Many mentors (and mentees) resist asking an all-important question about the sales leader\u2019s role: \u201cWhere are things most likely to go wrong?\u201d And the answer is: \u201cWherever people are assuming that they already have all the answers.\u201d<\/p>\n\n\n\n
No one has a clear path to the promised land. There are always pitfalls and roadblocks in the way for anyone aspiring to fulfill their true potential within a given role, especially for someone aspiring to a leadership position. So you need to be very clear about this dynamic up front: You will fail.<\/em><\/p>\n\n\n\n That is the only path to learning and the only path to mastery. If you imagine you are a superhero, or try to act as though that\u2019s who you are\u2014the person with all the right answers, all the time\u2014then you will let other people down, you will let yourself down, and you won\u2019t learn what you need to learn. Eventually, you\u2019ll talk yourself into staying inside your comfort zone by continuing to repeat, out of fear, whatever sort of went OK yesterday.<\/p>\n\n\n\n The question is, will you learn<\/em> from the failure and persevere? The only real failure is if you do nothing or give up trying.<\/p>\n\n\n\n This is the first and potentially most dangerous misconception that afflicts emerging sales leaders. The misconception sounds like this: You are strong and effective as a leader to the degree that you persuade others (or yourself) that you do not or cannot make mistakes. This belief is what leads many aspiring sales leaders to micromanage, and micromanaging sinks sales leadership careers.<\/p>\n\n\n\n Over the years, I have spoken to a lot of successful sales leaders. I often ask them what they consider the biggest mistake they made early in their leadership career. Many of them describe a mindset I call \u201cthe super salesperson.\u201d New leaders, especially those who excelled as sales contributors, often believe themselves invincible and assume they need to rescue everyone and everything. They may feel the need to demonstrate their awesomeness at every turn and prove to everyone in the organization just why they were chosen for this job over other people.<\/p>\n\n\n\n This is the thinking: \u201cTwo days ago, I was a peer; now I am the boss, so I had better prove to everyone that I really do belong here.\u201d This way of thinking is a recipe for micromanagement, and a serious mistake.<\/p>\n\n\n\n Here\u2019s a timeless story: A new manager gets called into the office of the VP, who doesn\u2019t look happy. The VP says, \u201cSit down. Look, you were a great salesperson, right?\u201d<\/p>\n\n\n\n \u201cYes,\u201d says the new manager, flashing a proud little smile.<\/p>\n\n\n\n \u201cAnd why was that?\u201d asks the VP.<\/p>\n\n\n\n The new manager shrugs and says, \u201cI give up. Why was that?\u201d<\/p>\n\n\n\n \u201cBecause I stayed out of your [stuff].\u201d (Actually, the veep uses another word than \u201cstuff,\u201d but you get the idea.)<\/p>\n\n\n\n The new manager\u2019s smile slowly fades away.<\/p>\n\n\n\n \u201cHere\u2019s the moral of the story,\u201d the VP says. \u201cStay out of your people\u2019s [stuff].\u201d<\/p>\n\n\n\n And with that, the new manager left the room, pondering those words of wisdom.<\/p>\n\n\n\n What did that VP mean? Basically, staying out of people\u2019s stuff means letting them drive their own car. Every once in a great while, you might want to point out a shortcut or a cool restaurant they could visit along the way\u2014but don\u2019t yank the wheel away from them while they\u2019re driving. That\u2019s dangerous. It can create resentment, or, even worse, a culture of learned helplessness. Either will lead to a downward team spiral\u2014and a crash. That\u2019s not what you want.<\/p>\n\n\n\n You are not a superhero. You do not have the answer to every question or the solution to every problem. Even if you did, it\u2019s not your job to answer every question or solve every problem.<\/p>\n\n\n\n Take off the cape. Stop assuming your job is to save the day. Let someone else be the hero.<\/p>\n\n\n\n