SKILL


How to Improve Selling Habits LAINE CHROUST EHMANN


Louis McKelvey remembers “Joe” well. After eight years of solid performance with a laboratory supply company headquartered in Atlanta, Joe had been promoted from his position as a territory salesperson to key account salesperson working with hospitals and labs.


Soon after Joe assumed his new role, McKelvey, his manager, began to get complaints from customers. “He was always breaking appointments,” ex-


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plains McKelvey. The customers were outraged by Joe’s lack of respect and let McKelvey know it.


McKelvey used a variety of devices


to address the problem. He talked with Joe, who offered every excuse in the book. When things didn’t im- prove, McKelvey made Joe show him his date book each week. And, when customers still complained, he had Joe put all his contacts into ACT and synchronize it with McKelvey’s calen- dar every day. But nothing worked. “He’d just say he forgot about it,” says a bewildered McKelvey. “And this was a guy who had made Presi- dent’s Club the year before!” After a few months and more irate custom- ers, McKelvey realized Joe had to go. Even now, Joe’s behavior baffles


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