Through our blog posts, we are looking to share not only the value that interim and fractional sales leaders bring to an organization. We also cover a variety of topics and share our experiences, all of which are part of the “day-in-a-life” of a sales professional.
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Determining the right criteria to decide between a consultant, contractor, or full-time employee can significantly impact your business. Since the criteria might differ depending on the functional area, let me walk you through my thoughts for the sales function, specifically addressing when to hire a Sales Management Consultant, a Fractional or Interim Sales Leader, or a full-time VP of Sales.
Read MoreWhat's the difference between a matchmaker and a recruiter in this context? And which path should you take to give your company the best chance at landing an A-player for those mission-critical senior roles?
Read MoreIn the business world, the term "skills gap" is frequently thrown around, often as a scapegoat for hiring and recruiting challenges. However, it's essential to dive deeper into the concept to truly understand what the skills gap is, its implications, and why it might not be the root cause of the issues employers face.
Read MoreInterviewing fractional executive candidates for sales roles requires a tailored approach, focusing on their immediate skills, task-specific effectiveness, and alignment with the organization's goals. While cultural fit remains important, it should complement the candidate's job fit within the unique context of fractional roles. By considering these factors, companies can make informed decisions when hiring fractional executives for their sales teams.
Read More"We will wait to hire a sales leader until we have more customers." While it may seem like a prudent approach to save resources, this strategy can have both advantages and disadvantages. Here's some thoughts as we explore what might be behind this statement and whether it's a wise decision for a growing company.
Read MoreWhile competency and skills are undoubtedly essential factors, ignoring DNA match entirely can lead to serious issues. Employees who do not fit in with the organizational culture may be less motivated, less engaged, and less likely to stay with the company long-term.
Read MoreThere is Quiet Hiring, Quiet Quitting, and Quiet Firing. Or, as it used to be called, Providing Opportunities, Working 9-to-5, and Bad Leadership.
Read MoreCapital investments are postponed. Operating costs are constrained. And, perhaps most importantly, headcount is reduced. It’s a tried-and-true response to an economic downturn.
Read MoreWhen 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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