie: Truth Is the Ultimate Sales Tool," "The Prentice Hall Marketing Yearbook," the niche book "Getting the Most from Your Yellow Pages Advertising" and even the cult classic fantasy novel, "Legend." Contact him and or sign up for his free newsletter at www.barrymaher.com. Click here to visit Barry's website Selling and Closing Using Product Negatives Developing a Sales Compensation Plan in Tough Times Why Do I Charge So Much Because I Can Motivating with Value Not Price Selling as an Expert Witness Making the Skeleton Dance Bragging about the Negatives |
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