Overview
A new column on Digital Dealer argues that the sales-floor refrain “they’re just being fed” is a damaging excuse that undermines performance, morale, and careers. Finance manager and author Michael Cesena contends that top performers typically pull ahead through reliability, follow-through, and focus—not favoritism—and that fixating on perceived unfairness masks the real drivers of results.
Why this mindset hurts performance
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It triggers frustration and anxiety that erode work ethic and accountability, quickly showing up as missed activity and weaker results.
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It fuels disengagement and turnover, increasing recruiting and training costs and degrading team culture.
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It becomes self-fulfilling: resentment leads to fewer productive behaviors, validating management’s decision to route high-value opportunities to dependable reps.
Field example
Cesena recalls selling men’s shoes on straight commission. A veteran’s consistent outperformance sparked “being fed” accusations. Observing him on Father’s Day, Cesena saw disciplined behaviors—staying on the floor, following up, managing inventory, and closing—while others took breaks. By matching the veteran’s numbers through similar effort, Cesena experienced the accusation himself, reinforcing that outwork often looks like favoritism to onlookers.
What actually earns opportunities
Managers tend to rely on people they trust, not on those who expect handouts. The perceived “feeding” is frequently the byproduct of proven dependability: doing the basics correctly, completely, and on time.
Practical actions for salespeople
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Respond to leads and calls quickly; keep leads active with systematic, prompt follow-up.
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Be present during peak hours; minimize nonessential breaks during rush periods.
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Prioritize high-value tasks: follow-up, demos, and closing over low-impact activities.
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Represent the store professionally to earn referrals and repeat business.
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Audit daily habits and response times to close the “reliability gap.”
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During slumps, return to fundamentals and steady activity rather than comparing yourself to top performers.
Guidance for managers
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Clarify expectations and apply consistent criteria for lead and opportunity assignments.
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Increase transparency: explain why certain reps get specific leads, emphasizing reliability and follow-through.
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Share performance metrics and coach on response times and lead management.
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Recognize consistent execution to channel competition into productive behaviors.
If favoritism exists
Cesena acknowledges it can happen but views it as rare. Address it professionally—seek clarity and propose process improvements—rather than letting suspicion drain attention from customers and core processes.
Bottom line
Waiting to be “fed” is a losing strategy. Consistent execution, reliability, and disciplined focus create trust—and with it, opportunity. Shifting attention from envy to execution improves individual results and elevates the tone and productivity of the sales floor.
