Name the manager

Discussion in 'Salix' started by anonymous, Jun 11, 2019 at 9:10 AM.

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  1. anonymous

    anonymous Guest

    Every single time I've asked her a question she's responded with not an answer but another question. Is this jeopardy or do you REALLY want to help us?
     

  2. anonymous

    anonymous Guest

    The reason why Salix managers are terrible is merely in the name "manager" they are micro managing adult experienced professionals instead of being LEADERS. Leaders do not manage they inspire, they create family like team cultures, their influence makes reps want to make that extra call. I can go on and on about the differences between a manager and a leader but the point is unfortunately most of the "managers" at Salix are exactly that! "MANAGERS"! RSMs hires spineless yes men (and a small amount of yes women) who would sell their soul for a managment role. They are not advocates for their reps at all and would point fingers and direct the blame all day to save their boney asses. When are these RSMs going to start holding these worthless DSMs accountable? The reps are on the front line driving business and building relationships. Reps are fighting with physical access into offices, coverage, EMRs constantly being incorrect, PTO tool being incorrect, pharmacies, MAs, GED office staff etc etc and we get the beat down over and over again. Sales ops is a joke, the process of getting providers in and out is a joke, the insanely huge territories are a joke...and last but not least and but most important the GOALS are a total joke.
     
  3. anonymous

    anonymous Guest

    I am a manager and I agree with you 100%. But please understand, we are in one hell of a predicament. JC and the RDs are running our teams from a bunker in NJ. You have no idea the level of micro management, useless hours of conference calls, business reviews and meddling from senior leadership we are subject to. The money is good and that’s about it.
     
  4. anonymous

    anonymous Guest

    You are 100% on this.
     
  5. anonymous

    anonymous Guest

    ?
     
  6. anonymous

    anonymous Guest

    Seems like some managers are hated and some are loved. I love my DM and she doesn’t micro manage the crap out of us. But lately I’ve heard some horror stories going on around the country
     
  7. anonymous

    anonymous Guest

    Name the manager who doesn't stick up and defend their field reps

    **answer is none of them

    They are all a** kissing yes men with no backbone
     
  8. anonymous

    anonymous Guest

    I don’t know. I like my manager. Easy on field rides. He knows our customers and keeps the busy work to a minimum.
     
  9. anonymous

    anonymous Guest

    I like mine too. It's the luck of the draw. And it is the difference between loving your job or hating it. With realignments, things change.
     
  10. anonymous

    anonymous Guest

    Name the manager that asks you to calculate your IC bonus and email to HER when SHE can just do the calculation HERSELF? How is that helping or motivating your team? That is kindergarten tactics! Stop managing and start leading!
     
  11. anonymous

    anonymous Guest

    About 75% of these managers are assclowns who stumbled assbackwards into a management role. A couple of top reps in my district would make great DMs. They truly now the business, can lead by example and someone we’d all work for. Sadly, Salix tells them they aren’t “management ready”. Promote from within Salix, or see your top reps leave!
     
  12. anonymous

    anonymous Guest

    Why should your manager spend an hour doing this for 9 people? It’s easier and more productive to have everyone do a quick level set. At least it keeps you on top of how you are tracking. It takes five minutes to do and send the email. I do mine every week anyway. Not that big a stretch to attach it to an email. I bet you complain about everything.
     
  13. anonymous

    anonymous Guest

    It's not difficult to do nor is it time consuming. The point is it's not going to help TMs be better reps or more productive. The assignment is worthless and brings no value.
     
  14. anonymous

    anonymous Guest

    Great Observation
     
  15. anonymous

    anonymous Guest

    Managers at Salix are just like the spread of reps... There are a handful of truly great managers, people who motivate, coach, and help push their reps to success. There is a huge middle ground of managers who are just there - not helpful, not harmful. These managers have most likely never been trained to coach and lead people. They are doing just enough to keep their jobs and do not add to the success or failure of their reps and districts. Then we get to the bottom rung of managers. Unlike a poor performing rep who may not be good at their job, have a tough territory, or perhaps was dealt an unobtainable quota, these managers are an absolute detriment to the organization. These managers micromanage their teams, belittle their reps, and have no business being in charge of anyone. These managers do not support their teams, but in most cases will actively work against the success of their reps. This type of manager is the person who chronicles every possible thing they could utilize as ammunition in order to coach out their reps. These are the managers with the highest turnover and yet believe that they are not the problem. Wrong. If Salix wants to actually become to crown jewel of the GI space, as they believe, every single person who is in a position of power or who manages others needs a thorough evaluation. Salix needs to rebrand themselves as an organization built on trust, mutual respect, and treating their reps with the dignity they deserve and have earned. It is a top down epidemic that will continue to rot this organization from within unless corrective measures are taken.
     
  16. anonymous

    anonymous Guest

    I support this message!
     
  17. anonymous

    anonymous Guest

    I disagree.
    I was surprised at how many of the reps in my district had no idea how to calculate their own bonus with the calculator. Why the hell wouldnt you want to periodically take a look at that? I dont expect my manager to have to do that for me.
     
  18. anonymous

    anonymous Guest

    If it’s easy and not time consuming then STFU and just do it. RDs play “gotcha” daily and the managers need to have this information to keep them off their back. And off yours. Be smart and quit complaining.
     
  19. anonymous

    anonymous Guest

    I agree with you. Salix was the crowned jewel in GI. Valeant did what they do to every company they buy. Strip out all the heritage leadership and respected reps. Replace them with their home grown hacks like JC. Erase the culture and everything that made the company unique and successful. Plug in their formulas and hedge fund metrics. And then wonder why the turnover is high and results lag.

    Salix is no more. We are the roadkill carcass that has been picked over and torn apart by vultures and left rotting at the roadside.
     
  20. anonymous

    anonymous Guest

    Very well said! The turnover is like nothing I've ever seen. Only reps reap performance and/or compliance consequences at this company on top of absurd goals. Even when you tell HR nothing happens! When will you all learn Amy D. was not hired to protect the employees she was hired to protect the company. Numerous complaints and whistle blowing exit interviews to her has resolved absolutely nothing. You will be terminated before the managers do. Employees here are too busy trying to fulfill riduculous unrealistic metrics rather than making keen business decisions. Look around when you start to see leadership exiting that's when you know the ship is about to sink. Valeant will always be Valeant regardless of how many times you change the name.