MCP

Sales Director

Valued Contributor

Difficult Unresponsive Employee

hey all, I've got a rep who's a wee bit emotional, thinks she's doing better than she is & wants to be told she's doing well all the time (God forbid you tell her anything developmental), is highly irrational and unreasonable, doesn't know how to sell & has never had a coach to show her the ropes and after I put her in her place for the above poor behavior (which has clearly never been done before) she's now being unresponsive and avoiding me entirely. VERY unprofessional.

I'm only 90 days in on this gig and already ready to fire her but she's #2 on a small team (because her only ability is availability, so land grab sitch). This is the only job she's ever known and she's gotten away with murder for the past few years. I'm not sure the boss will go for the firing as he only sees her rank, not ineptitude and I have very little tenure. In short, he'll likely tell me to go easy on her and she'll come around.

What would you guys do were you me?

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4

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poweredbycaffeine

WR Lieutenant

10

☕️

I would sit down and have a radically candid conversation with her. Layout the areas where you think she needs to improve to grow both her skill set and success at the company and then build a plan to get there together.

Given that shes' never had a coach or mentor before, this is all likely coming across as an attack. I've had reps like that as well, and you really have to take the ally/helper approach. My guy that was like this did NOT want to warm up to me, but once we started trying things my way we started to see results that were in his favor. Small wins turned into big shifts and now he's an ENT AE at a big shop.

Build a plan, present the plan, execute the plan...but do it together.

UrAssIsSaaS

Arsonist

2

SaaS Eater

This is fantastic advice, and speaking from experience, it works.

Second, take a step back and remove emotions. Is she more valuable to you and your company selling for you or fired?

If she is more valuable working for you, do what @poweredbycaffeine outlines, this is correctable but you need to handle it properly or it will blow up in your face.

If you think she is more valuable to your company gone then have a candid convo with her where you outline a behavioral plan with her and if she does not correct it, it will result in termination. Get it in writing and make sure you have support from HR and your VP. At that point if/when she violates whatever terms you outline its cut and dry and you can her.

MCP

Valued Contributor

-4

Sales Director

Thanks, I appreciate the advice. From my perspective, she’s not worth it. She’s not good at her job, just getting opportunities by default and playing the numbers game. We also have no HR, and what the VP, who’s really President says goes.

MCP

Valued Contributor

-4

Sales Director

I appreciate the response, and the advice is sage. However, as I mentioned, she’s completely irrational. She’s 100% remote and totally ignoring me at this point, I don’t see a sit down like this happening. As such, I think I will have to send her a letter outlining my expectations of a behavioral change inviting her to sit down and discuss, but defaulting to my thoughts in the event she doesn’t.

amyhyoung

Politicker

2

Vp ops

Take screenshots of the timestamps of all the instances she ignores you, and any other instances she's irrational, unreasonable or unprofessional. In order to fire her you'll have to document everything as evidence and show this behavior is happening over time and unchangeable.

If you go through the plan like what@poweredbycaffeine outlined, you'll at least have proof you tried and that she's actively ignoring you or not following the plan you both agreed to (it'll be different tactics if she straight up disagrees with you on the plan).

poweredbycaffeine

WR Lieutenant

2

☕️

Your back is up against a wall in this situation. You need a cause to fire someone, usually 3 documented instances that prove the termination was due to cause. Write the letter outlining your plan, which would show that you are actively trying to rectify the situation. In that letter, you should put together a plan of either numbers they need to hit (activity, revenue, etc), or deliverables they need to provide (presentations, competition of a training course, etc). Based on those points, and the rep's ability to achieve them, you can move on from there.

Either way, best of luck. Let us know if you need more help.

alecabral

Arsonist

1

Director - Digital Sales Transformation

I've had cases like this before unfortunately. Some get better and come around, eventually even thanking you (though you might never know it) for stepping in, but sometimes (more usual than not), they just move on...or cause a major pain in the butt.

My advice is first thing first, inform yourself more. If there's HR in your company and you think they can help, give them some visibility and ask for advice there. Even if they don't have a lot to add, you're giving them a heads up, thus creating "evidence" of your intervention and request for help. As performance is not an issue, they might suggest coaching, which is fantastic. You can then ask for directions there or if you feel comfortable enough with the approach, I'd go with what @poweredbycaffeine said: put a plan together with her, co-build it, co-execute it and then co-celebrate. If that doesn't work, there'll be evidence with HR, and you can add the documented plan...and eventually get rid of her.

I hope she sees you're trying to help here!

SaaSam

Politicker

0

Account Executive

Go to the big guns and bring him up to speed letting him know you would like to cull this sheep from the herd but that you're not ready to pull the trigger. Follow up over the next few weeks with hard data showing her lack of progress and success alongside your testimony of her irrational behavior. Then let him know you'd like to look into replacing her.

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