GD has been fortunate to scale rapidly over the past ~3 years and in most cases hired or promoted the right people to facilitate the next stage of growth (CFO, CHRO, GC, CRO, etc.). Missteps are inevitable in any organization and promoting one of the directors who I’ll give the fictitious name of "Za" is one such example. Za simply does not posses the hard and (surprisingly) soft skills/emotional quotient required for the position.
From a professional vantage this director lacks business sense, has demonstrated an ineptitude for sales in general, is void of the maturity and composure required to lead effectively, has advanced cronyism/favoritism, is unable to work effectively with cross-departmental leaders, and disregards the counsel of direct-report, managers who are more experienced and capable.
Decisions can’t be made solely on one’s qualitative perception of the business..that is grossly negligent. Especially, when you are responsible for the livelihoods of 50+ people and tens of millions of dollars. You need to be able to create, interpret, and apply data to your policies/decisions just as much if not more than your “feelings.” In many instances this director demonstrated an alarming inability to do so. One example is the promotion criteria created by this director, which eschews reps' merits for promotion (what proper performance looks like) in place of an regressive, out of touch, idealistic criteria.
Involve your managers in the discussions that are going to impact and shape the tier. Don’t just hear them out because you think that is what is needed to temporarily appease them then put forth a unilateral policy. Rather apply their good ideas and fight for them. This is what other directors have done and as a consequence they have benefited from the collective brainpower of their managers...this is also business 101. By not doing this you make it seem as if you are hiding something, have a hidden agenda, or are threatened by ideas not of your own making. The most important outcome of this unilateral approach is the tier’s interests aren’t being properly lobbied for.
A cogent suggestion is to let your managers operate with independence instead of treating them as if this is their first job out of college. I’ve never experienced the level of of redundant micromanagement as I did while reporting to Za.
Denying promotions to the reps who closed the the two largest deals in tier's history because you don't like they deal types is extremely selfish. The reps fought hard for these wins and no matter the circumstances surrounding the deals’ pre or post closure you need to recognize and reward the wins.
