In many organisations, high performing sales people are often gifted with sales leadership responsibility based on their level of performance and level of potential – they sit in the ‘top right’ quadrant.

It is often the next logical step in their sales journey. The challenge though is many high performing sales people are not prepared for the opportunity when it presents itself, and as such, feel thrusted into a leadership role without the transition blueprint or game plan. Many of them had not consciously considered a sales leadership role, and often find themselves floundering, especially in the first 90 days.

It is why many sales leaders end up deciding that sales leadership is not for them, and instead, they return to an individual contributor role. The real reason though, is they have not yet developed their ‘Why’. That is the topic for today’s conversation.