Hey Team - I've got your back

Sometimes you need to do things for your salespeople that are more emotional than statistical or measurable. You may have a salesperson that's struggling to make their quota, not developing accounts to their full potential, or just going through a sales dry spell or dealing with something really tough personally. If your salesperson is going through any of the above or similar issues and they're a good salesperson you want on your team, step up and help. Let them know you're on their side and will help in any way that you can. Sometimes bad things happen to good people and good salespeople. You may also be getting pressure from board members or management about them. You need to cover their back while they get back on track. Of course, there's a time limit to everything. I'm not suggesting that you let this behavior continue forever. Have a meeting with that salesperson. Empathetically listen to him or her and develop a plan and set a time frame you can live with to see improved results. But above all, let them know that you've got their back. This takes real coaching skill and if you do it and you put your heart into it, you'll see great results and others will see you leading by example. And that's what you want because it sends a clear message to everyone else on the team that you care and that will build loyalty and in the end, you'll grow your sales. Discover how transition out of founder-led sales and use fractional sales leadership as a strategic move without the full-time commitment, allowing you to focus on vision and innovation. Learn the benefits of delegating sales management to experienced professionals who can build robust sales processes, train teams, and drive revenue. If you're ready to let go of daily sales operations and embrace a model that fosters expansion, this video is for you. Join us as we explore strategies to elevate your business through expert sales leadership. Biggest Takeaways 1. Emotional vs. Statistical Leadership: Sometimes the most effective leadership isn't about looking at metrics or quotas; it’s about providing emotional support. When a high-performing salesperson hits a dry spell or a personal crisis, they need a leader who prioritizes empathy over spreadsheets. 2. The "Cover Their Back" Principle: As a leader, you must sometimes act as a shield between your struggling team members and external pressure from management or board members. Providing this psychological safety allows the salesperson to focus on getting back on track without the fear of immediate termination. 3. Leading by Example Builds Loyalty: When the rest of the team sees you supporting a colleague in a tough spot, it builds universal trust and loyalty. It sends a clear message that you care about the individuals on your team, which ultimately drives better long-term sales results. Frequently Asked Questions (FAQs) Does "having their back" mean I should ignore poor performance indefinitely? No. You should establish a clear timeframe that you can live with to see improved results. The goal is to provide support while working toward a mutually agreed-upon plan for recovery. How do I handle pressure from board members or upper management about a struggling employee? You need to communicate that you are aware of the situation and have a plan in place. By "covering their back," you take responsibility for their performance while they work through their temporary slump. What is the best way to approach a salesperson who is going through a personal issue? Hold a meeting specifically to empathetically listen to them. Understanding the human element behind the performance dip is the first step in developing an effective coaching plan. Why is this considered a "coaching skill"? Because it requires balancing compassion with professional accountability. Real coaching isn't just about teaching sales tactics; it's about managing people, morale, and momentum through both highs and lows. How does supporting one person benefit the entire sales team? It sets a precedent. When other team members see you stepping up for a colleague, it fosters a culture of loyalty and security. They learn that their value isn't just a number, which often motivates them to work harder for a leader they trust.