Carrington Fisk

Sales. Life. Growth

Culture Shock

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I’ve led sales teams, run routes, worked for small and large companies in a variety of different industries. Something I have recently begun noticing and researching is company culture.

If you were to ask me five years ago how much company culture mattered, I would have said very little. I used to think if you paid your people they would show up and do their job.

I have learned through experience that while compensation will keep people coming to work, culture will get their best work.

My previous work environment was pretty intense – a lot of firedrills and last minute objectives to meet. I thrive in that kind of environment, so it was exciting for me. I was paid well and had excellent benefits.

The culture though wasn’t strong. There were very few “company fans” and despite the salesforce being one of the best compensated in the industry, morale was lacking.

I wanted something different. I wanted something I could rally behind. I wanted to be a part of more than a strong sales performance. Thus began my interest in company culture.

Culture Eats Strategy for Breakfast

Simon Sinek, author of Start with Why speaks to audiences around the world about finding the true reasons behind behavior, obviously leading to several discussions on company culture.

The key to a strong company culture is first having a strong company purpose. Shareholder return is not a strong why. Year end bonuses, monthly bonuses, pay increases – these are not “why”. Watch the five minute video below to inspire you to find your why and see if you can find your company’s why.

My Why

What is my why? The purpose of these posts is for me to find some clarity in my life, in the balance of work and family. The reason I share it is because there might be someone else interested in exploring the same in themselves or their company.

My why is my family. Why earn more money? To spend more time with and create more experiences for my kids. Why volunteer as a Cub Master? To make a mark on our next generation and teach responsibility and resiliency.

Beyond Why

For the first time in my professional career, the why for my company is the most crystallized and transparent lesson taught to not just its leaders but its clients and all employees. Our why at Beyond is about Giving Back.

Imagine a company built around building up its employee-owners and providing debt-free education to those who need it most. Imagine being a part of that? I did and I am.

I’m Going Beyond

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I thought the reason I wanted to leave Amoskeag was simple, but it turned out to be much more.

There were many reasons I wanted to leave, but only a few that pushed me to actually do it. I am going to go through it one by one.

Why would I share this with the world? Why would I share it with my network? Simple. I struggled with this decision for a long time. Answers came slowly. Perhaps you’re struggling with these same things, with this same decision. Perhaps I can help.

I couldn’t grow at Amoskeag.

The beer industry is what I call a “lifer” job. Guys who stay in for more than 5 years seem to stay for their entire career. That’s great for the company, but it creates a lot of stagnation in the ranks. For 50 salesmen, there were a handful of area managers, and a smaller handful of sales directors. My supervisor wasn’t going anywhere, so neither was I.

I couldn’t grow my title, and I also couldn’t grow my income. The company doesn’t do raises, at least not that I saw. Prices would creep up and if you’re paid on commission, parts of your portfolio will lift your income. My pay, however, was only about 60% commission and the rest was incentives. The incentives seemed to shrink and became more restricted. All in all, I didn’t see a lot of earning potential beyond what I was making.

Note for next opportunity – must be able to grow.

I couldn’t do my best work at Amoskeag.

It’s hard to put into words, or more accurately it’s hard to put into less than 1,000 words… I had roughly 76 accounts, many of whom were twice a week visits. A standard visit is fill the cooler / stock the shelves, take inventory, do an order, speak with a manager, collect a check. With over 100 stops in four days, it became impossible to do any selling.

When I first started, I had help. From time to time but consistently, I had another team member help me on busy days so I could take the time to set up products & promotions. As time went by, the job was more and more isolated and the support became impossible to obtain.

Note for next opportunity – must have a strong team.

The bottom of crap mountain.

We all know crap rolls down hill. At Amoskeag, as a salesman, you are responsible for everything. Merchandisers didn’t rotate product? Driver didn’t pick up a check? Office misapplied a payment? Customer didn’t pay a bill?

All of these things, despite being outside your control, are your responsibility. Each person in the supply chain has severely limited accountability. It all falls on the salesman.

Note for next opportunity – must have authority over my responsibilities.

I never felt welcomed.

It’s a little hard to admit, but not feeling like a valued and important part of a team ate at me. Triumphs were never celebrated. The nitpicking was obnoxious, but the real thing was that Amoskeag made it feel as though I was being given a gift by being allowed to work there. I wanted to be on a team not just in my area but for the company as a whole.

Note for next opportunity – must focus on onboarding employees, celebrating and growing successes, and provide support. Culture is vital.

That review though.

There is a fine line to walk when giving an employee a review. Mine was brutal. My customers ranked me in the low 90s out of 100. Based on 2016 as a whole, I would have given myself an 80. My company review was 14/40 leaving me with 35%. One of the categories was “Value of Work Completed” in which I scored a 1 out of 5. This is the kind of review that shuts down even a loyal employee.

The review had flaws for sure – mainly the categories being too broad. But when a review falls that far south on the “value of work completed” scale for a person who for the most part executes, grows sales, achieves incentives, and has great customer relationships, the reviewers need some coaching as well.

Note for next opportunity – expectations that are reviewed should be quantified. 360 degree reviews are vital if reviews are in place. Reviews shouldn’t be once a year – coaching should take its place and it should be constant.

I stayed for the benefits.

For several months I found myself staying at Amoskeag for the benefits. I was staying for the paycheck even though while it was decent, it wasn’t getting me to my goals. When that’s the only reason you’re staying, it is might be time to move on.

Note for next opportunity – find meaning beyond the check, but the check has to be great.

Too good to pass up.

Some of these situations caused angst, some were near crippling when it came to my desire to do my job. The real reason I left and severed ties was the opportunity in front of me.

I am fortunate enough to have met some stellar people and from them I was offered something I couldn’t pass up.

Here’s the deal…

  • I have unlimited financial growth potential. I have to earn it, it’s not going to be a cake walk, but the ceiling doesn’t exist. The people I bring on board have unlimited growth potential. The sky is the limit.
  • I have an incredible team. The founder of the company sold his last business for $4.3 billion. My manager is incredible, and everyone involved at this stage is an owner with nothing but kicking major ass in mind.
  • I can do my best work. My talent lies in bringing the weird combination of all my experiences to bear for a business and help them. Our products and services are top notch, our service team is the best. I can focus on what I do and allow my strong teammates to do what they do best.
  • I can control my outcome through effort, training and talent.
  • Our early conference calls and meetings have been centered around building the best culture to keep the best people.
  • Performance is my review. As a Division Sales Director, I won’t just cop out and review my reps. I will help them be their best on a continuous basis. I will ask them how I’m doing and work to get better.
  • Half the profits of Beyond go to charity, the other half goes to the employees. The charity is the Give Something Back Foundation, which helps kids go to college that wouldn’t have had a chance. Meaning and unlimited earning. Yes please.
  • Seriously too good to pass up.

If you find yourself struggling with these or other issues and you want to get Beyond where you currently are… get in touch with me.

I’m looking for people who share my desire to change their circumstance and go Beyond.

Join me at Beyond

Do. It. Anyway.

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Since its first episode, I have been an avid listener of The MFCEO Project. The Podcast, delivered by Andy Frisella and Vaughn Kohler, is nothing short of epic. I left my review on iTunes (look for me here and leave your own review), but feel the need to share how this podcast has already changed my outlook on just about everything.

The podcast, if you haven’t heard it, is edgy and the language is about four thousand miles past “harsh”. For some, you can tell the use of profanity is some type of tactic to either build rapport or stand out. For Andy, it’s an extension of his belief system on life and business. What you see is what you get – I am who I am and you can either get in line or move on.

He and his team are real and as a previous worker in the world of the scammy seminar world, his attitude on work and success isn’t just refreshing, it’s unfiltered and delicious like a great New England IPA.

Seriously, just check out the first line of the description on iTunes:

The MFCEO Project is for anyone who is sick of the fluffy unicorns and rainbows style of talking about pursuing goals and profiting in business.

The truth is, you do have to do the work. You have to do the work that isn’t fun. You have to get dirty, bleed a little, and then get up and do it again the next day. Guess what? Then you get to do it again and again. Your feelings are irrelevant. Plan the work and work the plan.

I used to work in a mobile boiler room that taught people that there was a shortcut to riches… that there was a way to avoid the work. Just do these few things and you too can be standing next to a Ferrari in a picture on the internet. Guess what? That Ferrari was rented and if the seminar company folded, the guy in the picture would be renting from you the next day.

I have two kids and an amazing wife – they are my WHY – and I grew up a lot after listening to this podcast over the past several months. The lessons in this podcast have invaded my thinking about how I prospect, about how I sell, about how I parent, and about how I lead my Cub Scout groups.

I realized by listening to Andy’s words, by buying into his message, that I had fallen victim to the same empty dreams sold by the hucksters on late night tv. I know that the work needs to be done and whether you love it or hate it, your feelings really are irrelevant. It’s the outcome that matters. Discomfort is one step from success… as long as you take that step every single day.

Check out Mr. Frisella on the interwebs by clicking here.

Here is a list of some of my favorite episodes – many of them are early on. That might be skewed as the early episodes were the most poignant for me. As time goes, the message continues but it was the early episodes that shocked my system.

If you haven’t listened or figured it out, the MFCEO stands for the Mother F(bleeping) CEO. It’s not just for business owners – it’s for everyone. I’m working on bringing the MFCEO message to my kids (minus about 2,480 F-bombs).

Be the MFCEO of your own life.