You Can’t Do Anything Right

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anonymous

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How hard is it to deliver quality products and set realistic comp plans? Now our stock is at an all time low. Wake up leadership! Are you trying to get this place in such a poor shape so we can get sold? It sure feels that way.
 






anonymous said:
How hard is it to deliver quality products and set realistic comp plans? Now our stock is at an all time low. Wake up leadership! Are you trying to get this place in such a poor shape so we can get sold? It sure feels that way.
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This what happens when you make bad hires and have poor leadership. Of course sales will get the blame though.
 


















Mark needs to start listening to the skilled team in the field, the ones who actually understand the bleeding and know how to stop it. Instead, we get theoretical strategies that don’t hold up in the real world because of the lack of experience.

How can Mark turn this around? He’s brand new to this side of the business. That means he has to rely on his leadership team.

But here is the problem with that team:

VP - brand-new external VP with over 20 years at the same company without ever holding a major leadership role until now. That alone raises questions. And instead of getting into the field with AEs to understand the business, he is doubling down on his “no office days” strategy. You can’t make a strategy without knowing the game. This isn’t a case chasing job like he is used to. He has no idea what we do. Worse, the people who do understand (Jeff and Wilson) went along with it, even knowing it made no sense, just to avoid upsetting their new boss. That’s not leadership. That’s called fear.

Jake (whatever his role is) He is beating out the only other profession where being wrong all the time is acceptable; a weatherman. He calls 12-month orders old when capital cycles themselves are 12 months. If something delays the process, the customer has to wait another full cycle- basic business reality. His analysis isn’t just off, it’s negligent. His input and ideas have crushed rep morale. But ZB leans on him because he doesn’t know any better, and now we have two guys driving blind, telling their new boss, “don’t worry, we got this”

ABD’s- In today’s climate, that’s not enough. The field needs authenticity, skill, and foundational support, especially when things get rocky. Instead, they morph with every leadership change (Keith, EA, ZB). Each new boss means a new version of them, a new message, and no consistency for their teams.

RSM’s- We now only have nine in the country, and multiple have zero experience selling capital equipment. Some are brand new to leadership altogether. We are in a highly competitive market now and more than ever, we need seasoned managers who can move things internally and be present with customers in a deal contributing way. Instead, leadership doubled the number of AEs per manager, making them even busier instead of more effective. How does that make sense?

So, who in that group is capable of turning things around in a timely fashion? No one.

Mark seems solid, but the people he’s turning to for advice are the last people who should be leading strategy. He needs:

-Experienced field feedback
-Former HOLX executive counsel
-Direct connection with customers

I know posts like this have gone ignored, hundreds of concerns, not a single real investigation. But I still hold onto hope that Essex, Steve, Mark or someone will read this and actually do something.
 






anonymous said:
Mark needs to start listening to the skilled team in the field, the ones who actually understand the bleeding and know how to stop it. Instead, we get theoretical strategies that don’t hold up in the real world because of the lack of experience.

How can Mark turn this around? He’s brand new to this side of the business. That means he has to rely on his leadership team.

But here is the problem with that team:

VP - brand-new external VP with over 20 years at the same company without ever holding a major leadership role until now. That alone raises questions. And instead of getting into the field with AEs to understand the business, he is doubling down on his “no office days” strategy. You can’t make a strategy without knowing the game. This isn’t a case chasing job like he is used to. He has no idea what we do. Worse, the people who do understand (Jeff and Wilson) went along with it, even knowing it made no sense, just to avoid upsetting their new boss. That’s not leadership. That’s called fear.

Jake (whatever his role is) He is beating out the only other profession where being wrong all the time is acceptable; a weatherman. He calls 12-month orders old when capital cycles themselves are 12 months. If something delays the process, the customer has to wait another full cycle- basic business reality. His analysis isn’t just off, it’s negligent. His input and ideas have crushed rep morale. But ZB leans on him because he doesn’t know any better, and now we have two guys driving blind, telling their new boss, “don’t worry, we got this”

ABD’s- In today’s climate, that’s not enough. The field needs authenticity, skill, and foundational support, especially when things get rocky. Instead, they morph with every leadership change (Keith, EA, ZB). Each new boss means a new version of them, a new message, and no consistency for their teams.

RSM’s- We now only have nine in the country, and multiple have zero experience selling capital equipment. Some are brand new to leadership altogether. We are in a highly competitive market now and more than ever, we need seasoned managers who can move things internally and be present with customers in a deal contributing way. Instead, leadership doubled the number of AEs per manager, making them even busier instead of more effective. How does that make sense?

So, who in that group is capable of turning things around in a timely fashion? No one.

Mark seems solid, but the people he’s turning to for advice are the last people who should be leading strategy. He needs:

-Experienced field feedback
-Former HOLX executive counsel
-Direct connection with customers

I know posts like this have gone ignored, hundreds of concerns, not a single real investigation. But I still hold onto hope that Essex, Steve, Mark or someone will read this and actually do something.
Click to expand...
I agree with most of your post. I'm not sad about the RSM reduction but question some of who stayed and who had to go. Now that we have less managers I hope I can give 1 forecast a week instead of 17. It's fucking suffocating.

"who in that group is capable of turning things around in a timely fashion?" The short term focus needs to be on improving morale which isn't happening with some bullshit lotto ball contest. It's a 5 year journey to get a real R&D pipeline, fix quality issues, and build trust with the field.

Steve called down the revenue for wall street but they haven't called it down for sales? Why? Well Zach said it himself, we are #3 to him. They must want more of us to quit. They must be thinking short term cash savings on bonuses. They must still believe ZB's apples to oranges sales strategy will work. They must think Jake the snake's punitive incentives will work. How does the snake keep his job while we keep losing good people? Because we are #3 to them.
 












anonymous said:
I agree with most of your post. I'm not sad about the RSM reduction but question some of who stayed and who had to go. Now that we have less managers I hope I can give 1 forecast a week instead of 17. It's fucking suffocating.

"who in that group is capable of turning things around in a timely fashion?" The short term focus needs to be on improving morale which isn't happening with some bullshit lotto ball contest. It's a 5 year journey to get a real R&D pipeline, fix quality issues, and build trust with the field.

Steve called down the revenue for wall street but they haven't called it down for sales? Why? Well Zach said it himself, we are #3 to him. They must want more of us to quit. They must be thinking short term cash savings on bonuses. They must still believe ZB's apples to oranges sales strategy will work. They must think Jake the snake's punitive incentives will work. How does the snake keep his job while we keep losing good people? Because we are #3 to them.
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Zach will be here for 18 months. He’s a copy and paste Stryker goon who talks a big game, but doesn’t have a clue what he got himself into

Separately, hate to break it to you but the forecast calls and spreadsheets had very little to do with the RSM‘s and everything to do with the ABD‘s and two of the most prolific spreadsheet fanatics are still here.

Better get use to calling your shot 2x a week and if you’re lucky you’ll get to sign your name next to your call to prove how badass they are.
 






anonymous said:
Zach will be here for 18 months. He’s a copy and paste Stryker goon who talks a big game, but doesn’t have a clue what he got himself into

Separately, hate to break it to you but the forecast calls and spreadsheets had very little to do with the RSM‘s and everything to do with the ABD‘s and two of the most prolific spreadsheet fanatics are still here.

Better get use to calling your shot 2x a week and if you’re lucky you’ll get to sign your name next to your call to prove how badass they are.
Click to expand...
Damn... it all feels hopeless. What is happening with the comp plan? I heard more mid-year changes are coming.
 












anonymous said:
Zach will be here for 18 months. He’s a copy and paste Stryker goon who talks a big game, but doesn’t have a clue what he got himself into

Separately, hate to break it to you but the forecast calls and spreadsheets had very little to do with the RSM‘s and everything to do with the ABD‘s and two of the most prolific spreadsheet fanatics are still here.

Better get use to calling your shot 2x a week and if you’re lucky you’ll get to sign your name next to your call to prove how badass they are.
Click to expand...
Who are the 2 biggest spreadsheet RSMs?
 












anonymous said:
Time for you to move on. You're a spoiled only child if you have a problem being ranked 3rd behind Hologic and our customers. Buy in or get out.
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Love it when leadership ignores solid advice from the field yet shows up on cafepharma to post reply’s on here.Any fortune company on this side of the Amazon will tell you to take care of your people first. It’s been every VP and Presidents philosophy here since we became a division. Additionally, it’s Steve’s philosophy. When you take care of your employees the rest takes care of itself.

I personally love all the sales leadership books available that preach to take care of your team least. Oh wait…
 






anonymous said:
Time for you to move on. You're a spoiled only child if you have a problem being ranked 3rd behind Hologic and our customers. Buy in or get out.
Click to expand...
Must be new here. If not you would know Steve M is a people first leader. You take care of your employees and the rest take care of itself. If you look up the top sales
leaders in the world they are all people first.

I had a hard time finding sales leadership books that say employees last for business success, morale, leadership, etc. If you find one please share. Thank you
 


















anonymous said:
Zach will be here for 18 months. He’s a copy and paste Stryker goon who talks a big game, but doesn’t have a clue what he got himself into

Separately, hate to break it to you but the forecast calls and spreadsheets had very little to do with the RSM‘s and everything to do with the ABD‘s and two of the most prolific spreadsheet fanatics are still here.

Better get use to calling your shot 2x a week and if you’re lucky you’ll get to sign your name next to your call to prove how badass they are.
Click to expand...
Can we start a countdown until ZB is gone? He is slimy. Also, can we talk about the fact he didn’t socialize with any of the reps at the Endomag training we just had? What a hire he is
 






Imagine a place with real leaders that you could speak to such as Keith or Pete V, without fearing for your job? Case in point: this blog only became live after both of their exits

We went through some hard times with both but a few things were always true:

They had your back
Trust went both ways
Wanted us to do better than them
Always listened
Made us feel like we were unstoppable
Always delivered on promises
Employees came first
 






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