Sometimes, even though you’ve gone through the correct hiring process, and you’ve put them on a proven 45-day road map, a salesperson will still fail. When do you know that it’s time to let that salesperson go?

Early Failures

The first month of employment, or so, is an employee’s honeymoon period. They will never dress better, show up earlier, stay later, speak more articulately or be more proactive than during this time. If you start seeing sloppy behaviors now, like taking long lunches, frequent breaks, not showing up on time or completely ignoring their roadmap assignments, let them loose now. Don’t even bother with a performance improvement plan. Recognize that they’re always going to be sloppy, you’re always going to be frustrated, and you should just move on. We take this EXTREMELY seriously. Miss even one assignment due date (barring major extenuating circumstances), and we let them go.

Now, this harsh policy doesn’t just come out of the blue. When we present an offer letter, we let the employee know how rigid we are about roadmaps. If they can’t take the heat, they should not even enter the kitchen.

Disregard for Training

We run into this issue a lot with seasoned sales professionals who reject training because they believe their past “success” should carry them. They fight to meet with clients early in the process, will completely disregard the books you ask them to read and suddenly spend a lot of time MIA (likely meeting with people they knew from their last job). If they can “prove” themselves by bringing on a client early in the process, they think that you’ll abandon the roadmap and just let them do their thing.

While the early win may feel tempting, this behavior sets everyone up for failure. Ultimately, this type of salesperson will sell something completely out of your standard solution stack and will overpromise what your service team can deliver. Managed Services sales is a unique venture, and if you’re using the CharTec sales process, you’re selling differently than the majority of ho-hum MSPs out there. If a salesperson can’t commit to the training, don’t commit to them.

Lack of Documentation

We firmly believe in documenting sales activities. This is the only way we allow a salesperson to prove that they are still worth their salt even if they don’t meet quota. This includes documenting calls made, networking events attended, lunches planned, first appointments, Discoveries, and presentations made. We have minimum expectations each and every month accounted for within a point system in our PSA. If a salesperson cannot manage to document their activity, we let them go.

Sales vs. Marketing

Any salesperson should be able to generate some of their own leads through networking, canvassin