Comments on: Negotiation - Some Thoughts About Tactics, Tricks And Threats http://www.thejfblogit.co.uk/2007/11/16/negotiation-some-thoughts-about-tactics-tricks-and-threats/ For DEDICATED Business Professionals Thu, 04 Dec 2008 20:23:47 +0000 http://wordpress.org/?v=2.6.3 By: Bill Douglass http://www.thejfblogit.co.uk/2007/11/16/negotiation-some-thoughts-about-tactics-tricks-and-threats/#comment-5554 Bill Douglass Sat, 17 Nov 2007 22:09:22 +0000 http://www.thejfblogit.co.uk/2007/11/16/negotiation-some-thoughts-about-tactics-tricks-and-threats/#comment-5554 Johanthan: I have been kicking around at various levels of management including President and CEO generally in small businesses with $20 to $30 million in sales companies. I started my career as an outside sales rep working for straight commission. I spent three years as a retail stockbroker doing inside sales. I am now working as the VP of sales for a $30 million dollar company. We have 65 inside sales people with another 25 in marketing and support. If is a nice little company with a good product but it must be sold by a reasonably capable human being. As is often the case for a rep to be highly productive they need to be with us for at least two years. My issue is that I miss-judged the President and CEO in terms of his approach to managing sales people before joining the company. They were very supportive of my views during the extensive interview process. He and the VP of HR have a classic Glenngary Glennross impression of sales people. He acquired the the company from the founder who built the company and was a brilliant sales leader. It is clear to me now that he has had little or no experience managing a professional sales team. After three years of negative sales growth I was brought in to rebuild the sales team. Needless to say most the the sales guys who built the company had already left due to the change in environment. I reintroduced a focus on respect and dignity into the organization. We no longer approach our sales people as if they are stupid and lazy. We not longer throw people out the windows for missing goals by a dollar or two. Sales have grown at double digit rates since I arrived. My issue is that the President still has the same view of sales people which puts me in a position of arguing basic points of sales management philosophy and reselling my ideals anytime we need to make a small change in the program. He is a very involved leader, not at all helpful. I am sure you understand how much harder this makes my job it is a constant battle. What would you recommend I do? I'd rather not leave. Other than the issues with the boss this is a good gig. Johanthan:

I have been kicking around at various levels of management including President and CEO generally in small businesses with $20 to $30 million in sales companies. I started my career as an outside sales rep working for straight commission. I spent three years as a retail stockbroker doing inside sales.

I am now working as the VP of sales for a $30 million dollar company. We have 65 inside sales people with another 25 in marketing and support. If is a nice little company with a good product but it must be sold by a reasonably capable human being. As is often the case for a rep to be highly productive they need to be with us for at least two years.

My issue is that I miss-judged the President and CEO in terms of his approach to managing sales people before joining the company. They were very supportive of my views during the extensive interview process. He and the VP of HR have a classic Glenngary Glennross impression of sales people. He acquired the the company from the founder who built the company and was a brilliant sales leader. It is clear to me now that he has had little or no experience managing a professional sales team. After three years of negative sales growth I was brought in to rebuild the sales team. Needless to say most the the sales guys who built the company had already left due to the change in environment.

I reintroduced a focus on respect and dignity into the organization. We no longer approach our sales people as if they are stupid and lazy. We not longer throw people out the windows for missing goals by a dollar or two. Sales have grown at double digit rates since I arrived. My issue is that the President still has the same view of sales people which puts me in a position of arguing basic points of sales management philosophy and reselling my ideals anytime we need to make a small change in the program. He is a very involved leader, not at all helpful. I am sure you understand how much harder this makes my job it is a constant battle.

What would you recommend I do? I’d rather not leave. Other than the issues with the boss this is a good gig.

]]>