Pros
I had excellent leaders above me at the Head Of and MD/RD level, as well as very bright colleagues. While we were all sitting across different cities, our regional team worked well together and, honestly, had fun doing so. I truly believe that Compass’ offerings to an agent are above & beyond the competition. We have the best talent working directly with agents to execute on strategy, and our Sales Managers in each office are best in class (plus extremely collaborative to work with in my role). While the PTO policy (until June 1st) was not lucrative, I did always feel like I could take what I needed. That said, it’s still sales so you will always be “on call” but that’s a choice we make. There was absolute flexibility in the day to day on most days (attend appointments, WFH, etc) but was difficult at times to try and be in multiple places at once with so many offices.
Cons
The main cons that stand out are primarily around moving targets coupled with a detached sense of reality on those targets at the Regional and National level. Quotas seemed to be thrown out at random and based on what was thought an IC could do, and then rolled up from there. But the difficult nature was more around not always having full visibility and confidence in what the orgs goals were (is it GCI or is it profitability?). One market would be following the framework to a T and then another would completely ignore it and get mass praise for doing so. This was definitely something that effected SGMs and Director morale. The Sales Effectiveness (onboarding) has been a mess for quite some time — the great news is that they have wonderful leaders in place to lead the ship but it was definitely a chaotic process for new or promoted SGMs. Speaking of new, there was no consistency or ROE for new SGMs. Each Director or MD essentially chose what they wanted their reps’ ramp to look like. And, sadly, this seemed to be true for SGMs returning from parental leave and was left at the discretion of Exec leadership based on what they thought that person should do. There has got to be a formalized and documented Sales Rules of Engagement to create visibility and equity. The only other con I have is just around the inherent mindset of external hires. There has been something baked into the culture that has led to an overarching belief that external hires can never be as valuable. This is one of the only organizations where I’ve seen that openly shared from Day 1 across a majority of reps and leaders. I was extremely lucky that my own leader did not share that mindset but it was apparent in the org.