一些销售团队正在毁掉他们的公司。
如果一些创始人或高管看到他们的销售团队实际运作的方式，他们可能会感到震惊。
我认识的大多数早期阶段的创始人都在拼命工作，以维持公司的运转、获取客户，并让公司值得庆祝。从零开始建立任何东西都需要极大的毅力。你为每一个客户、每一个合作伙伴、每一寸进展而奋斗。
但当你遇到一些销售团队时……就很难理解为什么流程会停滞或沟通会中断。
我们曾经不得不给首席技术官发邮件，才让他们的销售团队对我们准备推进的交易作出回应。还有一次，我们不断跟进，直到联系到一位副总裁，才得到了回复。在某个情况下，销售代表甚至无法回答基本问题，也无法将我们转接给能解答的人，然后就消失了。
这些都是B轮/C轮阶段的公司。
我从来不是那种通过升级问题来制造紧张关系的人，因为这些关系对我和我们的公司都非常重要，但我们不得不采取激进的措施，以推动进展，保持事情向前发展。
如果有人在我们后期的增长阶段不得不联系我，因为我的销售团队没有回应，那将意味着一个需要立即关注的严重问题。
也许这是一种领导力问题，也许团队的态度反映了高层的状况。但这实际上突显了我在成长型初创公司中看到的一种模式：当紧迫感和责任感减弱时，它们会破坏支撑公司发展的工作。
在一些政府机构中也出现了类似的模式：尽管他们注重问责，但缓慢的响应和官僚主义有时会造成同样的摩擦和低效。
我分享这些并不是为了刺激销售人员，他们的工作已经够艰难了。我是从创始人和建设者的角度分享的：一个由长时间的努力、风险和从无到有的艰辛塑造的视角。
你也经历过这种情况吗？请不要提及公司或政府机构的名称，只分享观点。
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If some founders or C-suite execs ever saw how their sales teams actually operate, they’d lose it.<p>Most founders I’ve known in their early stages worked like crazy to keep the lights on, land customers, and make the company worth celebrating. Building anything from scratch takes pure grit. You fight for every client, every partnership, every inch of progress.<p>But then you meet some sales teams… and it’s hard to understand why processes stall or communication breaks down.<p>We once had to email the CTO just to get their sales team to respond to a deal we were ready to move forward with.
Another time, we followed up endlessly, no reply until we reached someone at the VP level.
And in one case, the rep couldn’t even answer basic questions or connect us to someone who could. Then disappeared.<p>These were Series B/C stage companies.<p>I’ve never been one to create tension by escalating issues relationships matter deeply to me and to our company but we've had to take radical steps just to move the needle and keep things moving forward.<p>If someone ever had to reach out to me in our later growth stages because my sales team wasn’t responding, it would signal a serious problem that needed immediate attention.<p>Now, maybe this is a leadership issue. Maybe the team’s attitude reflects what’s happening at the top. But what this really highlights is a pattern I’ve seen in growing startups: when urgency and accountability slip, they undermine the very work that built the company.<p>A similar pattern appears in some government agencies: despite their focus on accountability, slow responses and bureaucracy can sometimes create the same kind of friction and inefficiency.<p>I don’t share this to trigger salespeople their job is already hard enough. I’m sharing it from a founder’s and builder’s perspective: a perspective shaped by the long hours, the stakes, and the grind of building something from nothing.<p>Have you experienced this too?
Please, no company or government agencies names, just perspectives