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by hacknat
4115 days ago
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1. Nah, I think he's right. You're right in that most start-ups will never run into the issues that he's talking about, because most will fail, but if you need to take sales national or international then your VP of Sales better be either a domain leader or know a helluvalot more than you. Either way, you have to trust executives at a level that you never have to for average employees. 2. I didn't see him say anywhere that performance has to be measured short-term. Having a noose over your head based on long term results is very possible. Of course you evaluate your executives on their last major completed project/action, it may have taken 6-18 months (or longer) for it to come to fruition, but that doesn't mean a noose isn't over their heads. |
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Even in sales, which has an unusually straightforward success metric, beyond a certain threshold of above-average competency the leadership is more about how well their approach gels with the most suitable approach for your service, and how flexible they are in their approaches than whether they're some mythical 10x unicorn. Someone who is "world class" at scaling inside sales teams is not going to be "world class" at figuring out how to get your small team of domain experts to network their way to niche domination... if anything applying lessons learned from their experience might make things worse. And I'm not sure what even makes a Head of HR "world class", but I'd certainly prefer a shared philosophy than a stellar set of resume accomplishments.
Anyone involved in a sufficiently large organization who thinks all their senior executives are "world class" or necessary to eliminate is clearly the weak link on the team, especially when it comes to judging others' abilities.