Executive longevity, especially through leadership changes, depends less on past performance and more on a willingness to internalize and act on feedback. This "survival instinct" shows adaptability and a commitment to growth, which new leaders value highly.
A key source of executive team dysfunction is the "empire builder"—a leader who is skilled at managing up but is ineffective in their role and hard on their team. A strong CEO identifies and removes these individuals quickly to maintain a high-performance culture.
As a company scales rapidly, a leader's biggest challenge is discerning truth-tellers from those who manage up effectively but perform poorly. The solution is getting into the field and building direct, trust-based relationships with frontline employees to get the real story.
When a leader makes a hiring mistake, especially with a senior role, the most effective way to rebuild trust is to "fall on the sword." Publicly apologizing to the entire organization demonstrates extreme ownership, validates the team's frustrations, and reinforces a culture of accountability.
An early-stage sales leader's greatest strength—being the superstar individual contributor involved in every deal—becomes their biggest liability at scale. A hands-on leader must be forced to evolve into a true manager who trusts and enables their team, even if it feels unnatural.
In a high-growth company, strong overall revenue and net retention can hide a weakening top-of-funnel. Leaders should obsess over leading indicators like new logo pipeline generation and close rates, as a decline in these metrics is an early warning of future growth deceleration.
The hardest part of a senior sales leadership role is the relentless travel required to be in the field with customers and reps. When hiring a CRO, you must rigorously screen for the hunger and willingness to sustain this grueling pace, especially if the candidate has already had a major financial exit.
Effective sales leadership isn't about managing spreadsheets; it's about leading from the front with deep product knowledge. A leader who can't sell the product themselves cannot effectively judge their team, determine what "good" looks like, or have confidence in their forecast.
Contrary to the stereotype of the optimistic salesperson, hiring for pessimism can lead to better results. Pessimistic reps are less likely to have "happy ears," meaning they don't blindly accept what a prospect says and are better at uncovering the truth in a deal cycle, leading to more accurate forecasts.
Many AI and PLG companies in a hot market are not actually selling; they're taking orders, much like early Salesforce. The companies that build a world-class, value-based sales organization now, even if it seems unnecessary, will be the ones who win when the hype cools and competition intensifies.