The bane of managing a Business Development team isn’t just juggling client-facing staff and seller-doers — it’s that your own direct reports often need completely opposite things from you. Half want a detailed roadmap. Half want a target and the room to run with it. Treat them the same, and your pipeline stalls.
In this post, Pete shares a simple, three-question framework for finding out exactly which kind of support each person on your team needs — before it costs you the pipeline.
For more help managing your Business Development team through exactly this kind of friction, check out our GROW-it program here.