They vote on you everyday

They vote on you everyday - They vote on you everyday...

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They vote on you everyday June 28, 2009 CORNER OFFICE Stumping for Votes, Every Day  This interview of Daniel P. Amos, chief executive of the insurance company  Aflac, was conducted and condensed by Adam Bryant.  Q. When did you first start managing people? A. I was in sales, and I was in my 20s, and we worked on all commission. If the  people I managed didn’t produce, I didn’t make anything. So I figured out  quickly that you had to motivate people to ultimately make money. Q. Any mistakes you made early on? A. I worked with another guy, and he was not a people person. He would say  things that were taken the wrong way. I was very good at listening and  watching, and I was able to pick up that sometimes candor does not pay off.  You have to massage the issues in certain ways. As I’ve gotten older, I’ve  tempered things even more so. And I think that’s the way to do it.  Some people you have to knock over the head with a two-by-four. But as a  general rule, it’s much easier to try to subtly tell people what they need to do. Q. What else did you learn to do as a young manager?  A. One thing I did that was probably different: I never had a sales meeting that  I didn’t either have a customer letter read or a customer there. In sales you get caught up in trying to tell people how they can make more  money and how they can make their quota. I always felt it was important for 
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the fundamentals of our business that you understand why people ultimately  buy. Because there’s nothing higher than a salesman’s high, and there’s nothing  lower than a salesperson’s low. So, you try to level it out because you don’t  want to get too high, because when they fall, they really fall. So, I would  always keep those claimants in front of them so they could see they were  providing a service to people.  The other thing I did: All salespeople have quotas, and I never would give the  person their quota. What I did was give them how much I wanted them to  make. So I’d say, “I want you to make $60,000.” They’d figure it out. But it was 
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