Some Sales Reps see themselves as more important than other employees. As they bring in the revenue, they may feel that the very viability of the company, and the employment of those in other groups relies on their personal success. A heavy burden indeed.
And of course, they know that, unlike other employees, if they sell less, they get paid less. It is no wonder that at times they can act a little self-important, or worse self-centered. They can even act that way toward one another. One needs to have a substantial ego, or be pretty mature to put up with all the rejection that goes with the job.
So it is not surprising that salespeople can at times be abrasive. Of course, they too are human, and may exhibit other undesirable personality traits as well. A larger company can absorb some of this. A smaller company cannot for any sustained period.
When a Rep exhibits bad behaviors and attitudes with those outside the company, it is self-limiting. The will not be effective salespeople. But when a strong performing Sales Rep they exhibit bad behavior and attitudes towards their co-workers, it can get a little dicey.
So how does one keep the salesperson’s ego in check? First, you must believe it is the right thing to do. Managers aren’t immune to falling into the same trap. You cannot buy into the story that the Sales Organization may enjoy a special status that is not consistent with the good of the whole tribe. You have to model the right behavior.
Strategies to Employ
- Use your company’s Statement of Values – If none exists, write one. They usually contain some version of the following:
- Everyone matters – be self-aware, empathetic, collaborative, communicate openly, honestly, and directly.
- Be inclusive – value diversity in all aspects, be open to challenge status quo, solicit feedback, encourage people to be heard.
- Treat people the way you want to be treated. You are not better or more important than anyone else.
- Put the good of the team ahead of the individual.
- Project optimism, be solution-oriented, stay balanced, be resilient, learn from adversity.
- Act with integrity, accountability and take responsibility. Be legal, ethical, and fair.
- ETC. Again, you can look it up in Google.
- Make it part of the Goals, Objectives, and Performance Reviews
- As I have mentioned in previous posts, 50% of my Sales Rep Performance Review and about 10% of their Yearly Variable Compensation is tied to my evaluation of their Behavior and Attitudes. It is that important.
- I write these attributes down, weight them, and review them in my quarterly check ins. I even assign a score. There are 3 scores – fall short, meet, or exceed. Then I add up the weighted scores and they know where they stand every 3 months.
- Take the time to get the opinion of others in the organization. Do a 360 review.
- Have I ever fired someone for bad behavior? Yes. And this level of documentation was essential. Otherwise, it would be problematic to fire someone who is achieving quota but corrosive to the organization.
- When they are frustrated, I remind my reps periodically
- To whom much is given, much is expected.
- Since you are one of the highest paid people in the company, you need to behave like and project leadership qualities of an officer of the company.
- Understand that others may resent you for the money you make, or may not want to treat you any differently than they treat others.
- Selling internally is as important as selling externally. Do not allow yourself to engage in behaviors that you would not use with external customers.
- Be careful with your words, they are often weighed more heavily because of your position. Take extra time to explain your point of view and don’t let others come away feeling they are less important than yourself.
