Top 10 Lies Sales Managers Tell Reps
I don't want to shock you, but sometimes sales managers lie. When that happens, it's not always easy to know what to do. In most cases, you probably want to rethink working anywhere that your manager isn't, uhh..., entirely straightforward. However, if you're not ready to pack it in, here are the ten most common lies that sales managers tell their reps -- along with some advice on how to cope.
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Lie #10: Our marketing team understands sales.
How often it's true: Occasionally.
Why they tell this lie: This is wishful thinking, coupled with denial. Unless a marketer has sold professionally, he or she can't possibly understand the sales process. There are no exceptions.
Your best response: Nod your head, then keep your eyes open. If you find out that the marketing group really can help, go ahead and let them. Otherwise do what sales reps have done since the olden days - simply ignore them.
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Lie #9: I can coach you to be more successful.
How often it's true: Rarely.
Why they tell this lie: They were probably pretty good at selling before they became a sales manager and think that knowing how to sell is the same thing as knowing how to teach somebody to sell. (They are, in fact, different skills entirely.)
Your best response: Train your manager to coach you in a way that actual helps you. Identify areas where you need work and ask the manager to show you how he or she would handle the same situation. In other words, be proactive and adapt your learning skills to whatever teaching skills the manager has, no matter how rudimentary.
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Lie #8: He wasn't hired because he was my brother-in-law.
How often it's true: Never.
Why they tell this lie: At a gut level they can't believe that they gave this idiot a break so they're pretending that he can pull his weight.
Your best response: Depends. If he's just deadwood that can be ignored while you do your job, simply ignore him. If there's any question that he'll be taking a chuck of your commission, best to find work elsewhere.
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Lie #7: This product sells itself.
How often it's true: Never. Otherwise they wouldn't need a sales rep.
Why they tell this lie: They're setting you up for a low commission structure.
Your best response: Keep track of the amount of time that it typically takes to move the product. If the commission that's being paid is out of whack (e.g. it's a hard product to move and you're getting paid peanuts), either re-negotiate your commission or find another job.
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Lie #6: You won't need your own Rolodex.
How often it's true: Never.
Why they tell this lie: They want you to use the CRM system as your sole contact manager so that, when you leave, they'll have the benefit of all your relationship building and you'll have a series of pleasant, but vague, memories about whom you called upon.
Your best response: Unless your employment contract specifically stipulates that you get copies of your contact data when you leave, you absolutely MUST keep your own contact data on own Rolodex (electronic or otherwise). Do this even if it means entering the data twice - both into the CRM system and into your own device.
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Lie #5: This CRM system will help you sell.
How often it's true: Almost never.
Why they tell this lie: They want a tool to help them make better reports and keep tabs on what the reps are up to. Wisely, they're positioning the system as a "sales tool" rather than a "spy on the reps" system.
Your best response: Try to get extensions to the CRM system, like analytics, that will help marketing generate better leads by examining existing customer data. In order to reduce the amount of clerical work that you'll end up doing, try to get an admin do as much of the data entry as possible. (E.g. "Here's a stack of business cards, please enter them as customer records.")
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Lie #4: This training is crucially important.
How often it's true: About 60 percent of the time.
Why they tell this lie: Usually somebody outside the group foisted the training onto the sales team, without finding out whether or not that kind of training is needed.
Your best response: Take the training and try to extract something useful out of the experience. Worst case, use the time to get some clerical work done. For example, if the marketing group is providing training on products that nobody wants, use the meeting to write sales proposals, send emails on your blackberry, etc., while pretending to take notes.
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Lie #3: We pay competitive commissions.
How often it's true: About two thirds of the time.
Why they tell this lie: They want you to be happy working for them and not jump to the competition.
Your best response: Make it a habit to know how much sales pros in your field generally get paid. Check with colleagues, gather information, and if you're being underpaid, use the research to build a case for a better commission structure. If they won't budge... time to leave.
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Lie #2: We pay our commissions promptly.
How often it's actually true: If the team has a lot of turnover, about 10 percent of the time. If not, about 80 percent.
Why they tell this lie: When you're a new hire, they want you to feel motivated to hit the ground running.
Your best response: If the delay is temporary and you're sure you'll get paid eventually, be patient (and pester if necessary) until they finally pay you. If payment gets held for for a long time on a regular basis, you may need to find another job...and perhaps even talk to lawyer, if you don't leave the building with check in hand.
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Lie #1: That rumor about layoffs/bankruptcy/fraud is totally false.
How often it's actually true: Never.
Why they tell this lie: They want to keep you working, even when you should be spending every waking hour for another job. Remember: no corporate rumor is true until management has denied it.
Your best response: Pretend to believe, then head for the hills.
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