Jeff Michaels

While answering the "sales team org structure" is easy, it can quickly lead sales leaders and organizations down a constrained, unscalable path requiring frequent restructures that are disruptive and distracting from revenue growth. Here's what I mean by that. As Sales/Revenue leaders, it often begins with an emergent problem to solve, which oftentimes causes us to look at "structure." Assuming we've landed on the right problem to solve, the natural course for solving tends to start with what structure should we use, followed by slotting people into the structure, then organizing the function each will do within that structure. This is where scalable growth becomes constrained by the structure. Why? Because it was solved from the wrong starting point. To unlock growth in a scalable way, reverse the natural tendency to start with structure (the easy part) and start with the hardest part – answering "What needs to be done?" The model or framework is as follows: * What needs to be done? (Function) * Who is best suited to do each function? (People) * How can I best organize my team to accomplish this? (Structure) Structure comes as a byproduct of answering the upstream questions of the 'WHAT' and the 'WHO' before determining the 'HOW'. When treated as a starting point rather than a byproduct, we're left with the same people perpetuating the same problems in their current functions, just in a different structure. Last summary comment on this so as not to be overly redundant – 'Structure' will not create the success behaviors nor answer the WHO does WHAT questions. It merely guides what you've already defined...or not defined previously. Defined properly, 'structure' then functions like a water turbine. Done improperly, 'structure' functions more like a dam, which is exactly what we say after a failed restructure..."Damn!"