The so-called sales “leaders” are entirely out of depth. There’s zero understanding of what leadership actually means — no direction, no mentorship, no accountability. They operate like insecure bureaucrats rather than people managers. Anyone who questions a flawed process or calls out bias is immediately sidelined or pushed out. The culture rewards compliance, not competence.
One of the biggest failures lies in how account books are allocated. LinkedIn globally defines clear frameworks — senior Account Managers should handle strategic, high-value clients, while others scale up progressively. In Bangalore, that logic doesn’t exist. Managers arbitrarily hand out lucrative books to their favorites while dumping low-potential or inactive accounts on those they dislike. It’s a deliberate setup for failure, thinly disguised as “performance management.”
There’s also no awareness of macroeconomic shifts or market dynamics when assigning targets. Quotas are unrealistic, unbalanced, and often set just to satisfy leadership optics. Missing target by even a fraction — despite strong client work — can still land you on a PIP. Coaching and context are replaced by pressure and politics.
This isn’t leadership. It’s damage control disguised as management, led by people who shouldn’t be managing teams at all.
