Identifying the root cause of underperforming sales reps is always the first step. Avoid applying an impulsive decision like throwing more training at them or quickly terminating. Take the time to uncover why they’re not performing then apply your remedy. The best place to start is to determine if your sales rep is actually wired for their sales job. If so, then continue your search for sources of lackluster performance. However, if they’re not wired for their sales job, you’ll need to make some changes.

Use an in-depth sales assessment to help you determine if your sales rep is wired for their job and the action you need to take to improve the situation. Here are seven things you can do:

1. Sales rep is wired for their sales role but needs you to manage them differently.
I’ve seen sales managers that were overbearing dictators and others that conducted no oversight or accountability with their reps. Those are both extremes. You must understand the wiring harness of your reps and then manage appropriately. For example, a remote sales rep who is not motivated by a high level of independence, would do better in an office with a sales manager present. Likewise, a strong independent sales rep requires more autonomy to flourish. Therefore, give them the latitude they desire to be more entrepreneurial.

Here are a couple of reflective questions to consider: How effectively am I identifying each of my sales rep’s strengths? Weaknesses? How would my sales reps rate my management style? How substantive are my sales meetings? Do I really know the root cause of the problem for each of my underperforming sales reps? What are my management strengths? Weaknesses? Who do I have to help me improve as a sales manager?

2. Sales rep is wired for their sales role but needs training.
Your rep may need training in the entire sales process or in a certain step such as Qualifying. They may also need product training to improve their ability to see and apply solutions. Invest time in training reps on the specific things they don’t know – product features and benefits, asking questions, handling objections, assessing value, differentiating themselves from competitors, etc. Pick one that needs the most work that’s relevant to their job and train on it until your rep develops competency.

Here are a couple reflective questions to consider: Is your sales training program sufficient to teach how to be successful in sales at your company? Do you have proper reinforcement aids? How well do your reps know the sales process? How often do you observe them selling in the field or on the phone? How often do you revisit training with your sales reps? Are your sales meetings training focused?

 

3. Sales rep is wired for their sales role but needs coaching.
Even more than selling skills, I find that personal skills need the most coaching. Underperforming sales reps need a sales coach – someone dedicated to helping them be better, not only as a rep, but as a human being. Coaching requires a standard for performance. That’s what your sales process is for. However, reps need a coach to help them execute it well. This requires reinforcement and repetition. In other words, you need to run the plays over and over again with your reps until it becomes an unconscious competence.

Good sales coaches are not solely focused on results. They focus on the means with which to achieve the desired results. Unsuccessful sales leaders obsess about quota. Great sales leaders focus on developing their reps’ skills to help them achieve quota. That’s a big difference.

Here are a couple of reflective questions to consider: How would you rate the quality of your 1:1 sessions with your sales reps? Are you currently working on a specific skill with each of your reps? Do you spend more time coaching or playing parent to your reps?

4. Sales rep is wired for their sales role but needs support because they’re going through a difficult time.
At some point in the past, your sales rep may have performed well. However, they’re in a slump and you’re not sure what to do. You may need to probe a bit to find out if there are any external factors affecting their performance. If you have a good relationship, ask if there are any personal issues they might be facing that they feel free to discuss. If so, take appropriate steps to support them. You can read about some ways to support your sales reps here.

5. Sales rep is not wired for their sales role and would be better suited for a different sales role.
Got a Hunter who is not hunting? You may have a Farmer. Perhaps your sales rep struggles with prospecting. They may need to move to Account Retention. In other cases, your field sales rep may be better suited in your call center. The important thing when analyzing a sales rep’s performance is start with alignment. How well aligned is the sales rep with what the specific sales role requires and rewards? Do I need a decisive extrovert or a relational introvert? Is the compensation plan weighted too heavily on commissions or salary for this rep? Your sales rep may want to make more money and a move to a Hunter sales role might be the right decision.

6. Sales rep is not wired for sales at all but is better suited for a non-sales role in your company.
You may find that a sales job is not the right job for them. After analyzing their personality style, motivators and thinking patterns, they would be a better fit for a role in operations, marketing or customer service. Cross train them and make a lateral move into another department. Always keep good employees.

7. Sales rep is not a good fit for your company so terminate them.
Some underperforming sales reps should have never been hired at your company. Unfortunately, they were and you’ve had to suffer the consequences of that decision. There is no reason to keep them on board draining your resources and adversely affecting team morale. These are not pleasant decisions but must be made to preserve your company’s reputation.

 

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