It's not great, because of this huge competitive thing. Everybody's trying to grab a new customer whenever they come in the door. You're forced to sell products to people.
You see the same customers every day, day in and day out. How many times can you sell that one person another product? You've just run out of things to sell them. When you do, you're in big trouble, because if you don't meet those sales goals of selling x number of accounts per month or per week, or sometimes even per day, you're in big trouble. You have things put in your file saying that you're not adequate, you're not up to the job, and you're not a team member. Eventually, when it comes time for your performance appraisal to be written, you get absolutely no raise. There is nothing. If you get no raise two or three times in a row, the next thing is the door.
It creates a lot of tension and a lot of pressure. In my very early bank days, when I worked for Scotiabank 40 years ago, I changed the coding on 100 bank accounts to be what they called Scotia 59er accounts. They were retirement accounts. They had extra perks for senior citizens. I got points for selling that account. All I did was go into the system and recode them all. It was something I felt I could do without feeling guilty, because it was a benefit to those people to have those accounts, but at the same time, I got points for selling all those new products.
That's the kind of thing I had to figure out, how to be able to this and still be able to sleep at night.