Should I pack up my passion and leave?

Hi Aunty B,

I’ve been a sales person within my organisation for two years now, and sold the same product for another company two years before that in a different state.

The problem is Aunty, my manager is killing my love for this product. I’m good at what I do (I hit and exceed budgets regularly) because of how passionate I am about what I sell. Unfortunately, the micro managing, control freak that I’m working for doesn’t see that as enough!

We’re a progressive and forward-thinking sales team, consistently putting our heads together to come up with new ideas or easier ways to do things. However, when we take these ideas, suggestions and possible improvements to our manager, he shoots them down – almost without fail – as “too hard” or “if it ain’t broke…”

He seems determined to have absolute control of everything and will not put forward any ideas from the sales team, it’s as if he’s averse to any form of change. How is the organisation meant to progress?!

He also insists that trying to expand our skill set by taking on additional tasks or duties, or leading these ideas forward, shouldn’t be done because it takes away from our possible selling time.

Aunty, he is killing my genuine love and passion for my job. I don’t want to sound stuck up, but I’m really good at what I do, I’m making more money for the company than they expect of me and I really want to progress with my career in this organisation, however it feels like I’ve got a Stone Age-like brick wall in front of me! At first I thought it might just be me, but the entire sales team, all with varied and extensive backgrounds, all agree!

Should I quit and take my passion and skills elsewhere?

Cheers!!
Matt

Dear Matt,

You are a darling! I would swoop you up under my arm and take you back to my office given half the chance. But just let me get a few things clear before I tell you what to do.

The first thing for you to understand very clearly is the business strategy and vision. Where does the company want to be in three years time? What revenue does it want to be making? What profit does it want to have? How does it want its brand perceived in the marketplace? You have no idea? Find out.

Now, there is always the danger that your manager has no idea either which is really, really sad and not helpful at all. But maybe he does. Maybe he does know what he is talking about. Maybe he has a very clear picture of what is going to make the business profit and what won’t. You see, staff have lots of great ideas. It is just some will take up valuable resources and not make any money, even though they are a fantastic idea and the world will truly benefit from the great new innovation.

Indeed, when he says it is too hard, he might mean that it is going to take the time and attention of staff, add to their additional workload and not make any bloody money.

When he says it ain’t broke he could be saying that your idea is not going to make more money than the idea we already have that is proven and working. He looks at you beating the very high budgets that have been set and he is thrilled to bits, he takes all the credit and your board loves him and gives him enormous bonuses and commissions. So Matt, he just wants you to keep on doing what you are doing because it is a miracle!! Who else is hitting budget? In the universe?

So what’s the problem again? Oh yeah. You want to progress your career instead of your managers. So here is what you have to do. You don’t mess around at the small end, tinkering away with little ideas that actually would make the place run better, create more revenue and build shareholder value in the long run. And you don’t spend your time yakking to the sales team about the lack of progression and what a bunch of nanny goats your managers are.

You start to hang out with the big boys and girls running the company. You become the type of person everyone hates. You become the networker who learns to talk about strategy, corporate venturing, maximising profits, falling yields, premium brand strategies and lagging indicators. You talk competitive threats, new technology, changing global dynamic and the power of teamwork.

You talk in millions of dollars… billions if you like. Practice saying: “This could be a billion dollar company if we just get the plan right.”

Develop strange habits like cupping the bottom of your nose with your two index finders as if in prayer. And repeat to anyone several times a day: “You have to see the bigger picture.”

Look Matt. I am being silly. But the point is relevant. Start seeing the bigger strategy and then learn how to get past your road-blocking manager to show to those above him that your great ideas fit into the changing world and to the long-term strategy.

Of course, above your manager might be a lot of micromanaging, imagination deficient knuckleheads, in which case you should pack up your passion and take it elsewhere.

Be smart,
Your Aunty B

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