Several days ago, I was tipping back a Starbucks with Steve, a very good friend of mine who I regard as one of the most successful salespeople I know. His approach is friendly, non-aggressive and authentic – the kind of guy who doesn’t hesitate telling a prospective customer a relationship with his company wouldn’t work if he doesn’t believe he can really help them. If he were to take an E.Q. test, he would likely ace it with ease.
Roughly thirty minutes into our friendly banter, the conversation suddenly took a hard left when I heard him say, “I hate my job.” I was stunned. “What do you mean?” I asked. In an instant, the floodgates opened, giving me a chance to practice my Active Listening skills that I learned in a leadership training program.
So Steve shares, “I can’t stand our sales manager. After being the top biller for this company year after year for the past 18 years, I’m sick of being treated like it’s my third day on the job. Out of eight salespeople, I rake in more than 40% of the sales for this company and I still get treated like some rookie and I’m prepared to walk.” “With my contacts and experience, I could easily get a job somewhere else, rebuild a book of business and make a great living again in no time.”
It turns out that Steve doesn’t hate his job. He loves it. However, after Active Listening to him vent for 45 minutes, I was able to distill his aggravation down to four demands placed upon him by his immediate manager:
1) To be in the office every morning at 8:00 sharp for a mandatory head count. He feels salespeople should be able to schedule early morning appointments instead of driving in for roll call.
2) Participating in rudimentary and elementary sales training seminars twice each year. Attendance keeps him out of the field where he could be making money for himself and for the company. Furthermore, he believes sales training programs are designed for new salespeople, and those who struggle with winning new business, not for a top-billing 20-year veteran.
3) Accounting for each hour of his day, every day.
4) The expectation to “pick up the slack” with more sales when other salespeople aren’t meeting their individual goals.
So here’s the rub: If Steve leaves, which seems likely, he would find a sales job elsewhere in the same industry and rebuild his book of business pretty quickly. The company, on the other hand, would lose its linchpin – a top producer of 18 consecutive years responsible for 40% of annual sales.
Do you feel Steve’s request to be exempt from his manager’s demands are out of line?
Would you be willing to bend the rules to accommodate the requests of your star performer?
Or, do you believe nobody is above the law and Steve needs to learn to respect and adhere to the requirements placed upon him? Me? I am thinking that Steve and the sales manager could benefit from some Active Listening and leadership training….but that’s just me.