In conversations with seasoned sales executives about their experience is scaling companies, I reflected on the distinctions of "leadership" and "management" in leading sales teams. Can the same person be both a sale leader and a manager? Even though the terms are often used interchangeably, they do have distinct roles and responsibilities.
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Raise your hand if you’ve heard about the early-stage CEO/Founder who listed their #1 concern about reaching scale was boiled down to simply “getting my marketing and sales teams aligned”.
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When Founders, Owners, or CEOs comment that their Fractional Executive did not work out, when they complain equally about hiring and firing salespeople because they didn’t perform, or when the average tenure of their first full-time sales leader is somewhere between 12 and 18 months, it often goes back to not selecting the perfect match.
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What is worse than realizing you put the wrong person in a key seat? Realizing that you yourself have reached a level of incompetence. This is referred to as Conscious incompetence: In this stage, you realize that you do not know how to do something or did it wrong. You begin to feel discomfort because you acknowledged your mistakes or shortcomings to yourself.
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Beyond their qualities, skills, and character traits, here are a few demographics: they tend to be younger (most sources place the average between the late thirties and early forties), they have a technology background, and they were not in business during the last recession in 2007/2008.
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What if we encounter decision fatigue with our doctor, with the admissions officer handling our application, or when fundraising for a startup? What if we observe it with ourselves? After a day of many decisions, we are less patient when asked to make another, we take less time to consider the impact, and the decision turns out to be not as good as those made earlier in the day.
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A key individual that the Chiefs would have never won the 2020 Super Bowl without? It’s not Patrick Mahomes! That man is Brett Veach, the General Manager for the Chiefs. He is an excellent case study of effective leadership.
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To be deliberate means to think or talk something through carefully — it also means weighted and measured, the pace and art of careful decision-making. If you choose deliberately, you make a very conscious, intentional, well-thought-through choice.
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We also value people that ‘just work.' Margot Anderson puts it this way: “We place great importance on people … who are able to deliver consistently good results time after time and who can be depended upon to deliver on commitments and promises. Fundamentally they make life … easier, more enjoyable and more rewarding.”
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Great Sales Leaders understand this. They embrace all available technology, align digital and human interactions, trust their instrument and the process, and use the deliberate human touch to their advantage.
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