(Note: The following story is true. Real names are not used for obvious reasons.)
You are a sales manager of a 5 person sales team at a small conservative parochial company. It’s a slow growth business using limited marketing and social media programs to help generate qualified leads and prospects.
The office is crappy.
The plumbing is crappy.
The computer system is crappy.
The CRM is crappy.
The moral is….well, you get the drift.
What keeps most salespeople working year after year is the compensation package, decent benefits, and a no enforced sales quota policy.
After 4 months of interviews, you finally hire a new salesperson. She’s a recent graduate. This is her first real full-time job. She’s a millennial living at home with her parents.
Six months into the job, you find that the millennial is doing a fair job. But you begin to detect that her head isn’t completely in the sales game. Sure, she goes through the motions of making sales calls, getting orders, entering sales notes, etc., but she’s not lighting any fires.
While you figure she should be grateful that she has a job, you feel she’s not very enthusiastic. But to be fair, no one on your sales team is very enthusiastic either. But at least you know they’re older, have major financial obligations, and can’t afford to move to another city anytime soon. Furthermore, because the other salespeople have been with the company for a long time, they are locked in, e.g., they have a high base salary, a large pipeline, and lots of vacation time. Unless someone comes along and makes them an offer they can’t refuse, you’re confident your sales team will stay put.
But you are not so sure about the millennial you hired. Since she’s living at home with her parents and has smaller financial obligations (except maybe student loans), she could turn on you like a dime and jump at another job offer – maybe even another city.
Along comes a former employee who used to work for you. He left the company a few years ago to do consulting work. But lately, times are hard he wants to return to his old stomping grounds for regular paychecks and benefits.
You know him. He has plenty of sales and marketing experience. He’s mature. He’s hard-working. And unlike the millennial, he has a mortgage and major financial responsibilities to deal with. You also know he’s not going to be a flight risk.
But you have a dilemma. You don’t have any openings in your sales department.
So what do you do?
Do you keep the millennial and hope that she grows with the job? Or, do you get rid of millennial and replace her with the more experienced salesperson?
Before you answer, consider the following –
Further complicating your situation, you live in the outer suburbs of Washington, D.C. You’re commute is long and terrible. And to top it off, you and your wife are raising two kids. And to make matters even worse, your wife is working a part-time job she hates. But because the bills are piling up, she has no choice but to work. At least once a week, your wife reminds you of this fact. Your wife wants to know when your big commission checks will be rolling back in again so she can stop working.
Long commute, children, mortgage, bills, wife complaining. The financial pressures are accelerating.
Now, how would you answer the above questions?
The sales manager in this situation forced the millennial out of her job. He did so by writing her up on picayune issues like coming to work a few minutes late and making minor errors on her orders. While petty issues, the sales manager was clearly trying to bully the millennial to leave. Unfortunately, the millennial was too naïve to understand what was happening to her. A more experienced salesperson would have seen the handwriting on the wall, and either a). work harder or b). jump ship.
As for the millennial, she eventually had enough “write-ups” in her file to get fired.
Was the millennial treated unfairly? Yes.
Were the sales manager’s tactics unethical and maybe even, illegal? Yes.
But from the sales manager’s point of view, his scheme worked. He got the new experienced sales person on board. And with that new person, the chance of generating more income for himself that would eventually get his wife off his back.
As for the millennial, she eventually landed a new sales job three months later. Did she learn any important lessons? Unsure.
1). Don’t take your job for granted. Living at home isn’t a crime. Hell, more millennials than ever are living at home until they can generate enough income to buy their first home. In fact, a Census report, “The Changing Economics and Demographics of Young Adulthood: 1975-2016,” states that about 34% of all young adults between ages 18 to 34 – are still living with their parents.
But from the sales manager’s point of view, living at home means you will find it easier to find a new job or relocate. Yes, you may eventually find a new job or relocate anyway. But you need to keep your head in the game and at a bare minimum, pretend that you’re taking your job seriously. You don’t want your manager to catch on that you are job hunting or bored with your job. Trust me, there will always be people waiting in the wings to take your position.
2). Sales managers are human. While a good manager is always professional, personal problems or other outside pressures may force him to take unethical actions to boost his income. This is especially true when the sales manager is not only earning commission on your sales but his sales as well. While you don’t want to pry and participate in office gossip, keep your eyes and ears open to any issues your manager is facing that could jeopardize your job. Is he going through a divorce? Is his wife or one of his children requiring expensive medical attention? Is he more stressed than normal?
3). Look at the signs. If your sales manager’s attitude towards you suddenly changes for the worst, fairly or unfairly, he may view you as the weakest link on the sales team. Even if you are meeting or exceeding your quota, the sales manager may feel you can do better. It’s not unusually for sales managers to hire their friends or previous employees they know well. It’s not just a matter of earning more money, but it’s about having a comfort zone. Sales managers want to be surrounded by people they know and can trust.
To learn more if your boss hates you, please read the articles below –
“7 Signs Your Boss Hates you (And How to Handle it),” by Alison Green of Dailyworth
“Ten Signs Your Boss Hates You,” by Liz Ryan
Selling is an honorable profession. But like any profession, we all have to make choices. Make sure you don’t end on the wrong side of a bad choice.
If you were the sales manager discussed in this post, what would you have done?
Note: If you like my post, please check out my book – Advice for New Salespeople: Tips to Help your Sales Career.
The third photo is from photo credit: Rusty Russ Sea of Tears via photopin (license)