Does the Player/Coach Model Really Work?

Time to get really real here folks.

I don't know how many times I have either come across organizations (or even worked for a few) that have tried to operationalize the Player/Coach model.

For those of you that are not familiar, the Player/Coach model is one where the employer attempts to gain benefit from a senior sales executive in building a sales pipeline while also managing a team (large or small - though usually small).

This is generally a means for attracting top talent in sales strategy and execution. But, most often it is a role filled with platitudes and empty promises.

Here is the issue:

Good salespeople are hard to find.
Good sales managers are even harder to find
Lots of people want to be sales managers (usually fatigued salespeople - of which there are many - for a number of reasons)

The hiring organization needs to be VERY crisp in its role definition. If this is a Player/Coach role - it is vitally important that you truly understand your expectations of the individual. How much time do you expect to be spent on individual sales contribution (i.e. carrying a bag) and how much on managing a team. If these expectations are not understood and clearly communicated, the candidate will only hear what he/she wants to hear. So if the person is management-inclined that candidate will only hear and retain the management aspects of the role. If the candidate is sales-oriented then the focus will be on the quota and individual contribution aspects.

And please don't kid yourself. If you really want a salesperson then call it out. Don't call the person a Senior Vice President of Sales and promise management responsibilities "down the road". You know and I know that this will likely NEVER happen. By the same token, really reflect on your needs as a business. Do you have an existing sales team, does it require focused leadership and have you thought about the costs and returns of adding this layer of leadership.

I have seen, all too often, organizations entering into this Player/Coach arrangement with best (and sometimes nefarious) of intentions only to be surprised when someone whom they perceived as a high-performer not delivering on individual business development targets. Well, I can tell you the culprit is usually an overzealous recruiting process with mixed-messages coupled with an eager wanna-be sales management executive hoping to secure a focused management role.
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Bottom line folks - get very REAL about what you need in your organization, communicate it clearly and ensure candidates clearly understand and match your requirements.

Candidates - PLEASE DON'T KID YOURSELVES. If you are in the Player/Coach role - you WILL be having two jobs with high expectations. Look deeply in yourselves and honestly ask yourselves whether you have what it takes to do the job at hand. Failure to do so will have you searching for your next opportunity sooner than you may think.

For those that can make it work - this can be a rewarding role - both financially and form a career development perspective.

Good luck.

Cheers,

Steve

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