Goal setting feels unrealistic given current lead quality and volume
Many senior managers haven’t sold the product in today’s environment—or ever—which creates a clear disconnect with the teams they manage. It can be difficult to take direction from leadership that hasn’t done the job. Salespeople may say they respect you, but without that firsthand experience, that respect doesn’t always feel genuine
While early leaders helped build the company, much of that experience was pre-IPO or during COVID, and it doesn’t always translate well to today’s market
Pressure from senior managers can feel excessive, especially when asking for reasonable goal adjustments
Lead quality and volume at the SML level are ongoing challenges that materially impact performance. For a company of this size and resources, it’s hard to understand why this hasn’t been resolved
Territory differences aren’t always fully accounted for. Some reps operate in less saturated markets with more favorable conditions and additional levers that others simply don’t have
As more restaurants are added to the platform, the available lead pool continues to shrink while expectations keep increasing
There is consistent resistance to adjusting goals, even when the data clearly supports it
S&O can feel out of touch at times, with shifting expectations while goals continue to increase
Leadership credibility can be a challenge—some senior leaders have never sold DoorDash or anything comparable. For example, one senior leader said that goals are “not that hard” while referencing unrelated personal background (such as attending finishing school), which can come across as out of touch. Comments like this can feel unrelatable to the field and contribute to a broader lack of respect toward management
