Quality control of the work produced (we had an audit process to verify sales results and deals before approving them as commissionable). Small incentive/marketing budgets for their sub-team. Fun activities for their sub-team. Interviewing and training of new hires in their sub-team. Peer reviews of each other. Monthly achievement of sub-team sales goals. I focused much of my time on coaching the team leads—training the trainers. As part of that, I still walked around and talked and sat with everyone, including new hires. Staying connected to the trenches gave me more insight into how to better help the team leads and improve our systems. How To Distribute Responsibilities You need to distribute responsibilities throughout the team (or to outside the team) in ways that don’t add a lot of extra work; hence the importance of elimination, automation and outsourcing before delegation. By distributing responsibilities to the employees touching customers, the ones closest to the action, you can get better quality work and results. They will also learn much more about the business and what it takes to succeed as miniCEOs. Here are some examples of distributing some common VP Sales responsibilities: Goal Setting: What conditions would have to exist for the team to be able to set and achieve its own goals better than before? 80/20 rule: How much of the goals-setting process isn’t that important? Do you really need to set and track 15 goals? What are the 20% of the goals that matter the most? What if you have a “Goals Setting Lead” on the team to be the point person to manage the process, both within the team and with the CEO? Do you need a separate “Quota Beating Lead” to monitor and report on the teams overall progress each month, and flag areas of concern?