The Sales Manager's Success Manual by Wayne M. Thomas

Many books on sales management focus on the more obvious responsibilities of sales managers such as recruitment and sales forecasting. Though Wayne Thomas includes these topics in his book, he also writes about the other factors that can help or hinder a sales manager's success such as competition, customers, market conditions, and relationships with C-level executives. He is candid about the fact that many sales managers do not present their sales plans effectively. "Sales executives are not famous for mastering the kind of detail that their colleagues in marketing use to nail their points. . . Rather CEO's know sales managers as likely to present anecdotal evidence supported by very little research." Mr. Thomas asks sales managers to look at sales through the eyes of a CEO and a CFO - very good advice.

The Secrets of Great Sales Managementby Robert A. Simpkins

Technology has changed the way all of us do the routine things in life like planning a vacation and shopping for clothes. It has also altered the way customers purchase: they now have the ability to search out suppliers all over the globe. Robert Simpkins writes about how technology has contributed to fewer levels of management and how, because of this, a modern day sales manager must think more strategically to be successful. Having a plan is the first step in being a more strategic thinker. "Without a plan you are left with only a vague concept of past tactics, a desire to do better, and uneasiness about your ability to succeed." Mr. Simpkins also touches on the tried and true basics such as compensation, performance measurement, and coaching. No sales manager can ever know enough about those topics and it's always good to consider another's point of view.

Welcome to Sales Management: The First 90 Days and Beyond. An Operating Guide for New Sales Managers by Mark White

We have all been promoted, switched jobs, accepted a new position for which we've never been formally trained, or found ourselves in a rut with a job we've held for a while. Mark White's book is a good one to read for any sales manager in any of those scenarios. The book is divided into three main parts. In Part I he discusses the sales management process and the initial actions that need to be taken during the early phase of accepting a new position. Part II outlines the unique skills needed to be successful in the role such as team building. Part III looks at the idea of launching a career as a sales manager as opposed to just performing the tasks - with the creation of an action plan forming the cornerstone of that effort. Great for a new sales manager and a solid review for an experienced sales manager who has forgotten some of the anxiety, energy and creativity they brought to their first sales management position.

Have an enjoyable summer.