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A reader writes, "Eighteen months ago, I hired a salesperson with experience selling a non-competing product in my company’s industry. During the interview process, she spoke about her C-level contacts and bringing those relationships with her to our organization.
Overall, her performance has been lackluster. Worse, I’ve yet to see a single closed sale from these touted contacts. I hesitate to put her on warning or let her go, because I don’t want to make enemies within this industry segment. What do you recommend?"
My clients often express the fear of creating adversarial relationships within networking groups, industries, customer bases, professional organizations, or social circles. I’m empathetic. These relationships do deserve some thought.
Look at the Entire Picture
Don’t let fear prevent you from making the right decision. First, gather the facts. Run a report of this salesperson’s activity sorted by companies and contacts in this particular industry including:
- Prospecting calls / emails
- Account notes
- Pipeline size
- Closable deals in sales forecast
Gain a realistic view of her productivity.
Get Specific
During the interview process, who did she mention having solid business relationships with? How often is she reaching out to them? Are CRM notes for these contacts filled with “left message, c/b next week” or are they more detailed? Are specific follow-up dates scheduled? Do contacts express interest in your company’s product or service? Do personal facts occasionally get mentioned - a child’s graduation or wedding for instance?
Even if her contacts haven’t purchased yet, some kind of forward progress should be reflected in the notes.
Have a Conversation
With a clearer picture, it’s time to have a talk with the rep.
Initiating the discussion proves difficult for many. I recommend saying, “During the interview process, you mentioned having established business relationships with _____and _____. How have conversations with them gone since joining our organization?
Then, just let her talk.
What Happened?
After this one-on-one conversation, company leaders usually determine the rep had:
- Legitimate relationships with these decision makers, but can’t get calls returned since switching companies
- Connections that purchased their previous employer’s product line but have shown little enthusiasm for your organization’s product
- Exaggerated their industry connections
- Mainly renewed business with an established set of accounts
Moving Forward
This rep hasn’t been able to transition her contacts from her former company to yours. There’s no solid relationship between the two. By placing her on warning or terminating her employment, you won’t be jeopardizing an important industry contact. Knowing this allows you to start making plans with confidence.
If you stopped expecting her to close deals through former contacts, do you feel this rep could succeed in your organization? Is it possible to restructure the position or territory to give her a chance - or do you feel nothing will help?
Either way, set new goals or hold her accountable to the original ones. Be clear on the timeline to achieve quota. Offer any assistance to help her succeed.
Remember, keeping an underperforming rep on your staff sends the wrong message to the rest of the team.
Avoiding “Next Time”
During the interview process, when candidates talk about their contacts within the industry, ask questions like:
- How did you meet ______?
- How long did you call on him before closing the first sale?
- What percentage of your overall sales did his account represent?
- Will he act as a reference for you?
- How would you approach him about our product?
- Why do you think he would be interested?
- What would happen if you met with resistance?
- In your current position, what percentage of your time is spent opening up new accounts versus servicing existing ones?
These questions help determine whether or not candidates have given serious thought to how they would capitalize on these contacts. Avoid those thinking that decision makers will automatically buy from them because of their prior association. Often, they don’t - and it is painful for all involved.
For timely advice on hiring sales reps changing jobs within the same industry, listen to recruiter Shelley Billinghurst on my podcast Sales Hiring Straight Talk.
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