If you’ve ever thought about growing your sales, then the idea of a “rainmaker” has probably crossed your mind. Sure, rainmakers are the rock stars of sales – they get results. They flourish in the business development and can close deals at an astonishing rate. But is a rainmaker really what your business needs?
We’ve been in the industry for a while and we’ve seen it all. We continually talk to CEOs who are:
- Looking for a rainmaker
- Continually disappointed when trying to hire a rainmaker
- Feel they’re being held hostage by current rainmaker
- Afraid to lose their rainmaker
- The rainmaker!
None of these are great positions for any business looking to grow. But the possibility is occupying the minds of many CEOs as they face mounting competition in the marketplace.
Let’s listen in to a hypothetical CEO’s thoughts before we offer you alternative ways forward!
As a CEO, I find myself at a crossroads, contemplating the allure and potential pitfalls of bringing a ‘rainmaker’ into my company. On one hand, the prospect is tantalizing: a charismatic individual with an uncanny ability to secure business, driving our revenues to new heights. Their knack for sealing deals could be the catalyst we need to propel us ahead of our competitors, offering an immediate boost to our bottom line.
Yet, I’m equally weighed down by apprehension. The reliance on a single individual for such significant growth strikes me as a double-edged sword. What happens if they decide to leave? The void left behind could be catastrophic, potentially destabilizing the business we’ve worked so hard to build. Moreover, there’s the risk of creating an imbalanced culture, where the team becomes too dependent on this one individual, perhaps stifling initiative and innovation among other employees.
I also can’t ignore the introspective path—considering myself as the rainmaker. It’s a role laden with expectation and pressure, one that demands constant performance at the peak of my abilities. The fear of burnout is real, as is the concern that my singular focus on driving deals might lead me to overlook other critical aspects of leadership, such as mentoring my team and fostering a sustainable, collaborative culture.
In sum, the decision to pursue a rainmaker is fraught with complexity. It’s a balancing act between leveraging their unique abilities for immediate gain and ensuring the long-term health and stability of my business. The allure is undeniable, but so are the potential drawbacks.
As you can see from this fictitious scenario, when you go out on a limb and hire a rainmaker, you might not be providing the stability and sustainable growth your business needs for true, lasting success.
So, if you want to right-set your organization and set your business up for long-term growth, here are some great ideas.
Three Alternatives to Hiring A Rainmaker
1. Learn About Sales
Identify steps to take through the sales cycle and create a process that good sales reps can follow and repeat.
By doing so, you will establish a transparent process that can then be taught, collaborated over, and improved on by your sales team. Rather than having one stellar salesperson, you’ll be getting
- a good system,
- a set of repeatable processes,
- accountability metrics, and
- a strong leader to drive sales growth and new business development.
2. Put People in the Right Roles
Tying your entire organization’s sales revenue and success to one person may have worked in the past, but it’s a short-term solution.
When you rely solely on the rainmaker, you’re not investing in a sustainable growth model for your entire organization.
Rather, tap into your existing talent and assess how each team member can contribute to long-term goals. We offer a variety of services to help you right-set your organizational development.
3. Take a Step Back
Hear us out on this one! Often times, many business owners and CEOs were actually the rainmaker themselves, and perhaps that’s how they got where they have. And this is great. But as our hypothetical CEO said, if you’re running a business, this can become distracting. Not to mention too onerous and leaving you short of time for all the other aspects of running a business.
As an organizational leader, you need to take advantage of the opportunity to document your successful sales process, how you qualify, how you handle objections, etc. and then pass that on to other appropriate members of your team. And yes, you’ve guessed: The answer is a sales playbook.
This way you can confidently replace yourself in the sales role and start working on your business. And your team has access to your expertise and everyone can grow into excellence. A playbook is invaluable in growing high-performing teams.
Ditch the Rainmaker: 360 Consulting Can Help You Drive Your Sales Upwards
The key to success and sustainable growth is not to put all your eggs in one basket, but rather invest in viable opportunities that will steer you on the right course. Leverage our dynamic team’s expertise and we’ll build a custom plan for your business.
Take the first step towards breaking sales records and establishing a sustainable plan by scheduling your FREE consultation with 360 Consulting today!