How to get the best of both worlds in a day at the office
It was a Sunday morning in March, and a woman walked into a Los Angeles office building.
She was in the process of hiring a sales associate, who had previously been the co-head of a software company.
“So, what’s your job title?” she asked the new person.
“Head of sales,” the man said, and gave her a brief resume.
“And that I have a degree in computer science,” he added.
The woman smiled.
“I’m so excited!” she said.
But she quickly found out the truth: the new sales associate had been the CEO of a company that made medical imaging equipment.
The sales associate was shocked and disappointed.
“It was such a small company that we didn’t have any background in software, so when we found out we were the lead programmer on the product, it was really a surprise,” she said in an interview with Fortune.
The new sales person was also a bit confused by the fact that the new hire was the same person who had written the software and who was in charge of all the customer support.
“There was no communication, and there were no meetings.
The company never even acknowledged what we were doing,” the sales person said.
The first thing the new head of sales did was write a long memo explaining why the salesperson should be promoted.
“The first thing I said to her was, ‘Hi, this is my first job, I’ve never worked in sales before, so I can’t speak for your experience,'” said the new employee, who asked Fortune not to use her real name because she was fearful of retribution.
“But then I added, ‘So, how would you describe the way you work in sales?'”
She also told her that she would be working as the lead software engineer on the software project.
“They said, ‘Wow, we’re so impressed by your resume, it looks like we should give you a job.'”
It was an admission that the two salespeople had similar goals.
But the new hires were different, because they were not experienced salespeople, nor had they been in the sales industry for very long.
So the new recruit asked her to go back to the office and meet with the sales department, who would then recommend the hiring manager.
“She was shocked that the manager would even suggest that,” said the sales employee, adding that the newly hired manager was not friendly or pleasant.
“He was more interested in getting the job done,” she added.
It was not just the salespeople who were surprised.
Some of the new employees at the new company were also surprised by the new candidate’s lack of experience.
“A few people said they were going to quit the company because of this person.
They said, this person is not a good salesperson, she’s not a great manager, and she should go,” the new lead salesperson said.
At first, the new position manager was so shocked by the newly arrived salesperson’s experience that he was forced to go to the company’s hiring manager to get some advice.
“You know, they’ve been in this business for five years, so they should know what to expect,” the hiring coordinator told the newly-hired manager, according to the new source.
“When they started, they had no idea that there was this problem, they were just like, ‘This is our first hire.'”
The new hires did not have an experienced salesperson on staff, so their boss recommended the company change the title of the job from salesperson to customer support specialist.
“Now they’re called customer support specialists, and the new manager asked me to change the job title from sales to customer service,” the source said.
As soon as the new CEO saw that the sales position was no longer relevant, he took the new management team to the sales director to tell them the reason.
“As soon as he got here, the director was like, what?
He said, you have to do this to fix the problem, not to hire a new salesperson,” the former employee said.
“Everyone was like we’re the same, and we’ve been here five years.”
And so the new hiring manager said the following: “The people who are in charge at this company are people who have worked at this firm for a long time.
They’ve been through the sales pipeline.
So I need to hire people who don’t have that experience.
This person is going to work in this office with me.”
And then the new managers were called in to the meeting.
The people were told that there would be no meetings, and that the company would need to be transparent with the new team members.
“At first, we were like, OK, well, we’ve worked together for five-and-a-half years and this is really a good move, so let’s go do it,” the senior salesperson told the new