How To Deal With Conflict

It is disagreeable to have any form of conflict within your sales team, but it is also inescapable. Managing conflict in a sales team is a valuable quality of a sales manager and is a subject covered on many leadership-training courses.  

It is impossible to avoid friction, but it is feasible to control it by trying to create a pleasant working environment, in which sales people are better equipped to perform and succeed.


Determine who cannot get on with whom

The following questions can support you in determining this:

“What are you angry about?” - question about the subject matter.

“What brought this about?” - question about the origins.

“What do you suggest we do?” - question about where to go from here.


Proceed in a goal-oriented manner

A common goal is an obligation. By committing your sales people to a common, constructive goal, you are giving a positive turn to the discussion. Put an end to the “negative part”.

Common goals include evenhandedness, affiliation, avoiding superfluous anger and smooth co-operation.


Take time to deal with conflict

If a sales person is under pressure when negotiating, the client will sense that they are rushed and jumpy and it will look bad. Only continue with negotiations if your sales people have enough time. Conflicts can only be dealt with acceptably in a relaxed atmosphere.


Never take sides

Sales people who complain to you about one of their colleagues expect you to agree with them. However, remain neutral even if you consider that the person being criticised is, indeed, in the wrong. For you, as a sales manager, this means: listening, verifying, observing, and acting. Good communications skills as taught on leadership training courses are required in these situations.

Whether it takes place in public or not every conflict has consequences.

If both parties involved in the conflict prevail over the problem in such a way that both benefit from the solution, it will strengthen their relationship and make them more willing to seek a (joint) solution the next time conflict arises. If the conflict ends in the defeat of one of the sales people, it is easy to imagine that the person who has not come out on top this time will wait for an chance to “get his own back”.


How do you deal with complaints?

Listen
Let the person making the complaint “get everything off their chest.”
Do not make any rash comments.
Consider your own competence, but do not shirk responsibility.

many a complaint has been defused by sympathetic listening.

Verify
Clarify the facts as they stand.
Listen to the view of others involved.
Try to ascertain the actual cause of the complaint.

Verifying the facts of the case often leads to a resolution of the conflict.

Observe
Establish the effect the action has had.
Check that the cause of the complaint has been cleared up.
Check that the complainant is satisfied.

Consider how it would be possible to avoid similar incidents in the future.

Carefully pursuing the matter is the best prevention of further complaints.

Act

If a solution is possible:
Take the necessary measures.
Notify the complainant of the measures you have taken.

If a solution is not possible at the time:
Explain the reasons for this and try and relieve the situation.

If the complaint proves to be unjustified:
Explain this and try and make the complainant see sense.

Well-considered measures are the best way of removing the causes and origins of complaints. The harmony of a sales team rests the ability of the management to deal with conflict. Attending a leadership-training course can develop these skills.

Return to Leadership Article Index 

Testimonials