Failure shouldn't be rewarded with more time to fail further


Failure shouldn't be rewarded with more time to fail further

Your business appoints a head of sales. He tells you that he will rebuild your sales team but won't bring in anyone who has been missing their targets or failed to seal a deal for a long time. You expect great things but as he comes under pressure to hit his quarterly sales numbers his performance is worse than some of the small, seen-better-days outfits that lurk in the darker corners of the industrial park.

He looks like he might manage to miss the target by some considerable margin and decides to lean on members of the sales team who couldn't seal a deal if their lives depend on it. Now you realise he has not managed to deliver on his promises. But before you can get him into the office for a talking to he stands up on the sales floor and tells everyone that their performance is improving, and although everyone is tired, they will be pleased to hear he is not going to resign.

Add into the equation that this man is paid millions and the situation starts to become even more black and white.

This was first published in June 2010

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