- Weak, disorganised and ineffective sales management.
- Toxic culture of presenteeism where time at desk is valued above all else including quality or quantity of work
- Lack of strategy. I saw two fundamental shifts in strategy during my tenure relating to sales efforts in the Enterprise / Mid-Market space. Sales teams were reorganised during this period with no communication regarding the business goals that this was supporting
- Share price halved during my tenure due to poor sales results and lack of strategic focus
- EMEA office has little autonomy and is at the mercy of changes in direction from head office
- Inaccurately claims to support flexible working in the interview process. There is no flexible working available
- Complete absence of training or onboarding. No plan to get new recruits up to speed, no management support or contact, no effort made or expertise in sales management to support new hires. This is purely laziness or incompetence from managers, who will cite lack of resources. However, this is not an excuse for not providing basic onboarding or product training
- Due to the above factors, there is a toxic culture within the UK office, with little sales activity and poor morale and performance
- Leaders rely on sales tools to do their managing for them. These resources are thrown at sales people with no explanation or training and are used as a crutch by weak managers in place of the basics of sales management. There is no attempt to understand individual motivations, build team morale, explain or build a sustainable sales strategy or provide any practical support. Sitting behind laptops filling out spreadsheets with meaningless statistics to send to head office is not management
