“A big risk in sales leadership isn’t making a wrong move, it’s standing still when your structure is already signaling it’s time for change.”
I love leading the Pivotal Peak Alliance Sales Leader Peer Community. It gives me the chance to connect with growth-minded sales leaders. While I get to share what “good looks like” from our Pivotal point of view, I also learn something new in every meeting from this talented group.
This month, our discussion centered on balancing cost and performance when it comes to sales force size and structure. Companies often stick with what they’ve always done, but what worked yesterday may not take you where you want to go tomorrow.
One of the best parts of being in a community like the Peak Alliance is when someone has a powerful Aha! moment. This month we had a member who realized that after a merger, their org jumped straight into restructuring without revisiting strategy. Pausing to realign gave them confidence and a stronger plan.
Another member brought a great real-world issue: Should they hire another quota-carrying seller or invest in their first RevOps role? Processing this in real time with peers helped them weigh immediate revenue impact against long-term scalability.
That’s what makes these sessions so valuable. We get to process issues in real time. These Pivotal Moments, where a leader’s decision can change the trajectory of their team, are where the biggest growth happens.
Sales force design isn’t one-and-done. It evolves with your strategy, market, and capacity. The right structure doesn’t just reduce cost, it creates space for growth.
Your turn: When was the last time you revisited your sales team design?
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