How to Manage Tenured Sales Reps

Having experienced sales professionals on your team can be a blessing. The reason is obvious. They have the knowledge, the confidence and the expertise to do the job and bring in more business. With years of practice under their belt, tenured sales reps know how to prospect, approach and pre-qualify potential buyers, give winning presentations and close deals. They rely on proven strategies that served them well in the past and enabled them to generate hefty profits for their organization. In fact, many of them played an integral part in building their company and contributing to its success. They showed loyalty and proved their worth over and over again, which should never be taken for granted by sales executives.

However, some sales managers and executives don’t realize that with experience come challenges. These challenges cannot be swept under the rug and should be addressed as soon as possible before snowballing into a crisis. In most cases, long-term performers are reluctant to get out of their comfort zone, embrace change or subscribe to a new sales philosophy, which makes them a liability rather than an asset. Some of them seem to be intimidated by new technologies. Others may be put off by the prospect of working under new leadership. If they start slacking off, falling behind or losing interest in their job, it may set the wrong tone for the rest of the team and worsen staff morale. What’s more, resistance to change, a “know-it-all” attitude and an old way of thinking may lead to serious disagreements with the management and result in stalemate.

In this article we discuss common misconceptions on managing a high performance sales team and provide specific suggestions on how to manage, retain and motivate long-term sales reps, avoid potential confrontations, and benefit from their enormous expertise, talents and capabilities.

Misconception #1: A high level of experience equals a high level of performance

Not true. Just because Tim, the tenured sales rep posted great numbers five years ago doesn’t necessarily mean his current sales performance is up to snuff.

Here is the double-edged sword. Sales managers tend to hold tenured reps to a higher standard yet often overlook them when it comes to training, coaching or other sales performance initiatives.

When was the last time Tim was observed? How long ago was a ride-along conducted or a sales call critiqued? Is he still generating the sales he used to? Sales managers can be guilty of thinking: Oh, Tim knows what he’s doing, I don’t need to waste my time boring him with some of this stuff… The resulting problem is that managers don’t invest the same ongoing coaching efforts that they would with a more inexperienced rep. Yet they expect better results.

Instead of making assumptions, sales managers would be better off making a point to invest time with each of their reps. This is not to say tenured reps will require the same amount of coaching as a new rep, but the more established group should certainly not be ignored. Some managers may feel that they’re showing respect to tenured reps by not keeping tabs on them, but, in actuality, lack of attention and accountability can easily lead to complacency, which leads us to our next misconception…

Solution: If the spark is gone, find ways to reignite the fire

Top-performing sales executives tend to come up with creative incentives to encourage new behaviors and a new way of thinking among long-term employees. What can you do to “rejuvenate” their spirit and reawaken their enthusiasm? Spend some time brainstorming and ask yourself the following questions:

1. How do you encourage them to explore new technologies? And what is the best way to communicate the value and importance of new technical solutions available to them?
2. Can you increase sales commissions if they implement new behaviors and new strategies? By how much?
3. Would it be possible to revise your compensation plan for long-term sales reps and offer additional perks, incentives and rewards?

Here is what they need to know: Will it make their lives easier? Will it help them get the job done faster, save time and earn more money? If they can clearly see the advantages of upgrading their skills, they may be willing to overcome their fear of technology and get up to speed.

Misconception #2: Tenured sales reps don’t need sales training

There are two issues with this one:

1. Even the most experienced sales rep needs sales training.
2. Sales training reinforcement and reapplication of the core fundamentals are equally important to any sales professional, regardless of experience level. As touched on in the misconceptions above, no matter how good the perceived performance of a tenured salesperson, there is always room for improvement. And at the core of any advanced skill set are solid fundamentals. Therefore, it stands to reason that higher performing salespeople are not more advanced, they simply execute the fundamentals better. In fact, the top performers in the world excel at the basics.

Bottom line: Tenured and top-performing sales reps are extremely valuable members of any sales team, but just like with any performer, they need training, validation, reinforcement, and encouragement to stay at the top of their game. As a Sales Manager, this responsibility and these decisions rest on your shoulders. Use the power wisely!

Solution: It is never too late “to teach an old dog new tricks”

There is a lot you can do to stimulate new behaviors, thoughts and ideas. Set the bar higher, introduce new performance standards and help your “veterans” refresh their action plan. Regularly organize staff meetings and one-on-one coaching sessions where you can discuss new cross-sell and up-sell strategies, engage in role playing, test a novel approach, and offer constructive feedback. These activities should NOT be reserved only for the rookies. Monthly, weekly or bi-weekly training and reinforcement sessions are equally beneficial to long-term employees. You may even consider the possibility of introducing a few advanced courses, specifically designed for tenured sales reps.

If you are in the process of implementing a new CRM, make sure everyone knows how to use it. Review key features and clearly explain to each sales rep (veterans and new hires alike) how to create new opportunities, keep track of details, stay organized and manage contacts. Some older sales reps may require more time to wrap their minds around the new system.

While introducing a new approach, procedure or behavior, ensure that every sales professional knows exactly what is going on and plays by the same rules. Everyone should be fully committed to changes taking place at your organization. It will create peer pressure and even prompt some of the most obstinate individuals to get on board.

Misconception #3: Tenured entitlement comes with the territory

Not so. This can and should be avoided at all costs.

Tenured entitlement refers to when a rep has been granted some sort of “special” status based on past performance or perhaps on a relationship with management. This special status often means the rep is no longer held to the same standards as the rest of the sales team…and this is where favoritism from management can lead to backlash from team members.

It’s not difficult to see the issues that arise from this situation. Those reps without special treatment start to wonder why they have to do things that the “special” guy doesn’t. It can also be damaging to new reps that witness this dynamic and become discouraged that their hard work is not rewarded with attainment of a similar status.

As a manager, you must first realize if you’ve encouraged or enabled this behavior, and second, you must fix it. Try starting with motivation. If you are showing favoritism, it’s likely that you have a good relationship with “special” team members. Sit down and be frank with them – but not offensive. Explain that you count on them for various reasons, but you’d like to see the whole team improve – including them. Ask what would motivate them to boost their personal performance. You may be surprised by their response.

The point is, as management, part of the job is to consistently encourage and expect the best from every member of your team. Reward exceptional performance accordingly; but then move on and set the same high expectations again for everyone the next month.

Solution: Find the time to laud their accomplishments

When it comes to long-term and high-performing sales professionals, don’t spare the praise. Publicly acknowledge their new achievements and share their success stories with everyone on your sales team. Don’t forget to mention that it’s not only the industry experience that keeps them going; staying current on new trends, strategies and technologies is what enables them to reach new heights, year after year.

Your veteran sales reps worked very hard to get to where they are. What’s more, many of them have made a lot of sacrifices to help you grow your business. After years with your organization, they don’t want to feel invisible, neglected and ignored. Give them the attention and recognition they deserve, without taking anything for granted or fully focusing on new hires. While hand-holding is no longer necessary, let them know that their presence is essential to your company’s success. Sometimes, a little bit of that can go a long way.

Bottomline: If you want to stay competitive, always take the time to re-evaluate your long-term sales reps. Provide the tools, training and reinforcement they need to stay on top of things. Make sure they are aware of all the new trends and technologies emerging in the market and continue to sell with the same amount of passion and intensity. Oftentimes, it is an advantage to have tenured sales reps working for you. The other side of the coin is that the old strategies may no longer have the same impact. Therefore, your job is not only to show your appreciation for their input and hard work, but also train, educate and encourage them to brush up on their skills and embrace change.

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