In January 2011, I hired a new head of sales. Let’s call him Peter. He was a smart and ambitious executive, young but experienced.
Two months later, we faced a problem – we could miss our quarter sales target. Three weeks remained in the quarter, too little to save the situation.
We were discussing the measures we could take to mitigate the impact.But Peter didn’t want to give up. For the next three weeks, he worked his tail off.
He called and visited our biggest clients. He held meetings with the sales team twice a day.But working hard on what’s hardly useful is pointless.We still fell short of the target, though Peter managed to narrow the gap.
And yet I fired him soon after.
Why? Read more here.
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