In the early life of a startup, few challenges are as misunderstood—and as costly—as building the first sales engine. Founders often assume that hiring a few salespeople will automatically translate into predictable revenue.
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When you step into a company as a fractional sales leader, the clock starts ticking immediately. You’re expected to deliver results quickly—refining processes, improving pipeline health, and driving revenue growth.
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When both sales reps and sales leaders are held accountable for their actions and results, it fosters a sense of ownership, trust, and transparency within the team. How do you build an accountability culture in a sales team?
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When executives put their hiring criteria together, I would implore them to throw out the regurgitated and stale approach so often used and statistically unsuccessful - wait for it - “the rolodex and product experts.”
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Too many people like to describe themselves as thought leaders. They want to be recognized as an authority in their field, as the one with the original thinking that others follow. But those true original thinkers are a very rare breed.
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