The Role of AI in Personalizing Customer Experiences

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Some of the most common and innocent interactions between sales reps and their managers can also be the most harmful.

For example, reps often come to their leaders with questions like:

“My customer went dark on me. What gambling data russia should I say to get them back to the table?”
“This customer is asking for a 30% discount to get the deal done. Should we agree?”
“I asked for a discovery call but the customer just wants a demo. Should I push back?”

Many sales leaders earned the opportunity to manage teams of their own because they were top-performing individual contributors. So if you find yourself in that position, it might seem natural and even efficient to quickly dispense answers and advice from your vast stock of experience when reps bring you sales or deal-related questions. And the research agrees.

A large-scale study of 2,000 global leaders found that frontline leaders such as managers and supervisors were more likely to engage in a directive style of leadership than their more senior counterparts — favoring instructions over collaboration.

The problem is that this style of leadership can have unintended, long-lasting, and negative consequences on team performance. It’s also an issue that can become further exacerbated when leaders find their teams tracking behind their goals, especially during high-pressure quota periods.