Jackie Hitchcock, recently promoted to district sales manager, faced a new problem she wasn’t sure how to resolve. The district’s top sales rep is also the district’s number one problem. Brad Coombs traditionally leads the company in sales but also in problems. He has broken every rule, bent every policy, deviated from guidelines, and been less than truthful. Jackie knew Brad had never done anything illegal, but she was worried that something serious could happen. Brad also does not prepare call reports on time, fails to show up at trade shows, and doesn’t attend sales training programs.

How should Jackie handle this problem? How does a sales manager manage a maverick sales rep?

Specifically, how can the performance evaluation process help Jackie deal with Brad?