Sales Rep Complains About Another Rep
/A client asks, "Rep A came to me with a significant complaint about Rep B. Both salespeople achieve quota regularly. I have had no major issues with either one to date. When speaking to Rep B, do I keep the identity of Rep A confidential? Does Rep B have a right now know who lodged the complaint?"
When people reach their limit with a fellow employee they approach management. How you deal with this has implications around confidentiality, fairness, and trust.
Proper Response
Most employees reluctantly approach management about a peer. Likely they've put up with the problem for some time and given the matter serious thought.
Acknowledge their taking this difficult first step and thank them for discreetly bringing it to your attention. They could have caused trouble by trying to handle it themselves.
Get the Details
When meeting with them, ask questions such as:
When did this first start happening?
Can you provide me with at least two specific instances?
What was the approximate date of these occurrences?
Have you had any conversations with the rep about this?
If they back away from facts and dates, they may have come in to vent. Occasionally, employees just need to be heard. Offer to revisit the subject after they have more information. Even though you aren't taking action, be more aware of Rep B.
When reps speak straightforwardly about dates and offenses or come back with information you asked for, you know they're serious and should pursue the situation.
Investigate
Look into the matter to confirm the information. Validate Rep A's statements with your own research or observations of Rep B. Speak with peers and your direct supervisor. See if they can add anything.
Not Seeing It
If you find little basis for Rep A's complaint, tell them so. At the same time, acknowledge you heard them and understand they're upset.
Assure the salesperson that you will pay closer attention going forward. Encourage them to approach you right away if the issue arises again.
Seeing It
When little doubt exists, assemble the facts, and have a talk with Rep B. Rather than saying, "Rep A came to me with this issue," say, "I've been observing the following..."
If they ask if anyone came to you about the matter, repeat that it's something you've been observing. Don't waver.
Hear Their Side
Rep B may have a plausible explanation or a side to the story you hadn't considered. Thank them for their candor. Promise to look into it and get back to them.
It might be a sales department policies and procedures issue, where your direct supervisor and / or HR need to be included.
Resolving the Complaint
In the case where you agree with Rep A and feel Rep B has culpability, say so directly. Have facts to back yourself up.
Set the ground rules for solving the conflict. Depending on the severity of the issue, either write Rep B up formally or resolve the situation another way. Take careful notes. Involve HR and your direct supervisor.
Schedule two follow-up conversations, at least week apart, with Rep B right then and there to keep tabs on the situation. Be observant of their behavior in between those meetings.
Confidentiality
Rep A will wonder what's being done about the situation. But details of conversations with Rep B cannot be shared.
Say, "Thanks for bringing this to my attention. I've taken action. I'm not at liberty to discuss what I did because I don't discuss personnel matters about one employee with another. If the situation were reversed, I wouldn't discuss you with another employee."
Most people understand this right away.
Following-up
Circle back in a few weeks and ask Rep A, "How are things going? Have you seen any changes?"
If they say yes, say, "Great." If they say no, tell them you'll take it under advisement.
Final Thoughts
Periodic conflicts of varying severity between co-workers happen. Direct reports carefully watch how you deal with these situations. Acting in an open-minded and discreet manner enhances your authority and credibility.
