You may leave comments under any article/post.  I would prefer that all comments are completely visible so you may exchange information freely with each other.  I have created another blog that allows all comments to be viewed and exchanged in much the same way as twitter (without the character limits).  I will be in the process of migrating articles over to the new blog.  I will maintain this blog as more of a reference.   I would hope that you would register to receive automatic updates of comments.

If you have specific questions please foward them to;


10 Responses to “Questions”

  1. Lara April 5, 2010 at 3:15 am #

    Hi there,
    I have a question to ask.
    It’s about commission.
    1 salesperson introduced a client to the company, went to presentation and closed the deal. Then his colleague serviced the client and revised the quotation and adding more money.
    My question is, does the 1st salesperson deserves the whole commission or he has to share with his colleague?

    my second question is,
    If the same client give more jobs to the company, can the 2nd salesperson claim the client is his? who has the right to keep the client?The 1st or 2nd salesperson.

    Need your feedback about this.
    Thank you.

  2. gregdeming April 5, 2010 at 5:16 am #


    I will have to give you two answers.

    If sales person 2 is a client service person then they would be paid under their incentive program if one exists. If the service person does not have an incentive program then sales person 1 might decide to reward the service person for expanding the sale.

    If sales person 2 is a sales person, not a service person then they should be credited for all new sales transactions from that point forward.

  3. Lara April 5, 2010 at 7:13 pm #

    Thank you Gregdeming for the feedback.

    The situation is a bit complicated.
    Sales person 1 is not attached to the company.
    Sales person 2 is a permanent staff and at that particular job, he has to take responsibility as a technical person.

    Sales person 1 was not aware that sales person 2 (who should be working as a technical person) is actually dealing with his client about potential sales. Sales person 1 assumed that sales person 2 should be giving technical advise, not negotiating the deal.

    One more thing, sales person should have list of client right. Do other sales person has the right to approach that client?

    Hope you can give me some insight bout this.
    Thank you.

  4. gregdeming April 6, 2010 at 7:55 am #

    If sales person 1 is not attached to the company then they are likely a contact sales person and are entitled to all business derived from the clients they acquire. Companies should not fall into the bad habit of hiring a contractor whose sole ability to earn money is hampered by the company actions. Sales person 2 is not a sales person in this example. They are there as an implementor provider of service. Keep the roles clean and well understood.

  5. Lara April 7, 2010 at 4:11 am #

    Thank you Mr Deming for the answer.
    Just asking your opinion again…
    (oh dear)

    looking at the situation above,
    Do you think sales person 1 is the “bad apple”
    The one who has attitude problem?
    Because he’s kinda upset about the whole situation
    he thinks that the company didn’t treat it right
    (he’s not aware that he has to share the commission with sales person 2)
    and he thinks, sales person steal his client.
    or vice versa?

    By the way,
    Looking forward to your next article 🙂

  6. gregdeming April 8, 2010 at 5:07 am #

    I wouldn’t jump to the conclusion that sales person 1 is a bad apple. If you’re a commission only sales person contracted to acquire new clients you deserve to be paid for the business generated from the accounts you bring in. The contract should specify commissions, entitlements and any expenses (including account management & technical assistance) that would be deducted before commission calculation. If a company expects contract sales people to bring in incremental business they should be clear and then pay out according to the contract. Any changes in commissions, sharing or expenses should be agree to before the account implementation not after.

  7. Ann April 26, 2010 at 6:31 am #

    May I please use content from one of your articles in a presentation in Asia? I will credit you. Thank you.

  8. gregdeming April 27, 2010 at 6:06 am #

    Ann…feel free to utilize the information in any posting. Please give credit and url for the blog. Let me know how it goes!

  9. Concerned September 3, 2010 at 9:31 pm #

    I am managing a sales leader who is experiencing internal strife with their management team. They are in denial about changing their ways, and despite my constant encouragement style” management, the results are not there. So I know I need to change styles to a more instructional and direct approach, however, I don’t think the manager is going to take this very well. Frankly, I may need to fire them if things don’t change, but I don’t want to because I believe they can rise to the challenge. What do you recommend I do to effectively communicate the performance gaps, and then make sure a plan is put in place to correct the behavior….it gets complicated because they flat out do not think there is a problem. Now there is a lot of trust that is gone amongst the team, and candidly, I’m not sure it can be rebuilt, but I have to try. In my mind it’s up to the sales manager to change….I don’t think my action plan won’t fix the issues. I’ve tried the trust building sessions, but it was not effective…in the end the people on the management team are afraid of speaking up. It appears as though I need to become very involved. Sorry for rambling…I appreciate any insight.

    • gregdeming September 4, 2010 at 11:02 am #

      Sorry to say this but when people are not willing to consider a point of view…especially when their boss asks them to weigh, then you’re halfway done with this leader.

      You should be cautious. The credibility of your sales leader sounds very low and it’s very possible if the team does not see action on your part it may soon reduce your leadership credibility. There’s a good post on this blog about leadership but in case you don’t have time to read it…a leaders credibility is driven by (in order of ease of observation) ;
      COMPOSURE – Calm under pressure, passionate over principal.
      CHARACTER — Doing the right things even when no one is looking
      COMPETENCY – Not technical,(though appreciated) this is all about leadership competency. Effectively using a variety of leadership styles appropriate to the skill & will of each person.
      CARE FOR PEOPLE – Understanding that the majority of company’s results are driven by effective, motivated employees. If leaders don’t care about people they will soon lose their faith in the long term vision.
      COURAGE – Making the right decisions for clients, shareholders and employees. Having the courage to take the more difficult course.

      I believe you will have to abandon your “encouraging” style and take a non-negotiable stance on the cultural problems you have viewed. When I have found it necessary to use this style I have abandoned all relationship manager styles “I know you can do this, or let’s talk this through…don’t use negotiable words like try and progress.

      Lack of trust and a culture of “silence” because people are afraid to speak up sounds pretty dangerous. I agree you need to become very involved, attending some of their meetings etc. Feel free to email me at if you like.

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