The Mark of a Seasoned Leader: Adaptability

In the world of sales engineering, where complexity is the norm and no two deals or team members are alike, one trait consistently distinguishes strong leaders from great ones: adaptability.

Throughout my journey leading technical pre-sales teams, I’ve come to believe that effective leadership isn’t about having a singular, definitive style. It’s about knowing when and how to flex that style to match the unique development needs of each team member, in each specific context.

In my role, I’ve managed everything from entry-level associates learning the ropes to battle-hardened solution architects who could probably teach me a thing or two. The key is not treating them all the same. It’s aligning your leadership style to where they are on their own journey.

As leaders, we have to assess both competence and commitment:

Do they know what to do?
Are they confident and motivated to do it?

If someone’s new to a task but excited? They need direction, structure, and encouragement.
If they’re experienced but wary or disengaged? They might need support, a sounding board, and a bit of a nudge. And if they’ve mastered it? Get out of their way, give them autonomy, and let them shine.

Meet People Where They Are

I’ve found that the best way to earn trust and drive results is to match your management style to the situation. Not to oversupervise and stifle growth. Not to undersupervise and leave someone floundering. But to meet people where they are.

Here’s what that looks like in the real world of sales engineering:

Leadership Style Definitions

Direct: Provide clear instructions, structure, and hands-on guidance to build initial competence.
Coach: Offer both direction and support while helping the individual think critically and build confidence.
Support: Step back from directing and focus on listening, encouraging, and enabling autonomy.
Delegate: Trust capable team members to operate independently while providing resources and recognition as needed.

Examples:

Scenario	Style	Approach
A new hire preparing for their first live demo with a high-value prospect.	Direct	Walk them through the demo environment, provide a clear talk track, offer step-by-step guidance, and role-play objections. Give structure and confidence until they can fly solo.
A mid-level SE debriefing after a tough deal loss.	Coach	Help them frame the narrative, identify where the deal broke down, and guide their thinking without giving them the answers. It's about reflection and building critical thinking.
A top performer eager to take on cross-functional initiatives like enablement or tooling.	Support	Act as a sounding board, help shape the vision, open doors to stakeholders, and give feedback only when asked. They drive. Provide lift.
A senior SE I trust leading a major RFP response.	Delegate	Step back, but be available. No micromanagement. They own timelines, structure, and communication. Clear roadblocks and make sure they’re recognized for their leadership.

Each moment calls for a different kind of support and knowing how to adjust is what separates reactive managers from adaptive leaders.

Being a leader in sales engineering isn’t about knowing all the answers. It’s about knowing your people. And being willing to change your approach (not your expectations) so that they can do their best work.

Leadership is a conversation, not a command.

That’s the kind of manager I strive to be. And the kind I aim to grow on my team.