Making the Right Decision Based on Reality

¶ … elected, the author of this report is to define the problem, analyze the problem, generate options, evaluate the options, make a decision and then implement and reflect on the decision. Some situations come down to perception and presumptions. While some assumptions and presumptions may have at least a grain of truth to it, people need to be careful about assuming that they know what is going on. Without proof, there is only a certain amount of options that are realistic and tangible.

Making unproven accusations and then finding out that they are less than true can make for awkward situations and outcomes. While it is entirely possible that the other sales representative is being favored, the primary person in the fourth scenario needs to choose his words and actions very carefully. Problem Solving Definition of the Problem To be honest, the problem in the fourth scenario is two-fold.

First, there is the possibility (although not proven) that one of the sales representatives is getting the best leads and this is allowing him to pad his numbers and get the accolades for being the best sales representative. Concurrent to that, the primary person in the scenario is starting to see his sales numbers go south. Indeed, there seems to be a correlation between the supposedly favor salesperson's number rise to high sales figures and the fledgling sales of the other representative.

Despite the presumptions of the failing representative, there is no proof one way or another that the "better" sales representative is getting favored .. it is just a theory, from all appearances. Analyze the Problem The best way to start off the analysis of this problem is to point out that correlation and causality are not the same thing. It is entirely possible that there is indeed a causality that is being caused by the glowing sales representative to do better than the person in the scenario.

However, this could also be a case of the failing sales representative not being aware or honest about what is truly causing a person's numbers to fall. There could indeed be favoritism going on. However, without proof, making accusations or taking action on that presumption is not the wise thing to do. Generate Options Given that, the sales representative has two things that he could pay mind to. The first is whether that sales representative is getting favor and the second is why his personal numbers are falling.

If the man in the scenario were smart, he would focus on the second .. and for two reasons. First, favoring someone such as is being asserted may be rather seedy and dishonest but it is not illegal unless it centers on something like race, gender or age (Guerin, 2016). Second, irrespective what favoritism is or is not going on, the fledgling sales representative will be shown the door eventually if sales are not being made and quotas are not being met.

Evaluation of Options As far as what can be done to find out whether the other representative is being favored and both are dangerous. The representative can pay attention to what is going on or even ask around to see if there is any favoritism. However, both of those would detract from the failing numbers of the primary representative.

Another possibility is that the failing representative will ask the wrong person about the situation and it will get back to the good sales representative and/or the manager who gives all of his plaudits. This coming about will almost certainly accelerate the demise of the failing representative. If the failing representative is truly bold, he will approach the manager and just ask the question as to whether the other representative is being favored in terms of leads and such.

However, even if the answer is technically a "yes," the chances that the manager (let alone the favored representative) would be honest about that going on is slim to none. Once again, the chances that the representative would be fired is rather high and this could hold true even if the failing representative is able to post better numbers. The alternative to the above is to assess the failing sales numbers that are occurring.

The question has to become whether it is possible to recover and get numbers that are good enough to not get canned due to poor performance. Regardless of whether the numbers are due to favoritism or poor performance, the outcome will almost certainly be the same. Further, if the manager is indeed favoring that representative, it begs the question as to whether the failing representative should even WANT to make things work.

Unless there is hard proof of such favoritism and there is someone above the manager that can take action against this, there is really no resolution to be had here. Indeed, the real issue is and should remain whether the failing representative wants to continue to try and get the numbers up or if perhaps moving on to another gig is the smart move (Cruz, 2014). Make a Decision In the end, the failing sales representative needs to assess whether he is in a situation that he can win.

If he cannot get his sales numbers up, regardless of why they are down, then the outcome here is not difficult to figure out. If the sales numbers can be dragged up and there can be a way to stay on and thrive at the job, then that should be done. The key part to this solution is that the failing representative has to be honest about what is known and not known about whether favoritism is going on.

Even if the failing representative is fairly certain something is amiss, acting on it would just accelerate the loss of his job. Similarly, the failing representative needs to be brutally honest about what he is doing right, what he is doing wrong and whether the job situation he is currently in will work. It would seem that things are going the wrong direction but that does not mean that recovery cannot be made.

Implement the Solution While the representative can certainly keep his ears open for confirmation of favoritism with the higher-selling representative, the failing representative needs to focus on getting his sales up. If it becomes that is not clear,.