Jon MacAllister has been one of the lowest performer at Shield's Des Moines location. Every month since being hired he has sold 60 or 70% of quota, but just can't seem to get any higher. MacAllister says he is on the verge of turning things around in his performance and that introduction of a new First-Plus account program would only make things worse if the change was forced on him.

When MacAllister, a two year insurance sales veteran, joined Shield, he was given the accounts of the rep he replaced. Those accounts are performing well. Doug Bloom went on sales calls to these customers with McAllister's and observed that he's a natural at developing relationships and partnering. The problem is that he is unwilling to change the way he handles his accounts and prospecting activities. Bloom wanted to help MacAllister improve his performance by showing him a more efficient way to organize his work schedule in order to see new prospects. However, MacAllister was angry at Bloom and said that he realizes that he's not the best performer in the company, but he is not incompetent and is close to improvement on his own. MacAllister even turned in his letter of resignation after a heated argument with Bloom regarding his performance. After some time, he reconsider his decision and wanted to return to shield. Bloom didn't mind taking MacAllister back, but only if he knew for sure that the changes will be made to his performance and attitude.

Bloom could tell that MacAllister was not going to change a thing about his current performance, Nor would he except any changes forced up on him. Doug assumed that MacAllister was capable of doing better, but was having a difficult time finding a way to get him to improve.

Questions:

• How should Blum handle the situation?
• Should Blum keep investing his time in helping McAllister to improve?
• Should he let McAllister try to prove himself on his own?
• Is there a better approach?