The culture at Service Express used to be elite or platinum, some might say. But since the new leadership has stepped in, the company’s culture has been stripped down to buzzwords, fear, and finger-pointing. The numbers show it, and people are leaving in droves.
It started at one of the first rallies, where people were split into three groups: Climbers, Campers, and Quitters. Hit your number that month? You’re praised as a Climber. Miss it (regardless of context) and you’re labeled a Camper. Decide another role or company is a better fit? You’ll be branded a Quitter the moment you walk out the door. This has already happened multiple times.
Sales rallies now consist of 90% empty motivational-speaker jargon and 10% actual sales data. No strategy, no substance. The approach to sales is one-size-fits-all which simply doesn’t work in hardware and hardware maintenance. Instead of adapting, leadership tries to hammer a software sized peg into a hardware/maintenance hole, and when it fails, the seller is blamed for “not selling the value.”
The reality: the sales org is missing goals because great people/talent has already left, and the people still here are actively looking for exits. The culture has turned toxic, morale is at an all-time low, and leadership shows no sign of owning it.
