Navigating Sales Leadership: A Situational Approach

In sales, leading and growing a team isn't just about hitting targets; it's about understanding people. The Situational Leadership model by Ken Blanchard gives us a real, practical way to do just that.

This approach isn't about fancy theories; it's grounded in the reality of day-to-day sales life. Whether you're new to leading a team or you're stepping into a fresh role with seasoned eyes, the challenges are pretty similar. You've got to figure out what your team needs from you and when. That's what Situational Leadership is all about—matching your leadership style to your team's growth stage, helping them evolve from where they are to where they need to be.

And let me tell you, from my own journey from the military to the sales floor, this isn't just talk. Applying this model has been a game changer for me, time and again. It's about rolling up your sleeves, getting to know your people, and guiding them through their growth with a hands-on approach. Let's dive into how you can make this work for your team, step by step.

Stage 1: Directing (Months 1-6)

During the initial months, sales leaders should focus on Directing. This period is crucial for setting expectations, establishing roles, and introducing the sales processes and products. New hires need clear instructions and constant feedback to assimilate into the organization. The leader's role is akin to a teacher, providing the groundwork for success with a hands-on approach to training and development.

This initial phase isn't just about setting expectations; it's where leadership truly shapes the team's culture and future. I've found this period critical for assessing the fit of new hires within the team and the organization's culture. It's the time to make those tough decisions: identifying whether someone is a strong, proactive hire who aligns with the team's informal leaders or recognizing when someone might be better off excelling elsewhere. The actions taken here significantly impact the team's trajectory and cohesion.

Stage 2: Coaching (Months 6-18)

As the team gains basic competence but still requires development, the Coaching phase becomes critical. Here, sales leaders should work closely with their team, offering guidance while encouraging a higher degree of involvement in planning and decision-making processes. This phase allows for personal growth within the team, as members start to take more responsibility while still under the leader's mentorship.

As the team members start to "get it," coaching takes on a nuanced role. I always emphasize to them, "The reason I discuss your areas for improvement and critique your mistakes is because I see your potential. I want you to be the best version of yourself." This stage is about open communication and trust, showing that the critical feedback provided is meant to foster their growth. It's here that you discern whether a team member will own their role and responsibilities or if they'll shy away from accountability.

Stage 3: Supporting (Months 18-36)

Moving into the Supporting stage, the team displays higher competence and may only need support in more complex situations. Leaders should adopt a more supportive stance, facilitating rather than directing. This shift encourages autonomy and confidence within the team, as they begin to navigate challenges with less direct supervision. The leader's role is to foster a collaborative environment and ensure the team has the resources and motivation to achieve their goals.

Transitioning from coaching to mentoring is crucial during this phase, possibly the most pivotal for sales development. There's an inevitable 'wall' that sales reps hit around this time - a mix of fatigue and frustration from stagnant sales or lost opportunities. They're now acutely aware of the organization's flaws and disparities in opportunities. This stage demands careful navigation; it's where you convert decent hires into stellar performers through mentorship. Engaging in meaningful dialogue, encouraging them to take initiative, and involving them in broader organizational roles beyond sales are key strategies. "Do NOT mess this stage up," as this is where you solidify lifelong professional relationships and significantly boost their careers.

Stage 4: Delegating (3 Years and Greater)

After three years, teams should ideally operate with a high degree of independence. The Delegating stage sees the leader stepping back, allowing the team to take full ownership of their tasks and decisions. By this point, the team is highly competent, and the leader focuses on overseeing strategic direction and offering support when necessary. This phase is critical for long-term sustainability and growth, both for the team and its members.

By now, your sales reps should be in full command of their responsibilities, making this the phase to recognize and foster their leadership potential. Who among them could be the next field trainer, or who could contribute to strategic tasks like territory realignment or CRM implementation? It's time to step back and let them take the lead, focusing on leveraging their strengths for the team's and organization's benefit. Preparing for the next hiring cycle, with insights from seasoned team members, ensures a continual cycle of growth and success.

There you have it.

Evaluate your situation and your team, are you using the right styles in the appropriate stages?

I hope so, need more help?

Let’s Chat. #dynamicsalesteams