The book being reviewed in this paper is Leadership Sales Coaching “Transforming from manager to Coach by Jason Forrest. To give a brief summary of this book, the main points I took away from this were; coach to win, hire to win, and knowing your people and understanding why they are who they are. The book does a really good job of breaking down each chapter into smaller chapters that Jason Forrest likes to call “principles.” While there were some parts of the book I didn’t agree with that I’ll state later in the paper most of the information can be tremendously useful when transforming from a manager to a “coach.” Principle 5 Coach don’t manage had very good content on basically eliminating the name manager from business cards or businesses in general. Jason Forrest states “If I had my way, any reference to manager or director would be eliminated from business cards and replaced with a title that identifies you with preparing, educating, inspiring, and holding your people accountable for what they’re worth”. He believes that manager should be replaced with the word coach. He later goes on to say that a manager is someone who controls or directs a business or a part. As a manager you never want to control your team due to the fact that everyone doesn’t work well being controlled or in a controlling environment. He likes the term coach better because he wants managers to think of their team like “corporate athletes’, which makes perfect sense. Throughout these leadership novels I have countlessly referenced how sales teams and athletes are one in the same. The interview/ hiring process is just like being recruited out of high school or college. Based on your performance, the team or company decides if they want to keep you or fire/ bench you. With that being said when the book starts asking questions like would you rather lead or control I automatically started thinking of times I had controlling coaches. As I compare them to coaches that lead and developed a culture instead of controlling every minute thing I realize I had more success with the leaders than the controllers. I’m sure it is no different in the workforce. Once you build that coaching environment and you get everyone on the same page then accountability comes into play. Everyone will want to do their best for only for the company but for the team they’re with. On page 247 Jason Forrest goes into detail on how to avoid the experience trap, which is hiring someone based on their experience in the field because its longer than another candidates. This reminds me of my whole athletic career. I was always told that I was
