In the world of sales, there are often no right answers. What would you do in this tough sales situation? Make the call below, and see instantly how your judgment compares. Final results will appear in LBM Journal. Be sure to check back next month for a fresh Tough Call.

Tough Call - The Luddite and the Laptop

When 18-year-old Tom Luddite joined Efficient Lumber during the Kennedy administration, he was fresh out of high school and ready to take on the world. Which he proceeded to do. Month after month, year after year, Tom has been one of your top sales producers. A real pro, Tom stays on top of innovations in the science of residential construction, and always makes sure his builders are up to speed on the latest methods and materials. That combined with the fact that Tom is the most likable person you’ve ever met has proved to be a winning combination.

Tom’s one weakness: He’s never learned how to use a computer. In fact, he neither likes nor trusts them. That’s an obstacle you’ve managed to help Tom sidestep over the past few years by having an assistant handle Tom’s computer duties, but that’s about to change.

The former owner recently retired, passing on ownership to her tech-savvy son, Billy G. After immersing himself in Efficient Lumber’s back-office operations for nearly three months, Billy emerged with a laundry list of inefficiencies with the current system. Billy announced his answer to this in an all-company meeting: a host of new systems and procedures—virtually all of them computer-based.

Billy included you in most of the meetings with the technology providers, which has helped turn you into a believer. You thought the old software was fine—but the capabilities of today’s technology tools left you in awe. It’s clear why Billy believes so fervently in the power of high-tech business solutions. And there’s time for employees to get accustomed to the new system during the current housing downturn so you’re poised to act when the economy turns around.

Fortunately, almost everyone on the staff has a working knowledge of computers, so their retraining will be minimal. Others, most notably Tom Luddite, will require serious remedial training on the most basic aspects of working with computers. “Does this mean I’ll have to learn to use e-mail?” Tom asked you after the meeting. You pulled him aside and said, “E-mail is only the beginning.”

In all your years of working together, you’d never seen Tom look so deflated.

In the past, you managed to hide Tom’s computer-phobia by enlisting the help of the inside sales team but those days are over. Billy is pushing his plan forward, determined that every employee become proficient on the new software. Billy has made clear that there will be no exceptions. The training will begin in two weeks; anyone who doesn’t like the company’s new direction is invited to leave.

Tom Luddite’s past, present, and (you believe) future contributions to Efficient Lumber’s bottom line are significant. But you can’t imagine him becoming one with his newly assigned laptop. While you can understand Billy G’s desire to harness the latest technology, you can’t fathom his inflexible attitude—and apparent willingness to push Tom out the door.

What would you do?

 

	Intervene
	Let Billy know that forcing Tom to embrace technology will push Tom out the door—and across town to your biggest competitor. Ask Billy if requiring everyone to learn the software is worth losing a top sales rep (and his builder clients).
	Wait it out
	Billy’s enthusiasm about the new technology is clouding his judgement. Once the novelty of the new begins to wane, he’ll be open to the idea that the right people are just as important as the right software.
	Counsel Tom
	Have a heart-to-heart talk with Tom. Let him know that 1) having basic computer skills is crucial to his ongoing success—wherever he works. And 2) promise him that it’s not nearly as daunting as it appears. Assure him that he can do it.
	Covert Ops
	Tom is a salesman—not a techie. Even if he was open to learning the software, that’s days or weeks that he’s not out making sales. Assign an assistant to do Tom’s computer duties, and set Tom loose to do what he does best. Deal wit

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