Well I just returned from an annual sales conference where I had a chance to spend some time with sales development experts from all over the world. There was some great content that was shared as well but I thought it might be interesting to share what I learned from some of my "off line" conversations with people like myself.

What were the biggest challenges they faced in helping sales people improve?

Well we all know that sales people struggle with weaknesses, need to be more consultative, ask better questions and stick to a sales process but that is not the most common obstacle I heard my fellow experts discussing. What was it?

Overwhelmingly we find that sales leadership being resistant, evasive and unwilling to change to be one of the biggest obstacles. Sometimes the CEO is the only sales leader, other times it is a VP of sales and then of course there are sales managers. Often it seems that sales people are asking for help with tactics, feel they need to be coached and don't like the way the sales leader motivates. The sales leader (regardless of title) thinks that everything is fine, he has it all worked out, has been doing this for 20 years, has a plan, is working on it, knows what needs to happen, doesn't need help  getting it done etc.....

So let me ask you this question - if the biggest obstacle standing in the way of helping a sales organization for people like me is the rotten attitude so prevalent amongst sales leaders, what do you think the biggest obstacle is for your company when it comes to improving your sales organization and culture? I know you are different but what if you are not? What if the person that you have put in charge is the biggest obstacle to the success of your sales people? Scary isn't it? But don't feel too bad apparently it is a global issue.

They are defensive of their people, processes, systems and strategies. They make excuses and they certainly don't welcome the idea of being assessed or evaluated. Often even after they are they work against the changes that we might recommend. Of course there are exceptions and in those cases we can always demonstrate results and they end up saying "thanks".

Would you hire an embezzler as a CFO? Would you hire a convicted thief as a COO? Probably not, because they would probably sabotage your efforts and rob you blind. What if your sales leadership is doing the same thing by not driving and creating the type of success that could be costing you thousands of dollars month in month out? Just to protect their ego.

Is that OK? Is their ego worth it?

During the civil war General Robert E Lee lost his most talented general - Stonewall Jackson - to friendly fire.  He spoke of this loss as being equivalent to losing his right arm. Of course he had other Generals but none that were as competent and heroic.  We could say that not every General was "General" material.

Occasionally we run into a VP of sales that is competent and heroic - looking out for what is best for the company, not an egomaniac and open to new ideas. But most of the time they are really not VP material.  All CEO's should take the time to seriously question the ability of the person in this role, after all an incompetent VP of sales could push your business right under in this economy. What might be some indicators?

Well, if your CFO didn't want to use a payroll company, an accounting firm or a bank - preferring to handle everything himself and saying something like "I've been doing this long enough to know what I'm doing" what would you think?  If your CIO refused to update your software or protect your infrastructure with the latest expertise would you be confident in him?   If your Marketing Director wanted to keep the old website and saw no need to look into newer mediums that might provide an edge - how does that work for you?   What if your VP of HR refused to use an outside company for background checks or insisted on only posting openings in the Sunday Paper; a little out of step maybe?

Yet - VP's of Sales consistently refuse help with their sales people. They don't appreciate the value of evaluating their people to understand their strengths and weaknesses. Most importantly, they refuse to have someone look at them and tell them how they might improve their systems, processes or people. They are often arrogant about their skills - which are overinflated and ignore their own weaknesses.

So if you are a CEO and you are leaving it to your VP of sales to offer true leadership in this regard, chances are it won't happen. Of course there might be occasions when they are right and don't need any help - is everything perfect? Are all deals getting closed? Forecasts always come in on target?  New Business is the majority of what is closed? Turnover is in check? They have a clear picture of how to increase revenue in the coming year?  Sales is working harmoniously with the rest of your organization? Etc, Etc......

Bottom Line - a VP that refuses to look at what could be improved, a VP that thinks they know exactly what needs to happen and doesn't need any help is probably going to hurt you more than they help you.