May 7, 2025 | Sales Management, Career Development
Have you ever noticed that in every team sport you watch or attend, the teams have a team captain(s)? Whether you realize it or not, your sales team has a captain(s). At the very least, you have individuals that your team as a whole will follow.
Who are the leaders on your current team? We know you as the Sales Manager are the team leader by title, but who is leading the team in a “team captain” type of role? The leader(s) can make or break your long-term goals. Leadership is a quality, not a title. Who on your team has risen to this status with the team? Who does the team follow on opinions and actions? This person(s) is key to helping reinforce the actions you need for team success. You may need assistance, beyond your observation, from ancillary support departments to help you identify who the sales team follows when they need to follow someone. Who wields influence the most? Two easy tests to identify who the team follows. First, the next time you have bad news to roll out, who does the team look at for their reaction? A second method is who does your team go to for advice or help when you are out of the office? This will require eyes in the office when you are not there.
If you are unsure that the current leader is a good role model, then hold off on addressing this until the right person can be brought in from recruiting. Keep in mind, that you can have a “good enough right now” leader if the short-term goal is in their grasp. Later, you can encourage that leader to relinquish leadership to a more capable leader or co-lead with a new or rising member. If you have ever watched a sports team that had a team captain with a negative attitude, how did that team perform? My experience is this kind of team typically fails to make the playoffs or just loses, and the season ends.
If they are the right leader, you will need to openly identify this person(s) with the team and directly with this individual. The team needs to know that you support this unofficial title and that you trust this individual in the role. Don’t be surprised by a rep being modest in being identified as the leader and even resisting this title. If based on what you have observed, you believe this is the good right-hand person for you to tap, encourage this person to embrace this role. Explain how important they are to you and the team to be successful. Get the team’s agreement, that this is the underlying leader.
If you have never openly had team captains, it is time to get on board with the idea. They exist whether you give them power or not. Don’t stick your head in the stand. Control the conversation. Remove the negative “leader” if you have one. Support the positive leader if they can be a solid right-hand person for you.
Follow me on Social Media for more blogs: https://www.linkedin.com/company/eagle-content-llc/
View our services at: https://eaglecontentllc.com/services/
Mar 24, 2025 | Sales Management, Career Development
In the world of sports, some successful coaches have never played the game at a high level. Similarly, in sales, many managers started as sales reps and were promoted (Type 1 sales managers), while others took a different path (Type 2 sales managers). But how do these individuals, who weren’t sales reps, get chosen to lead a sales team?
Company Motivation
Organizations may consider a Type 2 sales manager when there are no obvious internal candidates ready for promotion. This situation arises when current sales reps aren’t seeking advancement, or when there’s no clear successor for an exiting manager. In such cases, companies might look for internal candidates with industry knowledge or external candidates with management experience.
An internal candidate might struggle if they underestimate the complexity of the sales manager role. Success depends on strong leadership skills, a supportive team, and executive guidance through the learning curve. Conversely, an outsider with no sales experience may bring valuable management maturity but must be willing to learn sales-specific skills like forecasting and recruiting.
Applicant Motivation
Why would someone outside direct sales pursue a sales management role?
1. Financial Incentives: Sales managers can earn well, especially with a high-performing team. However, those new to the role might experience financial pressure while improving team performance.
2. Desire for Leadership: True leadership differs from mere authority. If the motivation is power, it’s important to reflect on the underlying reasons. Servant leaders, who prioritize their team’s needs, tend to achieve higher success rates.
3. Leadership Style: Successful Type 1 and Type 2 managers often exhibit servant leadership qualities, focusing on team goals rather than personal achievements. This approach fosters team collaboration and goal alignment.
Success
For both Type 1 and Type 2 managers, HR and upper management should review the candidate’s motivation and success plan. Candidates who prioritize personal gain may not be suitable. Behavioral interviews can reveal whether a candidate is likely to blame others for failures or lead the team effectively. A strong candidate will have a plan to maximize the current team’s potential and recruit top talent.
If the team needs more management, don’t hesitate to consider candidates from outside the sales field. However, provide them with guidance on key sales management skills.
Outcomes
When interviewing sales manager candidates, focus on essential skills: leadership style, recruitment strategies, and coaching methods. Tailor questions to identify candidates whose strengths align with your organization’s success criteria. For all sales manager candidates, make sure your behavioral interview questions focus on the primary targets for this position. How do they lead? How do they recruit? How do they entice top sales talent to move to them? How will they coach their sales reps? If your questions are set to focus on what succeeds at your organization, then good answers will put your best candidates at the top.
Feb 19, 2025 | Setting Goals, Career Development
In 2018, MIT made a bold statement: F.A.S.T. goals surpass S.M.A.R.T. goals. This wasn’t an opinion but a fact.
In 2018, MIT made a bold statement: F.A.S.T. goals surpass S.M.A.R.T. goals. This wasn’t an opinion but a fact.
Specific
Measurable
Attainable
Relevant/Realistic
Time-Bound
This framework was introduced by George Doran¹ in 1981. Back in 1954, Peter Drucker, a giant in the management field, developed “Management by Objectives”. Fast forward to 2018, and MIT Sloan School of Management professor Don Sull, along with his brother Charlie Sull, distilled these principles into the F.A.S.T.² goal system:
Frequently discussed
Ambitious
Specific
Transparent
S.M.A.R.T. Goals vs. F.A.S.T. Goals
Where Does S.M.A.R.T. Struggle?
After 25 years of leading goal-setting workshops using the S.M.A.R.T. method, I’ve noticed a recurring challenge: balancing ambition with practicality. Encouraging participants to dream big while ensuring their goals remain “Attainable” and “Relevant/Realistic” is a delicate task. Another difficulty lies in the “Measurable” component. While identifying metrics is relatively simple, consistently tracking progress requires forming new habits—a challenge for many. Developing and maintaining these habits demands motivation, discipline, and perseverance, which are often lacking for certain goals. In corporate environments, S.M.A.R.T. lacks a built-in system for regular goal review. As a result, goals are often set and then forgotten.
Where Does F.A.S.T. Struggle?
The “Frequently Discussed” element of F.A.S.T. addresses S.M.A.R.T.’s measurement challenge, but its success depends on corporate culture. Regular goal discussions must become a standard part of meetings, and a supportive, non-toxic environment is essential for this approach to thrive. “Transparent” is another appealing feature, fostering community support by making goals and obstacles visible. However, sharing personal goals can feel as vulnerable as revealing a diary. While overcoming this fear is possible, many people are hesitant, which can result in setting less ambitious goals.
Where Does S.M.A.R.T. Excel?
S.M.A.R.T. remains the go-to framework for goal setting. Despite F.A.S.T.’s recent rise in popularity, replacing a system with a 44-year track record is no small feat. Once ingrained, habits become second nature, making it challenging to shift to a new method. S.M.A.R.T. excels at crafting well-defined goals. By following its structured approach, individuals can create clear, actionable objectives. In contrast, F.A.S.T. prioritizes the process over goal definition.
Where Does F.A.S.T. Excel?
F.A.S.T. provides a structured process for goal achievement. While I offer a workshop to help with S.M.A.R.T. goal setting, F.A.S.T. naturally integrates “Frequently Discussed” and “Transparent” elements. The “Ambitious” component pushes individuals beyond their perceived limits. In my experience, we often underestimate our capabilities, and F.A.S.T. encourages aiming higher. Additionally, the “Frequently Discussed” aspect reinforces habit formation, keeping goals top of mind and increasing the likelihood of success.
Which One Wins?
In my view, a hybrid approach works best. Use S.M.A.R.T. to set goals, but replace “Achievable” with “Ambitious.” For shared or corporate goals, F.A.S.T. is ideal—provided the workplace culture supports transparency and frequent discussions without judgment. For personal goals, start with S.M.A.R.T., then leverage F.A.S.T. by sharing and discussing goals with relevant people to enhance accountability and success.
¹Doran. 11/81 “Management Review”
²Sull and Sull. 6/5/2018. “With Goals, F.A.S.T. Beats S.M.A.R.T.” MIT Sloan Management Review.
