| Every sales manager has experienced it - the | | | | not the right fit for a particular sales role. Just |
| salesperson that's just not cutting it. Their | | | | because they've demonstrated a "sales |
| numbers are down, they're visibly distressed and | | | | personality" and have sales experience on their |
| unhappy, and the team is suffering as a result. | | | | résumé does not mean that they |
| The situation, whether with a newly hired | | | | should be in sales. Identify their core make-up and |
| member of your sales team, or with a long-term | | | | comparing that to the requirements for the sales |
| employee, is never easy to deal with. Before | | | | role is our specialty. Utilizing a proven, |
| making the decision to terminate a salesperson, | | | | research-based analysis and feedback system is |
| ask yourself these questions first - as a sales | | | | the best way for you to identify if there is |
| manager, you could be missing a potential | | | | sufficient alignment between the capacities that |
| opportunity. | | | | your salesperson brings to the job and what the |
| 1. Have they ever produced adequate results for | | | | job requires for success. |
| me in the past? If you have a salesperson who | | | | 5. Am I coaching/managing them properly? So |
| has delivered acceptable sales for you in the past, | | | | many times a poor sales manager/salesperson |
| then chances are they can replicate that success. | | | | relationship is the key factor in non-performance. |
| They may have a specific issue that is affecting | | | | Understanding how your salespeople operate and |
| them now and it should be identified and resolved | | | | what they need and want is critical to their (and |
| so they can get back on track. If they've never | | | | you) success. A thorough analysis using a reliable |
| produced well, then they might be simply a poor | | | | sales training program can shed light on the core |
| fit for the role and should never have been hired | | | | make-up of your salesperson to understand them |
| in the first place. | | | | better. As a result you can coach and lead them |
| 2. Are they experiencing a personal problem? | | | | with significantly more effectiveness. Too many |
| Many times a problem at home can derail a | | | | times a lack of effective coaching has been the |
| salesperson for a period time. You need to know | | | | reason for poor sales performance and ultimately |
| if this is a temporary set-back or potentially a | | | | termination. The problem results in a potential |
| permanent one. Our analysis measures a | | | | sales champion being let go and then you both |
| salespersons current stress level as well as their | | | | suffer the loss |
| capacity to handle stress. From this we can help | | | | 6. Might they be better suited in another role in |
| you identify what the source of the problem | | | | the organization? After completing an analysis, I've |
| might be and how to handle it to get your | | | | discovered that in many cases salespeople can be |
| salesperson back on track. | | | | shifted to another role in the organization and |
| 3. Are there any recent changes inside the | | | | provide their expertise in another area. They |
| organization that could affect their performance | | | | might be a candidate for an account manager, |
| or attitude that need to be addressed? Mergers, | | | | trainer or even sales manager. Promotion should |
| acquisitions, new management, changes in pay | | | | not be based solely on sales results. You'll find that |
| plans, corporate restructuring, changing territories, | | | | many times top salespeople don't make very |
| etc. - these can all have a major impact on the | | | | good sales mangers. Mediocre salespeople who |
| performance of your sales team. If you know | | | | understand professional selling and can coach |
| major change is on the way, help your sales | | | | others through the process stand a better chance |
| team by preparing them for it. If it is occurring or | | | | of being successful in the sales management role. |
| has already occurred, then use your available | | | | In short, utilize these questions prior to |
| resources to help support them through the | | | | terminating a poor performing salesperson. There |
| transition. Many top performers have been | | | | are many other factors to consider before letting |
| terminated because the organization didn't | | | | someone go, but be sure that you haven't |
| maneuver through a corporate restructuring very | | | | overlooked these specific issues that could affect |
| well. | | | | performance and lead you to a decision that may |
| 4. Are they the right fit for the sales role? There | | | | adversely affect you both. |
| are a number of reasons why a salesperson is | | | | |