By Kim Robinson

This job sucks,” complained the sales rep to his co-workers.
“They (meaning management) don’t know what they’re doing. This really sucks.”

Although griping about one’s job is hardly confined to sales people, it is the nature of the beast for salespeople to gripe at least a little (I have yet to meet a salesperson who did not believe his commissions were too low and that his product was too expensive.).

People in sales face rejection daily and it is comforting to share experiences and gripe just a bit with others who understand. But, there is a world of difference between common griping about rude customers, low commissions and high prices, and dragging around a negative attitude like Jacob Marley did his chains to announce “this job sucks.” A world of difference exists because one or two sales people with genuine negative attitudes can bring an entire sales team’s productivity to a stop.

Many years ago, I managed a commission-only, door-to-door sales team. Sales rep churn was heavy, (go figure, commission-only, door-to-door sales…duh.), but I had a strong core of veteran sales reps who all got along well and who consistently hit their individual sales goals every commission cycle. Their combined sales weren’t enough to hit the team goal, so I was always actively recruiting more salespeople.

During one recruitment period, I hired two guys who immediately hit the ground running with their sales. They started right off writing a lot of business and their sales volume added to my core group’s consistent production, to mean I was on track to exceed my sales goal. It appeared I had hit the “Direct Sales Manager Recruiting Jackpot.” Yabba Dabba Doo! Unfortunately, life was not good for long.

Soon, my veteran sales reps stopped hanging out at the sales office an hour or two every day to call prospects, (this was in the dark ages before cell phones). My productive veterans weren’t even coming in to participate in the standard ‘group gripe’ with their peers about cranky prospects, their ‘low commissions’ or our ‘overpriced product.’ And, it wasn’t long at all before their sales numbers began to drop, as well—a lot. Low office time was one thing, but low sales numbers were quite another thing entirely.

My two new guys were turning in superstar numbers, but the way everyone else’s numbers were dropping told me I needed to do something quick before the overall productivity (not to mention my quarterly sales bonus) went to Hell in a hand basket.

I took a good long look at the team members. For the first time, I truly looked beyond the sales numbers at the personalities involved and it was only then that I fully realized the two new guys went way beyond griping with their comments and body language, and that they had bad attitudes. Theirs were the genuine negative article. Every time they opened their mouths they complained about something or someone.

When a sale was not installed it was ‘intentional’ by the installer. They frequently mumbled “this job sucks” and they both behaved as if everyone in ‘THE COMPANY’— installers, co-workers and, of course, the boss (me), was out to screw them at every opportunity.

I realized I had committed the classic sales management mistake of ignoring negative behavior for the sake of sales numbers. I needed to turn things around fast, so I did. I fired them both. My overall sales volume was dropping and I fired the only two salesmen on the team who were consistently turning in big numbers. What a crazy thing to do, right?

Wrong. It was the right thing to do. Getting rid of them pulled away the dark cloud of negativity that had spread over the team like a thick woolen blanket. No longer was Jacob Marley dragging chains around the office complaining about the job and making everyone miserable. Their exit enabled everyone else to perk up and before long my veteran sales reps were doing even better than before. I hit my numbers and life was good.

If you have someone on your sales team who drags around a negative attitude and believes ‘this job sucks,’ then get rid of them. Your team, your boss, and your sales numbers will thank you for it. n

Kim Robinson is the president of The SMMarT Consulting Group, Inc., an acquisition-focused marketing and sales training company based in Clive. Co-author of the book, Communicate Clearly, Confidently & Credibly, Kim also speaks professionally about creative marketing techniques, the consultive sales process, and the need for personal-touch communication in business.
To reach Kim: Kim@SMMarTConsulting.com,
or 515-223-5510.