High autonomy but unrealistic targets and poor management clarity - Enterprise Sales Manager International Workplace Group Employee Review

-Targets and expectations were often unrealistic, particularly when compared to the length and complexity of enterprise sales cycles. -The company hired a large number of Enterprise Sales Managers before subsequently reducing headcount, leaving many employees questioning whether there had been a clear long-term plan for the team. -New starters were encouraged to spend significant time learning the business and internal processes during their first few months, with relatively little focus on outbound activity. This later appeared to be held against people when performance was assessed. -There was no consistent management approach across the Enterprise Sales function. Different managers regularly provided conflicting guidance, priorities and sales strategies, making it difficult to understand what was actually expected. -Leadership messaging frequently changed, and at times even senior leaders appeared to contradict previous direction or strategy. -Many of the larger strategic accounts that matched the ideal customer profile were already owned by directors or senior management, with limited opportunity for the wider team to engage with or develop these accounts. -Some existing sales staff openly acknowledged that their roles differed significantly from those of newer hires, as they were largely managing inbound renewals and existing customer demand rather than generating net-new opportunities. -Prospecting into former customers was often challenging, with many expressing negative views about their previous experiences with IWG, making new business generation more difficult than was initially presented. -Employees often felt like numbers rather than valued members of the organisation, with limited focus on long-term development, coaching or career progression. -The reality of the role and available opportunities did not always align with how the position was presented during the recruitment process. -Organisational decisions and changing priorities created significant uncertainty, leaving some employees feeling that valuable time had been lost in their careers through circumstances beyond their control.