I’ve written a lot recently about salespeople. (Key in “hiring” into the search box on my blog or look at my recent posts on LinkedIn.)
Over the years I’ve had the opportunity to provide my opinion to CEOs, CFOs, boards of directors, private investors, private equity partners, and venture capitalists about what was really going on within their (portfolio) companies’ dysfunctional sales departments.
Sales managers and VPs, and the people that hire them, are the subject of this discussion.
Just a note. I love salespeople, sales managers, and their bosses, the VPs of sales. It’s a tough job. This post isn’t about those who get the job done. (Read my book if you’d like to see what that looks like.) For this post, I just want to help those executives who seem to keep on hiring those VPs of sales who can’t get the job done. (And please, stop promoting your best sales rep to VP of Sales.)
Considering the average tenure of sales VPs these days, which is
far less than two years,
one can create a timeline for a newly-hired VP who just isn’t going to work out long-term:
(Read the rest of the post here, on LinkedIn.)