Things That Really Bother Me as a Sales Organization Owner

Running a sales organization is far from smooth sailing. In the high-stakes world of sealing deals and hitting quotas, it’s natural for frictions and challenges to arise. However, as a sales organization owner, there are some persistent thorns that just keep digging into the otherwise slick fabric of the business. In this no-holds-barred article, I’m taking a candid look at the things that truly annoy me in this high-octane field, and how they might just be a universal nuisance for many in this industry.

It’s the bane of productivity, the enemy of progress, and an absolute anathema to success. Laziness, in all its slouching forms, is a cancer that can quickly metastasize through an organization, sapping it of its vigor and drive. The worst part is, it’s not always the overt form of laziness—such as habitual lateness or extended lunch breaks—that bothers me. It’s the more insidious, subtle forms of laziness that really grind my gears; the half-hearted presentations, the incomplete market analyses, and the half-baked pitches that suggest an employee is merely going through the motions.

In my eyes, a lazy worker isn’t just someone who doesn’t hit their numbers; it’s anyone who doesn’t wholeheartedly engage with their work with a spirit of excellence and determination. I’ve come to realize that combating this isn’t just about instilling a strong work ethic in a team, but also about fostering an environment where everyone is excited and feels responsible for their contribution.

Now, by weakness, I’m not referring to a lack of physical might. In sales, as in life, people face down challenges that test their mettle. It’s when I see individuals crumbling under pressure, faltering at the first sign of resistance, that I’m most irritated. I understand that not everyone is cut out for the cold-calling crucible and that overcoming objections isn’t in everyone’s comfort zone, but succumbing to these challenges without a fight is unacceptable.

Quitting might seem like the easy way out, but in sales, or any competitive domain, the easy way is seldom the rewarding way. And I want my organization to be one that values resilience, problem-solving, and a never-say-die attitude. It’s why, during hiring, I’m constantly on the lookout for those who relish a challenge and who have the grit to see it through. Weakness is infectious. I refuse to allow it to spread under my roof.

In any high-pressure role, timing is everything. Whether it’s being late to a meeting or being late to adapt to a new sales strategy, the repercussions of tardiness can be significant. In sales, missed opportunities can translate to missed revenue, so every second counts. On a business perspective, punctuality is crucial. But what niggles me even more is when there’s a tardiness to mental agility.

I’ve seen more strategies fail not because they were fundamentally flawed, but because my team was slow to shift their thinking and apply the strategy effectively. The world of sales is fast-paced and dynamic; it’s no place for laggers. That’s why I constantly work to ensure my team is ahead of the curve, mentally sharp and ready to pivot at a moment’s notice.

In sales, numbers don’t lie. You’re either hitting your targets or you’re not, and there’s no room for blame-shifting when you fall short. Accountability is the bedrock of any high-performing team—it’s the recognition that each team member is crucial to steering the company forward.

It’s when I encounter team members who are quick to take credit for success but equally swift to find a scapegoat for failure that I become vexed. Accountability doesn’t just mean admitting to mistakes; it means actively seeking ways to rectify them and prevent their recurrence. And nothing gets under my skin like an employee who doesn’t take the reins when the going gets tough.

The only constant in sales is change. New products are launched, new markets emerge, and new technologies pave the way for new sales processes. Those who cling to the “old way” are often left behind.

What annoys me to no end is encountering team members who are reluctant to adapt to change, whether it’s a new CRM system or a radical shift in sales strategy. Of course, change can be disorienting and unwelcome at times, but in sales, it’s non-negotiable.

It’s my goal to cultivate a team that not only accepts change but welcomes it. This involves clear communication about the reasons for change, providing ample training and support, and rewarding those who champion new initiatives.

The annoyances I’ve aired out in this piece are not merely pet peeves for me—they’re obstacles that can stifle an organization’s growth and potential. Lazy, weak, unpunctual, unaccountable, and change-resistant employees don’t just fall short of targets; they threaten the very fabric of a company that relies on the tenacious pursuit of goals.

But this isn’t a rant without a solution. Over the years, I’ve learned that creating a sales culture that values hard work, resilience, punctuality, accountability, and adaptability doesn’t happen by accident. It requires a proactive approach to leadership that includes clear communication, setting the right examples, and fostering an environment of continuous learning and personal development.  Instead of just giving instructions to my team, I show them by picking up the phone and demonstrating the tasks myself. I always aim to practice what I preach.

My goal, and perhaps the takeaway for any sales leader, is to not only vent about these common annoyances but to take action against them. By doing so, I’m not just improving my day-to-day work life; I’m also ensuring that the organization I’ve poured my heart into is always poised for success, even in the face of the most vexing challenges.

Author: Sal Aniano

This article was written to give you an exclusive look into the thoughts of Sal Aniano. Whether you’re offended, enlightened or entertained, Sal has achieved his goal.