Are you full of performative contradictions? Are you doing what you say one cannot—or should not—do?
- You say that your salespeople should block off time for their most important tasks, like nurturing their dream clients, prospecting, and following up. You want the members of your team to do the things that make a difference and produce results. Are you blocking time for coaching your sales team, the most important activity and the one that generates the highest return on effort?
- You tell your sales team to get out from behind their email and get in front of clients, to go where the action is and make a difference. You tell them not to waste time with the browser and their twelve open tabs. However, you dole out this direction from behind your CRM’s dashboard. Staring at the score never helped anyone win a game. How often do you see a coach with his back to the field of play?
- You want your salespeople to study so they’ll have the business acumen to create value for their prospects and clients, as well as distinguish themselves in a crowded field of “me too” competitors. You want them to read, to educate themselves, to do their homework. Are you better and more widely read than your sales team? Do you have the business acumen to be a peer when you are sitting in front of their clients? Or might you fail the test you ask your team to pass?
Your people will follow your lead. They’re more likely to do what you do than what you say, especially when your words and your actions are in conflict. If you want your people to follow you, you have to lead them. That means you have to embody the values you want them to hold, and demonstrate the actions you want them to take.
Your people will do as you do, not as you say.
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Filed under: Leadership