Leading Organic Growth: Why the Eyes Are On Us

Matt Johnston

CEO

The financial services industry is brimming with opportunities. But with opportunity comes the need for strong leadership to capitalize on it. That's why we’re launching a new series on Leading Organic Growth—a deep dive into how leaders must approach, model, and support organic growth within their organizations. Organic growth isn’t just a nice-to-have—it’s a strategic pillar that impacts not only financial projections but also how we support and empower sales organizations.

Understanding the Leadership Role in Growth

In my 29 years in the financial services industry, I’ve witnessed a wide spectrum of leadership styles. While some have demonstrated exemplary leadership, others have been less effective. Recently, a client recommended the book The Growth Leader by Scott Edinger. It spurred deep reflection and several critical questions about leadership and sales strategies. The book underscores the importance of leaders embracing a combination of business strategy, leadership, and sales efforts.

As I thought about this, I asked myself: How many leaders truly understand and embrace the distribution efforts of their sales teams? Do they grasp what it means to navigate tough client discussions on rates or fees? Do they understand the challenges and preparation required to win a crucial client engagement? And perhaps most importantly, have leaders spent time with their teams—really listening to understand the challenges and inefficiencies in their efforts?

The truth is, the eyes are on us.

What Does "The Eyes Are On Us" Mean?

When I say the eyes are on us, I don’t mean the occasional drop-in for a town hall or rewards trip. I’m not referring to the process of simply signing off on revenue goals and profit expectations and sending them down to the sales team. I’m talking about modeling leadership—actively embracing sales and distribution as the economic engine of your business, listening to your front-line employees, and demonstrating through action the behavior you want to see in others.

Far too often, senior leaders become detached from the sales process. They may have never personally been involved in it or may be more focused on the "what" and the outcome, rather than the "how" and the effort. But the reality is, bankers, advisors, and other frontline workers are looking to their leadership to set the tone and model the behaviors they aspire to replicate.

The Importance of Listening and Modeling Behavior

Leaders must be deeply involved in understanding the realities of the sales process and the challenges that come with it. They need to spend time with their teams, ask questions, and immerse themselves in the daily efforts that drive success. But how many leaders take the time to do this? How many take the opportunity to go on a listening tour—not to deliver speeches, but to hear directly from those on the front lines?

Here are some essential questions for leaders to reflect on:

When was the last time you spent time with your frontline teams—advisors, bankers, etc.—just listening?
What did you do with the feedback you received? Did you take action or simply delegate responsibility to others?
When was the last time you sat in on a joint appointment with your teams?
How did you memorialize and share the key takeaways from these experiences with your team?
How do you talk about sales, the sales process, and the impact on clients within your organization?
When you recognize achievements, is it only about the business results, or do you also acknowledge the other contributions and behaviors that matter?

Outcomes of Leadership Involvement and Empathy

If you’re willing to put in the work, go on listening tours, model the behavior you want to see, and demonstrate empathy for your sales culture, here’s what you’ll begin to notice:

People will know you care. They’ll understand that you value their role and appreciate the hard work they put into their business and their clients. That trust is the foundation for a strong, cohesive organization.
Frontline employees will respect your leadership. When you challenge them to grow and perform, they’ll listen because they know you understand the effort and challenges involved. They’ll have confidence in your guidance.
You’ll retain top talent and attract more great people. In today’s competitive talent market, showing respect for your team and culture will make you a magnet for high-performing professionals.
Employees will stop fighting against the model, goals, or technology. Instead, they’ll focus on fighting for their clients, knowing that you have their back and support their efforts.
Employees will feel empowered. When people feel their voices matter, they are more motivated to perform at their best, fueling organic growth across the organization.
Revenue and profits will grow exponentially. When teams believe in their leaders, the mission, and the overall vision of the organization, the results will speak for themselves.

Embrace Leadership for Exponential Growth

Harnessing human capital is one of the most challenging yet rewarding aspects of any business, especially in financial services. As leaders, we must embrace the responsibility of understanding the sales process, empathizing with the efforts of our frontline teams, and modeling the behavior we expect from others. Because if we don’t, people will become disengaged, disillusioned, and, eventually, leave. The eyes are on us, and it’s our responsibility to lead in a way that inspires growth and success.