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A reader writes, "One of my sales reps has a melancholy personality and a negative outlook. An above-average producer, this person's views and moods influence the sales staff. The other reps seem fine with decisions and policies affecting sales until this individual weighs in on the matter. How do I deal with this?"
Those managing the sales effort often deal with under-performing reps. Analyzing and acting on data like sales revenue is objective, and makes the necessary task of probation or termination a bit less uncomfortable. But personality issues intimidate managers, leaving them unsure of where to start.
During a low-key conversation, tell this rep you've noticed they seem a little down lately. Ask if everything is OK. Listen to what they have to say.
Your comment will catch them off guard. Those with tendencies toward negativity don't like ANY attention called to the matter. Have low expectations for their response. Most likely, they will indicate that everything is fine and they're not sure what you're talking about.
Leave it at that for now. In a non-confrontational way, the point has been made that you've noticed their behavior. For a period of time, their attitude might improve. The negativity will return eventually.
Start looking at this issue unemotionally. What are the cold hard facts? When and under what circumstances does this person tend to react negatively? Is it during a particular time of day when they might be tired? Could it be around specific issues? Who do they usually speak with first? Which reps are most influenced by them? Who pays little attention? How does the negativity play out?
Most managers are surprised to realize one or more patterns exist. Once they detect the patterns, they feel better equipped to deal with the situation.
As an example, suppose, after close observation, you realize that the rep in question tends to stir everything up after bi-weekly staff meetings. Post-meeting, they talk with Dave and Lucy in the coffee room. Lucy likes to be included in the trio but goes about her business after the coffee room chat. Dave seems down. Both Dave and the negative rep realize a drop in production over the next few days.
Meet Again
Just as you would review a rep's sales performance, talk about the post-staff meeting behavior with the salesperson in question. Stick to the facts. Stay calm. Come prepared with data that backs you up. Be specific - mention dates, times, revenue, Lucy and Dave and the coffee room.
Discuss the impact of their actions with them from a subjective and objective point of view. Talk about how their behavior influences their peers. Run the numbers. Work together to determine what the post-meeting lack of production costs them and the other rep in commissions on a monthly and yearly basis. Discuss the overall costs to the company.
This rep produces at an above average level. They might not be so easy to replace. Express your appreciation for the job they do and their revenue production. Say, "I wish you would put your considerable talents to better use by mentoring new reps and acting more positively instead of bringing others down."
Certain department policies or compensation limitations might be the cause of some of this rep's pessimism. Could their feelings be legitimate? Find out. Ask them, 'what do you feel stands in the way of you getting more enjoyment from your job?"
If what they say has merit, see what you could change or improve. Involve them in the process to the extent possible. Asking them to take on some ownership and responsibility will give them a greater appreciation for how difficult your job is at times.
Managers set minimum revenue goals and time frames for underperforming reps. Do the same with the negativity issue. Help them create a plan to behave differently after the staff meetings. Be aware of best efforts and slip-ups on their part. Set follow-up meetings to see how things are going.
Watch for their negative behavior to resurface from time to time. You know the patterns and signs. Address the situation before it affects other staff members. You have the tools to handle the situation.
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