February 27, 2006

Swatting Away Permanent Sales Management Duties

Now that’s not a question you hear every day at work. But, this is the question my CEO asked me on Friday, after we reviewed my sales and channel management plan.

“Wow, this looks great. You’re doing what a VP of Sales should be doing here.” I replied, “I see myself assessing and analyzing what’s going on in Sales. I’ve come up with a management plan, complete with reports to start measuring performance for the team and individuals. I’ve also created a repeatable process for someone to assume, but my team could still own the analytics.”

I presented my Channel Management plan. He couldn’t wait for me to get done with my Channel Management transition plan.

He quickly asked me, “What do you want? The CTO told me he wants to make enough money from our gig to start his own business. What’s your goal? What do you want? You’re startup’s getting acquired, what happens next for you? What do you want to be when you grow up?”

My startup’s acquisition came up with my CEO asking me, “How will this affect your job with us? What do you see?”

I replied, “My best case scenario is they acquire our network. We may have to be in Manhattan. I’d prefer to shuttle back and forth from New York to here. I would like the flexibility in my job with you to allow me to keep my job.” My CEO didn’t get rattled as he listened.

“Done. I have no issue with that scenario.”

Talking Titles

I continued on with, “Great, then there’s a matter of a title change given all the responsibility that you’re given me.”

“What title do you want? VP of what? You’re doing sales management, marketing, and channel. Tell me, I’ll give you any title you want. AS long as you’re with us, you can do anything you want.” My CEO said with excitement. Wow. You never hear that everyday.

I calmly replied, “Well VP of Marketing is fine. Channel is typically under Marketing, so we don’t need to have that in the title.” I hope he didn’t want me to take on Sales, but I really felt that wasn’t a permanent fit. It was enough to take on the Channel Management function, which is our business strategy, or exit strategy. Cool. I get to manage it.

In the Works since February 8?

My CEO finally had a chance to tell me that he met with our lead investor and board member on back on February 8, letting the investor know that he intended to promote me. The investor gave his support and agreed that I should manage the Channels.

“What’s the timing? I want this done as soon as possible. When can I tell the sales team?!?” my CEO said with urgency.

I replied, “I get back from LA Tuesday and will be in the office on Wednesday. My team has been sworn to secrecy and knows what we’re discussing. We should meet with the sales team without my marketing team.”

Discussing a Compensation Plan

My CEO then added, “You’re taking Monday and Tuesday off. Darn, I can’t believe I forgot that or else I would have taken those days off too! Okay, I’ll take Thursday and Friday off instead. I’ll not work on Saturday and Sunday, and then work like crazy on Monday through Wednesday. I should have a compensation plan done next week for you.

I kept thinking, “This is so anti-climatic. I’m so calm. It feels normal. I can’t believe I’m having this talk with my CEO. It like any typical other discussion that I always have with him, but it’s about my new VP title and now a new compensation plan. So that was my Friday.

The Smart Lemming Diary is a series that chronicles a journey of laid-off worker, who becomes a Vice President of Sales Operations & Marketing for a small entrepreneurial healthcare technology company. For previous entries in this series, click here. For the first diary entry, click here. For the highlighted Smart Lemming Diary entries, click here.

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