The Rise of the Dual-Threat Sales Leader

Watching Patrick Mahomes lead the KC Chiefs to 2-straight Super Bowls has been nothing short of incredible.? The Chiefs have a lot of talent and Mahomes helps them shine – leading his offense and team to the pinnacle of the sport.?

In the NFL, the days of the pocket passer are (largely) over. The modern game demands a quarterback who can run, pass, scramble, and make quick decisions on the fly. A dual-threat quarterback is a nightmare for defenses, as he can exploit any weakness, extend plays, and create opportunities for his teammates. He can hand the ball off, run a read-option, or throw a deep pass, or use sheer will to run for the first down, all depending on the situation. He is the leader of the offense, and the key to winning championships.? If you need economic proof, look at the contract values to the top 5 quarterbacks in the league today.?

But being a dual-threat quarterback comes with a set of expectations that extends beyond talent or ability. A smart quarterback knows when to delegate, when to step back, and when to trust his team. He does not demand his presence in every meeting, every play, or every decision. He is willing to take a play off, allow for others to run the offense for certain packages where they are better suited to take and distribute the ball. He knows that his success depends on the success of his team, and he empowers them to shine.

In the software and technology world, the same principle applies. The traditional sales executive, who relies on his account relationships, charisma, persuasion, and product knowledge, is no longer enough. She is the pocket passer of the NFL.? A bygone era.? The modern market demands a sales leader who can collaborate, innovate, and adapt to changing customer needs and market dynamics. A collaborative sales leader is a boon for his organization, as he can leverage the strengths and skills of his team, partners, and customers. He can orchestrate a battery of overlays, leverage internal executives effectively, run a complex sales cycle, align stakeholders, and deliver value-added solution sales approaches, depending on the situation.

But being a collaborative sales leader does not mean being a micromanager, a control freak, or a solo star that reluctantly includes people but constrains their contribution. A smart sales leader knows when to delegate, when to step back, and when to trust his team. He does not demand his presence in every meeting, every call, or every negotiation. He is willing to take a step back, allow for others to lead the conversation for certain topics where they are more knowledgeable or experienced. He knows that his success depends on the success of his team, and he empowers them to shine.

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How can a software sales organization hire for, train, and promote the qualities of collaborative sales leaders?

Here are some suggestions:

·????? Look for candidates who have a track record of working in teams, across functions, and with diverse partners. They should be able to demonstrate how they have contributed to the success of others, not just themselves.

·????? Provide training and coaching that fosters a collaborative mindset and skillset. Teach them how to communicate effectively, listen actively, and empathize with different perspectives. Help them develop a strategic vision, a creative problem-solving approach, and a customer-centric attitude.

·????? Recognize and reward collaborative sales leaders who deliver results and inspire others. Give them feedback, recognition, and incentives that reflect their impact and influence. Provide them with opportunities to grow, learn, and mentor others.

The software industry is evolving, and so are the expectations and challenges of selling. To succeed in this competitive and complex environment, software sales organizations need to embrace the analogy of the dual-threat quarterback, and cultivate the qualities of collaborative sales leaders intentionally.?

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Cheers!

James Dobbs