The grass is always greener on the other side of the job. Or is it?

Hate your job? Things at work not going your way? Productivity down? Not earning enough? Thinking of leaving? Here are some job realities you may want to consider before flying to another light-bulb.

First figure out the WHOLE why. You need to take a deep look into the situation before you decide to move. What is causing these feelings of unrest, distrust or unhappiness?

Here’s a list of reasons – BUT, don’t just read them. If you’re unhappy at work, list the ones that apply to you and write a “why” sentence next to it. Don’t just confirm the reason in your mind, go deeper to discover the “reason behind the reason.”

Here’s your self “why” test:

  • Belief system failing in product – you don’t think your product is really better than the competition’s.
  • Belief system failing in company – you’ve lost faith in the company’s ability to perform.
  • Poor service after you sell it – continuing complaint calls are lowering your morale.
  • Boss is a jerk – for one reason or another he or she hasn’t earned your respect.
  • Poor management – acting in their own self interest, can’t sell better than you.
  • Conflicts with coworkers or management – too much who-struck-John. Politics.
  • Poor training – you aren’t getting adequately prepared to sell.
  • High turnover – many good people leaving.
  • Too much work – you work too hard, and you don’t want to put forth the effort.
  • Poor pay – low pay for your effort.
  • Poor working conditions – lack of sales support.
  • Business hurting – the economy and sales are less prevalent or slower.
  • No upward opportunity – you’re stuck in non-growth mode.

And of course the one reason you may have omitted is – it may be you.

Self-test for these:

  • Your poor attitude
  • Home life problems
  • Money problems
  • Drinking or other self-abuse stupidity
  • Your poor sales skills
  • Your poor work habits
  • Poor performance on your part
  • Placing blame rather than taking responsibility
  • Stress (caused by one or many of the above)

Well, that’s an “ouch” test, huh? Did you find your “thorn?” Did you discover “why?” – or did you already know, and I just confirmed it. So now that your skin is itching with the reality, what are you going to do about it?

Well, not so fast there, Sparky.

I’d like you to consider some deeper reflection first.

DO THIS: When you find your biggest reason(s), ask yourself “why?” four times to get to the bottom of the reason. That would be the REAL reason.

Let’s say you selected the reason: My boss is a jerk – OK, why? “Well, for one thing, he’s constantly on me to produce.” OK, why? “Well, because he says I’m not seeing enough people, nor am I closing enough deals.” OK why? “Because it’s harder to make sales. People aren’t buying.”

Sounds like it ain’t the boss after all – it’s you.
That’s not a boss issue. That’s a training, sales skills and intensity issue.

All salespeople suffer from two incurable diseases:
1. The grass-is-always-greener syndrome
2. The moth-to-a-light-bulb syndrome

What are you really looking for?
If you’re going to switch, will this move you up or forward?
Can you fix what you have?
What would you really like to be doing?
If you leave here where will you go?
What risks do you take by leaving this job?
How will a new job get you closer to your real career goals?
How will a new job get you closer to your real monetary goals?

If you decide to leave, don’t leave for the wrong reasons, and don’t leave the wrong way. I have just given you the “why” formula. That will get you to an understanding of your self-thinking. Then there’s the “how you will leave” part.

2.5 more rules apply:
1. Leave professionally. Give notice. Tell the truth.
2. Leave ethically. Give back everything. Don’t “take” anything with you. Especially customer lists or any trade secrets.
2.5 Leave positively. No bad words or lawsuits. Just peacefully go. Leave with your reputation in tact. Leave with a reference.

To leave or not to leave? That is the question. Your job is to find the answer. Your own answer. It’s a big decision. A career decision. An advancement decision. And yes, a money decision.

My advice is: make sure you know the REAL reason. And make sure you do it in a way that would make your mother proud.

If you’re one of the fortunate few who LOVE their job, please pass this on to someone whining about how green the grass might be someplace else.

FREE GitBit. I have one more piece of advice about your job. Something to think about everyday. Go to, enter JOB in the GitBit box.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website,, will lead you to more information about training and seminars, or email him personally at [email protected].

Leaving for greener pastures? Do you know why? Are you sure they’re green?

Why do salespeople quit their job?

More money?
Better job opportunity?
Don’t like what they are doing?
Don’t like their boss?
Don’t like their corporate politics?
Don’t like how you’re being treated as a person?
Don’t feel the company is supporting you as a salesperson?
Just had their commissions cut?
Company going back on their word about paying or deal structure?
Not paid what you felt you were owed?
Just lost their best customer to the competition?

Answer: some or all of the above.

Salespeople seem to hopscotch jobs as moths flutter from one light bulb to the next, trying to find the brightest one. I don’t think the question is just, “reason for leaving.” I think it goes deeper. I think it’s “cause and effect,” and even deeper, “motive.” Motive being a short word for motivation.

This issue is further complicated by the fact that most people, when they do leave a job, won’t tell the boss their real reason for leaving. Oh, they give a stated reason like better opportunity, more money, but there’s always an underlying motive. An unspoken reason. Like, “I hate you.”

And then there’s the boss, who has to tell his other people why the salesperson quit. Standard reasons, better opportunity or more money.

It’s interesting to note that more than 74% of people who quit their job do so because of bad boss or bad company policies. Yet, no boss that I have ever spoken to ever told me: my best salesperson quit and it’s all my fault.

NOTE WELL: The departing salesperson will soon become the scapegoat for everything bad that’s ever happened in the history of the company within one week of their departure.

If you’re the boss, and you throw the person who quit under the bus and back up, it sends a message to every other person on the team that you’re going to do the same thing to them if they leave. Not a real boost to moral. If you’re the salesperson and you don’t have the guts to tell the boss the real reason why you’re leaving then you’re going to have to be willing to accept your fate with respect to the trashing that you’re going to take.

There’s no easy answers here. Some industries are more incestuous than others. Banking, personnel, accounting, and advertising seem to have an excessive amount of job hop scotching going on.

The subject is WHY are you quitting and what can you do to build your career, rather than having to start it over?

I get a minimum of ten requests a week from salespeople wanting to quit their job and asking for advice. What I tell them is what I’m going to tell you:

1. List the real reasons that you dislike what you’re currently doing.

2. Now, list the reasons that you like what you’re doing.

3. Add a one sentence description to both the dislike and the like column to give yourself further insight as to “why.”

4. Ask yourself which one of the bad things will be eliminated at the new job and which one of the good things will continue at the new job. This way you give yourself an evaluation before you enter your new position.

5. Call people at the place you want to work or that you’ve just been hired to work at and find out what they like and dislike.

6. Write down what you feel you gain (other than money) at your new position and ask yourself could you have gained the same thing at your old position?

NOTE WELL: As you know, if you read my column, we’re about to get to the .5. You will not like the .5. The .5 will make you grimace but the .5 will show you the real reality of where you are and where you seek to grow.

6.5 Become the number one salesperson at your existing company, then quit. If you’re thinking about leaving your job and you are not the number one salesperson, it is likely that you will not be the number one salesperson at your next job, and it is even more likely that you will bring half your disgruntlement to your next job. If you stay at your present job until you become the number one salesperson no boss will be able to throw you under the bus, you leave a hero of the company, you leave with pride, you leave with self-respect, and you leave with the attitude of a winner, not a whiner.

See? I told you you’d hate it.

So here’s your opportunity: quit complaining, quit whining about your job or your circumstance, quit trashing other people to make yourself look good, and just dig in. If you really consider yourself great at sales, then attaining the number one position shouldn’t be much of a problem. Heck, you’re always bragging about how great you are, prove it!

There’s rewards for being number one. People will be nicer to you in your company. You may even earn some degree of respect, your value in the marketplace will increase, you’ll have choices, genuine choices, and you’ll have the peace of mind of knowing that you’ve done it for the right reasons, not the negative reasons.

BOSSES BEWARE: If you’re salespeople are leaving you at a rate of greater than 20% per year, look in the mirror. If you “can’t find any good people out there” let me give you a big clue; there’s plenty of good people out there, they’re just not working for you.

SALESPEOPLE BE AWARE: Your next boss may be no better than your previous boss. He or she just may be sweeter in the interview process than in the day to day battle. You’re best tactical and strategic advantage is to arrive on the scene as the number one salesperson from your previous job rather than the number one whiner about your previous job.

If you do this you have set the stage for sales success. Your sales success.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website,, will lead you to more information about training and seminars, or email him personally at [email protected].

The Four Vs of Employee Motivation: Velocity, Visibility, Value, and Valor

A recent Gallup poll revealed that only 30 percent of employees are actively engaged at work, and 18 percent are actually actively disengaged. Disengaged and distracted employees cost businesses money as they ‘sleepwalk’ through their workday, bringing little energy or passion to the table. Making matters worse, actively disengaged employees are more than unhappy at work—they act out their unhappiness by undermining what their engaged colleagues accomplish on a daily basis. For businesses that want to continually innovate and grow, engaged employees who work with passion and feel a profound connection to their company are required.

According to Gallup’s 2013 State of the American Workplace report, “engagement makes a difference to the bottom line,” which can have an impact on productivity, profitability, customer service, turnover, and absenteeism. Incentivizing can also make a big difference, according to a study by the International Society of Performance Improvement. The study showed a 27 percent performance increase when an incentive was offered for persistence toward a company goal.

Not all encouragement, engagement and incentive programs are created equal, however. It’s important to utilize whichever approach is best for driving your desired action. By 2001, the Incentive Federation’s biannual study found prepaid cards to be the most popular rewards for employees, consumers, and partners (dealers), but there’s more to an incentive program than just finding the right reward. Try sticking with the 4 Vs of employee engagement when you implement an employee recognition and motivation program.

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About the Author

David Jones currently serves as the Chief Executive Officer of CardLab, a pioneer in the prepaid industry. The first to offer businesses the ability to customize a Visa Incentive Card with a company logo, the Dallas based company was founded in 2004. Visa Incentive Card is issued by The Bancorp Bank pursuant to a license from Visa U.S.A. Inc. and may be used wherever Visa debit cards are accepted. The Bancorp Bank; Member FDIC.

Talent Management Best Practice 4 – Know Your Artificial Employment Retainers

golden handcuffsEvery manager should seek to know the stay/leave propensity of his or her subordinates and certainly that of top performers. While true knowledge of others’ intentions is unknowable and unpredictable opportunities arise, there are artificial retention mechanisms and observable signs that together suggest an individual’s inclination. Recognizing these signs and factoring them into an assessment of employee loss risk is important to a manager’s ability to retain top talent.

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Fire the Slugs! And Other Great, No-Nonsense Ways to Retain Your Best People

StrategyDriven Organizational Accountability ArticleThere isn’t an organization anywhere that doesn’t have a problem with some type of personnel turnover problems. Depending on the study you look at, the impact of turnover ranges from three months of salary for a low level employee who leaves to as high as 400 percent of the annual salary of an upper-level person who leaves.

It’s doesn’t have to be all bad. There’s good turnover and bad turnover.

Firing a non-performer is good turnover. When a top performer leaves to go elsewhere and leaves your organization with a huge void, that’s bad turnover. It can affect the performance of the whole organization.

If you are going to maximize your organization’s performance you have to make a conscious, binding top-down management decision and commitment to develop a no nonsense approach to retention. The following are several must-do actions items for retaining the high-value human assets you’ve worked so hard to acquire:

  1. Start at the top! Assess your supervisory and management team! Seventy percent of the people say that the worst thing about their job is the boss. Find out what’s wrong and fix it! Identify the prima donnas and micromanaging control freaks, the whiners, complainers, and blamers. Get them basic supervisory training and improve their performance continuously. If you are the boss, take ownership!
  2. Clean Up the House! Identify the non-performers. Identify the poor managers and supervisors. If they do not respond to training and show significant improvement, remove them from an influential role and replace them with someone that does what is truly desired and required for the role and position they are in.
  3. Manage Visibly! Get out of the ivory tower. Begin each day by walking around. Stroll around the floor several times a day. Meet the customers, talk with employees, visit with the supervisors, greet the vendors, help the delivery trucks load and unload. Get out of your office. Let people know you are there and that you care. The point here is that you set lead by example. If they like you they are less likely to leave you. Visibility drives retention.
  4. Care About Your People! If you don’t really care about your people, your business is doomed. Caring is the reason why people stay. Get to know your people. Learn what each person likes and enjoys. Listen to them and learn about their interests, families, and hobbies. Protect your people from harm and from others in your organization. People are loyal to those who care about them and care for them.
  5. Keep your door open 80% of the time. Let your people know you are accessible to them. Avoid telling people to make an appointment or come back later. Make sure the time you do spend with your people is quality time.
  6. Focus on Employee Assistance Actively. Sit down with the other managers in your organization and identify the problems that are faced by people in your workforce. Develop innovative ideas and deploy specific new plans to provide employees with more flexibility in their work, support for their common needs, and help for dealing with personal issues that impact their life.
  7. Treat Everyone with Respect Always! Every leader and manager and supervisor must set the standard that respectful behavior and sincere open appreciation are expected with no exceptions! Investigate and take immediate action for all non-respectful behavior incidents. Have the managers and supervisors bring food to be shared on a regular basis! Break bread with your people regularly instead of forcing people to eat baloney.
  8. Ask Your People What They Want! Sit down with your people and ask them what they want out of their work. Identify what they want to grow, to develop greater control, autonomy and responsibility for the work they do for you. Help them achieve these goals specifically and incrementally. Meaningful engagement in their own future drives commitment and loyalty.
  9. Tell Your People What You Want of Them! Be specific and be clear but make sure you explain what you expect of them. Give them the tools, support and the time they need to get the work done. If they do not meet your expectations, bring them in and talk with them and find out what it will take to get them on track.
  10. Fire the Slugs. Hold your people accountable for their performance. If they don’t solve the problem, then terminate them with respect and dignity. Your good performers will love you.

About the Author

Jeff Kortes is known as the ‘No Nonsense Guy.’ He is the President of Human Asset Management LLC, a human resource consulting firm specializing in executive search and leadership training. He has trained hundreds of first-line supervisors, managers, and executives during his career. His approach to training is no-nonsense, and practical.

Jeff is also a member of the National Speakers Association and a regular speaker on the topics of retention, recruiting and leadership. For more information, visit