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In every sales environment I’ve worked in, there were always reps who complained about and disliked the sales manager. Some reps even quit their job and went on to sell elsewhere just to escape working for that manager. Heck, in a couple of my jobs, I’ve been that sales manager, and felt that dislike and discontent on the back of my neck. While you’re now picturing the face of the manager you detested, don’t forget that road runs both ways. Those of you that happen to now be sales managers certainly have salespeople reporting to you that you just can’t stand. But as the boss you are the guy or gal who is the anointed one who removes obstacles, resolves conflicts and mentors sales reps to greater heights. That said, think how much harder your job is when you don’t even want to breathe the same air as him or her.
Performance Issues vs. Personal Dislike
To successfully deal with an employee you don’t like, you need to be honest about why. This will help you better deal with your annoyance and its source. Also, as the manager, it’s important to separate personal dislikes from actual performance issues, so let’s start there:
Employees with annoying personal habits, like loudly humming while working in the sales room or repeating things in conversations multiple times, are very different from those who are a poor fit for their role in the company at large. For example, if your dislike is sourced in an employee’s history of dishonesty, a consistently negative attitude, or behavior bordering on sexual harassment or racist commentary; then this is more than just your problem. If these behaviors occur you should discuss them with your up line manager or HR rep for disciplinary action or termination.
Evaluating Personal Dislike
Once you determine that the focus of your annoyance is a good employee that is driving you bonkers for personal reasons, consider on a deeper level the reasons behind your irritation. Here are some possible triggers:
Do you dislike employees on the grounds that they:
+ Have a personality that you find to be selfish or egotistical?
+ Make you jealous?
+ Engage in repetitive or annoying habits and behaviors?
+ Remind you of someone who wronged you in the past?
+ Have interests that are very different from your own?
+ Maintain different political or religious beliefs from your own?
It might surprise you when you determine the real reasons behind your dislike, and that your heartburn may point back to you as much as to them. Regardless, if your aversion persists, here are three tips to help you manage good employees you simply don’t like.
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Look for common ground. I’ll bet if you look hard enough, below the surface you will eventually find something that the two of you have in common. Regular readers have heard me say over and over that ‘questions are your best friend.’ In your one-on-one debriefs why not ask some questions that will help you get to know them better in order to build bridges over what you dislike.
What sort of items do you notice in their work area? Go back to their personnel file and re-read their resume to see what it reveals? Look at their social media profile for clues. It may surprise you what the uncovering of a few new factoids might do toward helping you build a more balanced relationship that eventually changes your perspective about this employee.
See the glass as half full. Any employee that is good at their job can’t be all bad. Employees remind me of bank accounts. The things they do well are ‘deposits’ to the business and their shortcomings are ‘withdrawals.’ Study your company’s ‘bank statement’ and look at all those deposits. Each one helps your company succeed, which ultimately puts money in your pocket. That realization alone should help reduce your dislike for difficult employees.
Be to the point and pleasant. Remember that you’re being paid to supervise, not socialize with a group of employees. It not a requirement that you be friends with one another and spend time together outside of work. When there are unpleasant employees on your team, always remember to treat them fairly, without harassment.
I’m betting that by employing these tips, sharp differences will blur and you as the manager will no longer have to pick up a fresh box of Pepcid every week.
—————Man of Few Words—————
“Great Book! Sales is all about numbers. Thank you Doug!” Phil Holsapple, North Florida Sales Manager
Look at the book Phil mentions on Doug’s website. If it looks right for you, buy a copy and Doug will ship it FREE, FREE, FREE, FREE, FREE!
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