Right that ship

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Anonymous

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Hear me out, I think I know a way for middle and upper management to get a grasp of the situation we are facing each day in our individual territories, and then with their extensive, seasoned selling skills and strategic planning they can potentially lead this company to the land of hockey stick sales.

1. Each Area Business Manager should select one difficult, high priority account from each territory in their District and take ownership along with the individual HSSs for those troubled accounts. They could develop a business strategy and call on those accounts as if they're pay depends on it and it does. When they work with an HSS, the ABM should meet with the HSS and review the territory as a whole, but then go and work the unrelenting account.

2. Each Regional Director should consider focusing on one account from each District he is responsible for and call on those persistently brutal, yet strategically important customers for each District as if he were the HSS. This would give the HSSs an opportunity to work for constructive solutions to the challenges we endure with our leaders who now have a front-line perspective of the situation.

Maybe this is already happening in some Regions and Districts, but not mine. We have a great product and yet we aren't using all our experienced manpower to its full potential. I’m sure this idea needs some tweaking, but at this point why not try something different.

Let's win the battles and the war.
 






I think that is an excellent idea! well written, well thought out; I would love to see my manager take one of my accounts, use his own asinine ideas and then not only be demeaned by his RD for not doing it right, but be kicked out of accounts because of what he did. My point is that I really do think they should do it because it would be a great lesson.
 






Unfortunately your thoughts would never work and the reason is that most managers don't have a great track record regarding sales which is so ironic that they are telling reps what to do. I personally can tell you that my manager had no formal management training and was an average rep at best. He became a manager ala the boysclub network and a lot of kissing butt. I would be willing to bet if you had an opportunity to see your managers sales rankings, you would laugh.
 






Anonymous said:
Unfortunately your thoughts would never work and the reason is that most managers don't have a great track record regarding sales which is so ironic that they are telling reps what to do. I personally can tell you that my manager had no formal management training and was an average rep at best. He became a manager ala the boysclub network and a lot of kissing butt. I would be willing to bet if you had an opportunity to see your managers sales rankings, you would laugh.
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Do we have the same manager??? All the reps from my manager's previous company (a lot of them are at Cadence) talk behind his back about what a terrible rep he was. He's proof that if you kiss enough ass and play enough golf, anyone can have the "skills" to be promoted to management.
 






Anonymous said:
Hear me out, I think I know a way for middle and upper management to get a grasp of the situation we are facing each day in our individual territories, and then with their extensive, seasoned selling skills and strategic planning they can potentially lead this company to the land of hockey stick sales.

1. Each Area Business Manager should select one difficult, high priority account from each territory in their District and take ownership along with the individual HSSs for those troubled accounts. They could develop a business strategy and call on those accounts as if they're pay depends on it and it does. When they work with an HSS, the ABM should meet with the HSS and review the territory as a whole, but then go and work the unrelenting account.

2. Each Regional Director should consider focusing on one account from each District he is responsible for and call on those persistently brutal, yet strategically important customers for each District as if he were the HSS. This would give the HSSs an opportunity to work for constructive solutions to the challenges we endure with our leaders who now have a front-line perspective of the situation.

Maybe this is already happening in some Regions and Districts, but not mine. We have a great product and yet we aren't using all our experienced manpower to its full potential. I’m sure this idea needs some tweaking, but at this point why not try something different.

Let's win the battles and the war.
Click to expand...

This is a terrible idea, I was hired to do this job and I don't need any help. Management has their hands full wiping the noses of the whiners.
 






Anonymous said:
Do we have the same manager??? All the reps from my manager's previous company (a lot of them are at Cadence) talk behind his back about what a terrible rep he was. He's proof that if you kiss enough ass and play enough golf, anyone can have the "skills" to be promoted to management.
Click to expand...

Sounds like we do. It can be an incredible laugh when you look up some of these managers on Linkedin. They have subpar track records and then somehow become managers? How can they tell reps how to sell when they can't at all? At the launch, I would have loved to have seen my manager role play. That would have been a joke.
 






Anonymous said:
Sounds like we do. It can be an incredible laugh when you look up some of these managers on Linkedin. They have subpar track records and then somehow become managers? How can they tell reps how to sell when they can't at all? At the launch, I would have loved to have seen my manager role play. That would have been a joke.
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They can't sell or do recognizance in a market for us to launch, evident in the preparation they did prior to launch.
 












Anonymous said:
EVERYONE needs to be HONEST about the management team on the survey. If there is restructuring, MAYBE some of them will get the axe...fingers crossed for my RBD!
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Why is everyone missing the point here? Your manager sucks - OK - it happens. Larger picture is the company has ZERO pipeline and can barely sell our singular product.
 












Anonymous said:
Hear me out, I think I know a way for middle and upper management to get a grasp of the situation we are facing each day in our individual territories, and then with their extensive, seasoned selling skills and strategic planning they can potentially lead this company to the land of hockey stick sales.

1. Each Area Business Manager should select one difficult, high priority account from each territory in their District and take ownership along with the individual HSSs for those troubled accounts. They could develop a business strategy and call on those accounts as if they're pay depends on it and it does. When they work with an HSS, the ABM should meet with the HSS and review the territory as a whole, but then go and work the unrelenting account.

2. Each Regional Director should consider focusing on one account from each District he is responsible for and call on those persistently brutal, yet strategically important customers for each District as if he were the HSS. This would give the HSSs an opportunity to work for constructive solutions to the challenges we endure with our leaders who now have a front-line perspective of the situation.

Maybe this is already happening in some Regions and Districts, but not mine. We have a great product and yet we aren't using all our experienced manpower to its full potential. I’m sure this idea needs some tweaking, but at this point why not try something different.

Let's win the battles and the war.
Click to expand...

Great idea, but those lazy levels of management would never lower themselves to our level.
 






























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