The evolving landscape of sales leadership has ushered in a new era— one where the chief sales officer (CSO) is no longer defined solely by their ability to drive numbers, but by their capacity to inspire, develop, and lead people. Gartner research highlights a critical mandate for CSOs: mastering people leadership to unlock the full potential of their teams and deliver sustainable commercial performance.
Today’s CSOs are confronted with a balancing act. On one hand, they are expected to be seasoned sales strategists, laser-focused on hitting targets and driving revenue. On the other, they must serve as people leaders— motivating teams, fostering engagement, and nurturing talent. This duality is not just a matter of personal growth for the CSO; it’s a strategic imperative for organizational success.
However, many CSOs struggle to reconcile these roles. The research reveals that when leaders default to traditional people management—prioritizing oversight and operational control—they risk neglecting the culture of engagement and development that fuels high performance. The consequences are tangible: low morale, increased turnover, and ultimately, missed targets.
The Leadership Gap
One of the most significant findings is that CSOs often lack awareness of their own people’s development gaps. This blind spot can have far-reaching effects, from diminished team retention and growth to misalignment with broader organizational goals. Gartner data underscores a clear connection: sales organizations that prioritize career development and seller empowerment are more than 2.5 times as likely to achieve improved commercial performance compared to those that do not.
What sets successful CSOs apart is their commitment to closing these gaps. Leaders who consistently engage in skills training— particularly in storytelling, mentorship, personalized coaching, and fostering open dialogue— see marked improvements in employee engagement, team performance, and retention rates.
The Power of Feedback and Collaboration
A modern CSO’s toolkit must include a data-driven approach to employee feedback. Regularly soliciting and acting on feedback signals not only boosts motivation and engagement, but also provides valuable insight into the obstacles teams face in delivering exceptional customer experiences.
This feedback loop is vital for several reasons. First, it enables CSOs to gauge the current state of team engagement and motivation—crucial indicators of future performance. Second, it helps leaders communicate vision and strategy in a way that inspires, rather than simply manages. And third, it reinforces the importance of cross-functional collaboration, especially between sales, customer success, and marketing, to drive client retention and growth.
Empowering Sellers for Growth
Additionally, the research points to the importance of creating an environment where sellers feel empowered to share market insights and experiment with innovative approaches to acquiring new clients. Recognition and celebration of initiative— whether in prospecting, brand-building, or customer service— are essential for fostering a culture of ownership and continuous improvement.
CSOs who champion seller development and customer-centric skills are better positioned to support their teams in taking ownership of the customer journey. This not only enhances the customer experience but also strengthens the organization’s competitive edge.
A Call to Action for CSOs
The path forward is clear: CSOs must shift from a mindset of people management to one of people leadership. This means:
- Clearly differentiating their roles as both sales strategists and people leaders.
- Proactively identifying and addressing gaps in their leadership capabilities.
- Accelerating their own development through targeted skills training and mentorship.
- Embracing employee feedback as a catalyst for meaningful, sustainable change.
- Modeling and reinforcing collaborative behaviors across teams.
The stakes are high. In a world where sales organizations are under constant pressure to deliver results, those that invest in people leadership will not only achieve their targets— they will build resilient, high-performing teams equipped to thrive in the face of uncertainty.
The new mandate for CSOs is unequivocal: master people leadership, and the numbers will follow.
Brendan Condon and Rachael Buchler are Senior Director Analysts in the Gartner Sales Practice covering CSO effectiveness, go-to-market strategy, talent management and coaching.
