Breaking Up Is Hard To Do, Mr. or Ms. Sales Manager
October 1, 2004

What would be a parallel to divorce in the business world? You might suggest the breakup of a company into smaller parts, or the dissolution of a corporation. Or, you might offer the severing of a relationship with a long-term supplier, or customer. Maybe you might think of changing a relationship with one of your key banking institutions, marketing firms, heating and air conditioning contractor, the list goes on.

In any of these examples, the decision to part company probably was not made quickly. In fact, the decision probably was arrived at after many interactions, warnings, reconciliations and promises of improvement, etc. Once the decision was finally made to sever ties, the parties involved were probably not surprised, possibly relieved, and left wondering why they hadn't made the change sooner.

People resist change. This includes making decisions that may reflect a judgment error. "Why did I make this choice in the first place?" "Maybe it will get better." "This failure is a reflection on me. I know that I can improve it." Does this sound at all familiar?

Now, let's make this breakup really personal. You are a sales manager. You hired Joe Superstar three years ago. He smelled of money, complete with the winning smile, industry experience, tiger-like instincts, super communication skills, clothes that fit like a glove, comfortable in any environment... the salesperson's salesperson.

After the first few months, Joe Superstar exposed some weaknesses. He turned out to not be too keen on taking rejection. He gravitated toward customers who were familiar, and he really didn't like selling products that were unfamiliar. Promotions? He would only participate in them if he felt like it. He wasn't motivated by this kind of thing, even if the supplier you worked a program out with, which was totally unique to the industry, happened to be your top distribution partner.

"Okay," you thought, "I can turn Joe around." After all, you hired him because he had all the attributes. Also, everybody on your management team signed off on him. In fact, you guaranteed Joe more money than you ever provided any of your other reps. He just has to pay off on the investment. Right?

During year two, Joe's sales remain flat. In fact, the large account you turned over to him from your own account base called you up to complain that Joe never returns phone calls. You wind up handling the account's problems personally, and assure them that Joe will treat them right. Right?

Your management looked at your sales projections for this year, now Joe Superstar's third with the company. You are asked why your forecast for Joe shows a reduction over last year, which was worse than the first year he started. How do you answer? Joe was supposed to bring all this "hunter" mentality and experience with him. Plus, he swore he knew the industry and would be able to bring at least 82.45% of his old customers with him. (As we all know, the average amount the rep really brings is less than 50%, but Joe seemed so darned positive.) Finally, when you take a moment to breathe in your office, alone with the door closed, you open Joe's file and you see the 16 different memos you had written to him after your "correction" meetings over the past two or so years. Finally, it dawns on you: "Gee, I better make a change."

Terminating an employee is difficult. Divorce is difficult. We obviously had good reasons, pragmatic as well as emotional, that led to hiring a person we are now considering terminating. What went wrong? Further, why didn't we come to the conclusion that there wasn't a good fit two years ago? Look at all the time we wasted, on both our part as well as the employee's part?

I suggest that sales managers hang on to people longer than necessary, largely due to the fact that people are basically nice, and also because of ego. First, it isn't nice to fire someone. Second, because firing someone takes a lot of ego strength. After all, if you hired the person, you had to be his advocate, which meant you probably spent a lot of time justifying the decision to bring him on. It takes a strong ego to admit that you made a mistake. Ego also gets in the way of realism, creating what I call "blind optimism." This is apparent when you find a manager saying, "I can turn him around. Just give me another quarter." Or, "He's going through a tough time. After all, no one could possibly sell these customers." "Oh," your manager says, "I thought you brought Joe Superstar on because he could sell these accounts!

There is no easy solution. Try to make the hire correct in the first place. Try not to create so many expectations, including unrealistic sales projections, extraordinary compensation levels, etc. This includes being really honest about how well prepared you are, as a sales manager, to really provide your new hire the right tools, including realistic job expectations, great feedback process, ongoing coaching regimens, etc.

Assuming that you did everything right on the hiring side, if things aren't working out, address the issues head on. Be open to thoughts about your hire from your co-workers, including feedback from employees like customer service, warehouse and delivery and accounts receivable personnel. Get feedback from suppliers. They will be honest if they understand that you aren't going to get angry at them because they provided true feedback about your people. Most important, be honest with yourself. If you really believe the person can stay on board, be fair to him. Make sure that you clearly understand what you want, then communicate it clearly and openly. Encourage two-way dialogue and gain his feedback. Document what you want improved, and by when. Then, stay on top of your mutual commitment schedule.

If things aren't progressing, suppress the ego and move on. Like a divorce, in the long run, your Joe Superstar will be grateful that you pulled the plug. Breaking up is hard to do, but sometimes you just have to do it.