Summing Up
Top managers must clear three hurdles when they implement a new sales compensation plan to support new sales roles: the resistance to the new sales roles, lack of frontline sales managers' support for change, and salespeople's objections to the new compensation strategy and plan. Unfortunately, executives often assume that creating and implementing new programs will favorably alter the company's direction and improve financial results. They also assume that changing jobs and job definitions and management systems—including compensation programs—will alter employee behavior. While this may be true for some people, it is not generally the case.
Joe Bates could have avoided the situation described at the beginning of this chapter if he ...
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