One of the most difficult and critical responsibilities of a sales team leader is knowing when and how to shoot a seller. While terminating any employee is always a bit 'painful and stressful, letting go of a person who has direct contact with customers and prospects of a company can be a potential field undermined if not managed properly. A disgruntled former seller can do a lot of damage to the reputation of a company and may very well take existing clients with them when they move to a new location.
That being said, sometimes a company may be better to shoot a seller of their detention on board. If managed effectively, the potential of anger, revenge, litigation, or worse, can be minimized, and the result after a termination can be positive both for the company, as well as the seller.
Before any cooking notion is entertained, it is essential to review if you and the company as a whole has provided training and support for the employee to succeed. Too often, companies pull the plug on a salesperson without giving them the right tools for success. Even the most competent professional needs ramp time unless you are coming to the organization with a consolidated business book.
If there is a hint of a potential problem, management should take an active role in the daily operations of the seller. You can learn a lot just join them on sales calls to key customers.
Take time to ensure that their sales activities and notes are properly maintained in a CRM system. As a team leader, you should check that the files and the information of your employees on a regular basis.
If the problem is caused by a lack of training, will be much more constructive and cost-efficient to retrain rather than simply discipline and terminate.
Through the process of any evaluation, keep the lines of communication open, and always provide clear direction and honest feedback.
And, it can never be said enough in situations of disciplinary actions or terminations - document everything! Give verbal and then written warnings and be very clear about what is expected.
Ask yourself the following questions if you are considering the possibility of solving a vendor:
Have you given an adequate amount of time for them to build their sales pipeline, to learn the trade, understand their territory, and to adjust to the society?
They had the training they need to succeed?
Have you provided sufficient support?
If you can honestly answer yes to each of these questions, and their lack of performance and / or behavior seems to be the common denominator in the problem, the cooking may be the only choice. Unfortunately, some salespeople are negative forces to be reckoned with and often alienate other employees. Others ask too much and believe they can hold hostage because they have good sales numbers. A seller "diva" is never good for an organization. The sad reality is that a truly problematic salesperson can have destructive and devastating effects of a sales team and a society as a whole and should be removed promptly and effectively.
Having established that there is a proverbial "bad apple", you need to start the unenviable but necessary termination process. Gather your notes, files, and any other backup documentation and to have available before you sit down with the seller. If possible, have the human resources or another senior executive attend the termination meeting. Ideally, terminations must be made early in the week, and in the morning hours. Shoot someone at 5:00 pm on a Friday before a holiday is certainly the way to incite added anger in an already disenchanted employee.
It is never pleasant to sit an employee and tell them that their services are no longer needed. However, this is not the time to let your emotions get the best of you. Be clear and to the point. Explain why they are fired and cite specific reasons. If there were no warnings of previous performance, this cessation probably will not be a surprise. Do not lose your temper. Stay professional and maintain a tone of voice again. Keep the brief meeting, but give the seller the opportunity to provide feedback. Although, do not let this turn into a negotiation, and by all means, keep final decision. Wrap the termination meeting by offering words of encouragement for their future, and of course, I wish them the best.
Whether or not you decide to offer a severance package to the employee will most likely be contingent on established company policies. If everything was clear when they were hired, the question of the relationship should not be a problem. It 'also very important for the company to be honest and make sure that all revenues and commissions are paid promptly. Clearly communicate how and when they will be paid all amounts due. Ideally, a check should be administered before the employee leaves.
The impact of a termination can be profound for a sales team. It is the responsibility of a sales manager to minimize the negative effects and create a plan to move forward in a productive way. Familiarize yourself with the accounts of the seller fired, and notify them by phone, e-mail, of the termination. They must be reassured that the transition will be seamless, and no balls will be deleted. Ideally, management should initially accompany the new appointments with key customers seller. If a seller has yet to be hired, a manager might need to handle the accounts during the transition period.
Inevitably, other employees will be curious about the termination and want to know how the situation directly affect them. To minimize gossip, announce the termination promptly. Do not let there be time for rumors and conjecture. Explaining the reasons for the termination to the team, but do not go into great detail. Reassure everyone that the company is growing and that there is still job security.
If a new vendor is hired as a replacement, the accounts will have to be divided amongst the remaining salespeople. Do this enough always keeping a watchful eye that no account is ignored. Whether you share them with the territory, competence, or the industry, the goal is to serve the customer.
The road leading to fire an employee is always a little 'bumpy but can be navigated without a frontal collision. With advance planning, a level head, and optimism for the future, a termination can ultimately be a good thing for all involved. The fired employee can move to a more suitable opportunities, employees can renew their attention, and customers can receive better service.
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