A few of my sales reps slack off from time to time. When I notice a downturn in productivity, I call them into my office and really let them have it. They always act contrite and shape up for a while. Before I know it, they're back to their old ways and I'm yelling at them again. Is this normal?
I call this "management by anger." A lot of executives handle their employees this way. Most won't admit to it. All would probably agree with you - berating the employee really does work - for a period of time. Then their sales taper off and the cycle begins all over again.
The Downside
An employee being managed this way never reaches their full potential. Your organization doesn't benefit from a consistently productive sales representative. A salesperson caught in this cycle doesn't use their energy to exceed quota. Instead, they figure out how to produce just enough to avoid incurring your wrath for as long as they can.
The Usual Cause
Executives practicing management by anger often lack an organized methodology for running the sales department. Performance reviews are conducted inconsistently or not at all. Salespeople pay little attention to quotas or goals. Staff meetings occur infrequently. No one remembers any sort of sales contest taking place. A day-to-day mentality exists.
Making Changes
The next time one of the offending reps sales is in a high productivity period, calmly discuss the situation with them. Talk about the pattern you've both gotten into. Own your part of it. Discuss your disappointments with their uneven performance. Listen to what they have to say.
Most importantly, ask them if they enjoy selling and want a career in sales. Pay careful attention to their body language. As you are their boss, few will outright say they don't like the profession. Inconsistent sales reps, though, often haven't made up their mind about whether or not they want to be in sales.
Regardless of their response, your message will have been received. They need to get off the roller coaster and start turning in a steady performance.
Your Turn
Why do you manage by getting angry? Are you frustrated with the reps or yourself? Could "reading people the riot act" be easier than the hard work of holding them accountable? Does blowing up at people help you avoid terminating underperforming reps that shouldn't be in sales to begin with?
To prevent returning to the cycle you spoke of, take charge of the sales function. Hold staff meetings regularly. Set quotas. Meet with reps individually. Review their performance on a monthly and quarterly basis. When necessary, put non-productive salespeople on warning.
Inconsistent Salespeople
Though frustrating to manage, these reps have proven that they are capable of achieving quota. If they have convinced you that they want to be in sales, and you believe them, try a different approach.
Rather than focusing on a sales quota, work with them to stay at or above the group average. When you see that they're starting to dip below that number, discuss it with them right away. Don't wait until their productivity heads downhill even further. Get their take on what's happening. Discuss potential solutions together.
Eventually, these reps need to reliably achieve their sales goals month after month. If they cannot do so, despite the work you've put in, they may simply not be cut out for a career in sales. Keeping them on staff will make it clear to the other reps that you weren't truly serious about some of the changes you've been making.
Rage Shouldn't Replace Sound Management
We all get upset from time to time. Some employees may deserve a stern lecture now and again. Trouble occurs when you use angry tirades as an overall supervisory style. Rage and fury shouldn't take the place of sound management principles.
Direct and run the sales effort. Give your reps the benefit of your time, expertise and attention. Those who should be in sales will step up and produce the revenue you need and want to see. When they do, you won't feel so angry anymore.
