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Thursday, February 22, 2024


 As a man who has been working in a bank for over a decade, I can confidently say that the world of banking is a highly competitive and cutthroat industry. Every day, we are faced with targets, quotas, and performance evaluations. And as someone who has consistently been a top performer in sales, I have come to realize that even being at the top does not guarantee any special benefits or rewards.



I remember the first time I hit my sales target and received a congratulatory email from my manager. I was ecstatic and thought that this achievement would surely be recognized and rewarded. But to my disappointment, I received the same bonus as my fellow colleagues who barely met their targets. This was the first of many instances where I realized that being a top sales performer does not necessarily equate to better benefits or recognition.

It is no secret that the banking industry is all about making profits. And as a salesperson, our main goal is to sell as many products and services as possible to increase the bank’s revenue. We are trained to upsell and cross-sell, sometimes even pushing products onto customers who do not necessarily need them. It’s a constant battle to meet our targets and outperform our colleagues.

But what do we get in return for all our hard work?

A pat on the back and maybe a free lunch once in a while. Don’t get me wrong, I am not saying that we should be praised and rewarded for every little accomplishment. But when it comes to sales, where the pressure is high and the competition is fierce, a little recognition and reward can go a long way in motivating us to do even better.

I have seen colleagues who consistently meet their targets and even exceed them, yet they are not given any special incentives or rewards. In fact, some of them have been overlooked for promotions and career advancements, while others who are not top performers have been given these opportunities. It’s demotivating to see how hard work and dedication do not always translate into career growth and development.


In my years of working in the banking industry, I have come to realize that it’s not just about hitting targets and making sales. It’s about building relationships and trust with our clients. It’s about understanding their needs and providing them with the best solutions. But unfortunately, in the fast-paced world of banking, these values are often overlooked, and sales targets take precedence.

Pushing useless products

I remember a time when a customer came to me seeking advice on investments. After carefully analyzing his financial situation, I realized that he was not in a position to invest in any of our products. Instead of pushing him to buy something that would not benefit him, I advised him to focus on paying off his debts first. He was grateful for my honesty and later came back to me for advice when he was in a better financial position. This may have cost me a sale, but it gained me a loyal and satisfied customer.

On the other hand, I have seen colleagues who would do anything to make a sale, even if it means misleading or pressuring customers into buying products they do not need. They may hit their targets and receive recognition for their sales, but at what cost? Not only does this harm the bank’s reputation, but it also creates a negative and toxic work culture.

One of the biggest challenges I face as a top sales performer is maintaining a work-life balance. The pressure to meet targets and constantly outperform myself can be overwhelming at times. I find myself constantly checking my work emails and responding to calls even on weekends and holidays. It’s as if there is no escape from work, and this can take a toll on my mental and physical well-being.

I have come to realize that the banking industry has a flawed system when it comes to recognizing and rewarding top sales performers. It’s all about making profits and meeting targets, and everything else takes a back seat. This not only affects the morale of employees but also the overall customer experience.


So when my manager tells me to “go sell Joss paper better,” I can’t help but feel frustrated and disillusioned. Joss paper, also known as ghost money, is a type of paper used in Chinese funeral rituals. It’s a product that has minimal demand, and yet we are expected to push it onto our customers. It’s just another example of how sales targets take priority over customer needs and satisfaction.

In conclusion, as a man working in a bank, I have come to realize that being a top sales performer does not guarantee any special benefits or recognition. It’s time for the banking industry to shift its focus from profits and targets to building trust and providing genuine solutions to customers. Only then can we create a positive and fulfilling work culture for employees and provide the best services to our clients.

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