# Why Hiring a Universally Loved VP of Sales is Often a Mistake Popularity in hiring can signal mediocrity when scaling sales teams. - **Source:** [SaaStr](https://www.saastr.com) - **Published:** 2026-09-07 - **Topic:** [Leadership](https://brifing.si/c/leadership) - **Original article:** - **On Brifing:** https://brifing.si/s/19d67a51-9c2f-4481-bb9b-068166c11ebf ## The paradox of popular hires When 90% of your team loves a VP of Sales candidate, it's likely a red flag. High performers feel threatened by real change agents, while underperformers fear being replaced. The ideal candidate should challenge the status quo, not just fit in comfortably. This discomfort often manifests as mixed reactions during the hiring process, which is actually healthier than unanimous approval. ## Threat to existing performers Top sales reps often prefer a 'nice' VP who won't disrupt their workflow, even if this means slower growth. Meanwhile, underperformers instinctively resist candidates who might expose their shortcomings. This creates false consensus around mediocre candidates. The right hire should balance maintaining top talent while improving overall team performance, which naturally creates some initial resistance. ## Management team blind spots Many executives don't truly understand sales leadership, getting swayed by superficial metrics like ARR talk. They prioritize cultural fit over transformative potential. Newer VPs especially tend to favor less challenging candidates. Smart CEOs weigh this input carefully, recognizing that unanimous approval often means the candidate won't drive necessary changes. ## Boardroom misconceptions VCs frequently misjudge sales leadership needs, favoring polished presenters over gritty operators. Less than 20% of investors have relevant CEO experience at your stage. They often recommend candidates from flashy companies (Twilio, Datadog) who lack hands-on startup experience. These 'impressive' hires typically fail within 18 months at scaling companies. ## The big company trap Candidates from large corporations often struggle with startup realities. While 70% may have impressive resumes, only 30% can adapt to scrappy, hands-on environments. They focus too much on people management rather than driving deals. The best candidates show some 'rough edges' - proof they're still close to actual sales work rather than just managing processes. ## The interview illusion High interview scores often correlate with poor performance. Candidates who ace all interviews typically excel at presentation, not execution. Research shows the 'most liked' candidates underperform by 25% compared to those with mixed reviews. Smart leaders look for substance beneath surface polish, valuing strategic insight over charm. ## Growth requires discomfort The right VP of Sales should accelerate growth by 30-50%, which requires changing processes and personnel. This naturally creates friction initially. Companies that prioritize harmony over growth typically plateau. The temporary discomfort of a strong hire pays off in 6-12 months as new systems take hold and performance improves. ## Long-term vs short-term approval While the popular hire gets early high-fives, the transformative leader earns respect through results. Within 12 months, teams value performance over personality. Data shows unpopular-but-competent hires achieve 2x employee satisfaction scores once their impact becomes visible. The right choice becomes obvious in hindsight. ## Sources covering this story - https://www.saastr.com/dont-hire-a-vp-of-sales-everybody-loves/ — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._