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May 02, 2006

Comments

Jon Pietz

I think Solomon should meet with each of his team members and begin by telling them how proud he is that they are the sales leaders within the company. He should impress upon them that they have an oppportunity to assume leadership roles within the company by mentoring and sharing their expertise with other members of the sales organization, and by playing highly visible roles at company events.

At the same time, Solomon should speak to Victor Price, his boss and ask that the most senior, and active members of his team be considered first for promotions to coveted posts within the National organization when they become available, so they can be recognized for their accomplishments and share their expertise in a formal role. When those who are not only top salespeople, but good team players are promoted, it will send a message to everyone in Solomon's team (and others throughout the company) about the value of inclusion and participation.

Over time this strategy would also allow Solomon to build a strong political base throughout the company that would help him achieve his own career objectives.

taahir omar

if a salesman was hired to socialise and not make sales then the company is more focused on social conflict then on making money,and thats all a salesman concern should be

Phil Giggie

Great issue - one that is in front of us often.

The ability of upper management to see beyond the personality quirks of individuals within one division is exasperated by the success experienced therein.

There appears to be a generational issue, noting that the Solomon team needed "seasoning" (in other words ... ("grow up"), but the energy of the Solomon team is obviously transferred to clients and sales rather toward corporate events!

Solomon may be guilty of speaking poorly of corporate policies and leadership to the team, which would not be wise, but he definitely has given his team the freedom to concentrate on sales and marketing rather than politics.

If I were Pierce, I would tell Solomon that I want his team to put together a workshop or open forum to let the other teams in on the secrets of their success.

One underlying issue may be envy. A leader who cannot motivate all members of the team to perform to the level of a select few may need to conclude the other managers could learn from Solomon's success.

Phil Giggie

Will Dettmering

Will Dettmering, CBA
Dettmering Consulting

This is an "all too real" senario one would find at a large to mid-sized national company. I experienced this vary senario when I was a Sales & Marketing Manager for an automotive manufacturing company. The sales manager was unhappy with the "attitude" of the highest performing region.

Although I simpathized with the regional manager, I recognized the concerns that the national sales manager was stressing. He was trying to prevent a schism in his sales organization.

Using my solution...

Solomon should offer to do exchanges with people in his region with other regions throughout the company. This way, Price could see if the performance picks up at the other regions and greater inclusion is expressed by the staff of the western region.

It is folly to believe that we can coerce a group to act more inclusionary when they truly don't feel like a part of the company.

They have performed to set themselves apart from the average. Therefore, retask them to raise company-wide average performance!

If resistance is met by the other regions. Perhaps this may refocus Price's view of where problems truly lay?

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