THE TRANSPARENT SALES LEADER

A business professional lobbies for a different kind of sales management.

In his previous book, The Transparency Sale (2018), Caponi made a case for selling that had an element of unexpected honesty, or, as he called it, “transparency.” Here, Caponi essentially extends that argument into the realm of sales leadership. Citing research to validate his claim early in the book, Caponi writes: “Transparent leadership, when done correctly, has the most significant correlation to building, maintaining, and growing a team.” His suggestion that leaders be more transparent—which can require showing vulnerability—may be a hard sell to ego-driven sales pros who have risen up the ranks and have the battle scars to prove it. But Caponi is equal to the task as he leads the reader through three well-constructed parts of the book. He first defines transparency and presents a comprehensive five-part framework for it, goes on to show how “the behavioral science of intrinsic inspiration” can help, and closes by debunking sales-motivation myths and suggesting how to keep moving up the sales career ladder.

Caponi convincingly suggests that a new sales leader must build “trust through transparency, then use that same transparency to set proper expectations.” He wisely leaves nothing to chance, proposing an alliterative “Five F’s framework” that is easy to understand and meaningful (“Focus, Field, Fundamentals, Forecast, Fun”). Caponi first summarizes his five key elements and then devotes a chapter to each. Every chapter is richly detailed with clear explanations, expert guidance, and pertinent examples. A few highlights from these chapters include: useful definitions of ideal customer profile, firmographics, and demographics; 10 on-target questions Caponi asks when interviewing people for sales positions; a handy chart for assessing five sales fundamentals; and a refreshingly sensible redefinition of sales forecasting with insight into how best to create “a forecast with incredible 90-day visibility and accuracy.” Part 2 of the book, which focuses on intrinsic inspiration, may hold the most interest for sales managers. In this part, Caponi constructs the acronym PRAISE to represent six “primary categories of feelings that drive us intrinsically”: Predictability, Recognition, Aim, Independence, Security, and Equitability. These elements are summarized and then eloquently described in separate chapters. In an especially strong section, Caponi identifies some aspirational elements of sales leadership rarely addressed with such insight and precision. In each chapter, Caponi offers advice and illustrations well attuned to the salesperson’s psyche. All chapters draw on Caponi’s considerable knowledge of the sales process; his ability to understand what every salesperson experiences is invaluable. In Part 3, Caponi argues that it’s a mistake for sales leaders to try to motivate their teams with purely “coin-operated” financial incentives or other extrinsic rewards. He then offers an excellent template for creating a “30/60/90-day plan” for your first (and second and third) month as a sales leader. Caponi ends by evaluating the impact of the “Great Resignation” and why hanging out on Zoom “can never replace the feeling of security” that workers get from being physically together.

An outstanding sales leadership manual that counters conventional wisdom.