You are a manager at a certain level in a sales organization. You have a team below you, and each of them has their own sales plan.
So, here it is. These are not their plans, but your plans. These are not the plans they are supposed to fulfill; rather, they are the expectations you have of them. You expect to receive a certain amount from each of them, not that they are obligated to provide you with that amount.
How ridiculous would it be to require a sales representative to achieve a certain volume of purchases from each distributor?
So why does the territorial manager demand anything from the sales representatives? Criticize them for inefficiency, berate them in meetings, and pound the table? What about the next level up? And the level above that? Is this constant atmosphere of stress really productive? Or are plans what constitutes reality? Why is it necessary to rely on…unrealisticThings? Or is a plan a good motivator?
How is it done correctly? Let’s start from the bottom again. The sales representative does not demand a purchase volume from the distributor but rather anticipates a certain volume based on the history of their collaboration and the information received from the distributor. Additionally, the sales representative assists the distributor in achieving the sales volume that the sales representative needs. How do they help? Through merchandising, promotional displays, souvenir campaigns, and so on.
Why doesn’t the sales representative even think about making demands? There are two reasons. The first —not obvious, and the second —banalThe second reason is that the distributor is not dependent on the sales representative, and if they feel uncomfortable, they will send the sales rep packing.Not obviousHowever, the true reason is that the trading representative trusts the distributor and understands that the distributor is interested in increasing sales volume.
Why do you criticize and reprimand your subordinates? Is it because you don’t trust them? Do you think they are lazy and not making the most of the opportunities available to them? Have these people earned your distrust? Or, on the contrary, has your attitude towards them led your subordinates to stop seeing you as a source of support in their work?
Once again — the plans that you “handed down” (and let’s skip the talk about democracy — just try to see what would happen if your subordinates refused to accept your proposal), these are not their plans, but yours. Therefore, it should not be their headache, but yours, to figure out how to implement this plan. How can you help, what can you teach? Roll up your sleeves and go “into the field” — show them how it’s done and find out what is hindering their work, instead of just ordering, “Sell more!”
Or are you such a weak leader that the relationships are defined by…not obviousи.banalAre the reasons not related to you? Are you working with a team you can’t trust? Or do you think your subordinates might one day turn their backs and leave you? It’s all of the above. Just because another company is rapidly building a distribution network and has more human relationships.
When a jockey wants his horse to jump a barrier, it’s the jockey’s problem.