Last August 2025 marks my third year with this local generic company . It’s been a ride—an invigorating roller coaster, if I may add.
But if there’s one thing I’ve learned that I feel obligated
to pass on to the next rep, the next manager, or the next poor soul who thinks
“motivation” comes from a weekly Excel review, it’s this:
“The players change. The game stays the same.”
And when it comes to managing sales teams—especially in the
world of medical sales—there’s one part of the game that never changes: the
knee-jerk micromanagement that kicks in the moment revenue dips.
The Classic Corporate Reflex: “Let’s Squeeze Sales Harder”
Revenue down?
“Quick! Let’s add another sales report, increase check-ins,
do more joint visits, and maybe—just maybe—revamp their call route for the
fifth time this quarter.”
It’s like watching a magician’s trick: all eyes on the sales
team while the real problems sneak off stage.
What gets conveniently ignored?
- Out of Stock (OOS) issues
- Skyrocketing production costs
- Shifting of products between teams
- Reps demotivated from being sidelined in key decisions
But who gets the pressure?
Yep.
Us—the sales team.
Always.
Because, you know, nothing screams strategic genius like
tracking how many times a rep visits a clinic that's out of stock.
Let's Get This Straight: What Sales Reps Don't Control
Here’s a thought: maybe… just maybe… not everything that
affects revenue is under the control of the people tasked with generating it.
Let’s look at a few examples:
1. **Out-of-Stock (OOS)? That’s Above Our Pay Grade
When customers ask, “Kenapa tak ada stok?” who do they blame?
The person standing in front of them.
But let’s be real.
That decision chain begins in manufacturing, snakes through procurement, and sometimes dies at the altar of a late approval from some regulatory body.
We’re just the messengers
who get shot.
And yet, when targets aren’t met, what do we hear?
“Did you visit that clinic enough?”
“Maybe you’re not pushing hard enough.”
“Can you upsell other molecules?”
Sure.
Let me just upsell fresh air and empty cartons.
2. Production Cost Increases? We Weren’t at the Table
Manufacturing costs go up. Management raises prices to
protect margins. Guess who now has to defend the new pricing without context?
Us again.
Did anyone think to brief the reps before announcing the
price hike?
Nah.
That’s too logical.
Let’s just update the price list
silently and watch sales "strategize on the fly."
3. Product Team Realignment? Not Our Decision Either
Ever had your product pulled and given to another team
overnight?
Maybe it’s been moved to a new Tender team. Maybe it’s now classified as “institutional access only.”
And boom—just like that, your
portfolio shrinks and your commission dies a quiet death.
But don’t worry—they’ll still expect your total sales volume to hit last quarter’s numbers.
Logic is optional, apparently.
But Micromanagement Feels So Good, Doesn’t It?
Here’s why managers and companies love micromanagement
during a slump: it creates the illusion of control.
It’s comforting.
- “Look, we’re *doing something! We added a weekly report.”
- “Now we’re on top of things! There’s a daily target check-in.”
Meanwhile, reps get distracted, discouraged, and disengaged.
Because nothing screams “we trust you” like a mandatory hourly update and 3
layers of justification for one clinic visit.
Want to know what it feels like?
Imagine trying to drive while someone in the backseat
yells:
“Turn left!”
“No, right!”
“Speed up!”
“Why are we going this way?”
“Let’s review your route after this.”
And then they ask why you didn’t reach the destination
faster.
Here’s the Truth: Micromanagement = Lazy Leadership
Yeah, I said it.
When you don’t want to confront hard decisions—like fixing
the supply chain, dealing with procurement delays, or rethinking how teams are
structured—it’s easier to turn around and say:
“Let’s make sales work harder.”
It’s the easy way out.
But it’s not the right way out.
It’s punishment disguised as accountability.
It’s a distraction dressed up as strategy.
What Could You Do Instead? (Besides Breathing Down Our Necks)
Let me give you a few real options to consider—just in
case, you know, actually fixing things is still on the table.
1. Fix the Bottlenecks That Reps Can’t Control
If OOS is the issue—fix it. Let reps know what’s available
and what’s not. Don’t make them sell vaporware.
If pricing is changing—explain it. Equip them with talking
points and transparency, not silence and awkwardness.
2. Align Teams Before Making Product Shifts
Thinking of transferring products between teams?
Cool. Do
it. But don’t forget:
- Communicate clearly
- Set new targets based on the new reality
- Give the previous rep credit for groundwork laid, not resentment for “losing” sales
3. Involve Reps in Strategy (Yes, Even Field Reps)
Crazy idea: Ask your reps what’s happening on the ground.
They’re not just “feet on the street.”
They’re your unfiltered view into the market.
Ignoring them is like flying a plane with
the cockpit lights off.
Field reps often know:
- Which doctors are switching brands (and why)
- Which hospital is having stock issues
- What competitors are whispering during their visits
But no, let’s ignore all that and ask for another Excel
sheet instead.
4. Shift from Surveillance to Support
What if your role as a manager wasn’t to watch us—but to
back us?
Provide materials. Open doors. Fight for better margins.
Handle escalations. Clear roadblocks.
That’s the kind of leadership reps remember—and run through
walls for.
Final Thoughts: Don’t Confuse Movement with Progress
I get it.
When revenue drops, tensions rise. Everyone feels the
pressure.
But let’s stop pretending micromanagement is a growth tactic.
It’s not.
It’s a reaction born from fear—not vision.
Real growth comes when everyone owns their part, when communication flows both ways, and when sales reps are treated like
partners, not suspects.
So, the next time your numbers fall short, maybe pause
before launching into “Let’s monitor them more closely.”
Ask instead:
What’s actually broken here?
And who has the insight to help fix it?
Spoiler alert: It’s probably your reps.
But only if you let them speak—and stop drowning them in
dashboards.
Bonus Section (Optional): How to Spot Micromanagement Disguised as “Support”
- “We just want to help you stay on track” = We don’t trust your judgment.
- “Let’s do daily stand-ups now” = We need something to show HQ.
- “How many calls did you do today?” = We believe numbers, not context.
- “Please cc me in every email” = We have nothing better to do.
So to all the reps reading this:
You’re not alone. You’re not crazy. And you’re not the
problem.
Sometimes, you’re just the easiest one to blame.
The players may change. But the game? The game stays the
same.
No comments:
Post a Comment