Founders, Fire Yourself

Firing yourself is a growth strategy. Failure is staying in the wrong role. Six signs you need to fire yourself as head of sales. Quickly. One: Growth is flat. Don’t ignore it. Two: You’re faking it. You’ve never really done this before. You're leading a department you don't understand. Three: Your day is 100% reactive. You’re always putting out fires. Four: You need a sales VP but can't afford the salary. Five: Your team is all tactics, no strategy. There’s no playbook. Six: You're in transition. You're getting ready to fundraise or sell. If that's you, it's time for a change because your buyer or investors want a company that’ already working. Firing yourself from a role you're not meant to do isn't a sign of failure. It's a sign of leadership. It's the strategic move that unlocks the next level of growth for you and your company. The 3 Biggest Takeaways Stop Letting Candidates Ramble When you ask, "Tell me about yourself," most founders make the mistake of listening to a ten-minute biography about where the candidate went to elementary school. This is a waste of time. You need to frame this question to extract professional successes. If they can't pivot immediately to how they’ve won in business, they likely lack the focus you need in a sales role. The "Luck Factor" Predicts Resilience Asking "On a scale of 1 to 10, how lucky are you?" sounds like a throwaway question, but it’s actually a psychological filter. You are looking for a 10. People who view themselves as "lucky" tend to be optimistic. In sales, optimism is the fuel for resilience. If they rate themselves low, they likely view themselves as victims of circumstance—and you cannot afford a victim mindset in your sales team. Screen Early to Protect Your Business Bad hires don't just cost a salary; they kill momentum and culture. These specific initial questions are designed to be quick filters. If a candidate fails the "success" test or the "luck" test, you save yourself the pain of a second interview. Protect your time and your business by filtering out the wrong fits immediately. Frequently Asked Questions (FAQs) Q1: Why do I want a salesperson who thinks they are "lucky"? Doesn't that mean they don't work hard? A: Quite the opposite. In behavioral psychology, people who consider themselves "lucky" (a 9 or 10 on the scale) usually have high optimism. Optimistic people handle rejection better because they believe the next opportunity is just around the corner. A salesperson who thinks they are "unlucky" (a 5 or lower) will crumble after a few cold calls go wrong because they believe the universe is against them. Q2: What if a candidate starts talking about their childhood when I ask them to tell me about themselves? A: It’s a red flag regarding their business acumen. However, you can interrupt them politely once to redirect: "I'd love to hear specifically about your biggest wins in your last role." If they pivot well, they are coachable. If they go back to personal fluff, they don't understand that your time is money. Q3: Is "10 out of 10" on the luck scale realistic? Nobody is that lucky. A: It’s not about statistical reality; it’s about perception. A candidate who has faced hardship but still rates themselves a 10 is someone who focuses on gratitude and overcoming obstacles. That is exactly the energy you need in a small business or startup environment where things go wrong constantly. Q4: These questions seem too simple. Can I really base a hiring decision on them? A: You don't base the hiring decision on them; you base the rejection decision on them. These are screening questions. If they pass these, you move on to deep-dive questions about their sales process and track record. If they fail these, you end the interview and save everyone time. Q5: My current top performer says they aren't lucky, they just grind. Does that make them a bad hire? A: There are always exceptions, but generally, a "grinder" who feels the world is hard will eventually burn out or become toxic to the culture. A "grinder" who feels lucky to be in the game will bring the rest of the team up with them. In a small business, attitude scales just as much as aptitude.