Today’s job descriptions for Sales Executives: (1) they are ambiguous and nebulous; (2) they are a reflection of diverse corporate cultures; and (3) they may/may not resonate with the reader.
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Now, why are there so many businesses that have a CFO, CTO, and COO, three internally focused functions, reporting to the CEO, but not a Chief Sales, Chief Commercial, or Chief Revenue Officer?
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In a culture of accountability, people demonstrate high levels of ownership to think and act in the manner necessary to achieve organizational results. Rather than having accountability forced upon them, they enthusiastically take it upon themselves.
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Van de Groep & Olsthoorn identify nine success factors and, like me, argue that the success of any fractional or interim executive assignment is primarily the result of matching the right leader into the organization. Let me put those nine factors to the test, though, specifically for a fractional or interim sales leader.
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What about your greatest asset, your people, your employees? Who is tracking their data? How do we know when they need to be serviced, given a tune-up or a break, physically, mentally, emotionally, or spiritually? And yourself?
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Having worked from home and having led home-based and hybrid sales teams, these were always myths to me. But I guess it took the pandemic and the forced experiment almost all companies undertook about a year ago to expand the idea beyond sales and beyond those companies that had progressively embraced it already.
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Merging sales organizations and ensuring that they deliver the revenue synergies is hard work. On paper, especially when grasping for straws to make the deal work, it always looks logical and makes sense. It almost always ignores the human aspect of sales: the team, the clients, and their interactions.
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Confirmation bias: we make a snap judgment within the first minute - or possibly even before meeting the candidate - and then spend the rest of the interview looking for data to support this initial hunch. Why? Because we hate to be wrong.
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In a recent conversation with a fellow gig-entrepreneur, we were discussing what our economy is about and how the gig model is a perfect fit. The attributes we collected were "cheap," "unbound or free," and "convenient."
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I would like to make the case that a leader that is liked is also more likely to be successful; and the opposite, a leader that is disliked is more likely to be unsuccessful.
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