Member Sanjay Bonde Speaks: In Order to Scale, Delegate and Empower Key Players
The situation at hand was brought by a CEO who was working to grow his company’s sales capacity beyond himself and the founding members. He was looking for insight into a strategy that would effectively scale.
If you were in this situation, what would you do?
First of all, I congratulate you for reaching this exciting inflection point. If I were in your shoes, I would empower a high-potential individual close to my company’s core brain trust and value proposition to create a sales organization capable of meeting the long term goals of the company. This productive method would allow me extra bandwidth to develop and build out an overall effective team capable of delivering and managing sales growth. This strategy can also offer the company’s founders solace knowing that they can delegate high-value accounts to a team that will uphold company values.
Developing a high-performance sales team will allow our company to not only scale and increase revenue, but also maintain a healthy company culture and employee morale. Our clients too will feel the effects of a sales force that is happy and validated. We would focus on the importance of avoiding pulling back too quickly if our team isn’t delivering. It can be difficult to let go of Founder’s Syndrome. However, I think about it in terms of good parenting – if our kids aren’t doing their homework, we don’t do it for them; we check in to ensure they have the tools they need to succeed.
We’ve been in this group for a few years now, and it’s exciting to see you poised at this moment of promising transition. What I love about the Alliance is that it provides a no-nonsense sounding board for business leaders. Sometimes the simple things can elude us when we’re deep in the weeds. Best of luck!