"Ohana" is a myth when it comes to management: My manager wasn't there to mentor, or support me. I questioned the rationale of a SVP's sales strategy and requests of me though I performed them nonetheless. In the end, I was proven correct. The client refused to entertain the SVP's strategy and ultimately the SVP was reassigned. And despite the overwhelming backing of a nearly all of the stakeholders I supported, management sided with the SVP.
Toxic sales culture and unrealistic quotas and little possibility of attainment: My quota went up over 350% in year 2 with fewer products to sell, less delivery capability, and virtually the same group of clients. Only 1 member of the team exceeded quota. Despite more than doubling my performance YoY, being one of the highest producers on my team and in the top for my region, that wasn't good enough.
Client travel was eliminated due to expense constraints, yet we were expected to build the pipeline and identify new sales opportunities as if we are selling simple commodity products.
No work-life balance, it is a fallacy: I was berated and backstabbed for being on PTO, even though I spent hours each vacation day trying to stay on top of things. It wasn't enough. Evenings and weekends are spent on administrative tasks, which need to get done, but are over-scrutinized. Perfection is the only acceptable performance when it comes to administrative tasks.
Mentoring/Performance reviews: Beware the "whisper" network. Lots of backstabbing, but few will go on the record and provide constructive feedback. I had lots of positive reviews and no negative reviews in the "Feedback" system. Numerous @mentions which praised the performance of me and my colleagues. Instead, management used undocumented feedback and hearsay to rate performance.
