The chief executive officer is also the chief sales officer. He

Hear the words of Jeffrey Gitomer, master of persuasion and herald of commerce, who declared: “The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.” These words are not the chatter of idle thought, but a trumpet blast reminding leaders of their truest calling. For in the world of enterprise, ideas and visions mean little unless they are carried into the hearts of customers. To sell is to survive, and the one who leads must never forget the lifeblood of their domain.

The ancients, though they knew not the title of CEO, understood this truth in their own tongue. The king was not only ruler, but also persuader—convincing his people to fight, to build, to sacrifice. The general was not only strategist, but inspirer—selling his army on the glory of victory before the first spear was thrown. Leadership without the power to persuade is a hollow crown. Thus Gitomer’s wisdom is as old as civilization: the leader must always be the greatest salesman, convincing all—from allies to adversaries—that his vision is worth following.

Consider the story of Steve Jobs, who embodied this truth. Though he was the head of Apple, he did not confine himself to the lofty halls of management. He descended into the marketplace, unveiling products with the passion of a bard. Each presentation was a story, each device a promise. He sold not only computers, but a vision of beauty, simplicity, and power. Jobs was not only CEO; he was the chief sales officer, and because of this, Apple became more than a company—it became a revolution.

History also tells of Henry Ford, who transformed the automobile from a luxury for the few into a necessity for the many. Though he built factories and machines, his true genius was in selling the dream of freedom on the open road. He walked among workers, customers, and investors, learning their desires, shaping his message to resonate with their needs. He was not distant, but close to the selling process, and because of this, his vision reshaped the modern world.

Gitomer’s words also carry a warning. Many CEOs hide behind walls of reports and abstractions, far from the marketplace, imagining themselves as thinkers but not doers. Such leaders forget that the health of their company depends on its ability to bring in business, to win hearts, to persuade minds. Without sales, the company withers, no matter how clever its plans or polished its structures. The true leader must never lose sight of the customer, for the customer is the foundation upon which the edifice stands.

The lesson is clear: whether you are CEO of a great company, leader of a small team, or master of your own craft, you must be willing to sell. You must know the value of what you offer, and you must be close to those you seek to serve. Leadership is not separation, but connection—connection to the everyday labor, the voices of the people, the lifeblood of the market. To lead from afar is to lose; to lead through presence and persuasion is to endure.

Practical wisdom follows: if you lead, step down often from the high seat. Walk among the sellers, the workers, the customers. Listen to their stories, understand their struggles, and learn how your vision is carried into the world. Hone your ability to speak of your product, your mission, your purpose, not with stale words, but with living fire. Let your presence in the selling process inspire confidence, and your company will rise with you.

So let these words of Jeffrey Gitomer endure: “The CEO is also the chief sales officer.” For this is not only a truth of business, but of life itself. Every leader must sell their vision, every parent their guidance, every teacher their wisdom. To lead is to persuade, and to persuade is to sell. Embrace this, children of tomorrow, and you will not only manage, but inspire—you will not only survive, but build a legacy of enduring success.