Professor Craig Wortmann and the Most Underrated Leadership Skill

By: Sammy Tartell, Staff Writer

As Kellogg Leaders, we all understand core business skills like strategy, valuation, negotiation, and competitive advantage. The more underrated business skill I would argue we are not yet fluent in is selling, and this goes way beyond a product or service… This includes selling ideas, change, and, most importantly, yourself.

For all things sales at Kellogg, turn to Craig Wortmann. Wortmann is a Clinical Professor of Marketing and Executive Director of the Kellogg Sales Institute, which he founded in 2017. The Kellogg Sales Institute is dedicated to “helping people make progress in their lives” through teachings built upon his many experiences as a professional salesperson, CEO, entrepreneur, founder, and investor.

Professor Craig Wortmann

As we continue to barrel forward with recruiting, what better time for a reminder of this important skill? From my own time working in executive search, I saw how often the ability to sell oneself influenced hiring decisions. Each of these ideas can be traced back to Prof. Wortmann’s iconic classes.

1. We are all in sales

Every leader sells. You may never carry a quota or an “Account Executive” title, but you will constantly be persuading others. Consultants sell recommendations, entrepreneurs sell visions, and investors sell conviction. When reframed this way, sales stops being just a role and starts becoming a critical discipline for success. To gain buy-in, put on your sales hat.

2. Selling is a system, not a personality trait

A big misconception surrounding sales is that it only belongs to those who are extroverted, charismatic, outspoken—characteristics typically considered to be innate, not learned. Wortmann’s teachings rebuke this idea, proving that it is process-driven and requires preparation, structure, and repetition. Excellence in communication is not exclusively reserved for the naturally magnetic; as with most other skills, it can be built, refined, and then executed.

3. Listening is a competitive advantage

In high-stakes conversations, it’s easy to get stuck in your head, either speaking or preparing to speak. This focus on delivery naturally pulls us away from the actual conversation, and it’s often obvious to the other person. Wortmann teaches disciplined listening: slowing down long enough to understand what the other side truly values before rushing to respond. As MBAs who are trained to deliver, learning to pause may just be the true key to differentiation.

As we look ahead to what’s next—interviews, internships, and ultimately full-time roles—these lessons feel less like sales tactics and more like leadership fundamentals. Individually, they may seem simple, but collectively, they reshape how we think about influence. Whether presenting a recommendation, advocating for an idea, or walking into a new room, the question isn’t whether you’re selling—it’s whether you’re doing it with discipline, intention, and awareness. More Faculty Features by Sammy Tartell: The Fabric of Kellogg Has a Name: Donald P. Jacobs Coffee Chat Crumbs with Professor Loran Nordgren Opening Up about OpenAI with Professor Nicola Bianchi