Similar to Sales DNA, Sales Leader DNA talent has two major components:
- Potential DNA which reflects the individual’s natural personality traits. While this foundational potential cannot be created through coaching or experience, it can be optimized and developed. Think of it as a person’s natural range within which development can occur.
- Skills, Competencies and Knowledge which can be developed through training, coaching and experience.
Our research indicates that there is typically a low correlation between success as a sales performer and success as a sales leader. A top performer may become a strong manager or may struggle profoundly. That is why sales performance alone is not a reliable predictor of leadership success. Many organizations have learned this the hard way, promoting top performers into leadership roles only to experience the “DOUBLE WHAMMY”: losing a great salesperson and gaining an ineffective manager.
To avoid this, it’s essential to assess leadership potential directly using validated selection assessments specifically designed to predict management effectiveness.
We’ve found that sales success often relies on power, while sales leadership requires a combination of power and patience particularly the patience to develop others. These are different aspects of potential, and not all performers are wired for leadership.
Depending on the role, sales leaders may require unique functional competencies. For instance, in financial services, a leader may need to recruit, train and coach often simultaneously. The traits required to attract and engage high-performing professionals can align with coaching experienced team members. However, the repetitive, step-by-step training of new hires demands a level of patience and consistency that some top performers lack. High achievers can become disengaged from repetitive task, they thrive on challenge, speed and action.
The solution? Structure your team around complementary strengths. Allocate internal or external resources to balance emerging leaders’ strengths with others who can cover areas that are not in their natural zone.
There is not only a functional benefit to this but also a chemistry benefit. One of the most powerful predictors of sales success and retention is the fit between the manager and the individual performer. Certain managers are just naturally more effective with certain individuals. That’s why it’s important to match on performance traits and then use broader characteristics such as communication style or cultural fit to build a diverse, high-functioning sales team.
In diverse leadership teams, chemistry and cohesion can create performance beyond the sum of individual contributions. We see this in sports all the time: a good player thrives on a new team not just due to skill, but because of synergy with teammates and coaches. The reverse is also true: a star can falter in the wrong environment. Sales teams are no different. Chemistry matters.
Some top sales performers do have the Sales Leader DNA. The key is identifying them early. Doing so allows organizations to develop future managers strategically, while also ensuring that exceptional salespeople aren’t pushed into ill-fitting leadership roles. Instead, they can be offered meaningful growth paths within the sales track, fostering their motivation and continued success. The goal is to elevate the right people into leadership and to keep your best sales talent thriving where they perform best.
Our POP™ assessment does more than identify Sales DNA. It also provides a snapshot of leadership potential in new candidates. This enables organizations to hire with intention, build for the future and develop both high-performing sellers and leaders.
Written by John Marshall, PhD & Colleen O’Brien, PhD