The practice heads seem to be spread extremely thin and as such they tend to be poor listeners and have tendency to jump to conclusions. Some of this is simply an overzealous attitude toward capitalizing on every opportunity. However, as a BDM, you need to ensure that they stay focused on listening and diplomatically steer the conversations so that it doesn't become an information dump that has no relevancy to the prospective client. The practice team members AND management specifically complain incessantly about compensation and workload until you simply become numb to the dissatisfaction with their jobs. None of this is obviously expressed to the leadership. And, when the CEO is focused on other matters the sense of purpose and urgency is nonexistent. I honestly have no idea what these teams are experiencing on a daily basis when the leadership is present and focused on the results they are delivering. But they certainly phone it in when no one is watching. Recruiting is not nearly as aggressive as the the rest of the teams here and they act as though they either lack the tools or training to be an effective part of the equation and that you should be aware that this handicap exists. It is odd that every other team shares their specialty and contact information. Yet, once the requirements reach recruiting, it's as if it has entered the "black hole" of opportunities and you never know what result you will receive.
