Do Business Well

An aggressive sales manager in your division attempts to get the better of you by resorting to one or more of these tactics:

• Trying to lure away some of your best salespeople.
• Prospecting in your territory.

• Undermining your ability as a manager.
• Using your contacts to get new customers.

Both of you want the same things: to chalk up exemplary production records, power, money and better perks. The disturbing difference is that you’re playing fair while your colleague is employing unsavory tactics.

It’s a common problem that crops up in all companies, regardless of the industry involved. Solving it can be difficult, says Raphael Amit, associate professor of management at the Kellogg Graduate School of Management at Northwestern University. “But it can be righted tactfully and diplomatically,” he says. “One thing is certain: The problem can’t be ignored because it’s not going to go away. Trying to live with the inequality is not recommended because problems will only escalate.”

Almost always, the answer is constructive confrontation. An aggressive, hostile or retaliatory approach seldom works. Consider the following strategy proposed by Amit:

• Make an appointment to talk, preferably on neutral ground away from the office (maybe a long lunch or dinner after work). Face toface, your colleague can’t evade the issue by taking phone calls or running out to other appointments.
• You need not tell this person the reason for the get-together. If he or she thinks it’s just an informal business chat, the person won’t be heavily armed with excuses.
• Prepare yourself. Don’t walk in cold. Make a list of everything you want to discuss and commit it to memory.

The Meeting

• Get straight to the point.’ Put all your cards on the table. “For the past six months, you have undermined my ability to some of my customers and employees. I’ve also heard from several old customers that you’re trying to horn in on my territory.”
• Don’t get angry. It will be difficult, but you must keep your emotions in check and deal calmly with this person.
• Be prepared for outraged reaction followed by denial. Counter calmly with evidence. Mention names and dates, if this is at all possible.
• Neutralize the conflict with a solution. Once you’ve presented the facts and issues, work toward a solution. Make it clear that you’re not a threat and that you’re not standing in this person’s way. He or she may not realize that things can be worked out satisfactorily. If it’s a territorial dispute, create guidelines and boundaries. “Our territories are large, there is plenty of room for both of us.” Stress that you’re both in this together and that you want the same things. Work toward peaceful coexistence.

If you can’t resolve the dispute yourself, your last resort is speaking to your boss. But it’s a dangerous alternative that could backfire, warns Amit. Territorial disputes may be easy to resolve, but most others may pose problems if the boss doesn’t want to get involved. You may be putting your boss in an awkward position. “He or she may think you’re incapable or resolving your own affairs, and you could wind up alienating this important person,” says Amit. “Don’t assume that your boss can magically solve this problem. Ideally, it’s best if you do it.”

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