#238 from R&D Innovator Volume 5, Number 9          September 1996

FORUM—from our readers

I Shouldn't Have Left Research

Researchers aren't held in particularly high regard by my company’s management.  They are looked upon as narrow-minded 'techies,' who don't have a clue as to what the business of making money is about.  That this attitude comes from the top was clearly demonstrated when I overheard the president say, "It would be great if someone could civilize the research guys!"  Because of this environment, it seemed to be natural for me to get out of research and into some other phase of work in the company.  If I got into the business end, I believed that I would have a far better opportunity to receive--assuming I would do a good job--some respect and a greater salary.

Therefore, I looked around the company to see what non-research area I could possibly be successful in.  Sales seemed to be the most interesting.  Management accepted my desire to transfer, and I was given a two-month opportunity to work along with a top salesman.  I even enjoyed the traveling part of the job.  Because of my solid technical knowledge, I contributed to several important sales.  This was fun! 

With some more in-house training, I finally was moved totally out of research and had responsibility for selling a new product, one that I helped develop.  Here was my opportunity to prove myself, be recognized, and eventually reap the financial rewards of success.  I thought that the important thing in sales is to do a good job explaining the value of the product and answering questions about it.  A cinch, for me. 

But soon reality caught up.  One time, I think I lost a sales because I didn't laugh raucously when the vice president of the client company told a quite-off-color joke, and everyone else (they worked for the vice president) except me, gave their best belly-laughs. 

In another instance, I believe I lost the sales because I took it personally when my potential customer criticized the quality of my company's products.  Also I wasn’t too good with the informal chit-chat that precedes the sales pitch. 

When I traveled with that top salesman, I didn't look upon the social aspects of interacting with the customer as being so important.  That he had an outgoing personality didn’t seem particularly relevant.  I just concentrated on how best to position our product, and that I could do very well.

It now has become clear that I don't have what it takes to be a very good salesman.  I make enough sales to keep the job, but I'm certainly not in the league as some of the other salesmen.  My great knowledge of the product just isn't sufficient for me to excel.  My personality isn't matched for sales.  Unfortunately, I don't believe I can change my personality to one that is more sales-oriented.

Now I'm stuck doing something that is becoming less enjoyable each sales trip I take.  I've also gotten myself into a situation where it would be extremely difficult to get back into research.  For instance, the responsibilities I had have been taken over by others. 

I'm not sure how it is all going to work out; but I thought that something positive could come from this by contributing this bit of advice to R&D Innovator's readers:  When you want to make a move to a different position be sure you really know what success in that position entails; and carefully assess your natural strengths and weaknesses--these are things that are very difficult to change.

Anonymous