Targets, deadlines and repeated rejection can make sales work demanding. You’re responsible for results, but you also need to support the people working towards them.
A useful conversation needs to make room for both. It should help you understand what’s happening and what you can realistically change.
Separate the observation from the judgement
A falling number, missed update or changed behaviour is a starting point for a question. It doesn’t explain the cause. You may need to explore priorities, processes, skills, resources or circumstances the person hasn’t raised before.
Prepare with a specific example. Broad statements about attitude or commitment can move the conversation away from the actual problem.
Be clear about what you can influence
You may be able to clarify which accounts matter most this week, remove an unnecessary task or arrange additional guidance. Other changes may need a decision from the business owner or another team.
It helps to distinguish what’s agreed now, what you’ll investigate and what remains a requirement. That gives the person something concrete to work with.
Leave room for an answer
It’s easy to spend more time preparing what you want to say than thinking about how you’ll listen. CPC’s Open, Observe, Ask, Agree structure makes the question an explicit stage of the conversation.
After asking, pause. The response may change your understanding of the situation. Reflect back the key points before moving to action.
Make the follow-up part of the agreement
A useful next step includes a review point. Who will do what, and when will you speak again? If an appropriate specialist or employee support service may help, explain that route using accurate information.
The aim is a more informed, supportive management response. It isn’t a promise that one conversation will remove every pressure in the role.
Adapted from CPC's existing article on sales-role pressures and difficult-conversation curriculum.
Practical workplace learning, not individual clinical advice.