The typical sales team includes a range of performers, from the high achievers at the top who bring in the majority of the revenue, the so-called middle 60 percent who are reliable if unspectacular producers, and then the folks at the bottom of the production scale who are better left unmentioned.

In fact, these low achievers are not only not talked about, they’re frequently not talked to at least not enough by their managers. According to OnPoint Consultings Jennifer Forgie, who’s quoted in a recent Incentives Magazine article, many managers faced with poor performers prefer to dodge the issue, either by only sending subtle or indirect messages of disapproval to the individuals involved, or by simply hoping the problem will solve itself.

Ultimately, the leaders reticence to deal with the below standard performing employee leads to another problem, Forgie says. When the poor performer is told she must improve, it often comes as a shock because this is the first she is hearing that there is a problem.

For managers who are willing to address the issue of lower performing employees, but who may be unsure of the best way to approach the problem, Forgie offers the following seven tips:

1. What are we shooting for?
   To reach the goals you set for them, people need to understand explicitly what the expectations are. Be precise about what high performance looks like. Avoid generic sounding criticism like, Bill, you need to be more proactive.
2. Speak clearly and slowly
   Jibber jabber, jargon, and insider techno-speak have no place in the language of setting expectations. Boil down, in the simplest terms possible, what you want to see from employees, and then be sure to gain agreement from the employees about what those terms are.
3. Production isn’t everything
   High performers shouldn’t be excused from behaving properly just because Steve is one of your top reps doesn’t give him license to be nasty to administrative staff members or to undermine other salespeople. Higher sales figures are not usually worth the cost of a poisoned workplace environment.
4. Timeliness is key
   Don’t let performance concerns fester. No one enjoys confrontation (not counting the producers of the Jerry Springer show), but the awkwardness and unpleasantness is best dealt with immediately. If you have agreed-upon behaviors and performance targets, the conversation addressing a new issue will be much easier.
5. Keep up the chatter
   Make a habit of regularly reinforcing positive behavior change. Whether you’re praising or raising concerns, be sure to provide ongoing coaching and feedback relating to the goals you’ve established. Waiting until the annual performance review is simply not sufficient for promoting the right behaviors.
6. All progress is noteworthy
   Its important to celebrate even the small victories that lead to larger achievement. While its of course important to recognize top achievers and the lower performers who elevate their accomplishment levels, part of the way these levels get met is through regular praise for all steps in the right direction.
7. Management training
   According to a recent study, barely half of all companies give their managers the skills training necessary to set employee goals and then provide coaching and feedback. Managers need to be trained for competence in these areas, or otherwise goal setting and effective coaching will likely not take place.