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如果一些创始人或高管们亲眼目睹他们的销售团队是如何运作的，他们可能会崩溃。我认识的大多数早期创业的创始人，都拼命工作以维持公司运营，争取客户，让公司值得庆祝。从零开始建立任何东西都需要坚韧不拔的精神。你为每一个客户、每一个合作关系、每一寸进展而奋斗。但当你遇到一些销售团队时……你很难理解为什么流程会停滞不前，或者沟通会中断。我们曾经不得不给CTO发邮件，才让他们的销售团队回复我们一个准备推进的交易。另一次，我们无休止地跟进，直到联系到一位副总裁级别的人才得到回复。还有一次，销售代表甚至无法回答基本问题，也无法把我们介绍给能回答的人。然后就消失了。这些都是B轮/C轮融资的公司。我从来都不是那种喜欢通过升级问题来制造紧张关系的人——人际关系对我和我们的公司都至关重要——但我们不得不采取激进的措施来推动事情发展，保持进展。如果有人在公司后期发展阶段不得不联系我，因为我的销售团队没有回复，这将表明一个需要立即关注的严重问题。现在，这可能是一个领导力问题。也许团队的态度反映了高层发生的事情。但这真正凸显的是我在成长型初创公司中看到的一种模式：当紧迫感和责任感滑坡时，它们会破坏建立公司的根本工作。类似的模式也出现在一些政府机构中：尽管他们注重问责制，但缓慢的回复和官僚作风有时也会造成同样的摩擦和低效率。我分享这些不是为了激怒销售人员——他们的工作已经够难了。我从一个创始人和建设者的角度来分享：一个由长时间工作、高风险和从零开始建设的艰辛所塑造的视角。你也有过这种经历吗？请不要提及公司或政府机构的名称，只分享观点。

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If some founders or C-suite execs ever saw how their sales teams actually operate, they’d lose it.Most founders I’ve known in their early stages worked like crazy to keep the lights on, land customers, and make the company worth celebrating. Building anything from scratch takes pure grit. You fight for every client, every partnership, every inch of progress.But then you meet some sales teams… and it’s hard to understand why processes stall or communication breaks down.We once had to email the CTO just to get their sales team to respond to a deal we were ready to move forward with. Another time, we followed up endlessly, no reply until we reached someone at the VP level. And in one case, the rep couldn’t even answer basic questions or connect us to someone who could. Then disappeared.These were Series B/C stage companies.I’ve never been one to create tension by escalating issues relationships matter deeply to me and to our company but we've had to take radical steps just to move the needle and keep things moving forward.If someone ever had to reach out to me in our later growth stages because my sales team wasn’t responding, it would signal a serious problem that needed immediate attention.Now, maybe this is a leadership issue. Maybe the team’s attitude reflects what’s happening at the top. But what this really highlights is a pattern I’ve seen in growing startups: when urgency and accountability slip, they undermine the very work that built the company.A similar pattern appears in some government agencies: despite their focus on accountability, slow responses and bureaucracy can sometimes create the same kind of friction and inefficiency.I don’t share this to trigger salespeople their job is already hard enough. I’m sharing it from a founder’s and builder’s perspective: a perspective shaped by the long hours, the stakes, and the grind of building something from nothing.Have you experienced this too? Please, no company or government agencies names, just perspectives

有些销售团队正在毁掉他们的公司。