I think of starting a new role as the “First 100 Days” which applies to U.S. I really like what Matt and Eric discussed and also wanted to share some of my own thoughts on this topic. Your success is the byproduct of the buy-in that the rest of the people have. Get the rest of the company behind you and get them vested in the success of the sales organization. Have a level of transparency with the rest of the organization and build a good story with everyone about their involvement and what you expect in terms of helping sales with deals.Create a roster of the top deals that you can personally impact and help deliver yourself (not necessarily the biggest ones on the rails but the ones you can help with).You need to build a plan that is relevant to your new organization at this time and place. Listen, learn and build a plan. Don’t bring in the slide decks from your last place and just replace the logo – every company is different even if it looks similar.Focus on building your own legacy and learn the good things they did before. Don’t be the “anti- guy before me” – don’t start your legacy by saying what a louzy job the prior executive did and don’t criticize them.And just the other day, I saw a link from SBI posting a video where Matt Sharrers (the CEO of SBI) asked Eric Vermillion (a former CRO of BlueCat) about what happens when new head of Sales starts – see this video here: “ A Quick Start Guide for New CROs“.Įric mentioned the following in this video (my notes on the couple of steps that Eric discussed): I was recently asked what a new Sales Leader should do during their first three months (i.e.
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