~300 words | ~60 second read
My first instinct as a manager was to stay out of the way (shocking I know but I was warned heavily to not “super-rep”)
Let my reps cook. Trust the process. Don't be that guy who hovers
I thought I was empowering them but in reality I never showed what good looked like
I was just absent expecting them to run calls and close deals like I did (hardo)
So I overcorrected
Started joining almost every call. Taking over. Solving problems my reps should've been solving. Handling objections before they had a chance to try
Felt great in the moment
My reps got worse
Here's what super-repping actually does: it creates dependency
I'd go into a deal review and a rep hadn't touched an opportunity in 5 days
Not because they were lazy
Because they were waiting on me
That's not a team. That's a bunch of people getting parking tickets and I get to be the meter maid every deal review
The fix isn't to disappear again. It's swim lanes
You still join calls. You still team sell. But you walk in with one question first:
"What's the one thing you need me to get so you can run this call perfectly?"
That's your job on that call. One thing. Everything else is theirs
No for real EVERYTHING else is theirs
It keeps your rep in the driver's seat
Keeps you from taking over
Safety
They know you're there. They know what you're there for. They can actually focus
And over time you stop being the meter maid. You become the secret weapon
Still figuring out the balance 9 years in. But that question helps take the pressure off
DO THIS MONDAY
Before your next prospect/customer facing call with one of your reps ask the one question. Write the answer down. Do only that.
Think this was good? Think I'm full of shit? Hit reply. I read every one.
— Brandon