Magnus Marketing Blog

In my travels with entreprenurial companies, I have come across very similiar issues concerning the hiring of Vice Presidents of Sales. It needs to be very clear that a true VP of Sales will be focused on team development, strategy, management, and results. Too often, companies stick very immature or poorly developed people into "senior" roles. Regardless of economic conditions, it is critical that the right sales leadership be engaged to lead the effort and the team. Here are a few key observations taken from real situations to avoid:

1. A VP of Sales Motivates: As mentioned in an earlier post, I left a position as a biz dev/sales rep for a technology firm as did another senior sales rep because the "VP" was a horrendous micromanger with little tolerance for minute errors. He also took credit for others accomplishments. Beware of putting immature, undeveloped managers in management positions!

2. A VP of Sales Manages: As related in the story about my friend, the VP of Sales had zero handle on his team. He did not know how to manage different personalities, bridge the gap on process, and deal with potentially harmful situations. He also made a comment that haunts me today: he said - the management still holds ME responsible for the revenue goal. As VP, he is responsible for achieving the overall corporate sales goal, which needs to be accomplished via the efforts of the team. Sales Rep 1 generates $50K, Sales rep 2 generates $50K, Sales Rep 3 generates $50K which adds up to meeting the goal of $150K that he, the manager, is held to. Clearly, this "VP" is clueless about how to build and manage a team.

3. A VP of Sales doesn't interfere/respects others: I had a situation with a client recently that threw me a curve. I talked to a prospect about the company's solution and he was interested, but had some highly technical questions he wanted answered. I brokered a deal with him that he could send his questions and I would set up a follow up meeting engaging the right people to talk with him. This was done purposefully, I wanted to have an interpersonal interaction, scheduled, and facilitated so he would build a relationship with the company. The company is a start-up in the midwest. After relaying this info and getting his questions, I found out the VP of Sales CALLED the prospect and talked to him in complete violation of what I told the prospect. This easily could have killed the deal, made me look incompetent, and is a serious annoyance to the prospect. Luckily, the prospect didn't mind, but still...there was no need. This "VP" needs to be more trusting of his staff and allow them to handle the prospect process.

I have seen situations where Sales heads ran companies and pitted people against each other, played politics, and took credit for others accomplishments. One division head actually was notorius for claiming credit for his salesteams big wins! I heard later, after he was fired by the company, and later became a Northeast Regional Sales Head that he was proven to be less than stellar.

I advise companies to hire correctly. It is difficult to find Sales Managers who can be hands-on, but that is what is needed in growing companies. You do not want any of these type of people, individual contributors masking as managers, destroying your company's future growth! Work with a reputable recruiting agency to find the right candidate also, don't do it yourself!