Most leaders are trying to steer the ship by moving the ice, but they forget that the collision happens beneath the surface.

A few months back, I shared about the Iceberg Principle, specifically, how dangerous it is to rewrite the entire rulebook just because one person made a mistake. We discussed how The Cohesive Leader has the courage to address the individual behavior below the surface rather than punishing the whole team with unnecessary processes.

But what happens when the iceberg you’re navigating is yourself?

In a previous episode of UH-OH Conversations with Cohesive Leaders, our guest Matan Cohen-Citron, a movement expert and hypnotist, took our iceberg metaphor to a deeper, more personal level. [Click here to listen to the full episode and learn how Matan transformed a near-death UH-OH moment into a masterclass on somatic leadership.]

Have you heard the phrase " the numbers don’t lie"?

Organizations tend to live and die by the metric when it comes to sales. They focus on the close, the conversion, and the quota.

While numbers don't lie, they also don't tell the whole story.

Ben-Jamin Toyand I recently had a conversation on the UH-OH Conversations with Cohesive Leaders podcast with Walter Dusseldorp, a former flight paramedic turned C-suite executive. He shared an UH-OH moment about his early transition into management. He was hitting every KPI put in front of him, but he realized he was "stepping over dead bodies" to get there. He was so focused on the transaction of success that he was failing at the transformation of his people.

We are often fed a single, relentless narrative: More.

More leads, more cold calls, more emails, and more hustle.

We treat our sales pipelines like a buffet where the goal is to pile the plate as high as possible.

However, a bloated pipeline is a slow pipeline. When you try to be everywhere for everyone, you end up being nowhere for the people who actually need your solution.

The problem isn't a lack of effort. It's the "human doing" trap. We measure success by how many boxes we checked, rather than how much value we moved. If your calendar is managing you, instead of you managing the calendar, you've hit a significant professional UH-OH.

There is a delicate balance we all strive to strike in the world of sales and leadership. We know that reaching our goals requires relentless forward motion, but there is a fear that lives in the back of every professional's mind:

Am I being a pest?

The Cohesive Sales Approach moves away from the hard sell and those repetitive "just checking in" emails that clutter inboxes. Instead, it focuses on an infusion of value and a steadfast commitment to the long game. Success comes from being a resource, not a nuisance.

You’ve spent a fortune on that shiny CRM. Your sales team is out there grinding until the gears smoke. Your product? It’s objectively the best in the game.

So, why are your deals stalling out at the finish line?

Many leaders look at the Top of Funnel to find the leak. They audit the pitch decks, tweak the LinkedIn scripts, and double down on outreach. But the UH-OH isn't happening in front of the customer. It’s happening in your hallways, your Zoom rooms, and your Slack channels.

Silos are the silent killers of your close rate.

When your Sales team doesn’t trust Operations to deliver, they sell with hesitation. When Marketing doesn’t understand the true pain points Sales hears on the ground, they generate misaligned prospects. This lack of Internal Cohesion creates a Friction Tax that your customers can smell from a mile away. If your team isn't sold on each other, they will never consistently sell your vision to the world.

Most leaders tell me they want a great culture, but when I ask them to define it, things usually get a bit fuzzy. They point to surface-level perks or happy faces, or worse, they assume creating culture is HR’s job. That is a major UH-OH for any organization.

If you can't define what a 'great culture' looks like, you can't build it. And you certainly cannot fix it when things go wrong.

A Cohesion Culture™ isn't a mystery. It's a culture that’s infused with cohesion. You may have a culture of service, excellence, innovation, or joy. Those fundamental core values remain. Through our Cohesion Culture™️ program, we guide leaders to build on three non-negotiable pillars. If one is missing, you don't have a high-performing culture or team... You just have a group of people sharing an office (or a Zoom link).

In celebration of Leadership Day on Friday, February 20, I am offering readers a free download of our book Becoming a Cohesive Leader: The POWERup Guide to Grow, Develop, and Advance Your Career. But I realize not all Cohesion Corner™ with Dr. Troy subscribers have been here since the beginning. So I wanted to take a moment to go back to the basics and introduce you to the Cohesion Culture™ framework.

"Time is the scarcest resource, and unless it is managed nothing else can be managed." - Peter Drucker

Late Decisions Are the Most Expensive Ones Leaders Make

In leadership, we often mistake busyness for responsiveness. We wait for the data to dip or the culture to fray before we pivot. But by then, the price tag has already gone up.

When leaders wait for urgency to dictate their timing, the cost shows up immediately, usually in sales results and team culture.

• Late conversations lead to friction.
• Late investments lead to missed targets.
• Late clarity leads to a team that is busy but never ahead.

By the time many leaders finally take action, the pressure is already on. Even a good decision feels rushed and defensive when you’re already behind the curve.

Before reading this edition, make sure you’ve read Part 2 of this series in the Leading On Purpose blog by Ben-Jamin Toy. That newsletter explored how personal values shape decisions, energy, and resilience in sales leadership.

This installment continues that conversation by looking at leadership through the lens of sales teams, while showing how these same principles apply to leadership in any context.

Leadership in any field requires navigating conflict, managing priorities, and guiding people under pressure. Sales teams provide a highly visible example of these dynamics, but the lessons extend to all leaders, from operations to project management. By examining how values shape decisions and behaviors in sales, leaders can better understand and influence their own teams, no matter the function or industry.