Being a first-class rep in some cases means being a good soldier. The trick is to survive until the nightmare ends, so go with the flow. I believe in the old saying,“ Water seeks its own level.” Eventually the person who is a nightmare either comes around or goes away. In either case, the unnecessary reports, excessive travel, and other unproductive activities fade away.
And being a good soldier can pay some real rewards. That house account may one day be yours. Or you may be spared from a proposed commission rate reduction.
That nightmare manager could someday be your best advocate at the factory. After all, factory staff is in the best position to remind upper management that sales don’ t fall from the sky— sales come from the reps’ efforts, which sometimes involve a grueling travel schedule and 60-70-hour weeks. So, taking good care of reps is good business.
That’ s why I treat every new regional or national sales manager as a seasoned professional with a lot to bring to the party. In most cases, they are.
Embracing change has paid real benefits to me and my firm. Most of those benefits have come from stronger relationships with my current principals.
Not embracing change, on the other hand, carries significant risk. At least that is what sales managers who have come to interview my firm for their line tell me when I ask why they are looking for a new rep.
John Beaver
John Beaver founded GSA Optimum, Oakdale, New York, in 1984. The metropolitan New York / New Jersey independent manufacturers’ representative firm has 28 employees covering Maine to Virginia out of its four offices. The agency specializes in electrical mechanical, electronic, and electrical components. This growth can be partly attributed to his successful acquisition of six firms. He served on the MANA Board of Directors from 2015-2019. He is also an active member of ERA and NEMRA. As a member of ERA he serves as a National Delegate and is the chairperson of Metro NY / NJ ERA local chapter.