Issue link: https://www.e-digitaleditions.com/i/602622
November/December 2015 43 Sales Managers Q&A Featuring Sales Pro Jack Daly Q: "When Should I let a Salesperson Go?" Here's the four-word short answer: "Hire slowly, fire quickly." The majority of nonperformance issues with salespeople is often the result of a poor job of hiring than any other singular reason. Key, then, is recruiting the right fit and investing enough time on the front end. This should include having a written list of desired candidates, a written profile of the personal characteristics you are seeking, multiple interviews by the sales manager, along with interviews by others in the company and using a profiling tool. Once a new salesperson is hired, minimum standards need to be negotiated and agreed to; scheduled one-on-one sessions conducted; coaching calls with the salesperson; role practice; aligning a new hire with a top-quartile performer; and pipeline reviews regularly are just a sample of what we need to routinely do with our salespeople. If the above has been provided and the salesperson is determined not to per- form, there must be no delay in removing him or her from the position. To do otherwise would not only hurt the company, but the customers, the prospects, the rest of the sales team and the overall culture of the company. Remember, the longest time in a manager's life is the time that you lose faith in someone and the day you do something about it. Beyond all of the above cited, we are also hurting the salesperson by keeping him or her in the position. Position them for success in something they will enjoy and be good at, whether that means inside or outside of your company.