We found this article and thought of you - the Sales Manager. How much time do you spend trying to "fix" your low performing sales reps? Is it worth it? Is this where you should be spending your time? Our friends at Caliper Corp advise that a Sales Manager should spend the majority of their time with the top performing reps.
This article, written by Dan Rockwell, provides you some guidelines on when you should fix a broken sales rep and when you should simply let him/her go. To read the full article CLICK HERE.
If it’s broke DON’T fix itBy Dan Rockwell
Image source by Shane Willis
You may spiral into frustration and irrelevance if you try to fix stagnated teams or committees.
Leaders are passionate fixers that love enhancing organizational efficiency and effectiveness. A well-oiled, productive team is a thing of beauty.
However, the larger and older your organization the more likely you’ll encounter dysfunctional teams and committees. Over time they’ve lost their relevance. Their stagnation may frustrate you.
Warning: Everything that’s broken doesn’t need fixing.
Before you fix it:
Before fixing long-standing, entrenched, unproductive sales reps ask:
- Are they essential to fulfilling organizational mission? At one time they were. However, over time, they may have lost relevance.
- Are they consuming significant resources?
- Do they negatively impact the organization as a whole?
- Is their work relevant to organizational vision / goal?
- Are they road blocking forward momentum?
If you answer, “YES,” to these questions, don’t fix them.
Do you have other suggestions to help people decide if they should ignore or fix a dysfunctional team?
Can you think of things within an organization that could be ignored rather than fixed?