Roger can’t understand why he keeps losing salespeople. Roger (not his real name) spends from two to four weeks to train new sales reps, only to see them leave just a few months later. He’s frustrated, confused, and exasperated. “They interview well, they say they’re ready to go and can do the job, and then they come aboard and the wheels fall off,” he says. “They start off OK, but after a few weeks on their own they begin to get discouraged. I can see it in their eyes. I try to help them through it, but that takes up a big chunk of MY time. Where are all the good salespeople?” Maybe there’s plenty of good salespeople. Maybe the problem is Roger. Bill Bonnstetter is the CEO of Target Training International, a firm whose expertise is testing and recommending the right people for the right jobs. Bonnstetter believes that a large part of the problem is the mismanagement of sales reps. Bonnstetter spoke at a recent sales conference, where he posed a question to the 100-or-so sales directors and VP’s in attendance: “How many of you have been badly managed at some point in your career?” Nearly every hand went up. “How many of you decided to leave that job because of that bad manager?” Most hands stayed in the air. “Our research shows that over 90% of superior performers have been mismanaged at some point in their careers,” he pointed out. “Most of the time, their first reaction is to leave, and so companies lose great talent every day because of who’s managing them. Look around the room. All of you have since grown into top executive positions… and all of YOU left a previous job because of a lousy manager.” How can managers better prepare for new sales reps? Bonnstetter gives these suggestions: 1. Do away with your job description. “Job descriptions are obsolete in today’s workforce,” he says. Instead, great managers are creating Key Accountabilities. These include things like why the job exists, the knowledge to perform each Key Accountability item, the soft skills and hard skills necessary for superior performance, and the appropriate behaviors to engage in to limit stress on the job. 2. Ask for a two-year commitment upfront. Many people who accept job offers are still unsure of whether or not this job is right for them, and often leave before they’ve given it enough time to click. Bonnstetter’s research reveals that 40% of job applicants have applied for more than 50 jobs during their current search. “It proves that they’re just looking to land somewhere instead of a specific company or position,” he says. “If you ask for two years upfront, most people will give you that two years, and it increases their likelihood of success,” Bonnstetter adds. “It also weeds out those who intended to stay for less than two years.” 3. Prepare the new sales rep’s paperwork and workspace prior to their first day on the job. High producing reps will want to hit the ground running, and will be frustrated if their stuff isn’t ready on Day One. “New reps should never be wasting time filling out paperwork on their first day,” says Bonnstetter. Their desk, phone, computer, business cards, and all the tools they need should all be ready for them when they arrive. 4. Make it clear how and when each rep will be evaluated. “No one can succeed unless they know how you’re keeping score,” Bonnstetter points out. Have a schedule of evaluation, and make sure each rep understands the criteria for success in their position. There’s a right job for everyone, Bonnstetter says, but only 50 to 70% of the people in the workforce today believe they are actually IN their “right” job. If you want to keep your best and brightest sales reps, give them a reason to believe they made the right choice from Day One.