Sales Commitment and Shadow of the Leader

The profound concept of "Shadow of the Leader" helps us understand where to "fix" problems. The good and the bad of leadership at every level is reflected in the followership of your sales team based on the commitment, work, communication, leadership and management conducted by the sales leaders in the organization.

If YOU function inconsistently with the vision and mission of the company, then you can expect the same from your followers.

If YOU tell your salespeople that it is important to treat customers and clients with exceptional care and respect but you show up late for meetings, then you can expect the same from your salespeople.

If YOU tell your salespeople that prospecting is critical and you don't have a full pipeline of salesperson candidates, then where is the substance of your argument for a full pipeline?

If YOU expect your salespeople to be closers but you fail to make timely decisions, then they will follow your lead.

Get the point?

You as the Leader have a heavy burden of responsibility to make sure that everything you say is reflected in what you do. Your salespeople are like sponges. Their recorders are always running and they capture your every written word and videotape your every action.  So, what you must do is this:  Make sure that you can perform what you expect from your people. 

This takes complete commitment on your part as the Sales Leader.  Our highly respected sales assessment resource from Objective Management Group defines commitment as "Doing everything possible to succeed."  Notice that the definition does not say "willing to do", it says "doing".

Derrick Dortch is a basketball player.  Not just any basketball player, but a basketball player on a team of extraordinary individuals that plays for the University of Wisconsin Whitewater Wheelchair basketball team.  I met Derrick while on vacation last week and I can tell you that he and his teammates are truly extraordinary people in that they define "doing everything possible to succeed."  Derrick was born with spinal bifida - a congenital birth defect that has left Derrick without the use of his legs.  He is a member of a basketball team that has won the national championship 2 out of the last 3 years.  He can perform a handstand while secured to his wheelchair.  He climbs stairs in his wheelchair. He has an attitude of "don't tell me I can't do something because I'll just find a way to prove you wrong."  He will finish college with a degree in computer management.  Derrick and his teammates define "everything possible to succeed."

I also recently met Fasa, who is on the wait staff on the cruise ship Imagination.  Fasa is from Bali.  When I think of Bali, I think of a resort destination for the extremely wealthy.  I now know that Bali was struck by terrorists on October 5, 2005.  When Fasa mentioned this, I remembered the event but certainly didn't give it much thought. As a result of this, tourism, a major economic contributor to Bali, has fallen on extremely hard times.  Fasa's mother, father and two sisters all worked in the tourist trade and they are all now unemployed.  Fasa is married with one child and he spends nine weeks away from his home working to support his entire family.  Fasa clearly understands and executes the idea of commitment.

When I coach and consult with senior sales executives, sales managers and sales people, I address commitment as doing everything possible to succeed.  Time and time again, when I question someone's level of commitment, I get push back and it is often with an element of emotional defensiveness.  No one likes to be accused of not having commitment to succeed.  I know I was defensive when I was approached with this idea several years ago. But my mentor was right.  I wasn't doing everything possible to succeed.  I was only doing those things that were comfortable and doing those activities that kept me busy instead of those activities that generated real results.  I made excuses instead of progress.  As the leader of an organization, I was not casting the shadow that would ensure sales results.

If you are currently failing to get the sales results you say you want, you must ask yourself:

• Am I doing everything possible to succeed?
• What am I doing that is not helping?
• Am I making excuses?
• What shadow am I casting?

Only after you honestly answer these questions can you begin the process of succeeding in sales at extraordinary levels.  This takes courage and a complete commitment to inspecting all of your sales leadership activities.  The shadow of the leader begins and ends with you.