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I Advice - Sales Managers: When Should You Fire Your Best Salesperson?
If an event falls into the area that is part of your expertise, find a way to attend and learn from others. Every time you attend an event, you should be able to come back with information that you can use for your own business. If you go through the display booths, you can pi
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challen
Choosing an office location for your business can be confusing. If you are planning to rent or lease an office, there are some advantages and disadvantages to consider. The time and money you're willing to invest in office setup and operations determines whether you will lea
I could name them, but I’d be out of line.
Yet I can’t resist speaking about this one topic of special relevance to sales managers everywhere.
When should you fire your BEST salesperson?
This is a question that comes up more than you might think, though it is as taboo to openly ask as “When is the boss going to croak?”
Salespeople, especially top producers, are the sacred (cash) cows of organizations, large and small. They’re revered, spoken of with respect, pampered with perks like quarterly and annual meetings in exotic and exciting locales.
NOBODY wants to get in their way; nobody who is rational, right?
After all, aren’t they doing the heavy lifting for everyone else?
But sometimes, as that expression says, “You can’t live with them, and you can’t shoot them.”
So, when does this happen?
You just have to consider firing your best sellers when:
(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.
(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.
(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challeng
• Iraqi Head Seeks Arms • Juvenile Court To Try Shooting Defendant • Include Your Children When Baking Cakes • Clock Thief Faces Time In Jail • Police Begin Campaign to Run Down Jaywalkers • Crack Found on Governor’s Daughter • Something Went W
Salespeople, especially top producers, are the sacred (cash) cows of organizations, large and small. They’re revered, spoken of with respect, pampered with perks like quarterly and annual meetings in exotic and exciting locales.
NOBODY wants to get in their way; nobody who is rational, right?
After all, aren’t they doing the heavy lifting for everyone else?
But sometimes, as that expression says, “You can’t live with them, and you can’t shoot them.”
So, when does this happen?
You just have to consider firing your best sellers when:
(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.
(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.
(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challen
A merger or acquisition is a corporate intervention, sometimes with a cataclysmic force, that if left unchecked may destroy the acquirer as well as the acquired. Defecting key personnel, competitor reactions, poor customer service and supplier unrest can upset the best deals.
NOBODY wants to get in their way; nobody who is rational, right?
After all, aren’t they doing the heavy lifting for everyone else?
But sometimes, as that expression says, “You can’t live with them, and you can’t shoot them.”
So, when does this happen?
You just have to consider firing your best sellers when:
(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.
(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.
(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challen
A few years ago a young shoe designer decided it was time to leave his father's shoe business to make it on his own. A point of disagreement between the two was that the old-school father didn't believe in advertising. Like many small business owners he relied almost tot
(1) They challenge your authority and they undercut your ability to motivate and manage the rest of the team.
(2) They flaunt the rules, encouraging their weak-minded and less talented peers to follow-along.
(3) They say, “Stick-em-up!” They insist on receiving sweeter commissions and hidden perks that will make management seem to others to be biased and double-dealing.
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challen
Just about anyone can explain what they know, or demonstrate how to do a skill that they've learned. And both of these can be, at times, effective ways of teaching. But these are not the only ways to teach. And for many students, these are not the most effective ways to learn.
(4) They’re boasting to others about how they’re going to join the competition or set-up shop for themselves.
(5) They operate unethically, paying-off customers for doing business with them.
I faced this challenge when I was a fresh sales manager for a large publishing company. Recently promoted, I wanted to prove myself by boosting sales, but I was stymied every step of the way by an envious also-ran who had lost out to me for the promotion.
I made the move, sales dipped temporarily, but then I built them to unprecedented levels.
The “best” seller, as it turns out, was preventing his peers from reaching for more, outdoing their personal bests.
There are some things that just have to be said, and one of them is “Happy Trails!” to someone who ushers in both the best of times, and the worst.
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