# How to Spot a Great VP of Sales in Their First Week Key differences between high-performing and mediocre sales leaders from day one. - **Source:** [SaaStr](https://www.saastr.com) - **Published:** 2025-09-18 - **Topic:** [Leadership](https://brifing.si/c/leadership) - **Original article:** - **On Brifing:** https://brifing.si/s/824d2517-9a38-40cb-8160-2d8a0c45701b ## Talent mobilization Exceptional VPs bring 2-4 proven sales executives immediately, demonstrating their recruiting network and ability to strengthen the team. They prioritize identifying top existing performers and take concrete steps to retain them, while simultaneously beginning to remove underperformers who waste valuable leads. This rapid personnel assessment and action occurs within the first week. ## Deal immersion High-performing sales leaders personally engage with all critical deals during their initial week, both to accelerate pipeline movement and to understand the business firsthand. They focus on moving deals through the funnel rather than abstract process improvements. This hands-on approach contrasts with mediocre leaders who remain detached from active sales opportunities. ## Performance standards Top VPs swiftly address underperformance, recognizing that keeping weak team members harms revenue potential. They make tough personnel decisions early, while struggling leaders delay action due to replacement concerns. This difference in tolerance for mediocrity becomes evident within the first month, often marked by top talent departures under ineffective management. ## Process vs. results Mediocre sales executives spend their first month focused on theoretical processes and systems rather than direct revenue impact. They typically lack a network to bring in proven performers and avoid deep deal involvement. This contrasts sharply with effective leaders who balance immediate revenue contribution with necessary organizational improvements. ## Recruiting as core competency The best sales leaders view talent acquisition as half their job, maintaining constant recruiting pipelines. Their ability to attract 1-2 star performers (or directors for CRO roles) during hiring demonstrates this capability. Weak candidates often have no one to bring, revealing limited industry networks and underestimation of recruiting's strategic importance. ## Early indicators Clear differentiation emerges within 30 days: strong hires show measurable progress through closed deals or advanced pipelines, while poor fits exhibit stalling, excessive process discussions, and insufficient customer engagement. These patterns hold true regardless of sales cycle length, making the first month a reliable evaluation period. ## Compounding effects Initial actions create momentum - great hires accelerate performance through team upgrades and deal focus, while weak starts degrade through talent attrition and missed opportunities. The author's experience across 30+ B2B investments shows these patterns consistently predict long-term sales leadership success or failure. ## Hiring implications The findings emphasize evaluating candidates' talent networks and immediate execution capability during hiring. Companies should prioritize demonstrated recruiting ability and concrete first-week plans over theoretical strategies. Early inaction typically indicates fundamental mismatches requiring swift corrective action to prevent organizational damage. ## Sources covering this story - https://www.saastr.com/the-first-week-of-a-great-vp-of-sales-and-the-first-month-of-a-mediocre-one/ — --- _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._