Some Leaders Can’t Quit ‘Easy’

In Chapter 1 of The Diligence Fix, I talk about how growth breaks things in the sales organization. That’s because your people structure, your process, and your methods were built to support a particular level of revenue production. But when you introduce a new product or new channel or new approach (like moving from a transactional sale to a strategic one), the weight of those changes causes cracks in your system.

When that happens, sales and enablement leaders almost always start reaching for quick fixes. Since I wrote that in ‘The Fix’, I’ve been seeing evidence of this reality more and more in my recent conversations. Just yesterday I talked with someone who is evolving a business development team.

The company had grown to $7 million and the Co-Founders realized that the old methods weren’t going to get them to $12 million. So, this individual was tasked with the responsibility of building a sales function that could achieve higher growth goals. When I asked about the approach to this important work, he told me that he was searching for ideas on Google and YouTube. He was taking his favorite ones and introducing them to the team with his spin on them.

You can’t make this up—it’s the textbook definition of a quick fix. Some leaders just can’t quit ‘easy.’ What’s the likelihood that a steady diet of Google and YouTube content is going to help this company reach its growth goals? That’s a gimme, so how about this angle—how much harm is this method doing to the existing team (the one bringing in the $7 mil), when what they need is a clear, cogent go-forward plan to get from here to there.

Bottom line: Quick fixes may be alluring, but they come with certain consequences.

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