Fairly Even Leadership & Management

How do your managers coach and support sales team members to reach their goals?

Our managers do a great job supporting the sales team in a way that feels genuine and motivating. They set clear goals and expectations and then stay closely involved through regular check ins, one on one conversations, and ongoing feedback. You never feel like you are being left to figure things out on your own. What really stands out is how approachable and invested they are in each person’s success. They take the time to understand individual strengths and areas for growth and adjust their coaching style to fit each team member. Whether it is reviewing calls, talking through deals, or helping remove obstacles, they are always available and willing to help. 

They also do a great job leading by example. Managers consistently bring a positive attitude, recognize wins, and encourage collaboration across the team. When challenges come up, the focus is on learning and improvement rather than blame, which builds trust and confidence. Overall, the leadership team creates a supportive environment where sales reps feel encouraged, valued and motivated to grow and hit their goals.

What practices or programs empower your salespeople to take ownership of their growth?

Our sales team is empowered to take ownership of their growth through a mix of clear structure, trust and ongoing support. From the start, expectations and success metrics are clearly defined, which helps reps understand exactly what they are working toward and how they can improve. Managers encourage ownership by giving reps the autonomy to manage their pipelines and test different approaches while still providing guidance when needed. Regular one-on-one conversations focus not just on performance, but on individual development, long-term goals and skill-building. This helps each person feel responsible for their progress while knowing they have support behind them. There is also a strong culture of learning and collaboration. 

Reps are encouraged to share best practices, learn from top performers, and ask questions without hesitation. Wins are recognized, and setbacks are treated as learning opportunities rather than failures. Overall, the combination of trust, clear expectations, consistent feedback and a supportive learning environment gives salespeople the confidence and accountability to take real ownership of their growth.

How do you balance accountability with autonomy across your sales organization?

Accountability and autonomy are balanced by being clear about expectations while still trusting the team to own how they get there. Goals, metrics and standards are clearly defined, so everyone understands what success looks like. From there, sales reps are given the freedom to manage their day, their pipeline and their approach in a way that works best for them. Managers stay involved through regular check-ins and performance reviews, but the focus is on progress and problem-solving rather than micromanagement. If someone is performing well, they are trusted with more independence. If challenges come up, managers step in with support, coaching and guidance to help get things back on track. This balance creates a culture where reps feel accountable for their results while also feeling respected and trusted. They know they are responsible for hitting their numbers, but they also have the flexibility and support needed to work in a way that brings out their best performance.