Navigating Team Dynamics: How to Handle Ego Clashes Between High-Performing Employees?

Dear Seniors, I am working in a mid-sized IT Company as an HR Manager. We have recently promoted a salesperson to the position of Sales Manager. Our sales team consists of 4 members, all of whom are now required to report to the new Sales Manager. However, an issue arose when one of the sales executives expressed his reluctance to report to the new manager after just 1 month. It has been brought to our attention through sources that this particular sales executive is not a team player and is finding the reporting structure challenging as the new Sales Manager has his own distinct working style. The Sales Manager prefers working in accordance with the company's processes, rules, and regulations.

The Sales Manager is perceived as being firm and strict with his team members, leading some to view him in a negative light and label him as arrogant following his promotion. Both individuals are high performers, and we are keen on retaining both of them. However, a decision in favor of one may lead to hurt egos and potentially result in resignation from the other party.

I would greatly appreciate any assistance in resolving this matter.

Regards, Divya

Dear Divya, please call the newly promoted Sales Manager and inform him of the present scenario. Instruct him to be a little bit lenient towards the senior and efficient salesmen and to maintain a cordial relationship with his subordinates without any clashes or harsh talks.

Simultaneously, call the aggrieved salesperson to discuss what went wrong and the intentions of the newly promoted Sales Manager in issuing instructions to follow the rules and regulations. Clearly instruct the salesperson to comply with the rules for the benefit of the company. Explain that next year, he may also become a Sales Manager, and in that situation, he should consider what will be on his mind.

Further, clarify that the purpose of discussing this case is solely for counseling and not as any disciplinary or administrative action against anyone.

Our intentions behind these activities are solely to safeguard the interests of the company and not to address any personal grievances.

Remember to approach this with empathy rather than sympathy towards any staff.

All the best, Divya

Dear Bhaskar, Thank you for your response. I have already spoken to both individuals. However, I have never seen the Sales Manager behave in an improper way with anyone. He is someone who wants everyone to succeed in their careers and serves as a great mentor and motivator. His team members also hold him in high regard.

I attempted to discuss the matter with the Sales Executive, but he remains adamant about not reporting to the Sales Manager. Our management is reluctant to lose him, so we are unable to make any harsh decisions.

Regards,
Divya

I agree with what Bhaskar said. It generally happens whenever any changes take place; it will be normal after a few days. You should try to have a word with all of them and make them understand. Being a middleman, we have to treat everyone accordingly so that no one is hurt with their ego. If we see the other side of the coin, the relationship that starts with some conflict can become a good relationship in the end.

Steps to Address Reporting Issues in Sales Team

Step 1: Go with the executive who does not want to report to the Sales Manager:

- Provide a format to the executive to evaluate his boss on both positive and negative work as well as behavior aspects.
- Make him report the incidents that prompted him to decide to resign.
- Ask him to provide a win-win solution in an unbiased manner, based on the narration.

Step 2: Repeat the above process with the Sales Manager.

Step 3: Analyze both the reports and probe the facts:

- If the findings reflect false or manifested issues, the executive needs counseling and a forewarning of action if repeated again without any valid reason.
- Advise that any grievance be brought to the notice of HR, and start collecting feedback on a routine basis from all employees regarding their subordinates and vice versa.
- Based on the feedback, you can initiate counseling sessions or a training program.
- If the Sales Manager is found wanting in areas such as maintaining team discipline or spirit, exhibiting ego, involving in personal criticism rather than addressing core or related issues with basic facts, failing to bring commitment in his team, the Sales Manager needs to address these issues and understand that managing people is managing their hearts. In any organization, 90% of the employees leave because they do not like or appreciate their bosses on functional as well as personal behavior. (Fact: One cannot find a suitable boss, subordinate, organization, or opportunity. It lies in our ability to make things suitable to us in the interest of our own self. When I am suitable for any situation, I make my organization more acceptable and face any challenges. As an HR personnel, you need to bring such culture. Work on it.)

Winning through the heart is easier than hate; hence, management is more personal than technical. (The freedom movement won with hearts and not by managerial skills.)

Hope you get a solution.

Regards,
T V N Murthy Trefoil Pharmaceuticals (P) Ltd Ahmedabad [Phone Number Removed For Privacy Reasons]

Proposed Solution for Team Harmony

Send both of them together on an outstation training program focused on sales. One such program is shortly being organized in Pune. This action will definitely help reduce differences between them.

Regards,

Cases like yours happen in many companies nowadays, and this is one reason why management, when they promote someone in sales to a higher profile, tends to change his/her location. This is done to make sure employees who have been working with him in the same team don't get their ego hurt when they have to report to his ex-peer. As you are aware, in sales, team leaders have to be a little tough and process-oriented; otherwise, the company has to compromise its professional standards and sales processes. Moreover, prompt reporting and discipline are two major factors that affect sales results.

In your case, if the sales executive is adamant that he wouldn't report to his sales manager when others on the team don't have a problem doing so, then you have to analyze the entire situation again. I think it would be better to have individual sessions with all the sales executives in your company, starting with Mr. Adamant. Don't include the sales manager in the talks. Talk to everyone and find out how they feel about the company, job, and their new boss. This can also be considered as your sales manager's performance feedback from his team (you can be sure you have made the right decision in promoting him). Analyze the information from all the team members and then come to a conclusion regarding the sales manager's attitude, working style, and whether it matches your company's system.

If you find any fault with him, take corrective measures. But if you find he is okay and suitable to be a sales manager, then, in my opinion, remove the concerned sales executive from the company. Don't look at the figures he is bringing now or could bring in the future since he can spoil the entire team in a short span of time. Imagine a situation where he doesn't report his figures to his boss on a daily basis, acts disrespectfully to his boss before other team members, demotivates new joiners in the sales team, deviates from processes to get his boss in trouble, and so on.

Never compromise the system for an individual employee since it will spoil your company's work culture, and situations like this can recur in the future as well. Termination is not the perfect action at all times, but in cases like this, it saves the team. Remember, "One rotten apple spoils the whole bunch."

In this situation, the sales manager should give up his ego and try to have a more cordial relationship with the team member. The team member is also a human being. I suggest that you advise your sales manager to show love and affection towards his team member. This will help improve the relationship between them in the near future.

In this situation, the Sales Manager should give up his ego and try to have a more cordial relationship with the team member. The team member is also a human being. I suggest that you advise your Sales Manager to show love and affection towards his team member. This will help improve the relationship between them in the near future.

Regards,
Thamizh

Everyone has presented their best opinions, covering almost everything. I would like to submit my suggestion in a unique way that will help you address such issues with ease in the near future.

Conducting a SWOT Analysis and Competency Mapping

Before promoting an employee to a mid or senior level, you should study all of their skills and talents by conducting a SWOT analysis and competency mapping. Remember, it is not an easy task as you are about to thoroughly evaluate an employee. To do this, you need to understand human psychology (attitude, behavior, etc.). Please remember that succession planning is a crucial tool, but it must be utilized perfectly to yield positive results.

Training Program: High Performance Leader

If you are able to handle this on your own, great; otherwise, please consider organizing a training program titled "High Performance Leader," focusing on team building skills for your sales team, including the Sales Manager. This module will bridge gaps in communication, eliminate misunderstandings and egos, and develop leadership skills in your Sales Manager and team building skills in your sales team. I have implemented this module with my employees, and the results met my expectations. A manager should act as a navigator, motivator, mentor, coach, psychologist, counselor, and more for their team members. Only then can the team succeed in their mission.

I hope your company can invest a small amount and reap significant benefits through your employees.

You need to resolve all issues amicably and help your employees maintain a positive mental attitude. You can do it if you believe in yourself.

I hope my suggestion stands out from the rest.

Wishing you good luck.

With profound regards,

Leadership Dynamics in Sales Team

The new Sales Manager will be supported by his staff, but this does not mean a Sales Executive is wrong. The Sales Executive may be better than the new manager but is underestimated. A better job profile with leadership capability should be designed for the Sales Executive. This is not about ego clashes but a fight for a leadership role.

Regards

It happens when a person in the same group is promoted to a Lead role. They carry forward the old feelings. The Sales Manager too could have gone through some Leadership Training. Also, furnish the team members in a private chat on how the Salesperson is promoted to Sales Manager in terms of results and goal achievements that he had shown in his track. I mean the criteria of promotion by the company rules could be transparent to the Sales Team members. The bottom line is achievements, but not at the cost of Team Integrity and Organizational spirits. Hence, both need to go through counseling by leaving ego.

1. Ask the Sales member what he likes and what he doesn't like in the new Sales Manager. Compare these with the old Sales Manager and check whether these are true or not.

2. See that there is a common training program for the entire team away from the work spot.

3. At the end of training, see that both understand each other and share the expectations. Many times expectations set the team spirit off the track.

4. A common coach while counseling can talk in perspective of Organizational growth instead of personal goals.

5. Changing the team is the last resort, and both need to pay for their ego imbalances that should accept the new team.

6. HR can handle Change Management by using Empathy instead of Empowerment.

Thanks,

Ashok

Issue with Sales Executive Reporting

It is noted that the sales executive, after one month, says that he does not want to report to the new manager. Please check what happened in this one month between the manager and the sales executive, determine what went wrong, and analyze the situation with the help of other members.

Regards,
V. Murali

I have observed a similar problem in my organization where a particular employee is not ready to report to a new manager appointed by the boss. The boss instructed each employee to report to her for any concerns. However, this specific employee informed the boss individually that he would not report to her. The boss left this matter as it was and instructed that employee to report to him instead. At the same time, the boss advised the manager to establish a relationship with that employee. Once a friendly relationship was established, the manager approached the employee to join her team. Now, everything is fine.

Induction into a New Supervisory Role

Induction of an existing person into a new supervisory role in the same team is not only challenging but also difficult, yet not impossible. It must be handled in a subtle manner. The process of this kind of induction should be properly designed, planned, and executed in a timely manner—it should not take over a month. Ideally, it should begin even before the selected person and their colleagues are aware that this change is going to happen. The leader should be given a role to play, and the followers should also have specific objectives to evaluate, focusing on relationship management rather than superiority.

Conflict Management and Group Behavior

Apart from the managed induction process, "Conflict Management/Group Behavior" is a significant issue that requires detailed attention, time, effort, and proper training. Here are some suitable documents that may offer quick assistance to the newly inducted manager. It is crucial to openly support the newly inducted manager in managing the team effectively without causing emotional harm to their subordinates.

Regards,
Vilas
Experienced IT Expert

Challenges of Promoting Within a Sales Team

This is quite a common occurrence when you promote one salesperson out of a group, and that individual becomes the leader of the group. Often, when other group members have similar experience, they refuse to accept the new person as a leader. Probably, the new sales manager was not properly trained before being assigned the new role.

You must train the new sales manager first and make him aware that he can expect such behavior from his colleagues. They still see him as a colleague with whom they have worked as equals. The new sales manager's first job is to establish his leadership within the team, win the confidence and trust of his team members, and then he will be able to get the job done according to his requirements. The answer is to train, train, and train new sales managers before promotion.

Regards,
Amar Bir Singh

Dear Divya, The matter may be resolved by letting both of them talk it out with each other in a closed room. The goal is to resolve the interpersonal issue and focus on sales. The company needs both. Initially, they may not agree to the proposal, but in the interest of the company, they would. The result is always amazing! Differences will be accepted and appreciated! That is what makes organizations and synergies to build upon. Give it a try!

Regards,
Dr. Prakash

I feel you have only two choices before you in a given situation: choose the right one by analyzing both short-term and long-term consequences.

Put your foot down and tell the Sales Executive that we have taken note of your grievance. We have talked and counseled the Sales Manager, but you will continue to report to the Sales Manager and be a cohesive member of the Sales Team. As an organization, we cannot keep you away from the sales team, and you will have to report to the Sales Manager.

Make the Sales Executive report to someone else if it is possible.

Dear Bhaskar, thanks for your response. I have already spoken to both the people, but I have never seen the Sales Manager behave in an improper way with anyone. He is a person who wants everyone to come up in their career, and he is a very good mentor and motivator. His other team members have a good regard for him as well. I tried to talk to the Sales Executive, but he is adamant about his decision not to report to the Sales Manager. My management doesn't want to lose him, so we cannot take any harsh decision.

Regards,
Divya

Dear Members,

I have spoken to both the employees individually, the Sales Manager as well as the Sales Executive. I asked the Sales Manager to change his behavior and be polite with his team members, to which he wholeheartedly agreed. I then spoke with the Sales Executive; he said that he will not report to the Sales Manager and indicated to me that if we force him, he may quit. Now he is being adamant.

Regards,
Divya

Dear Ms. Divya, I knew this would happen. My suggestion is that perhaps you may find a better employee if you lose the adamant Sales Executive. He should be flexible if he wants to progress in his career. For the last time, try to find out why the Sales Executive is behaving adamantly. What are his expectations? Does he have any practical solutions for the current issue? If nothing works out, please replace him rather than spoiling the organizational culture.

With profound regards,

It would be better if the Sales Executive (SE) is assigned to a different team with a leadership role. We should not underestimate an employee; he must be very good at his work and deserves to be in a leadership role. Simultaneously, a Sales Manager can be trained on how to handle such situations in a leadership position.

The matter seems to be quite interesting. We have observed such happenings in most organizations, and the final results are always disturbing for both employers and employees.

In this particular case, it appears likely that the other party, whom you believe to be adamant, needs to leave in the long run despite being an effective team member. The Sales Manager enjoys the advantage of being designated as senior by higher management and is ably maintaining a good rapport with the rest of the teammates. This is enough to prove him worthy of a confirmed stay in the organization compared to the other guy.

The only way left is for the junior to submit and realize the gravity of the situation to avoid being a loser or a rolling stone subsequently. How you succeed in conveying this hard reality and rightly convince him is the million-dollar assignment. Good luck!

Promotion and Management Training

Here the issue is promotion. Whoever has been promoted to the manager level should be sent for management skills and team-building training, where they would learn how to effectively manage a team.

A manager is someone who can lead a team of individuals with varying talents, skills, and attitudes to achieve their assigned goals. They should be capable of handling both talented and untalented, skilled and unskilled, arrogant and obedient team members.

This is just my opinion.

With warm regards,

K.V. Gopala Reddy Soft Skills Trainer

Thank you very much for your suggestions and views. We have tackled the situation by speaking to both employees, and now they have both set aside their egos and started with a fresh beginning.

Regards,
Divya