Have you ever wondered what makes specific teams so successful? They are magnets for talent and relatively low attrition. Numerous research studies have been done, and I’m sure more will be. I was fortunate enough to be part of a few such sales teams. It’s not about putting together high-potential individuals who then deliver. There are invisible ecosystem stimuli that engage and stimulate these teams to perform in the zone. Here are some traits I’ve observed in super-sales groups.
1. The ability to manage the energy flow is an intrinsic trait of great teams.
Every company has invisible energy that flows from the top to the bottom of the organization. This energy is what aligns you with and helps you get the job done without any guidance or encouragement. This energy aligns well with teams that stay together and grow over time. These teams will have a lot in common in how they approach issues or express reservations. They can focus on the task at hand and not wait for the approval. This culture encourages interdependence and a learning environment that is unmatched by any other.
2. They don’t see any obstacles to their stability.
These teams aren’t overly concerned about their position in the organization. They know their strengths and feel confident they will be well taken care of. They have the trust of the leadership to support them when they need it. Although these teams might not be able to deliver tremendous results in sequential quarters, they will provide immense returns to the organization over the course of a calendar year. This is mainly due to the stability culture that encourages healthy risk-taking.
3. They can manage the process pressure.
Few companies are immune to pressure from the process. Salesmen are the most vocal in resisting change. I have yet to meet a single salesman that hasn’t expressed the desire to (or tried to) bypass internal processes to reach his budget. This is something that great teams are able to do well. The leader is responsible for managing the energy flow and addressing the pressure. These teams work the load distribution seamlessly, subconsciously, and without being directed. It is not difficult to see how these teams seamlessly transition from task-based leadership to role-based leadership.
4. They think they are more recognized than their peers.
The company values its contributions, and better-performing teams regularly evaluate themselves against various metrics. This is a trait that great organizations have cultivated to be able to nurture such high-performing teams. I’ve seen high-performing teams fail to win awards in a given period. They can take solace in the fact that they work for a better LOB, which will help them achieve success soon.
