Charlie couldn't cut it! When I assumed the job as manager of the New Orleans District, my superior told me not to make any sudden moves. It takes at least a year to evaluate the...

Robert J Samples Loc: Round Rock, Texas

When I assumed the job as manager of the New Orleans District, my superior told me not to make any sudden moves. It takes at least a year to evaluate the performance of all the salesmen first. After that, then I was free to determine for myself whether anyone should be replaced.

It wasn’t long before I had a good idea of who was my top performers, the rest of the pack, and a few whom I should replace. The first and foremost case was Charlie. He had been the hospital representative for Charity Hospital, a 1,000-bed hospital in between the L.S.U Medical School and Tulane Medical School.

The problem was there was no good way to evaluate his performance in this position. In fact, it was hard to determine if he went to work at all. The former district manager had finally moved Charlie out of the hospital representative’s job to another position that could be readily evaluated.

As far as I could tell, he wasn’t measuring up to any reasonable standard there.
One of my first moves was to have Charlie attend a refresher training course. I was not sure he clearly understood how and what his job was and how to meet his budget. Next, he said he needed to have a territory where he could take his daughter to school every day. So, I arranged to switch another salesman and Charlie to accommodate his need. It wasn’t required but I was trying to make it possible for him to be productive.

In one case, we had a new antibiotic. Charlie had always been abused and put down by one dermatologist who could have been a big subscriber for this antibiotic. I asked Charlie to let me know when he planned on calling on that doctor. I wanted to go and make the presentation because while we never argue or attempt to put down a doctor, there are methods where you hold your own in the discussion.

We did make the call and every time the doctor made an objection, I turned it around by quoting third-party evidence to support our case. Afterward, I told Charlie you do not have to be a whipping dog if you know your products.

Now, as our management protocol required, I was recording all this because if I did terminate Charlie, I had to have a solid case and all the reasons why the decision was made. One other problem was each year at the salary review, I could not recommend giving Charlie a raise.

Unfortunately, it was years of high inflation, and he was slipping further and further behind.
Finally, I spent more time with Charlie on average than any other of my salesmen, hoping that he might get the message and wake up.

We were in a clinic waiting to see the medical staff and in a normal conversation, Charlie said, “I just give up, I am not able to handle this situation”. Or words to that effect. When he said that, it was over as far as I was concerned. I had gone out of my way to do whatever was necessary to help him fit in, but if he gave up and quit trying, there was nothing else I could do.

It was a short while before the annual salary review. When I had my meeting with the national sales manager, my regional manager, when Charlie’s name came up, I said I recommend that he be terminated! Since Charlie had been a salesman for a long period of time, we expected to have a lawsuit filed against me and the company. There was no question that I was not held in high esteem by Charlie for all my attempts to salvage him.

However, it wasn’t long before Charlie got a job as a salesman of one of the largest Ford dealerships in New Orleans. There he could easily see whether he was doing a good job or not, by the number of cars he sold. He told one of my other salesmen that he was a lot happier and was making money! Now my reputation did not improve at all, but it was the correct thing to do. Just Sayin…RJS

bknecht Loc: Northeast pa

Robert J Samples wrote:

When I assumed the job as manager of the New Orleans District, my superior told me not to make any sudden moves. It takes at least a year to evaluate the performance of all the salesmen first. After that, then I was free to determine for myself whether anyone should be replaced.

It wasn’t long before I had a good idea of who was my top performers, the rest of the pack, and a few whom I should replace. The first and foremost case was Charlie. He had been the hospital representative for Charity Hospital, a 1,000-bed hospital in between the L.S.U Medical School and Tulane Medical School.

The problem was there was no good way to evaluate his performance in this position. In fact, it was hard to determine if he went to work at all. The former district manager had finally moved Charlie out of the hospital representative’s job to another position that could be readily evaluated.

As far as I could tell, he wasn’t measuring up to any reasonable standard there.
One of my first moves was to have Charlie attend a refresher training course. I was not sure he clearly understood how and what his job was and how to meet his budget. Next, he said he needed to have a territory where he could take his daughter to school every day. So, I arranged to switch another salesman and Charlie to accommodate his need. It wasn’t required but I was trying to make it possible for him to be productive.

In one case, we had a new antibiotic. Charlie had always been abused and put down by one dermatologist who could have been a big subscriber for this antibiotic. I asked Charlie to let me know when he planned on calling on that doctor. I wanted to go and make the presentation because while we never argue or attempt to put down a doctor, there are methods where you hold your own in the discussion.

We did make the call and every time the doctor made an objection, I turned it around by quoting third-party evidence to support our case. Afterward, I told Charlie you do not have to be a whipping dog if you know your products.

Now, as our management protocol required, I was recording all this because if I did terminate Charlie, I had to have a solid case and all the reasons why the decision was made. One other problem was each year at the salary review, I could not recommend giving Charlie a raise.

Unfortunately, it was years of high inflation, and he was slipping further and further behind.
Finally, I spent more time with Charlie on average than any other of my salesmen, hoping that he might get the message and wake up.

We were in a clinic waiting to see the medical staff and in a normal conversation, Charlie said, “I just give up, I am not able to handle this situation”. Or words to that effect. When he said that, it was over as far as I was concerned. I had gone out of my way to do whatever was necessary to help him fit in, but if he gave up and quit trying, there was nothing else I could do.

It was a short while before the annual salary review. When I had my meeting with the national sales manager, my regional manager, when Charlie’s name came up, I said I recommend that he be terminated! Since Charlie had been a salesman for a long period of time, we expected to have a lawsuit filed against me and the company. There was no question that I was not held in high esteem by Charlie for all my attempts to salvage him.

However, it wasn’t long before Charlie got a job as a salesman of one of the largest Ford dealerships in New Orleans. There he could easily see whether he was doing a good job or not, by the number of cars he sold. He told one of my other salesmen that he was a lot happier and was making money! Now my reputation did not improve at all, but it was the correct thing to do. Just Sayin…RJS

When I assumed the job as manager of the New Orlea... (show quote)

It appears you did all you possibly could RJS and in the end it worked out for Charlie. Job well done.

Robert J Samples Loc: Round Rock, Texas

Yes, I believe I did. Charlie will always think of me as a horses ass, but I tried all within my power to salvage him. Just Sayin...RJS

HenryG Loc: Falmouth Cape Cod Massachusetts

Robert J Samples wrote:

When I assumed the job as manager of the New Orleans District, my superior told me not to make any sudden moves. It takes at least a year to evaluate the performance of all the salesmen first. After that, then I was free to determine for myself whether anyone should be replaced.

It wasn’t long before I had a good idea of who was my top performers, the rest of the pack, and a few whom I should replace. The first and foremost case was Charlie. He had been the hospital representative for Charity Hospital, a 1,000-bed hospital in between the L.S.U Medical School and Tulane Medical School.

The problem was there was no good way to evaluate his performance in this position. In fact, it was hard to determine if he went to work at all. The former district manager had finally moved Charlie out of the hospital representative’s job to another position that could be readily evaluated.

As far as I could tell, he wasn’t measuring up to any reasonable standard there.
One of my first moves was to have Charlie attend a refresher training course. I was not sure he clearly understood how and what his job was and how to meet his budget. Next, he said he needed to have a territory where he could take his daughter to school every day. So, I arranged to switch another salesman and Charlie to accommodate his need. It wasn’t required but I was trying to make it possible for him to be productive.

In one case, we had a new antibiotic. Charlie had always been abused and put down by one dermatologist who could have been a big subscriber for this antibiotic. I asked Charlie to let me know when he planned on calling on that doctor. I wanted to go and make the presentation because while we never argue or attempt to put down a doctor, there are methods where you hold your own in the discussion.

We did make the call and every time the doctor made an objection, I turned it around by quoting third-party evidence to support our case. Afterward, I told Charlie you do not have to be a whipping dog if you know your products.

Now, as our management protocol required, I was recording all this because if I did terminate Charlie, I had to have a solid case and all the reasons why the decision was made. One other problem was each year at the salary review, I could not recommend giving Charlie a raise.

Unfortunately, it was years of high inflation, and he was slipping further and further behind.
Finally, I spent more time with Charlie on average than any other of my salesmen, hoping that he might get the message and wake up.

We were in a clinic waiting to see the medical staff and in a normal conversation, Charlie said, “I just give up, I am not able to handle this situation”. Or words to that effect. When he said that, it was over as far as I was concerned. I had gone out of my way to do whatever was necessary to help him fit in, but if he gave up and quit trying, there was nothing else I could do.

It was a short while before the annual salary review. When I had my meeting with the national sales manager, my regional manager, when Charlie’s name came up, I said I recommend that he be terminated! Since Charlie had been a salesman for a long period of time, we expected to have a lawsuit filed against me and the company. There was no question that I was not held in high esteem by Charlie for all my attempts to salvage him.

However, it wasn’t long before Charlie got a job as a salesman of one of the largest Ford dealerships in New Orleans. There he could easily see whether he was doing a good job or not, by the number of cars he sold. He told one of my other salesmen that he was a lot happier and was making money! Now my reputation did not improve at all, but it was the correct thing to do. Just Sayin…RJS

When I assumed the job as manager of the New Orlea... (show quote)

I woudn't go there to buy a Ford. What more could you have done I hope your not worried that you could have done something else Mr Samples 🇺🇸🙂👍

Robert J Samples Loc: Round Rock, Texas

HenryG wrote:

I wouldn't go there to buy a Ford. What more could you have done I hope you not worried that you could have done something else Mr Samples 🇺🇸🙂👍

Henry G: No, I never worried about terminating Charlie, or anyone else. I did all I could, leaned over backward, and if he didn't, or couldn't respond that was beyond my care or concern. I would have kept trying if he hadn't said he gave up. Just Sayin...RJS

HenryG Loc: Falmouth Cape Cod Massachusetts

Robert J Samples wrote:

Henry G: No, I never worried about terminating Charlie, or anyone else. I did all I could, leaned over backward, and if he didn't, or couldn't respond that was beyond my care or concern. I would have kept trying if he hadn't said he gave up. Just Sayin...RJS

Your a good man Mr Samples 🇺🇸🙂👍

Kerry Hansen Loc: Bremerton, WA

Robert J Samples wrote:

When I assumed the job as manager of the New Orleans District, my superior told me not to make any sudden moves. It takes at least a year to evaluate the performance of all the salesmen first. After that, then I was free to determine for myself whether anyone should be replaced.

It wasn’t long before I had a good idea of who was my top performers, the rest of the pack, and a few whom I should replace. The first and foremost case was Charlie. He had been the hospital representative for Charity Hospital, a 1,000-bed hospital in between the L.S.U Medical School and Tulane Medical School.

The problem was there was no good way to evaluate his performance in this position. In fact, it was hard to determine if he went to work at all. The former district manager had finally moved Charlie out of the hospital representative’s job to another position that could be readily evaluated.

As far as I could tell, he wasn’t measuring up to any reasonable standard there.
One of my first moves was to have Charlie attend a refresher training course. I was not sure he clearly understood how and what his job was and how to meet his budget. Next, he said he needed to have a territory where he could take his daughter to school every day. So, I arranged to switch another salesman and Charlie to accommodate his need. It wasn’t required but I was trying to make it possible for him to be productive.

In one case, we had a new antibiotic. Charlie had always been abused and put down by one dermatologist who could have been a big subscriber for this antibiotic. I asked Charlie to let me know when he planned on calling on that doctor. I wanted to go and make the presentation because while we never argue or attempt to put down a doctor, there are methods where you hold your own in the discussion.

We did make the call and every time the doctor made an objection, I turned it around by quoting third-party evidence to support our case. Afterward, I told Charlie you do not have to be a whipping dog if you know your products.

Now, as our management protocol required, I was recording all this because if I did terminate Charlie, I had to have a solid case and all the reasons why the decision was made. One other problem was each year at the salary review, I could not recommend giving Charlie a raise.

Unfortunately, it was years of high inflation, and he was slipping further and further behind.
Finally, I spent more time with Charlie on average than any other of my salesmen, hoping that he might get the message and wake up.

We were in a clinic waiting to see the medical staff and in a normal conversation, Charlie said, “I just give up, I am not able to handle this situation”. Or words to that effect. When he said that, it was over as far as I was concerned. I had gone out of my way to do whatever was necessary to help him fit in, but if he gave up and quit trying, there was nothing else I could do.

It was a short while before the annual salary review. When I had my meeting with the national sales manager, my regional manager, when Charlie’s name came up, I said I recommend that he be terminated! Since Charlie had been a salesman for a long period of time, we expected to have a lawsuit filed against me and the company. There was no question that I was not held in high esteem by Charlie for all my attempts to salvage him.

However, it wasn’t long before Charlie got a job as a salesman of one of the largest Ford dealerships in New Orleans. There he could easily see whether he was doing a good job or not, by the number of cars he sold. He told one of my other salesmen that he was a lot happier and was making money! Now my reputation did not improve at all, but it was the correct thing to do. Just Sayin…RJS

When I assumed the job as manager of the New Orlea... (show quote)

Not easy to take another persons lively hood into your hands.