No Harm Done

This feels like a dangerous blog entry to write. It goes to the very heart of what I do for a living, of what my company espouses. I’m not exactly sure what I’m about to type. That’s the thing; the issue on my mind questions what I am all about.

Here’s the thing. I know some very successful sales leaders who hold their people TOTALLY accountable for hitting sales numbers. Their attitude, and perhaps rightly so, is something like this: Mr. J has not hit his numbers; this is not a charity. Blow him out the door. Period. There are people out there who would work harder and be more effective. We are wasting our time!

The other extreme is for leaders to be realistic, to be fair. For example, if Mr. J has been unfavourably affected by the economy, let’s face it, give the guy a break.

Now here’s what’s bugging me: in truth, I believe the meanies who remove the Mr. Js of the world and replace them with stronger racehorses, if you will, tend to win the race, tend to be more successful.

And let’s not stop at leadership. The salespeople of the world who push, push, push and don’t take no for an answer, tend to hit the bigger numbers. They may not be very pleasant to deal with, but they do win more deals.

What to do? What to do?

Can you feel the issue? Here I am making a living teaching leaders to be empathetic and salespeople to be customer-sensitive, yet I know that leaders and salespeople who are cold and driven thrive. They’ve got this teeth-gritting competitive spirit.

What to do, what to do…

I can’t say these people should be more “humanistic”—after all, they are perhaps the very paragon of humanity’s furthest reach. They have driven commerce and commerce has driven and funded technology and science and medicine. They may be the necessary evil that makes things tick. They might be the essence of success and I’ve spent a career honouring the opposite sensibility.

But hold on! Another part of me speaks up!

Shouldn’t leaders who want to get all hot and bothered about Mr. J use that energy to get closer to Mr. J’s activity? Shouldn’t they protect their investment and educate Mr. J rather than tossing him out the door. Sure, if it’s not going to work, Mr. J can’t stay. Let’s draw a line—but work it.

And, when it comes to pushy salespeople, they may do better in the short run, but in the long run their relationships make the difference. Indeed, if they integrate into their hard-driving orientation a high level of empathy and patience—then they would be even more successful. They would listen, for heaven’s sake! And I would buy from them again and again.

I feel better already. Phew! I let my fear out, but it didn't hurt.