Moving from individual contributor to team leader means giving up direct control and learning to influence through coaching and culture. Speaker B describes shifting from a lone-wolf sales mentality to building a collaborative team that scales success and creates predictable revenue.
Chapters
What were some of the key shifts that you saw in yourself going from a competitive individual contributor to actually leading teams? Because there is a definite change of priorities once you start leading teams.
I think for me, it was the biggest change, I think, is as an IC, you can control a lot. There is a lot of things at your control, and your inputs equal your outputs. As a manager, there's sometimes a layer between what you can control, what you want to control, and what you've just gotta give up and say, you know what, that's just gotta be how it is. I think for me, the main change was figuring out how to get the best out of people and figuring out how to build a culture of everyone buying in together and everyone achieving together. Sales can get quite a bad rap for lone wolves, people, maybe taking leads or other behaviors like that that aren't quite what we look to build. But for me, it was really a case of how do I coach and enable these people in a way that gets the best out of them? Easier to do at a group level. So very much adapting your styles, your methods, your frameworks to the situation at hand. So this really raised the bar, brought us more predictable and consistent revenue, and was a great way to I guess, enable people at scale? How do you really get them promoted up and out of your team, and to achieve bigger and better things?
