I need some management help

[clrsc]

We have had a run of back luck with sales people- to tell you the truth, it is one of those classic, no one will work as hard as you things- except- they don't even work.

The latest, we hired a sales guy- comission only style- and he seemed to be pretty on the ball. We had 2 seminars scheduled and the first one I had not had anyone RSVP so I told him not to come, the second one it was said all along he woud be here. Then he no-showed. I called him afterward (last night) at 7:00. He called back today and said he has no excuse, he just didn't make it I said I would talk with my parter about everything and get back to him.

As far as his past jobs he has a pretty serious track record- so I am wondering why he even took this job if he was not going to follow though- was it simply just a mistake- an oversight? Or was it him being lazy? I am not sure how to deal with this. As of todate he has not sold a product of ours- should I just cut it off now and not waste my time, or should I get mad and tell him he has more guidelines and make more accountability?

[etechsupport]

Research shows sales people are leaving bosses not organization, I think you need to motivate them and engage them in work by assigning them target and monitor their performance.

[pdm1]

i would say think about in terms of you... would you work for you? What incentives are you giving them to make them want to work twice as hard for you? What recognition are you giving them?

People are interesting... good managers can take a team and make them great through sole motivation. In most cases it may not be the money, some people just want to feel important.

What kind of job is this? MLM?

[4-Knots]

We have had a run of back luck with sales people- to tell you the truth, it is one of those classic, no one will work as hard as you things- except- they don't even work.

The latest, we hired a sales guy- comission only style- and he seemed to be pretty on the ball. We had 2 seminars scheduled and the first one I had not had anyone RSVP so I told him not to come, the second one it was said all along he woud be here. Then he no-showed. I called him afterward (last night) at 7:00. He called back today and said he has no excuse, he just didn't make it I said I would talk with my parter about everything and get back to him.

As far as his past jobs he has a pretty serious track record- so I am wondering why he even took this job if he was not going to follow though- was it simply just a mistake- an oversight? Or was it him being lazy? I am not sure how to deal with this. As of todate he has not sold a product of ours- should I just cut it off now and not waste my time, or should I get mad and tell him he has more guidelines and make more accountability?

I don't think its ever good to work off a commission only salary.

[Sam Barona]

Hi, managing people is tough and there are no "Silver Bullet" solutions for recruiting training, leading, managing and/or motivating. There are, however, some best practices that you can adopt.

Remember that people is what makes your company turn; you are people, if you dont invest in your people, DON'T EXPECT A RETURN! The responsibility for this is 100% on YOUR shoulders.

Its the most complex thing in the world I know: human nature, ask any psychologist.

You must take into consideration that people management is a process, a chain if you like, so it is only as strong as your weakest link.

Recruitment link=weak: you employ people who just dont match the job, not the company and waste resources training duds, as well as make the wrong impression on the prospects/customers that are exposed to them.
Recruitment link=strong: You increase the likelyhood of employing people who are well suited for the job and the company.

Training link=weak: Your good people will be dissapointed in your company and your bad people will not have a clue how to sell.
Training link-strong: Your good people will be more confident about the product and the company, making them more effective; whilst your bad people will might actually have a chance to creating a small profit.

Leadership link=weak: You end up with uninspired people who will simply do not respect you and eventually will leave you.
Leadership link=strong: inspired people want to work for you, they respect you and value your imput and your encouragement.

Management link=weak: people will get demotivated as they feel you don't have a clue. they will be less productive and will leave you. the better they are, the sooner they'll leave.
Management link=strong: people will know where they stand, they will be more productive and stay with you for longer.

Motivation (including remuneration)=weak: people will not want to come to work, or if they do, they will not want to do much, or if they do, they will not do it very well. Bottom line: you pay peanuts - expect MONKEYS! by the same token, you can get it wrong the other way. If you pay too much, then they will not feel hungry enough to push.
Motivation link=strong: well balanced motivation includes a basic salary (otherwise people will start worrying too much); commisions (sales people prefer instant gratification); non-financial bonuses (people work harder for these than they do for financial bonuses -PROVEN!); realistic targets (relistic to the individual not just the best performer); team building; empowerement from management; recognition (pats on the back, well dones, etc; and training (I trained my staff on how to motivate themselves with great success; it included self perception training)).

I hope that this is usefull. You have a long learning curve to climb.

Good luck

Sam

[Sam Barona]

PS. if you need some resources on these let me know

[TeamGopher]

Sometimes people are attracted to sales jobs when they think the product will sell itself and they can make a big commission. Then when this doesn't happen, they quickly get turned off.

Maybe this is what is happening here.

[Sam Barona]

That is mainly due to one of two factors:

1- unrealistic expectiation built during recruitment process
2- unrealistic targets been set

happen all the time and its so easy to fix, but too many managers are just too plain lazy to do anything about it

[akula]

Sam, excellent analysis and advice - as usual

I think the kinds of things you're saying a great testament to the value of experience

It's gonna take me a few more mistakes before I internalise this advice

[Sam Barona]

Thanks mate, but as you said once; we all get our good days.

Sam