How To Manage Disruptive Representatives: Part Two

Disruptive RepsEmployees may become difficult to manage over the course of their employment for a variety of reasons, but it is still important for these salespeople to realize that they are in fact a subordinate to the executive team.

A sales management team needs to flex their muscles once in a while to show that they are in charge and have control over the company. Representatives need to respect their superiors in order for the entire system to work.

Managers also need to realize that a possible reason that employees are acting out could have to do with their style of leadership. Weak management can lead to workers becoming disruptive and disrespectful, according to Drea Douglass, a certified assessment consultant.

This may arise out of a situation where the manager becomes too close with their employees and the level of respect and the walls between the executives and workers fall down.

“Emotional distance between a sales manager and salesperson is required,” said the executive. “You can’t go out and drink/party with your employees the night before then try and discipline them the next day. Weak leadership, undirected leadership and leadership with a weak vision are all ingredients for creating problem children.”

Another way that management teams can eliminate disruptive employees from their sales teams is to reconsider the hiring process that the company might have. Effective recruitment is the first step to making sure that representatives are not disruptive employees, according to Douglass.

Sales assessments are designed to mitigate risk and accurately understand who you are hiring before you hire them,” noted the executive.

Using these sales assessments to shape the hiring process is a key way to control who stays on board. Gradual employment can also work as a remedy for this type of problem, as this type of recruitment strategy will eliminate troubled representatives from the beginning, said Douglass.

“Another method of prevention is to have an evalutation period when you hire a salesperson – where there is 4-6 months where someone is hired as a trial and can be ‘cut loose’ if there are any issues,” said the executive. “This provides you with some measure of protection.”

A sales management team needs to observe, train, coach and course-correct once they hire new representatives.