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Those 4 losses last week were good losses. I don't care what you say. No leadership shown from either trainer. That region didn't have an RM for 4 months and neither "trainer" did one single thing to step up when each had a golden opportunity to do so and make a name for themselves. So tired of all of these TMs with such entitlement issues.
 






Anonymous said:
Those 4 losses last week were good losses. I don't care what you say. No leadership shown from either trainer. That region didn't have an RM for 4 months and neither "trainer" did one single thing to step up when each had a golden opportunity to do so and make a name for themselves. So tired of all of these TMs with such entitlement issues.
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Now that you have spoken climb back up to GC's nipple and continue to suck what he is feeding you.
While you are being fed, ask yourself this, how many RM's did each of these trainers have during their short time here? 2,3,4 RM's with vacancy between each? Were those new RM's hired from within or outside the company? Exactly! Did those hired RM's know anything about our business or daily challenges or just act like they did? Did those trainers make more money 2014 or less than years past? Their personal income suffered this year just like the majority of us here!!!! Say what you want but I bet those trainers along with majority of reps at EC are working harder 2014 with more time away from their family to make LE$$ money that ever before. With that said, Why would those two or Anyone for that matter step up when the RM role is vacant AGAIN! Leadership comes from the TOP!
 






Anonymous said:
Those 4 losses last week were good losses. I don't care what you say. No leadership shown from either trainer. That region didn't have an RM for 4 months and neither "trainer" did one single thing to step up when each had a golden opportunity to do so and make a name for themselves. So tired of all of these TMs with such entitlement issues.
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Let's evaluate shall we? I love how the focus is on the reps that chose to leave for what they feel is a better opportunity as if they did something wrong. This quote should be very telling to prospective reps coming in. Where was the great leadership from upper management in taking four months to fill the position? Where was the great leadership from upper management in coaching the field sales trainers and making sure they were stepping up? How often did you as a manager actually talk to the field sales trainers? I'd be willing to be the answer is never. Your leadership skills are non-existent. It scares me to actually think you believe leadership is something that should be pawned off on someone else. Your leadership expertise involves knowing there is an issue or that a specific team needs help and FAILING to reach out to any of those reps, field sales trainers, or capital specialists (I'm assuming correctly that you did not) while sitting from the bench and criticizing certain reps in hindsight after they leave. I hope your post makes you feel good about yourself. There is a HUGE disconnect between management and reps and a lot of issues that need to be addressed immediately. You can't improve moral and get someone to work harder for you if you constantly bash your team as we have seen and heard on multiple occasions. Why is it that management is constantly looking to reps for leadership yet refuse to look at each other? If you hold reps accountable for this mess, and sleep better at night for it, then have at it. Some of the most successful reps I have been around in my career are very humble and want open communication, direction, and strategy from others so they can constantly improve and re-evaluate themselves. You may think humility exist in CHIE but it sure as hell doesn't exist in you. Maybe you should take 1/10 of the time you spend bashing reps and making excuses and ask more of your management team.

As for the four reps that left that were "good losses" I'm pretty sure those reps feel the same way right now. One rep was absolutely killing his number in recurring and path this year and had sold a Fuse system. Another had like 10 demos in the last several months and was killing his number. Another ACTUALLY somehow managed to SELL multiple Fuse systems into a hospital that didn't even have physicians on the EC payroll. Finally the fourth rep was really well liked by management (or so I thought) and to my knowledge had grown her territory significantly.

So I guess EC's "good losses" are another companies gain. I would think that losing 10% of your sales force in one week should be considered an absolute disaster. Not at EC. Have fun trying to fill those territories. I'm sure with your amazing leadership skills they won't be vacant for more than 20 minutes. I wish you were smart enough to realize that turnover kills companies...especially when you are launching a new product to market with numerous issues. Open your ears, listen, re-evaluate how you "motivate" your team and maybe you'll have a shot to turn it around now that those useless reps have left. I'm sure you'll see the rest of the useless reps clear out soon.
 






Anonymous said:
Those 4 losses last week were good losses. I don't care what you say. No leadership shown from either trainer. That region didn't have an RM for 4 months and neither "trainer" did one single thing to step up when each had a golden opportunity to do so and make a name for themselves. So tired of all of these TMs with such entitlement issues.
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The person who wrote this is an idiot. I hope it's a troll and not someone from our management team. Those two trainers busted their butts and brought in a ton of revenue for this company. It is incredibly arrogant and shows a complete lack of business sense to call losing guys like that "good losses".
 






MG ad GC don't believe in paying reps - plain and simple. We were sold on a "start up" dream and it's never come to pass. Even if Fuse takes off, do you think you will get paid? Not sure what in the past would prove that you would. -- Just keep workin' boys and girls, we're gonna make these guys filthy rich!!
 












Anonymous said:
Let's evaluate shall we? I love how the focus is on the reps that chose to leave for what they feel is a better opportunity as if they did something wrong. This quote should be very telling to prospective reps coming in. Where was the great leadership from upper management in taking four months to fill the position? Where was the great leadership from upper management in coaching the field sales trainers and making sure they were stepping up? How often did you as a manager actually talk to the field sales trainers? I'd be willing to be the answer is never. Your leadership skills are non-existent. It scares me to actually think you believe leadership is something that should be pawned off on someone else. Your leadership expertise involves knowing there is an issue or that a specific team needs help and FAILING to reach out to any of those reps, field sales trainers, or capital specialists (I'm assuming correctly that you did not) while sitting from the bench and criticizing certain reps in hindsight after they leave. I hope your post makes you feel good about yourself. There is a HUGE disconnect between management and reps and a lot of issues that need to be addressed immediately. You can't improve moral and get someone to work harder for you if you constantly bash your team as we have seen and heard on multiple occasions. Why is it that management is constantly looking to reps for leadership yet refuse to look at each other? If you hold reps accountable for this mess, and sleep better at night for it, then have at it. Some of the most successful reps I have been around in my career are very humble and want open communication, direction, and strategy from others so they can constantly improve and re-evaluate themselves. You may think humility exist in CHIE but it sure as hell doesn't exist in you. Maybe you should take 1/10 of the time you spend bashing reps and making excuses and ask more of your management team.

As for the four reps that left that were "good losses" I'm pretty sure those reps feel the same way right now. One rep was absolutely killing his number in recurring and path this year and had sold a Fuse system. Another had like 10 demos in the last several months and was killing his number. Another ACTUALLY somehow managed to SELL multiple Fuse systems into a hospital that didn't even have physicians on the EC payroll. Finally the fourth rep was really well liked by management (or so I thought) and to my knowledge had grown her territory significantly.

So I guess EC's "good losses" are another companies gain. I would think that losing 10% of your sales force in one week should be considered an absolute disaster. Not at EC. Have fun trying to fill those territories. I'm sure with your amazing leadership skills they won't be vacant for more than 20 minutes. I wish you were smart enough to realize that turnover kills companies...especially when you are launching a new product to market with numerous issues. Open your ears, listen, re-evaluate how you "motivate" your team and maybe you'll have a shot to turn it around now that those useless reps have left. I'm sure you'll see the rest of the useless reps clear out soon.
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My questions is "Where was the infantry staff seargent platoon seargent took 2 rounds to the chest?" There wasn't one leader to "step up", or assume leadership responsibility after an obvious vacancy? I rest my case. There's 20 million new college grads that are on welfare...
 






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