Early in my career I thought I would never want the responsibilities of becoming a sales manager. The stress from the activity and decisions I was required to make as a salesman seemed overwhelming. As I matured, those daily tasks became less challenging and I found myself ready for a larger platform. To my surprise, before I could ask, I was offered and accepted a job as a Zone Sales Manager covering the Southeastern quadrant of the US.
Almost immediately after I assumed my new managerial position, I found the job came with certain personnel issues. Specifically, two of my eight sales reps did not appear to be team players. One was prompt with his correspondence, but lacked communication skills. His response to the success of others was to boast of his own opportunities rather than offer his colleagues congratulations. Unfortunately, he also was not closing business. The second rep was aloof. He missed important meetings and did not pay attention to the details of the business. His itinerary never matched his actual travel plans.
In his book, The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues, Patrick Lencioni, postulates that to succeed in a work place one must be a team player. Businesses have the best advantage over their competitors when their leaders are able to identify and hire people who work cooperatively.
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