It’s a manager’s job to pick up on the ‘subtle hints’ salespeople drop when they’re upset, and Jim was clearly feeling troubled.

“Do I have the word “sap’ tattooed on my forehead?” he exploded as he marched unannounced into my office.

Getting back into the groove after a vacation is never easy, but Jim was having an exceptionally bad Monday. His first order of business was to check on Dan, a custom builder who happens to be one of our largest customers.

He stepped onto the jobsite first thing in the morning and quickly ran into a buzzsaw. A late delivery the previous week held up the framing crew, and Dan read him the riot act. Jim knew nothing about it. Shame on his inside coordinator for not giving Jim a heads-up.

Jim immediately called the dispatcher, who informed him that Dan’s foreman had called the order in late, and on top of things, a driver had called in sick. Actually, the foremen hadn’t intended to call at all. The foreman was used to seeing Jim every few days, and he was planning on giving the order when he saw Jim. Unfortunately, Jim forgot to tell him about his vacation. At the end of the day, the foreman finally realized he needed to place the order.

Numerous abject apologies later, Jim felt lucky when Dan finally calmed down (slightly), and he left with another order.

Next, he went to see David, a spec builder working in an upscale area with a lot of historic homes. David is a “mystery shopper.” He shops everybody, and the logic behind his buying decisions is a mystery to all!

Jim had been working hard to convince him that curb appeal is very important for homes such as David is building, especially in that neighborhood. Although David was price-sensitive, he seemed receptive. He asked for prices on real red cedar siding.

Jim quoted it, and David shook his head. “Not bad,” he said, “but not good enough.” Jim asked if David was sure the competitor was quoting the same grade. David responded, “I assume so.”

After some skillful badgering, Jim got to see the competitor’s quote. It was no surprise: our competitor quoted Rustic Mixed-Grain, and we quoted Aye & Better Vertical Grain.

Jim was tactful as he went through the short course on apples and oranges. David seemed interested, as he appreciated the fact that Jim took the time to explain the differences. “But I don’t care,” he added. “It’s only a spec house.”

Near meltdown, Jim was determined to make the next call successful. Carl, a long-time customer and a good friend, had a very large addition ready for drywall.

Carl was on the phone, so Jim went inside to take a look around while he waited. In each doorway, he saw the rough openings numbered, door sizes and handings in red marker. Clearly the work of a competitor.

“He’s been after my business for years,” explained Carl. “So, I let him quote a finish package just to see how he stacked up.”

Jim was fuming as he got in his truck. His next stop was my office. For 15 minutes, he vented his frustration, and it seemed like he didn’t even take a breath. Jim said things like, “After months and months without a hitch, how come shipping couldn’t help one of our largest customers while I was out? How does a guy make a career in construction without ever having a clue? And whatever happened to loyalty?!” And on and on he went.

The accounting department thought I had an unemployed postal worker on my hands. I was glad he came to me before it affected his performance on the jobsite.

Dealing with a frustrated salesperson is a defining moment for a manager. You know the delivery issue will blow over because it was an aberration; the lowball artist will occasionally see the light; and the loyal customer will come back (Jim eventually got the finished order). Still, you have to let them get it off their chests. So, I sat there listening to him.

More importantly, you need to find words of encouragement that will lift their spirits. In the long run, good salespeople like Jim always have many more successes than failures. You need the perfect response that will help them see the big picture.

“So, how was your vacation?’ I asked. Jim looked at me and smiled. He then proceeded to tell me about his vacation.

Mike McDole has 40+ years of actual LBM experience, including being SVP of a large regional pro-dealer, and is the principal of Firing Line LBM Advisors. He’s also partners with Greg Brooks of Executive Council on Construction Supply and his LMS. Mike can be reached at 774-372-1367 or Mike@FiringLineLBM.com.