Messages from the Trenches

In his book “Joy at Work” Dennis Bakke gives a history lesson going back to the industrial revolution. As productivity blossomed, Bakke points out, manufacturing plants found that they could produce a great deal more than they could sell. Some managers took the bold step of hiring outside sales people to move unsold goods. This venture proved to be extremely profitable for everyone and soon more and more sales staff were hired. This, in turn, required more infrastructure; payroll accountants, shipping clerks, etc. and thus began a problem that still exists today. While the salespeople were the heroes, bringing in the sales that drove the companies growth, the people back at the factory had more immediate access to the decision makers and were thereby the first choice for management promotions.

Now I say this to make a point; in my research about companies that have been consistently successful over a long period of time, one of the keys I have seen has been the ability of senior managers to accurately understand the needs and desires of their clients. Senior managers who really feel the heartbeat of those on the front lines tend to make decisions that end up paying off better in the long run. The problem, however, is the layer of management between the big decision makers and the sales staff who rub elbows with the clients every day and have great insights into their needs.

In the past there were no options; a company in North Carolina with sales people in Pennsylvania had few options for getting the thoughts of the sales staff in front of the senior management. But that is not the case in this day of electronic communications. What is challenging now is learning how to filter all that raw data. Sales people, as you have probably noticed, tend to be a rather verbose bunch, and getting them to talk is not a problem. This is not a treasure hunt, its more like a needle in the haystack project. Still, it is important that managers get as much of this raw data is possible. True, there will be middle managers who offer to run interference and gather the information for you, but that raises another set of issues. More on that later.

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Will Somebody Please Fix CRM?

Some years ago I was working for a company that decided to introduce a CRM program.  In the process of introducing the program, they had hired a couple of “experts” who could write the code that would produce the exact reports that would be most effective and management was drooling at the implications of tailor-made reports. No one could wait to get this program running and introduce it to the sales force. Unfortunately, by the time all the tweaks had been implemented, there was no money left for tweaking the program for the sales force. Frankly, no one at the home office cared. If it took a little longer to enter the information, why should they care, weren’t management hours more costly than theirs?

CRM programmers tell me that this is the norm. Companies are attracted by all the new information that CRM will provide and assume that they know what their sales force will need. They never quite get it right and that is why it gets so ugly. All those wonderful reports are only as good as the information that is entered and only a limited amount can be entered automatically. Much of the most important information has to be entered by hand by sales people who are already overloaded with responsibility and when you hand them an onerous system with questionable benefits for them personally, and you are asking for trouble.

Some companies have tried to solve this problem by adding even more technology. Lots of sales people can be seen these days with phones or scanners that will read bar codes, take photos, and send the information directly back to the home office through cell phone lines. Other companies have tried the carrot and stick approach, offering incentives or punishments as behaviors indicate. Some have even tried to get the clients to help enter information , but in the end, none of these tricks is effective. Really good information requires a sales force motivated to enter high quality data, and that requires a system tailor made to their needs even if it means senior management has to wait a bit for reports they consider essential. The old adage still applies: garbage in, garbage out.

If you are in the market for a CRM sytem, make sure you keep in mind those on the front line. Your reports are worse the ineffective without the right information, they could potentially damage the progress you have worked so hard to earn. There are no shortcuts.

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Lessons from a professional interviewee

Last night I was arranging my application information in much the same way you would in a CRM program. CRM, if you don’t already know, stand for “Customer Relationship Management” and has been a hot ticket in the last few years. Most good sales people were already keeping notes on their clients, but CRM formalized the process company wide and has profound implications for all sorts of decisions regarding the clients. I wasn’t looking for anything so lofty, just a way to keep track of who I had talked to and where we were in the process.

My setup was a simple spreadsheet, and as I began to fill it out I kept asking myself what kinds of information I should include: names and addresses, websites, contacts, etc. One of the things I realized was that for some of the interviews I have done I came away learning some valuable lessons, so I started a new column and detailed what I had learned from each. To my great surprise I found that I could point to a number of important lessons I had learned from each interview I had been on. Below is a partial list of those lessons:

  • Research, research, research: I got a call from a company just minutes after applying for a job with their company and did a phone interview on the spot. This was a bit surprising, but the job was right up my alley and looked promising. Still, the fact that they had called so quickly raised questions. I went to a website called ‘glassdoor.com‘ where companies are rated by current and former employees. There I learned that the offer was legitimate but that I would be assuming a great deal of risk for the first year or so. I would have to pay most of my own expenses until I could generate enough in sales to make a living in a very competitive industry. Sorry, but no thank you. Been there, done that.
  • Always dress for success: I had applied to a local auto parts place for a management position at their home office and hadn’t heard anything. I needed to get something for my car one Saturday morning so I decided I would ask a few questions while I was in their store…in my Saturday work clothes. You guessed it, an executive with the company was in the store also, heard my question and did an interview on the spot with me in shorts and grease stained Tshirt. I won’t make that mistake again.
  • Count the cost: My wife and I are hoping to move closer to our grandchildren sometime in the near future. I got a call from an employer with a company in their area and I couldn’t get up there fast enough for the interview. I thought the interview had gone well but a week later I learned that the job had been given to someone who already works for their company. Of course, why wouldn’t they hire someone they already knew? But if that was the case then why did they ask me to come up? Did they just need to fill some sort of quota for the number of people they need to interview, or was a crafty manager looking at who may be moving into her market? Either way, I needed to better job of answering those questions before spending hard earned money on travel.
  • Read the job description very carefully: I went to an interview with a large corporation looking for someone in management in an industry where I have a lot of experience. When I got there I learned that the position I had applied for was nothing more than a common laborer position for which I was grossly overqualified. When I got home I went back to the original job posting to see where I had gone wrong. The position was listed as ‘management training position’ and included such tasks as stocking shelves and loading material into trucks. My mistake, all I saw was the word ‘management’ and I should have looked at the details better. I have since learned that corporations spend a great deal of time writing job descriptions and if you are clever you can glean a great deal about what they are looking from from those descriptions.
  • Nothing beats personal follow-up: I applied to several positions with a large firm in town and got no response. As it turned out, I was going to be going by one of their locations and I stopped in to ask a few questions. Within minutes I was whisked into an office and was answering questions about my qualifications. The simple truth is, we are in an employers market and it falls to us now to get ourselves hired. Sitting by the phone waiting for an interview just doesn’t work anymore.
  • Winning isn’t normal:I didn’t learn this in an interview but as part of my research I recently read Jeff Sexton’s wonderful review of the book “Winning isn’t Normal.” Jeff does a great job of breaking down the books premise that “Win­ning is unusual.  And as such, it requires unusual action.” The book was written by Keith Bell, a swimming coach, and he is telling athletes that if they expect to win they are going to have to work harder and smarter than their competition. How appropriate is that to this job market where getting hired truly is a win and where the competition is tougher than ever?

Those are a few of the more profound observations I have made in the last few weeks and I am sure there will be more in the next few…unless I get a great offer. I’ll post more as I make them, but feel free to add your own observations below; no telling who you may help; perhaps even me!

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Wow! I had no idea!

A friend of mine, who had heard way too many of my stories, once suggested I make a list of all the jobs I had over the years. (Thanks, Tamara) It seems that many of our conversations would include me saying, “I once had a job…” Lest you worry that this makes me unreliable or unstable, I can tell you that most of these jobs were done prior to the age of 25 and in most cases I moved away from the job. Some were very short, 4 hours as a hay bailer, most a bit longer. Since then the list is much, much shorter. Still, I’ve had the chance to learn a lot of jobs from the inside; some I hope I never have to do again, but most I enjoyed thoroughly while doing them. I am sure I could tell a story or two about each, but I won’t bore you with that. Instead, I give you just the list:

  1. Gardener
  2. Cook
  3. Painter
  4. Printer
  5. Forklift Driver
  6. Carpet/Upholstery/ Drapery Cleaner
  7. Stage Hand
  8. Laborer
  9. Bellman
  10. Carpenter
  11. Department Manager
  12. Delivery Driver
  13. Artist
  14. Silk Screen Operator
  15. Janitor
  16. Traveling Photographer
  17. Sales Rep
  18. Store Manager
  19. Health Club Trainer
  20. Delivery Driver
  21. Contractor
  22. Office Supply Salesman
  23. Newspaper Delivery
  24. Security Guard
  25. Time-clock Repairman
  26. Mechanic
  27. Block Mason
  28. Air Conditioning Inspecter
  29. Wedding Photographer
  30. Door-to-door sales
  31. Cabinet Installer
  32. Hotel Set-Up Crew
  33. Trainer
  34. Hay-Bailer
  35. Independent Sales Rep
  36. Commercial Sales Rep
  37. Commercial Territory Manager
  38. Insurance Salesman

Wow! I had no idea it was so many! One of these days I’ll have to have a big Bar-B-Que and invite all my old boses; should be interesting.

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One for the Angels

Sales professionals are often portrayed in film, very often in a negative light. But in 1959 Rod Serling went against the grain a bit and used an old Vaudeville favorite, Ed Wynn, to paint us with a bit more grace. Check it out for yourself here:

Twilight Zone: One for the Angels

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Dr. Suess on Popovers…and Life!

When I was a boy it used to be a special treat to go to the restaurant Patricia Murphy’s where they served hot fresh popovers. A man would come by carrying a basket full of them and I always got as many as I could. Years later I learned how to make the tricky little muffins and began to understand just how special they are. More recently I ran across a speech given by Theodore Suess Geisel, better known as Dr. Suess, to the graduating class of 1977 at Lake Forest College in Lake Forest, Illinois. I don’t know why I like this so much; partly, I suppose, because it is so short. It is just barely over 100 words and is done in the form of a poem.I also like it because it uses one of my favorite breads as a metaphor; makes me hungry just to think about it.

My Uncle Terwilliger on the Art of Eating Popovers

My uncle ordered popovers

from the restaurant’s bill of fare.

And, when they were served,

he regarded them

with a penetrating stare…

Then he spoke great Words of Wisdom

as he sat there on that chair:

‘To eat these things,’

said my uncle,

‘you must exercise great care.

You may swallow down what’s solid…

BUT…

you must spit out the air!’

 

And…

as you partake of the world’s bill of fare,

that’s darned good advice to follow.

Do a lot of spitting out the hot air.

And be careful what you swallow.

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Legacy

As some of you know, my father is a missionary and travels the world several times a year for his mission. Recently my sisters and I decided we needed to begin cataloging the many ‘treasures’ he has collected over the years. With that in mind, here is a sampling of the images we took.

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Printable Résumé

Lee Reed Resume II

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Standard Résumé

Lee w Reed

14706 NW 147 Avenue

Gainesville, Florida 32615

(352) 514-8227

fibonacci112@hotmail.com

SUMMARY

Gifted salesman and manger with the ability to build long-term relationships with principles, contractors, supervisors and directs in a way that promotes profitability to the bottom line.

 

QUALIFICATION HIGHLIGHTS

      • Championed sales at through the Commercial Sales Department at Home Depot for a 400% in four years.
      • Leveraged 1400 new credit accounts in that same time
      • Generated sales of Glidden Paint through the Home Depot stores in North Central Florida for a 20%. increase
      • Maximized paint sales penetration to contractors by 40%.
      • Accelerated customer service to contractors by 35%.

EMPLOYMENT HISTORY

Field Agent 2008 to 2011     Bankers Life & Casualty, Gainesville, FL

Commercial Sales Rep 2002 to 2007     ICI Paints, Orlando, Florida

Commercial Sales Leader 1992 to 2001     The Home Depot, Lakeland, Florida

Account Executive/ Dealer Sales 1985 to 1990     Sherwin Williams Company, Atlanta, Georgia

EDUCATION

B.A. Business/ Marketing University of Phoenix On-line

 

PROFESSIONAL EXPERIENCE

      • Directed the efforts of numerous vendors in the implementation of product knowledge classes.
      • Pioneeredd several large-scale projects in conjunction with Habitat for Humanity, the Polk County Builders Association, and the Business Development Council to promote good will and business.
      • Accelerated commercial sales from $150,000 per month to more than $600,000 at Home Depot on Lakeland, Florida.
      • Secured national sales honors with Glidden Paint for territory sales increase over 12% on a $5 million territory.
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Photo Gallery

This gallery contains 15 photos.

I have always thought I was pretty good at communicating with words, but I understand words have there limitations. There are some things for which words are simply not adequate. What I have learned is that sometimes photography can fill … Continue reading

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