Lisa Lisa Lisa

Discussion in 'Bayer' started by anonymous, Feb 5, 2019 at 10:01 PM.

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  1. anonymous

    anonymous Guest

    “Manager ride alongs after the POA”!!??!! What an understatement that’s proving to be. Heard via the grapevine AP and LH have set RBM field ride alongs at 150 days this year. Are we still considered “Specialty Reps”? Or did we become Primary Care reps when I was busy clicking Humble, checking Verix and double checking the Tableau data to make sure everything was right? Best get ready to spend every 3rd or 4th week with your RBM. At a certain point my accounts will stop letting RBMs in. Let’s hope these frequent field ride alongs don’t destroy our existing account relationships. I would hate to be black balled by accounts because I’m in the account too often with my RBM. What a sad culture AP and LH are continuing to create.
     

  2. anonymous

    anonymous Guest

    Many accounts have a no manage policy because they HATE watching the phonie BS we have to go through while they are there. Often customers have checked in on me after to make I am still go with my boss. They don’t want to get me in trouble. This is why this whole system doesn’t work and never did. If a manager or anyone else for that matter came in with the attitude that they wanted to see what was happening and how our customers did business, how they could ALSO help out the customers. That approach might go somewhere. But our ABDs are too good at their jobs and they just want to check all their spreadsheets and stuff and run their reports so they can see who they want to get out of here next. And they want our managers checking all of our home work from the NSM to make sure we are taking it to the next level. Lisa. If I did any of that bs we did at our NSM in front of a customer, I would no longer be allowed to see that customer. If I took my RBM with me so he could take notes on ‘my performance’ we would both be kicked out pronto
     
  3. anonymous

    anonymous Guest


    You’re spot on right! Most accounts see our RBMs as a favor to us. They recognize it’s part of our job to bring the RBM around with us. But they aren’t looking to see the RBM more than once or twice a year! The best HCP - ABD experience I had was when a physician went off on the ABD and then turned and gave me a wink!! I couldn’t help but smile!
     
  4. anonymous

    anonymous Guest


    Primary Care reps don’t even work with their managers that much!
     
  5. anonymous

    anonymous Guest


    50% of my accounts have 'no manager' policy's posted on their doors. all of that nonsense happened when you had ridiculous managers who would go in and want to do the hard sell AND watch you 'feature/benefit' 'close'. This is the fastest way to ensure you will never get asked back into an office. Having your manager show up in an account more than maybe twice a year is also the fastest way to get kicked out. It is too many people in their hallways interrupting business. Dr.'s are trying harder than even to generate revenue. They have little time for our antics.
     
  6. anonymous

    anonymous Guest

    Same in my territory.
     
  7. anonymous

    anonymous Guest

    It was a disappointment to say the least to open yet another email from Lisa. If enough time goes by during a week, I can pretend she isn't here. Tax day crystalized a 50K decline in my income which is hard to wrap my head around. The corporate decisions she and Jon made for my customers while they sit on their thrones were horrible. Garnishing my check for 6 month, ridiculous. It was their awful pricing strategy that swept all things out of my control completely. My customers have a business to run also. Their inability to listen for the last three years to our customers and to the field directly correlates to our 90% national quota attainment. How long is a 90% to quota nationally acceptable? Caring about the big customers and the little customers equally was our culture once upon a time. Doing the right thing was the norm.
     
  8. anonymous

    anonymous Guest

    even better that we have given our competition some fantastic women's health talent. many of those that LW and JS worked out of jobs have taken their passion for WH and their knowledge of our customers to work for Allergan. Shame on both of them
     
  9. anonymous

    anonymous Guest

  10. anonymous

    anonymous Guest

    People don’t leave jobs, they leave toxic work cultures. Dr. Armina Aitsi-Selmi

    Toxic environments make people sick, make projects fail, and make best employees quit.
     
  11. anonymous

    anonymous Guest

    Here comes Nelson, Oh Hell Yah...
    Hoppin down the bonus trail
    Hippity Hoppin.....
    Our Savior's on his way!

    (NOT TAKING WAY FROM OUR REAL SAVIOR....BUT YA GET THE GIST....) HAPPY EASTER Y'ALL!
     
  12. anonymous

    anonymous Guest

    Another awesome rep is gone! When you have probably the most respected manager at Bayer WHC (KS) lose two of her top reps within a month that shows that money is making people leave. If KS can't keep them no one can. The thing Lisa doesn't realize with her games with our bonus money is we ARE worth more money and companies are willing to pay us due to our experience at Bayer. Just look at the activity on Linkedin. Everyone I know is working on their resume if they are not actively interviewing already. The only ones that are not are the ones close to retirement. Lisa told the ABD's last year to get rid of people with tenure and get new blood. Look at the reps forced out and you know it's true. You have SD, MG, TP, BS, KG, CD,to name a few. Then you have great managers she had her monkey Adam fire. I could never lead a sales force when I know no one respects me. Not even her managers. She had a conference call with the managers last week and asked them why numbers were down and not one had the guts to speak up. Instead you had the normal kiss-asses give "success" stories. Unfortunately, Nelson may be coming too late to save this sinking ship unless they get rid of LW & LH now. Weak weak weak "leaders" with zero qulifications to run ANY division in pharma.
     
  13. anonymous

    anonymous Guest

    prior post is spot on!
    also heard Lisa asked mgrs what was going on and why our sales were flat? Is she really so stupid? Noone on that call is going to be honest bc the hard truth is not the feedback she is open to. Here it is Lisa:
    1. Everything you did to kill momentum in last 7-9 months
    2. Pricing strategies (2 in 12 months)
    3. Reimbursements ( you wouldn't understand since you don't get the buy and bill process)
    4. 50% of those you have brought in also have no BandB experience
    5. No DTC for a year and no brochures for many month
    6. Bayer has a PR problem and YOU, Jon and your HO cronies continued to add kerosine to the fire with your mismanagement of our VDP and pricing structure.
    7. Who wants to add something bc I am sure I am missing some other obvious ones
    8. oh and the VILTs
    9. Hubble doesn't sell anything ppl are 'fake' clicking you can be sure of that
     
  14. anonymous

    anonymous Guest

    What is a VILT?
     
  15. anonymous

    anonymous Guest


    10. All sales calls are really about getting beat up by the customers.
    11. Too many reps in pay back situations.
     
  16. anonymous

    anonymous Guest

    This is what we need to do to cut cost.:

    1. Get rid of the BISC team. Nice people but what do they do? Shouldn't the manager fill in for reps when on maternity leave, etc?

    2. Get rid of all these business strategy positions. What do these people do? What is there to strategize other than pricing, which they are failing at.

    3. Marketing. Get rid of everyone but Juan and let him pick 1 or 2 people to assist. I like that guy and he listens to the field.

    4. All these different systems that give us inaccurate data. Perfect one system and get rid of the rest.

    5. Why do we need so many levels of management? I think Nelson can handle the 3 ABD's which can handle the managers which can handle the people making Bayer the money.

    6. Contracting. Kevin, you are the bomb. I just had to add that.

    Here are things we need:

    1. If we are not going to have a few designated FRM's then train us better in these issues.

    2. Better VDP. Bring back a 5 unit for LARGER than 5% VDP. Our cheaper competitor is killing our VDP. If you want higher Kyleena sales then make it a market basket VDP at only 5 units.

    3. Give offices a HUGE incentive to come back to us.

    4. Quit losing TENURED well-respected reps. More will be dropping soon. These positions are more than difficult to fill when you already lost so many accounts to competition. Therefore, do not be naive. You need those relationships.

    5. We need to win OUR business back NOW. Why are we waiting until Nelson gets here? Get aggressive. Shut down the competition.

    6. We need our vacation tracking system back! Who's great idea was that to remove??? (Sorry, had to add that too!)

    7. We need transparency. If the Managers are afraid to speak up on a conference call as to why numbers are down for fear of revenge from management THAT IS AN ISSUE. Fear mongering only hurts culture which in turns hurts productivity which in turn hurts sales results which in turn hurts bonuses which causes reps to leave. If you want us to drive results, treat us with respect and pay us. Other companies are gladly willing to do that. I will say with Nelson and Sebastian we have already seen a shift in culture WHEN THEY ARE LOOKING. But on conference calls with lower level leadership, nothing has changed. Either managers are afraid to speak up or the normal phony ones do that say "Oh, my team has been having great success, blah blah blah." This is not helping anyone at any level.

    If you treat your people well they will take care of you.
     
  17. anonymous

    anonymous Guest

    If you can document direction was given to managers to "get rid of people with tenure and get new blood" report her to the EEOC. It is illegal to terminate someone because they are older, in fact, people over 40 years old are protected by law against age discrimination. If the company leadership turns a deaf ear, report them. It may help you get rid of the cancer senior management brought in.
     
  18. anonymous

    anonymous Guest

    That would require Managers and ABD's to throw themselves under the bus and that won't happen. One individual did contact HR after they were put on a plan after YEARS of award winning success and HR gave them a big severance pkg. When LW's own plant is our HR person they work together to protect each other. Many of these people have moved on to greener pastures or took an early retirement. Either way it is a HUGE mistake to push them out. I guarantee their territories suffered and will for a long time.
     
  19. anonymous

    anonymous Guest

    HR Lead JJ is complicit with LW. That’s a fact.
     
  20. anonymous

    anonymous Guest

    When LW number one recruit is your HR person, there is no reporting. Everyone is scared to death of JJ. Those who have had exit interviews we told their feedback would not be passed along unless there was a pattern? So lame.