How to Identify and Manage Hard-to-Manage Sales Personnel

Top 10 Signs of Problematic Sales Behaviors and Strategies for Sales Managers

For a sales manager, just a few hard-to-manage sales personnel can wreak havoc on your staff. Sales personnel are the lifeblood of any organization’s revenue generation, but managing them can often present significant challenges. Some salespeople may exhibit behaviors that hinder their performance or undermine company objectives. This article offers guidance to managers dealing with difficult sales team members by identifying common warning signs and providing actionable solutions.

Understanding the Problem

When salespeople fail to meet expectations, the reasons are often multifaceted. Poor performance may stem from bad habits, insubordination, disinterest, or personal issues. In many cases, sales personnel may lack the experience or self-awareness to articulate their challenges. Others may outright resist management guidance, viewing it as interference. This resistance can disrupt team cohesion, delay sales goals, and derail broader company strategies.

Identifying and addressing these behaviors early is critical. Below are the top 10 signs of problematic sales behaviors and strategies managers can employ to mitigate their impact.

1. Resistance to Geographic Assignments

Some salespeople may refuse to cover the geographic territories assigned by management.
Clue: Frequent excuses for not visiting accounts in their area or consistent underperformance in specific regions.
Solution: Clearly define territorial responsibilities in the salesperson’s role. Reinforce accountability through performance metrics and coaching sessions.

2. Avoidance of Certain Industries

Salespeople may choose to neglect calling on specific industries targeted by the company.
Clue: A lack of effort in engaging with assigned industries or avoiding discussions about industry-specific challenges.
Solution: Emphasize the strategic importance of those industries and provide tailored training to boost confidence and competence in addressing them.

3. Poor Time Management

Missed deadlines, late reporting, and a lack of structured follow-ups often indicate deeper performance issues.
Clue: Incomplete call logs, delayed responses to leads, and recurring failure to meet sales targets.
Solution: Implement a structured sales management system that tracks activities and deadlines, ensuring transparency and accountability.

4. Failure to Follow Policies

Noncompliance with company policies, such as CRM updates or adherence to pricing guidelines, can signal insubordination.
Clue: Inconsistent data entry, frequent policy violations, or pushback during team meetings.
Solution: Reinforce the importance of company policies through training and regular performance reviews. Consider escalating repeat violations.

5. Negative Attitude Toward Feedback

Salespeople unwilling to accept constructive criticism may exhibit insubordination and resistance to improvement.
Clue: Defensive or dismissive behavior during coaching sessions.
Solution: Create an environment where feedback is framed as a tool for mutual success. Offer examples of how adopting feedback has benefited others.

6. Diminished Interest in the Role

A lack of enthusiasm or engagement often signals disinterest in the position.
Clue: Declining call volumes, minimal participation in team meetings, or a reluctance to pursue new opportunities.
Solution: Meet one-on-one to explore underlying issues. If interest cannot be revived, consider reassigning or transitioning the individual.

7. Poor Team Collaboration

Sales roles often require collaboration with other departments. Resistance to teamwork can create bottlenecks in the sales process.
Clue: Complaints from colleagues or avoidance of cross-departmental initiatives.
Solution: Encourage team-building activities and emphasize collaboration as a core performance metric.

8. Inconsistent Performance

Fluctuating performance, particularly if paired with excuses, can suggest deeper behavioral or motivational issues.
Clue: Alternating periods of high and low sales without clear external factors.
Solution: Use performance reviews to identify patterns and address inconsistencies through individualized coaching.

9. Disregard for Managerial Guidance

Some salespeople may reject guidance altogether, perceiving it as micromanagement.
Clue: Openly questioning management decisions or ignoring directives.
Solution: Communicate how guidance aligns with personal and company goals. Document instances of insubordination for further action.

10. Excessive Focus on Personal Sales Preferences

Salespeople unwilling to adapt to company strategies may prioritize their preferences over organizational goals.
Clue: Favoring certain accounts, products, or sales tactics that conflict with team objectives.
Solution: Redirect focus by tying personal sales performance to broader company achievements and providing structured incentives.

Steps for Proactive Management

Set Clear Expectations
Define role-specific responsibilities, policies, and goals during onboarding and reiterate them regularly.
Leverage Data
Use CRM tools and performance analytics to identify behavioral patterns and address issues early.
Engage in Regular Communication
Frequent check-ins can uncover unspoken challenges and reinforce a culture of transparency.
Invest in Training
Continuous education can mitigate skill gaps and foster adaptability to new sales strategies.
Know When to Escalate
If coaching and corrective actions fail, consider reassigning or transitioning the individual to a different role.

The Consequences of Ignoring Hard-to-Manage Sales Personnel

Failing to address issues with hard-to-manage sales personnel can have a ripple effect across the entire sales team. Unchecked behaviors not only hinder individual performance but also erode team morale, disrupt workflows, and jeopardize company objectives. Below are the most significant downsides of delaying action:

1. Declining Team Morale

When managers ignore problematic behaviors, other team members often feel frustrated and undervalued.

Impact: High-performing salespeople may perceive management as ineffective, leading to decreased motivation and eventual turnover.
Why It Matters: A single disruptive salesperson can demoralize the group, especially if their behavior goes unpunished or overlooked.

2. Productivity Losses

Unaddressed issues can result in bottlenecks, missed opportunities, and reduced overall team productivity.

Impact: Team members may need to pick up the slack, diverting focus from their own accounts or responsibilities.
Why It Matters: Productivity imbalances create resentment, particularly when top performers see others getting away with poor effort or insubordination.

3. Erosion of Team Cohesion

Hard-to-manage salespeople often resist collaboration, which can disrupt the flow of communication and teamwork.

Impact: Projects requiring cross-team collaboration may suffer, leading to inefficiencies and missed sales opportunities.
Why It Matters: Sales teams thrive on synergy, and one member’s refusal to cooperate can derail group efforts.

4. Undermining of Managerial Authority

When managers fail to act decisively, their authority and credibility can be called into question.

Impact: Other team members may start ignoring directives, assuming there are no consequences for noncompliance.
Why It Matters: Effective leadership requires trust and respect. Allowing insubordinate behavior erodes both.

5. Increased Turnover Among High Performers

Top-performing salespeople are often the first to leave when dysfunction becomes pervasive.

Impact: Replacing experienced, high-achieving team members can take months and cost significant resources.
Why It Matters: Retaining top talent is essential for sustaining sales momentum and achieving revenue goals.

6. Dilution of Company Culture

Allowing problematic behaviors to persist sends the message that company policies and values are optional.

Impact: A culture of accountability and excellence may give way to one of complacency and disregard.
Why It Matters: Company culture shapes employee engagement, retention, and external reputation.

7. Missed Revenue Targets

Salespeople who refuse to adapt to company strategies often underperform, leading to missed opportunities and lost revenue.

Impact: Persistent underperformance by one or more team members can cause the entire team to fall short of quotas.
Why It Matters: Revenue shortfalls directly affect budgets, bonuses, and overall business growth.

Proactive Management is Critical

Ignoring hard-to-manage salespeople often leads to greater problems over time. By addressing behaviors early, managers protect team morale, maintain productivity, and uphold company values. While these conversations can be difficult, taking swift action fosters a culture of accountability and prevents widespread disruptions.

Conclusion

Managing hard-to-manage sales personnel requires vigilance, empathy, and structure. By identifying warning signs and implementing proactive strategies, managers can reduce disruptions and align their team with company objectives. Difficult salespeople who cannot or will not adapt may not be suited for corporate sales roles, but with the right approach, many performance issues can be resolved.