This serves as a continuation of a post shared on February 18, Call me old school but I believe salespeople are getting too far away from their customers.
I was expressing my belief in the necessity for salespeople to maintain closer connections with their customers. I may be considered old-fashioned, but I am concerned that the evolving landscape is distancing sales professionals from their clients, particularly in recurring sales scenarios. At the core, numerous layers introduced between salespeople and clients are eroding relationships, diminishing trust, and contributing to subpar customer satisfaction. This unsettling trend culminates in customer attrition and diminished employee morale, presenting a precarious situation for businesses, especially those in mature or competitive industries.
Reflecting on my experience as the General Sales Manager at a television station, I observed a shift around 2016 in my company and many other broadcast companies. This transformation often commenced with the centralization of traffic management, followed by the consolidation or integration of national sales. Subsequently, local sales departments underwent significant overhauls, diverting focus from core products to diverse offerings, accompanied by the introduction of convoluted compensation plans and the creation of seemingly arbitrary job titles. The end result was the emergence of intricate organizational charts featuring more dots, dashes, and curves than straightforward reporting lines.
Unfortunately, this organizational complexity led to confusion among employees, a lack of accountability, talent loss, and an overall descent into mediocrity. Contrary to the essence of professional sales, where success is not a participation trophy but an outcome of genuine accountability and continuous client engagement, the changes implemented were akin to a deviation from the principles of effective salesmanship.
In a reminiscent moment, I stumbled upon the organizational chart introduced we in 2016 while cleaning my office.
It struck me as resembling one of Wile E. Coyote's elaborate blueprints to catch the Roadrunner—an ambitious plan doomed to fail.
As I reflected on this chart, it became clear that it did not resonate with our team, and it certainly did not align with my vision. Despite my reservations, I, as a dedicated corporate employee, sought positive aspects to support the changes. However, this marked the beginning of my contemplation about leaving the broadcast business, which eventually materialized at the end of 2017.
Though I speculate that revisions may have occurred since then, it is unfortunate to acknowledge that numerous valuable individuals left the industry during this tumultuous period. Personally, I chose a different path, and today, I take pride in owning a small #CTV #Streaming company that prioritizes significant values. Embracing my old-school approach, I cherish the genuine relationships with my clients, considering them my true north.
