When a sales person has lost focus, or decided they cannot or do not want to perform, you will notice obvious signs.  It is our job as Sales Managers to watch for and react to these issues quickly.  This is not an all-inclusive list, but the obvious signs we will normally see.

1. The Sales Representative may spend an excessive amount of time around the Office.   When asked what they are doing, they will come up with responses that do not address productivity or performance.  If they do state that “they are doing paper work”, they should be told paper work should be worked on before or after the realtor, lender, builder offices are open or closed.  I find, the most effective sales people arrive at the office early, and do their tracking before the day starts, as a part of their preparation.  Hanging around the office is a form of avoidance, and when left un-addressed, will get worse and affect others around the sales person.
2. The Sales Representative will do an excessive amount of complaining.  The complaining could be about the competition, the customers, their staff, the company, etc.  If a Sales Representative is in decline, it makes no difference what the complaints are.  They are merely “smoke screens” to cover the fact that they do not want to work.  Valid complaints will be obvious, because they will not be associated with other signs on this list.
3. The Sales representative’s production numbers will rise and fall with the market.  If their goals have been set appropriately, they will not be achieving those numbers.  In some cases, the production will practically stop completely, and if investigated, may reveal that the business is going elsewhere, to be followed by the sales person.  The Sales Manager must make the determination if the numbers missed are due to unreasonable expectations or problems.  That is another reason why it is critical that the goals set at the beginning of the year be “just out of reach, but not out of sight.”  The Sales Manager must question each Business Plan to yield a reasonable objective.
4. The Sales Representative will offer an excessive amount of excuses when confronted.  These are personal in nature and different from complaints.  Complaints will generally address market or job issues.  They will be evasive, and could be defensive when challenged.  For the most part, these excuses will be defensive, and in most cases “flimsy”.  An example might be “I don’t believe in “cold calling” and I am not good at it.”  Another example could be “you have given me so many tools, I can’t keep up with them all.”  Or one more might be,  “I am uncomfortable asking a realtor to pay for a product.”  The reality is, statements like these are offered to hide the real problem.  When challenged, these excuses will come apart like “a cheap suitcase in the rain.”
5. The Sales Representative will “disappear” and may not respond to calls quickly.  They will not get to the office early, and will have “stories” about where they have been or what they have been doing.  These stories are easily followed up on, and a Sales Manager should be diligent in confirming them when a sales representative’s performance is in question.  As bad as some people may think this sounds, I have followed sales representatives to see what they are, or are not doing, and I have driven by their homes to find cars parked in the driveway early in the day.

These are just a few of the signs of a sales person in decline.  The key point is to notice, quantify, and address these issues quickly.  We have to be ready to take corrective action and put these people on the right track, or replace them.  A key issue with many Sales Managers is that we will stay with an individual beyond that point we know we should let them go.

Corrective Actions

The following are some suggestions to help a sales person get back on track.  First, meet with that sales person and question them as to why they feel their production is not where it should be.  Deal with the evasive and defensive responses above, and let the sales person know that you are here to help, if they are willing to work at fixing the problem.  If they convince you they are willing then define the areas of concern from your perspective.

Secondly, lay out a plan for reversing the current trend.  This sales person will need specific directives, with accountability built in.  You must set specific meeting dates to review the progress of the plan.  I would suggest that you use call sheets, and have the sales person plan their appointments for each week, and then log the results.  You and the sales person should meet the following week to review the results and go over the plan for the coming week.  You should set clear production goals that are realistic, and identify specifically where and who the business will come from.  Set a reasonable time frame that you expect to see results, and make sure the sales person understands you mean business.  A sales person in decline should be put on 60 to 90 day notice, and this be entered in their file with Human Resources.

Finally, do not procrastinate.  If the sales person is not performing, the numbers will show it.  Meeting with them regularly and discussing the plan will make it obvious to everyone where the real problems lie.  If the performance is not forth coming, you will know whether it is imminent, or the sales person needs to be replaced.  Do not wait.