Some people walk into a company and expect a playbook.
They want the messaging dialed in, territories carved, sales process fully baked. When that doesn’t exist, they struggle.
I’ve seen this happen a lot. Someone gets hired from a big brand. They walk into a high-growth company and realize it’s not a highly structured, matrixed environment. The strategy shifts. Priorities change. They don’t know how to operate.
In in early to mid-stage legal tech and services, that’s the reality. One week it’s all good. Thirty days later the leadership team decides to pivot. If that’s going to break someone, they’re not the right hire.
You don’t need people to love change. But they do have to be willing to accept it. Especially in environments that are scaling fast or still figuring things out.
When I screen for these roles, I’m looking at more than experience. I’m trying to understand if that person has actually worked through ambiguity before. If they can make progress without waiting for someone to hand them a manual.
Because high-growth teams don’t get to pause while things settle down.
And sellers who need perfect conditions usually don’t last.
