In the mortgage industry, promoting top-producing loan officers into management roles without proper training or assessment creates a leadership vacuum, affecting morale and productivity.
The assumption that top producers will naturally thrive as leaders overlooks the fundamental truth that sales performance and leadership skills are fundamentally different.
Leadership demands skills such as coaching, conflict resolution, and team motivation, which are rarely developed in sales-focused roles, leading to misaligned expectations.
Equating high sales performance with leadership potential perpetuates a cycle of placing unprepared individuals in roles that can result in frustration and poor team performance.
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