Dear Stephen,
I’m the VP of Sales for a high-end residential luxury furniture and textile brand with showrooms across the U.S. Most of our sales are handled by our direct sales reps, although in some markets, we partner with high-end decorative showrooms. Before this role, I was a regional sales manager for a contract carpet and tile company, overseeing several major regions. I have experience in both contract and residential sales.
I’ve read your advice on dealing with account hogs—salespeople who monopolize the best accounts and refuse to share them. I’ve encountered my fair share of those in the contract side of the business. However, my current situation is a little different. One of my top-producing salespeople is not an account hog but a prima donna—a diva and a bully.
This individual isn’t territorial about accounts; in fact, he willingly passes on clients to other salespeople when he’s too busy or at capacity. The catch? To earn his favor, you’re expected to “kiss the ring,” so to speak.
Here’s my dilemma: he’s an excellent salesperson with outstanding customer relationships. Clients adore him, and he knows our product inside and out. He’s a master at upselling and has become a significant asset to our business. However, his attitude has shifted as his success has grown. He’s no longer humble, and his behavior has started to alienate the rest of the team.
When I brought this issue to the CEO, hoping to let him go, she firmly told me, “Absolutely not.” She reminded me that managing his attitude is part of my job. Now I’m turning to you for advice. How do I manage someone who has become so self-absorbed and resistant to direction without resorting to firing them for insubordination?
To make matters worse, his behavior is becoming contagious, and other up-and-coming salespeople are starting to emulate him. It’s creating a toxic dynamic within the team.
Sincerely,
Held Hostage in Dallas
Dear Hostage,
You’ve described a high-maintenance employee rather than an account hog, and I’m glad you recognize the difference. That said, I’m not a fan of the term prima donna—it carries a gender bias we should avoid.
Here’s the thing: you’re describing someone who is loved by customers, generates substantial revenue, and is admired by colleagues to the point that others are copying his behavior. There’s a disconnect here. How can a salesperson be both successful and respected while also being a problem? It sounds like the issue lies in how you’re approaching him.
This individual clearly has a leader’s personality, and trying to subordinate them to your authority may never work. High-maintenance employees are often highly intelligent and acutely aware of their value. If mishandled, they can become even more resistant.
Instead of chastising or disciplining him, consider the possibility of a promotion. Frame it as an opportunity to leverage his skills for the benefit of the team. Explain that you see potential in him as a mentor or team leader because he:
• Builds strong client relationships.
• Demonstrates deep product knowledge.
• Influences his peers (albeit currently in the wrong way).
By offering a path for growth, you may channel his energy and charisma into a more positive direction. Elite salespeople are often motivated by career advancement, and this approach could prompt him to improve his interpersonal skills.
Your alternative is to implement a Performance Improvement Plan (PIP) to address his behavior formally. However, this is a risky move with top performers, as it could insult his ego and push him to leave.
Ultimately, you’re in charge, and managing diverse sales personalities is a critical part of your role. This is a test of your leadership abilities. Rather than viewing him as a problem, see him as an opportunity to elevate your team’s performance. Encouraging him to be a team player and motivating others can transform the dynamics of your sales force.
Sincerely,
Stephen
This version maintains the original intent but improves clarity and flow, ensuring the message is professional and polished.