Manage a Rep You Don't Like?

A client asks, "For several years now, I've managed a salesperson (hired by a predecessor) that I just don't care for. An above-average producer, this rep is liked by peers and others in the company. I dread one-on-one meetings, traveling with her to call on accounts and providing coaching feedback. All interactions make me uncomfortable. What should I do?"

This matter comes up frequently with my clients. Don't feel you're alone.

First Things First

Pat yourself on the back. Yes. Do it. Why? It takes emotional maturity to acknowledge your feelings. When I coach clients struggling to work with a rep, it takes them quite a while to acknowledge they just don't care for the individual.

Saying it out loud, they tell me, feels like an admission of failure. Once they do say it, however, they express a sense of relief.

Make a List

Go someplace you don't ordinarily work (different conference room, empty cubicle, the library). In this new environment, list the rep's positive qualities.

Most people struggle at first. Once they get going on this project, though, the attributes start to come quickly. They could include: giving the best product demo in the group, always helping with new hires or asking good questions during staff meetings.

As the list of positives grows longer, sales leaders begin to see the salesperson in a more neutral light. It's a light bulb moment for many.

Objective Data

Having both the sales leader and sales reps take an independent assessment often helps the situation. The sales leader compares their traits, strengths, and challenges with those of the rep in question.

Sometimes the contrasting personalities show that neither party was destined to get along very well. This unbiased information relieves some of the pressure and enables sales leaders to view the rep differently.

Work Together

As you put together sales plans for each rep, pay special attention to your goals for the salesperson you don't get along with. Think about a sales skill you feel they need to improve.

Read a book or white paper together or listen to a webinar or two on that particular skill. Discuss what the rep learned. Agree on next steps and meet again to review their progress. A joint venture that ultimately improves the rep's performance takes some of the personality issues out of the equation.

Life

Sometimes you just don't care for a particular person. We all wish this weren't the case (it sure would make things easier), but unfortunately it happens.

Follow my recommendations. I predict you'll see an improvement in your thoughts about and interactions with this salesperson. Remember, good salespeople aren't easy to find. You don't want to lose the rep. That motivates most sales leaders to put in the extra effort.