Breaking Barriers to Sales Success

Welcome to This Month's Sales Mindset Newsletter

This time, I want to share a story about sales management and how a leader’s behaviours can sometimes unintentionally hold their team back. When you think about it, it’s often not about doing more. Instead, you can make an internal mindset shift that helps the team perform at their best.

A Story of Sales Leadership Transformation

Chris had always been a high-performing sales manager. Promotions followed success after success, culminating in the coveted role of Sales Director at a mid-sized manufacturing firm in Leicester. It was a great start. But as Chris entered his second year, things weren’t going as planned.

The numbers weren’t moving. The team seemed disengaged, their energy dipping with each passing quarter. Pipeline reviews had turned into finger-pointing sessions, and the once vibrant office atmosphere had dulled into silence. Frustrated, Chris vented to his manager, after another tough leadership meeting.

She listened and then said something that would stick:

“You’re working hard, Chris, but I wonder if you’re working against yourself. Sometimes, what we stop doing is more important than what we start. It might require a mindset shift. What if you asked yourself: What’s holding the team back, and how are you contributing to it?”

That weekend, Chris sat down with a notepad, revisiting the last year. The patterns emerged - habits and behaviours that seemed helpful at first but were now clearly part of the problem.

1. Micromanaging and The Trust Problem

Chris realised he was hovering over every aspect of the team’s work. Whether it was approving quotes, scrutinising emails, or sitting in on calls, Chris believed his involvement was helping the team improve. But instead of learning and growing, the team had become hesitant, reliant on Chris for every decision.

The Impact?

Innovation was non-existent. The team felt suffocated and stopped taking initiative. As one salesperson admitted privately, “Why bother? Chris is just going to change it anyway.”

Have you ever heard Steve Jobs’ famous quote: “It doesn’t make sense to hire smart people and then tell them what to do.” 

Trusting his team to do the job they were hired for was priority number one for Chris.

2. Obsessing Over Numbers

Every conversation seemed to revolve around the numbers. Chris thought he was driving accountability, but instead, he was driving stress. Sales targets, conversion rates, and close ratios dominated team meetings, leaving no room for discussions about personal growth or long-term strategy.

The Impact?

The team was chasing short-term wins at the expense of sustainable growth. Burnout was creeping in, with top performers feeling like they were just a cog in the machine.

I’m a firm believer in balancing metrics with development. You don’t get better results by tolerating low standards, but you don’t improve by focusing only on outputs. It’s the process matters too.

Chris needed to shift focus, using meetings to coach and discuss skills instead of just numbers.

3. One-Size-Fits-All Leadership

Chris had unknowingly fallen into the trap of treating the team as a single entity. Coaching sessions felt generic, and training followed the same template for everyone. While it was efficient, it didn’t account for individual strengths and challenges.

The Impact?

High performers felt ignored, while those struggling felt unsupported. Some team members checked out entirely, feeling unseen and undervalued.

Chris needed to start having personalised one-to-ones, not just to review performance but to understand what motivated each person. For some, it might be recognition; for others, it could be career growth. By tailoring his leadership style, Chris could begin to reengage the team.

4️. Reacting Without a Plan

In the whirlwind of daily demands, Chris had become reactive. Priorities shifted weekly based on the latest crisis, customer complaint, or directive from above. The team spent more time firefighting than selling.

The Impact?

Confusion reigned. Efforts were scattered, and nobody was clear on what success looked like.

Chris needed to create a clear and consistent strategy. He set out a roadmap for the next two quarters and committed to sticking with it. Weekly meetings became a time to align on the plan and measure progress, not to react to every new issue.

5️. Avoiding Tough Conversations

Chris had always prided himself on being approachable and supportive. But this came at a cost: he avoided difficult conversations about underperformance, hoping issues would resolve on their own.

The Impact?

The team noticed, and resentment grew. High performers began questioning why they were carrying the load while others cruised without consequences.

Some advice he received early in his career echoed in Chris’s mind: “Side stepping accountability isn’t kindness - it’s avoidance.” 

Chris decided to address issues directly but constructively. He would begin by holding firm, honest conversations with underperformers, offering both support and clear expectations.

The Turnaround

Three months after these changes, the transformation was undeniable.

• The team began hitting their targets consistently.

• Employee engagement scores improved, with team members describing Chris as “supportive but empowering.”

• High performers stepped up even more, taking on mentorship roles within the team.

• Underperformers who couldn’t adapt to the new expectations transitioned out of the company, and new salespeople quickly adapted to the healthier culture.

Chris learned a vital lesson: Leadership isn’t just about what you do - it’s also about what you choose not to do.

What Can You Learn from Chris?

If you’re a sales leader feeling stuck, ask yourself:

• Am I holding my team back with micromanagement?

• Do I focus too much on numbers at the expense of development?

• Have I taken the time to understand each team member’s unique needs?

• Do I lead proactively, or am I always reacting?

• Am I avoiding the hard conversations my team needs to grow?

Shifting your mindset can be the first step to letting go of unhelpful behaviours and unlocking the true potential of your sales team.