Early in my career, one of the biggest mistakes I made was not taking prompt action on underperforming sellers. I thought giving them more time would lead to improvement, but instead, it negatively impacted team morale. High performers started feeling the weight of carrying the team's success, which led to frustration. Allowing underperformance to persist also created a culture of complacency, sending the wrong message about accountability. Over time, this began to affect revenue and missed targets. I learned that addressing underperformance early not only sets clear expectations but also protects the health of the entire team. Today, I make it a priority to intervene quickly, ensuring everyone contributes equally to the team's success.
When I started in sales leadership, I felt immense pressure to prove myself by being constantly online and available. There was a lot of guilt around logging off, especially as a mom-I feared being penalized for taking time to focus on my family. I thought that splitting my attention between work and home would help, but it actually made me less efficient. Over time, I realized that being fully present at work during work hours and fully present at home afterward was much better for my mental health. This balance not only improved my efficiency but also set a positive example for my team. My advice: Set boundaries, prioritize balance, and show your team that it's possible to succeed without sacrificing your well-being.
Design processes with the assumption they won't be followed. Every person learns & works differently, expecting perfection means you are structuring workflows for your top performers - when really you should design workflows for your bottom performers. An entire process can't hinge on 100% accuracy. Aim for processes that are 80% to perfection but can be executed 100% of the time vs processes that are 100% perfect but can only be executed correctly 50% of the time.
One mistake I made early in my career was prioritizing short-term sales over building long-term customer relationships. In my eagerness to hit my sales targets, I told my team to focus on closing deals quickly, sometimes at the expense of fully understanding and addressing the customer's needs. I learned from this experience that sustainable sales growth comes from creating value for customers, not just from pushing products. My advice to other sales directors would be to invest time in truly understanding your customers. Train your team to act as consultants rather than just salespeople. You'll build a more resilient sales pipeline and a stronger brand reputation in the long term.
One mistake I made early in my career as a sales director was focusing too heavily on closing deals rather than building lasting relationships. I quickly realized that short term wins did not guarantee long term success. I learned that understanding customer needs and nurturing trust leads to repeat business and referrals, which are invaluable. My advice to others is to prioritize relationships over transactions, when customers feel valued, they become loyal and help grow your business organically. Always listen more than you sell.
Early in my career as a sales director, I made the mistake of underestimating the importance of follow-up after initial customer interactions. I was so focused on closing deals that I often neglected to check in with potential clients after our first conversation. This led to missed opportunities because many customers need time to think things over or may have additional questions. I quickly learned that consistent follow-up is crucial in building relationships and keeping the lines of communication open. From this experience, my advice to others is simple: never underestimate the power of follow-up! Set reminders for yourself to reach out to potential clients after your initial meeting or call. Whether it's sending a quick email or making a phone call, showing that you care about their needs can make all the difference in converting leads into loyal customers. Building relationships takes time and effort, and following up demonstrates your commitment to providing excellent service. This lesson has been invaluable in my journey, and it's something I emphasize regularly with my team.
In the beginning, I focused on selling low-cost, cheaply made products, thinking most people preferred lower-priced items-and many do. However, the problem with this approach is that cheap products often attract lower-quality, more difficult customers, which can be a bigger headache. By shifting to higher-priced, better-quality products, I've found that while I make fewer sales, the higher margins mean I actually earn more and work less. My advice is to aim high, and you'll reach your goals much faster.