By HUMANERA | Cultural & Multigenerational Strategist at HUMANERA

When Andrew Luck, the General Manager of Stanford University Football, sat in the ticket office to call season ticket holders, urging them to renew their tickets, he wasn’t just looking to close a deal. He was doing something much bigger: changing the culture within the Stanford football program and the organization’s business side.

I’ve spent a lot of time in sales environments — whether in the music industry, sports & entertainment, or banking — and one clear thing: leadership is everything. It’s about more than making the sale; it’s about showing up, engaging with your team, and leading by example. What Luck did in that moment wasn’t just a sales tactic — it was a strategy that impacted every level of the organization.

When Luck chose to skip the executive suite and dive into the day-to-day work of a ticket representative, he sent a powerful message. This is what I call ‘leadership at the ground level’. It’s a leadership style that isn’t about hierarchy; it’s about attention. He wasn’t just asking the sales team to do the hard work. He was getting into the ‘PIT’ with them. That, to me, is leadership at its best.

I’ve seen firsthand in sales teams how empowering employees at every level is critical to success. In the “SALES PIT,” I’ve rung the famous sales bell more times than I can count, but it wasn’t just the satisfaction of closing a deal that made those moments memorable. It was about knowing that I was part of something bigger. When a leader shows that every role is valued, whether closing a deal or managing a ticket renewal, it changes the entire environment.

Luck’s decision to personally connect with fans wasn’t about one sale but about initiating a culture where every interaction counts. And let’s be real: for a team that’s used to seeing leadership from a distance, keeping Luck involved on the front had a profound impact.

Leadership Through Action: Changing the Game

Here’s the thing: leadership by example is assertive. I’ve worked alongside senior executives in various industries, and the most effective leaders I’ve experienced are the ones who don’t just talk; they walk the walk.

For the interns and junior staff who observed Luck in action, it was more than just a task in leadership. It was a real-world demonstration of what it means to coach by showing up. Luck wasn’t pushing to be a hero; he was doing the hard work. And that’s the kind of leadership that sticks. When you see your GM, someone who could easily sit in an office, working just as hard as the person making the next phone call, it shifts your perspective.

This is especially true in the sales world. We all know the drill, smile and dial. You’re grinding out calls, facing rejection, and staying positive. But it makes a difference when leadership steps into your world and shows that they are invested in the same process. It empowers the team and urges everyone to give their best effort.

Testing the System: Getting Into the Details

What’s also critical here is that Luck wasn’t just making calls. He was testing the system. By sitting in the ticket office and getting his hands dirty, he had an individual opportunity to identify inefficiencies in ticket renewal. Was the system easy for fans to navigate? Were there areas where things were slowing down?

This type of hands-on leadership gives you insights you can’t get from a boardroom. When you’re on the front lines, you’re in a better position to understand where the pain points are and where improvements can be made. It’s not about control by mandate; it’s about leadership through action and truly understanding what’s happening in every part of the process.

Authentic Leadership Builds Trust

What struck me most about Luck’s approach was how authentic it was. He wasn’t trying to sell a story or put on a show, but he was genuinely involved. In sales and leadership, authenticity goes a long way. The sales team saw that their GM cared about the details and was willing to put in the effort. This built trust, and trust is the foundation of any successful organization. Authentic leadership, as demonstrated by Luck, is a powerful tool for building this trust.

For the marketing and brand team, this was a story they didn’t need to fabricate. Luck’s actions spoke volumes. As simple as it seems, genuineness is compelling when connecting with your internal team and your external customers. When individuals feel like they’re working for someone who truly believes in their actions, they perform better.

The Sale: A Symptom of Cultural Shift

Andrew Luck’s goal was clear: renew those season tickets. But what he did in that ticket office went beyond securing one sale. It was about shifting the organization’s culture.

As someone who has spent time in the “sales pit,” ringing the bell after a successful deal, I know how important it is to keep that momentum going. But sales are just one part of the puzzle. Sales naturally follow when leadership invests time and energy into creating a culture of empowerment and authentic engagement.

For Luck, getting an email at the end of the day saying that a fan renewed their tickets wasn’t just about hitting a quota. It was a win for the organization’s culture, Stanford football, and business operations. His hands-on involvement showed that sales and culture aren’t separate; they’re deeply intertwined. This shift in perspective led to a more cohesive and motivated team, and ultimately, improved sales performance.