Credit Card Tracking Emails

Starting around August 2019, when the weekly Friday mandatory credit card meetings had no effect on the Regional Executive’s and Sales Performance Manager’s ranking, we were told we would be requiring our Financial Center Managers as well as Senior Sales Associates (Relationship Manager’s) to email us every day specifically to find out how many credit cards they had sold that day; click HERE for examples of these emails (also linked below).
The Regional Executive and Sales Performance Manager would send out regular reporting reflecting how many credit cards each Market Leader had sold within their Market, and now we would be asking our associates to detail the credit card sale/no sale with every client they sat with and that came into the Financial Center that day.

We were not asked what the client’s overall financial goals were or how we could assist the with other products, and were not asked any questions about the client’s personal situation except for how it related to a credit card sale; or if no credit card was sold, why not.

We had to review these emails weekly on a call with 1 Market Leader at a time as well as 4-6 other Executives. The calls were set up like a firing range; we had to share our computer screen with everyone, let the Executives read through our emails while telling us what to type back to our associates (emails that were too tame or kind were re-typed. I often would email the associates again after I got off the phone call with the Executives, to apologize for the harsh or attacking email, as it had been drafted by someone else).

We were frequently insulted and yelled at for being “failures” and not hitting credit card goal. Even when my Market was over their credit card goal, I was still subjected to insults, bullying, intimidation, and threats from the Regional Executive, Sales Performance Manager, Operations Manager, and others. We were told regularly that these calls were “meant to be painful”; a seemingly old school technique to bully and intimidate people into doing more when all else had failed.

This proved to be an unsustainable process/approach that failed to improve the Regional Executive and Sales Performance Manager’s ranking. By February 2020 the Regional Executive had been moved back into a Sales Performance Manager role in another state; the role he had been been promoted from just under 2 years before.

Click here to view an example —> credit card sales tracking email.