I will be posting daily excerpts of Hiring Secrets of the NFL, by Isaac Cheifetz, Catalytic1 Executive Search, over the next two weeks leading up to the Super Bowl.
In the NFL, the two primary defensive line configurations are the “4-3”, with four defensive linemen and three linebackers, and the “3-4”, with three linemen and four linebackers.
In a 4-3 defense, the linemen are the primary pass rushers. They are “one gap” linemen, responsible for a single “lane” between the opposing offensive linemen, and can more aggressively attack that gap in pursuit of the other teams quarterback or runner.
In a 3-4 defense, the linemen have “two gap” responsibility. As a result, they must be bigger (3-4 linemen rarely weigh less than 300 pounds), and are primarily responsible for controlling the opponents offensive line, freeing the linebackers to rush the passer and make the tackles.
Smart NFL teams who play a 3-4 are careful to draft linemen who fit their defensive scheme. Many can play in either, but many do best in one or the other. Aside from the additional size the 3-4 requires, many college linemen are accustomed to instinctively penetrating the opponent’s backfield, rather than playing the more systemic role of controlling the line of scrimmage.
How does a 4-3 sales organization differ from a 3-4 sales model?
A 4-3 business development model is a classic sales driven organization, where the sales reps are responsible for penetrating new accounts. It requires salespeople to be aggressive hunters, and compensates them accordingly.
A 3-4 business development model is driven by account management, rather than new sales. The account reps still have revenue responsibility, but they are primarily farming within existing accounts. They have more of a consultative role across the customer lifecycle, and often have more industry expertise.
Deciding whether you are a 4-3 or 3-4 sales organization is critical for how you hire and compensate your salespeople. A 3-4 business development model often has world class sales reps, but they have different responsibilities, and are compensated differently.
For example, IBM is a 3-4 sales organization, despite being a highly respected training ground for IT sales. The “account executives” generally sell into existing customers, and are part of a team, with a customer service mentality. They are well compensated, but it is understood they can make more if they leave IBM and sell for a firm that emphasizes a sole contributor sales model.
Oracle, in contrast, is a 4-3 sales organization, where sales reps are hunters. They are highly compensated but ruthlessly judged on their production (somewhat like an NFL coach, come to think of it).
Responsibilities & Requirements of a 3-4 versus a 4-3, in the NFL and corporations
Ø 4-3 Football Defense: Swift Hunters – Linemen who relentlessly attack quarterback
Ø 3-4 Football Defense: Massive & Strong – Linemen control line of scrimmage, allowing linebackers to attack the quarterback.
Ø 4-3 Sales Model: Aggressive Hunters – Individual contributors who penetrate new accounts; Classic sales driven organization,
Ø 3-4 Sales Model: Subject Matter Experts with Consultative Skills – Drive new business by cultivating current clients, rather than by hunting new clients.