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Keith Rosen

Author Profile

Keith Rosen

Biography

Keith Rosen is the executive sales coach that top executives, business owners, and sales professionals call first. As an engaging speaker, Master Coach, and well-known author of many books and articles, Keith is one of the foremost authorities on coaching people to achieve positive change in their attitude and behavior.

ARTICLES BY Keith Rosen

The Seven Types of Managers: Which One Are You?

The Seven Types of Managers: Which One Are You?

Use these seven types of managers as examples to identify the critical competencies necessary to become an effective business leader. Which one best describes you or your boss?

10 Questions That Can Make You a Better Business Communicator

Good communication skills are essential to your business success. Here are 10 questions to ask in order to assess your own communications skills.

Are You Sabotaging Your Own Sales?

Focusing exclusively on meeting sales goals can have a negative effect on the number of sales you close. Build your process and be a more successful salesperson.

Create Voice Mail Messages That Get Propects Calling Back

How do you turn a single voice mail message into the beginning of a successful sales conversation? Here are 8 tips to get the job done.

The Danger of Positioning Yourself as Super Coach and the Power of Being Human. Part Three

People want to be managed by someone they can connect to. Someone who’s real, authentic and yes, human. While they want to look up to you for guidance, advice and mentoring, they also want to feel comfortable knowing that you’re not perfect (yes, as shocking as this may seem) and that you, too, can learn every day how to better even your best. Besides, if we model what is possible for our people; not only what they can aspire to achieve but also how they can be as a person, then think about the message you’re now sending to your team?

Creating Buy In Around Coaching. The Initial Conversation. Dissecting The Template. Part Two

In my last post which you can read here, I shared a template that any manager can use when beginning the process of enrolling or re-enrolling their direct reports in a coaching relationship.Lets dissect the intention behind this template and what each section accomplishes. I’ve broken the template into four distinct sections here.

Experiencing Coaching Resistance? How Managers Can (Re) Introduce Coaching To Your Team That Creates Buy In. Part One

Here is an example of the language any manager can use when beginning the process of enrolling or re-enrolling their direct reports in a coaching relationship.

To Bring or Not To Bring Your Agenda To A Coaching Conversation. THAT Is The Real Question Managers Struggle With

It doesn’t matter where I deliver my management coach training program. Whether it’s in Europe, the U.S., or even during my recent trip to Malaysia and Singapore, there is still some confusion (and even resistance) about when it’s appropriate for the manager to bring their agenda to a coaching conversation and when to park it at the door. I still attest that the most challenging thing for a manager to do (or not to do) when delivering authentic, effective coaching is to detach from the outcome during that conversation and unhook themselves from their own agenda when speaking with someone. While doing this may sound practically impossible to some managers, it is not.

Immediate Release: Keith Rosen Inducted Into the Top Sales Hall of Fame

Some say you are judged by the company you keep. That said, I thought it was worth mentioning a notable achievement, one I’m proud to be a part of. I’m humbled and deeply appreciative to be inducted in the 2010 Top Sales Hall of Fame next to some of the greatest legends in the world of professional selling and leadership. Below is the release that went out. To my clients and readers, thank YOU, for allowing me to contribute to your success. I am forever grateful.

How Managers Position Their Sales Team For A Successful New Year and Enroll Them In Their 2011 Sales Goals

It’s the third week in January. Do you know where your goals are? How about the plan that will enable you to achieve them? At this point, a good number of managers have already set their yearly sales goals for themselves and for their sales team. Whether these goals were sanctioned from the top, developed through a mutual collaboration between the salesperson and the sales manager, have been calculated by a formulaic process based on the salesperson, the marketplace and their territory or were developed and disseminated to their salespeople with a more reactive ambiguity, ("Just get out there and sell more this year!") the majority of managers are thinking about making this a better year than its predecessor.