Based on my 20 years as a sales leader, many tasks and priorities have remained consistent; however, many more have changed. It’s still about driving revenue, yet the evolving needs of our clients as well as the profile changes of our salespeople point to the fact that as a sales leader, there are things I know for sure and areas that require serious rethinking.
What has stayed the same?
- The basic definition of what my job is remains true. My role is not to be a super salesperson. It isn’t my job to close business. It is my job to ensure that all of my team members have the tools to be successful. That means removing barriers so they can do their jobs. Most importantly, I lead from behind and not out in front.
- Recruiting the right people is still the most important thing that I do. If you hire the right people, they will find a way to get the job done. However, it is the hardest thing that I do. Great salespeople are in demand. Because of their regular client contact, the word gets out quickly when someone is available, and they usually have their fair share of good offers from competitors.
- Working with salespeople regularly still enhances their engagement. Being in sales is a lonely job. Although they thrive from individual contribution, most salespeople appreciate the team-selling process. It remains important to spend time with team members so they know that they are connected to a company with other employees and resources. I can provide that connection.
- There still is a surprising amount of luck involved in order for salespeople to be successful. The most successful strategy includes casting a wide net. In other words, one should work both hard and smart. Leading with certain metrics in mind is a strategy critical for sales leaders. These metrics are particularly important when a salesperson is not satisfying certain revenue requirements since adhering to metrics should eventually lead to sales results.
- Sales talent is still street smart and is often successful because of strong relationships. A sales leader should understand these relationships and interact with customers in a similar manner. Yet, the sales leader needs to be mindful that key relationships are always with the salesperson and not with their leader. The leader has to be sure to step aside when confronted with a client relationship opportunity since it could undermine the client’s relationship with the salesperson.
Now, what has changed? A lot.
- Using business development technology has evolved over time. It requires understanding database management and sophisticated CRMs. CRMS are not only useful to salespeople, but also the data available to understand customers, the way they buy and sales activity, has become invaluable when leading a sales team. If a salesperson isn’t successful, the data gleaned from a CRM will often provide the diagnostic information necessary to make changes that will ultimately put him or her back on course.
- The way salespeople develop leads has changed; therefore, coaching this process requires understanding social media, grassroots marketing, and other ways that customers interact with each other. In addition, being active in organizations where customers and competitors find valuable resources is critical in a sales leadership role. It allows me to develop soft leads for my team members in a non-sales capacity.
- Leading virtually has become more sophisticated based on technology tools available. Conference calls are the norm; however, meeting tools encourage sharing of information real-time with the ability to build community among a remote team.
- Because our clients are global, the job of a sales leader is not confined to the normal workday in a respective time zone. Often, we are on calls early in the morning to late in the evening. There is no such thing as an eight-hour day in this job.
- The global aspect of our business also creates account ownership challenges. Client locations were generally confined to territories so salespeople could be aligned as such in the past. Now, buying decisions, client locations, and implementations often cross over defined geographies, making decisions regarding account ownership complicated. Often, it’s the client that dictates who the account manager should be based on their own organizational structure.
What is still true and will remain true is the dynamic and exciting nature of this job. Deciding to become a sales leader is never made because of financial reward or status. In fact, in some compensation schemes, top salespeople make more than their managers and could have much more prestige and influence in an organization. Still, a great sales leader has the ability to both increase the engagement levels of their team members and to positively and measurably impact the bottom line of their organization through others. I will continue to embrace this great challenge in the future!