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If one of your sales peoplesâ€™ performance is deteriorating, it's advisable to have a dialogue with him about it to ensure that the problem can be quickly rectified. The following ideas womens oakley sunglasses, as taught on good management training courses, must be born in mind when holding the performance discussion:

Perform the discussion in an open manner. Assess the sales representativeâ€™s achievements along with the most likely causes for any deteriorating performance. Never, however, prepare any â€œcuresâ€. Whenever you try and force ready-made solutions on the sales professional, he is unlikely to be able to identify with the outcome of the discussion.

Do not make a song and dance out of it. Avoid summoning the sales professional to head-office. Carry out your discussion informally.

It isn't clever to notify the sales professional about your meeting weeks in advance; make it possible for him to know shortly beforehand best cheap oakley sunglasses. If there is a prolonged period of time between telling the salesperson that you need to have a discussion with him and the time that the discussion actually will take place, he may become worked up about it to the extent that it reduces his performance a lot more.

Come directly to the point. A lot of managers find this straight speaking very difficult and so it's regularly a part of the skill development sessions for management training courses.

Tell the sales professional what the purpose for the meeting is without beating about the bush: â€œI'm not pleased in your performance and as a result must discuss it with you today.â€ Send out a clear I-message and no watered down We-message, like â€œAt head-office we feel...â€

Speak about behaviour. Don't talk to the salesperson regarding results, but about his poor behaviour. Begin the discussion with the sales manâ€™s most significant weakness: â€œIn the previous quarter the quantity of monthly product demonstrations which you have performed has dropped from an average of 12 to sevenâ€.

Let the sales representative to talk. Give the sales representative adequate time to speak about his troubles and get every little thing off his chest. Do not interrupt, never comment and do not object to what he states. Pay attention to him. Demonstrate that you understand and that you are serious about what he is explaining by asking questions.

You'll have met every one of the pre-conditions for finding a solution once you allow the sales professional to get all the things off his chest.

Lay your needs plainly on the table. Once the sales man has told you the problems from his point of view, lay your demands obviously on the table. Say, â€œI fully grasp what you have told me, but would like to ask you to ...â€ oakley sunglasses uk sale. Never enter into another discussion with the sales man once you've made your demands.

Finish an agreement. Create a mutual contract together with your sales representative. As an example: you demand that your sales man makes at least twelve customer visits every day in future.

Encourage the salesperson to ask for one thing from you in return and give him something in return too, for instance 7 joint client visits in the future, as well as a promise that the situation will have no detrimental repercussions on his next pay rise.

Check that the sales man fulfils his part of the bargain. Make out a typed record of your agreement. Supply a duplicate of this to the sales person and keep 1 your self. Setup a future date to discuss the issue and check that both sides of the bargain are actually kept.

Should you find it challenging having these types of talks with your team then a good management training course can help you develop your abilities and self confidence.