This is an expensive hire. You will need to figure out if it’s going to work – fast! Here’s how:
The number one job of the VP of Sales is hiring and building an amazing team. To achieve your numbers, it’s likely you will be constantly recruiting, you’ll need two more Sales Execs, then four and so on. The great sales leaders with experience know this.
Did your VP of Sales hire within the first 30-60 days from within their networks? Great VPs will have no problem attracting trusted foot soldiers to follow them. If they didn’t, or have not even looked at or discussed a hiring plan, this is a significant red flag.
The flip side of the same coin. Did Your VP of Sales fire or address under-performance issues in the first 30 days?
It’s just a huge waste having an underperforming sales person in the early days when leads are hard to come by. The Great VPs of Sales know you can’t pass good leads to underperformers, so they stop doing it immediately. The underperformer is usually managed out quickly.
Mediocre and poor VPs of Sales are likely to adopt the “bums on seats” attitude and hold onto underperformers too long. This is because they aren’t great at backfilling and improving the team.
90 days isn’t enough to see the results of new processes or to build a significant pipeline, but it is enough time to see an improvement and do better than you were before.
It’s likely you will have a pipeline, possibly some inbound leads and the bones of a demand generation engine. A great VP of Sales will fine tune that immediately, and so you’ll see faster revenue growth from your current sale cycle. Plus, you’ll see added momentum with more deals in the pipeline, more booked demo’s and hopefully more draft contracts going out the door.
These are all quantitative improvements you can measure. If these three things have happened, it’s inevitable there would have been an improvement. If not, it’s likely you have uncovered a problem!