 As a leader, you’re responsible for the performance of your team.
Many leaders believe that means it’s their job to:
If that sounds like an overwhelming ask, it’s because it is. In fact, it’s downright impossible. Not to mention, it’s counterproductive. As much as managers may wish they could, they can’t actually control the performance of their team. The instinct may actually get in the way of their team’s ability to succeed. So that begs the question: what is your job as a leader? Oftentimes, your real role is to remove the roadblocks that are standing in your team’s way. Think about some of the challenges people on your team may be facing. They could be:
Most salespeople are more effective when they are empowered to take ownership, make decisions, and build relationships in a way that is authentic to them. Oftentimes the biggest hurdle isn’t that they aren’t doing enough; it’s that they don’t have the freedom to take ownership of building their relationships and growing their accounts. Remember, your sales team wants to be successful. Salespeople are in their field because they like to build connections, they enjoy the competitive aspects of their job, and they like to win. They also have a vested interest in doing well, given that their compensation is tied to their performance. They are staking their livelihood on their abilities to sell to customers and grow your business. If their performance or results are disappointing you, don’t assume it’s because they aren’t trying or don’t care about their performance. Instead, look deeper into the organization and try to determine if there are any blockers that may be holding them back. Is there something that could be standing in their way? Is there something leaders or managers aren’t doing that’s making it difficult for them to succeed? Is there information or resources they need access to? When the team isn’t getting expected results, the instinct is often to start micromanaging and monitoring them more closely, or remove them from the team. Try fighting both of those urges. Instead of trying to control the process, ask yourself (and your employees!) what tools or resources would make them more successful. It’s very easy to point the finger when you don’t get the results you want as quickly as you want. However, if you don’t identify the root cause, history is bound to repeat itself. Take the time to look deeper into the organization, figure out what could be hindering your team, and determine the best way to remove anything standing in their way.  Imagine getting into the passenger seat of a car with a recent acquaintance. Once you’re buckled in, they immediately start driving. Yes, they make small talk and they seem friendly enough, but they don’t tell you where they’re driving. They don’t explain how they’re getting there. They simply drive.
Now imagine that after you get in and exchange some brief pleasantries, the driver gives you a run down of what’s going on. “Today, we’re going to an event across town. I’m planning to take I-94 and then a few backroads, with some flexibility depending on the traffic. After that, we’ll find a good place to park. Does that sound good?” It likely goes without saying that the second situation is the one you’d feel more comfortable in. As salespeople, we design a roadmap that we believe will get us to our ideal destination. We’re also in charge of following it to move the meeting from point A to point B, hitting every stop along the way. But just because your customer is the passenger doesn’t mean they don’t need or want to know how you’re planning to get there. Your job is to facilitate the meeting. It’s also to make sure the customer knows and feels comfortable with what is going on. Before you dive in, make sure you give the customer an idea of where you’re taking them. Why You Should Show the Customer Your Plans. First and foremost, telling your customer exactly what they can expect from the meeting is a courtesy. It allows the customer to feel more confident in the direction the meeting is heading in, gives them a glimpse of your thought process, and lets them know where and when you’d like to hear input or be asked questions. This is incredibly beneficial for you, too, as it keeps the meeting on track. When a customer buys into the cadence and flow of the meeting, they’re more likely to follow your plan. They’re less likely to interrupt with questions that the next section of your presentation was going to cover. They’ll be more prepared to give input when you ask for it. They’re less likely to jump to the conclusion of the meeting without giving you a chance to dive into the discovery. When a customer knows what’s coming, they’re in a better position to play ball. Knowing where you’re taking them also keeps the customer focused. They aren’t wondering what you’re going to talk about next, what the next steps of the meeting are, or worrying that you’re about to ambush them with a contract. They stay present and focused because they know what to expect. You’re still the driver, and your customer is still the passenger, but knowing the general roadmap keeps the customer from trying to commandeer and change the route. How to Explain Your Plans. Simply put, explaining your plans is sharing an agenda for your meeting in a more conversational, narrative way. You’ve likely already created a bullet point agenda to keep you on track during the meeting (and if you haven’t, you should). This is an extension of that. Here’s what it might sound like. “Hello, [customer’s name]. I’m really excited to be meeting with you today. Here’s what I have in mind for our meeting. First, I’d love to spend a few minutes learning more about what you’re looking for, what your team hopes to achieve, and what a successful outcome might look like for you and your company. After that, I’ll share some initial ideas and solutions for how we can help you. As we talk and learn more about each other, I want to make sure I’m finding the right solutions for you, so please feel free to share your candid feedback or any other details that might help. “After that, we can check to see if this seems like the right fit or not. If it is, we can talk through possible next steps and how we can work together to create a solution that will help your team reach your goals. We can also put some time on the calendar to keep our conversations moving forward. How does that sound to you?” The goal is to quickly and simply explain what the customer can expect from the meeting. However, it also tells them four important things:
Sharing Your Plans Breeds Collaboration. One of your goals with the design of your meeting was to position yourself as a long-term partner to the prospective customer, and not as a salesperson looking to make a quick, singular transaction. Explaining the path you’re taking is a continuation of that. It shows them at the very beginning of the meeting that your intention isn’t to immediately win their business. Instead, you’re looking to co-create a solution so that you can chart a path forward together. Learn More. Iceberg Selling is a technique grounded in the understanding that for every person, organization, and situation, you can only see 10% of what’s really going on. By adopting the right mindsets, prioritizing building relationships, and approaching customers with genuine curiosity, you can start to explore the other 90% and improve your sales performance. Get the book to learn more about Iceberg Selling.  You might have a hidden jewel on your sales team, but if you expect each person to shine in exactly the same way, you may mistake a diamond for charcoal.
Not every salesperson sells the same way because not every person has the same communication style or builds relationships the same way. That doesn’t mean one method is inherently wrong. In fact, it’s the opposite. Two salespeople can be equally effective utilizing wildly different styles, but neither will be if they’re forced to conform to a mold that isn’t authentic for them. Your whole team is working towards the same goal; but that doesn’t mean there is only one way to get there. There are many different ways to succeed. Your job as a sales leader isn’t to dictate how each member of your team approaches sales, but to empower them, give them the tools they need, help them stay in action, motivate them, and keep them accountable. Instead of telling your team what path they need to take, you’re there to help them be successful on their path. If you’re curious about what this looks like in action and how you can tap into the full potential of each person on your team, check out Karl’s appearance on The Insight Interviews Podcast. During the episode, Karl shares a powerful personal story about how different ways of learning and selling never felt authentic to him and why that has enabled him to uncover hidden potential and become a more effective leader. Check it out now on Apple Podcasts. |
Meet Me
Archives
October 2026
Categories
All
|
RSS Feed
We are headquartered in Colorado with domestic and international teammates and clients. Please use the contact form on this page to inquire about any of our books, podcasts appearances, speaking engagements and workshops, any of our offerings, or simply to connect.
|
|