Ego can be an absolute killer in sales. Or in any part of your business.
Leadership with an ego kills culture and progress.
A team with an ego kills quality and alignment.
Sales with an ego kills every opportunity.
But it's a brutal demon to battle at times. Ego is in every one of us, but it comes in different measures.
Our situations and experiences shape us as business people and the differing measures of characteristics that make us up.
We're all balancing these characteristics, and as we experience highs and lows as we go through life, both personally and professionally, our characteristic mix changes. That is only human.
As we experience our share of highs and lows through business and leaders emerge from difficult times into periods of success, a dangerous shift in mindset often occurs.
It becomes all too easy to forget the struggles and the people who helped navigate us through them, and what might have looked like a good opportunity then is now being dealt with by ego.
Unfortunately, this is also when ego starts to creep in, leading leaders to believe they are invincible. This common human flaw can have significant repercussions in the business world, particularly in sales.
"It's too small and not worth our time."
"We're too big for them,"
"We're too good for that brand."
"That brand won't make us famous."
"Let them chase us if they're keen."
"I can't be bothered with this meeting."
"I don't have time for this person; they're not senior enough."
Now, I get it. Qualification is important, and specific opportunities become less of a fit as times change. And we do need to qualify.
But how we deal with them means we're doing business the right way, treating prospects with respect and showing our team how we're supposed to behave.
Tell-tale signs of ego and entitlement in business
Recognising these symptoms of ego and entitlement is crucial for maintaining a healthy business environment and your own headspace.
We need to keep ourselves and our teammates in check, so here are some tell-tale signs to look for.
1. Dismissive attitude towards opportunities
Leaders or salespeople with inflated egos often dismiss opportunities that don't seem "big enough" or "worthy" of their newfound success. This is dangerous because qualification in sales isn't a one-time assessment; it requires ongoing effort and consideration.
2. Sense of entitlement
Acting with a sense of entitlement is another clear symptom of ego. This manifests as expecting deals to close simply because of past successes or demanding respect and recognition without earning it. This attitude not only alienates potential clients but also creates friction within the team.
3. Overconfidence and arrogance
Overconfidence can lead to arrogance, where leaders believe their way is the only way. This can stifle innovation and discourage team members from contributing new ideas or questioning strategies.
4. Neglecting team contributions
An ego-driven leader often fails to recognise and appreciate the contributions of their team. This can demotivate employees and foster a toxic work environment.
5. Resistance to feedback
Leaders with a big ego may resist constructive feedback, viewing it as a personal attack rather than an opportunity for growth. This can prevent the business from evolving and improving.
6. Micromanagement
Believing that only they can do things correctly, ego-driven leaders may micromanage their teams, which can stifle creativity and decrease overall productivity.
The impact of ego-driven decisions
Ego is the culture killer. The impact of ego-driven decisions extends far beyond missed opportunities.
It seeps into the very culture of the sales organisation and the wider business.
When leaders exhibit arrogance and an inflated sense of self-worth, it sets a precedent for the entire team. This toxic culture can demotivate employees, stifle innovation, and create an environment where only certain types of clients or deals are valued.
The resulting cultural shift can be incredibly damaging, making it challenging to attract and retain talent, and ultimately affecting the business's overall performance.
Generating leads, whether through outbound efforts or inbound inquiries, is no small feat. It requires a concerted effort and a well-coordinated strategy.
When ego disrupts this process, it can slow down the pipeline and make it difficult to maintain a steady flow of opportunities.
The once smooth-running sales engine starts to sputter, leading to missed targets and declining revenues.
Correcting this course, once ego has taken hold, is like turning a tanker around – slow, cumbersome, and often fraught with setbacks.
Preventing ego from wreaking havoc
To prevent ego from wreaking havoc, business leaders must adopt a mindset of humility and gratitude.
Recognising that success is often the result of collective effort and staying grounded, even during the good times, is crucial.
Leaders should continuously appreciate and acknowledge the contributions of their teams, especially those who stood by them during challenging periods. This approach fosters a positive culture and ensures that the business remains adaptable and resilient.
Moreover, leaders should emphasise the importance of consistent and rigorous qualification processes. Every opportunity should be evaluated on its own merits, without the bias of ego. This balanced approach helps maintain a healthy pipeline and ensures that the business can thrive regardless of external conditions.
It's also important for leaders to maintain open lines of communication with their sales teams. Regular feedback sessions and an open-door policy can help identify any emerging issues before they become problematic. Encouraging team members to speak up about their concerns and suggestions can provide invaluable insights and help prevent the negative impact of ego from taking root.
Investing in continuous training and development for the sales team is another crucial strategy. When leaders prioritise the growth and development of their team members, it not only enhances their skills but also fosters a culture of mutual respect and collaboration. This can act as a buffer against the detrimental effects of ego, ensuring that the team remains focused on collective goals rather than individual accolades.
Let's wrap this up
Ego has no place in sales or anywhere in business. It distorts judgement, damages culture, and hinders the growth and sustainability of a business.
By staying humble, appreciating the collective efforts that lead to success, and maintaining rigorous qualification standards, business leaders can avoid the pitfalls of ego and steer their sales organisations towards sustained success.
Acting with a sense of entitlement is a clear symptom of ego, and recognising and addressing this can be the key to maintaining a healthy, thriving sales environment.
As the market shifts back towards a more positive place, remember, your prospects aren't
going to be walking around like Scrooge McDuck. They're still going to be price-sensitive, which means you need to be sensitive to your ego when you're qualifying in or out.
Take that meeting, travel the distance, make that effort and ask yourself 'what if'. But most importantly, try and be a good person and show your team what it's like to be respectful and ego-less. They will thank you for it, and so will the performance of your business.