The goal is to open accounts and grow sales. I’m not a believer in strictly defined territories. By keeping loosely defined territories reps can work freely on accounts in the market. If a dispute arises it can be worked out, but in my experience it rarely does. If one rep can’t get an account or isn’t performing in an account there is the flexibility to try another rep. If the rules are understood up front it will prevent conflicts from arising.

Territory disputes among sales representatives can negatively impact team performance, morale, and customer relationships if not handled properly. Territory disputes can be effectively managed by setting clear boundaries, promoting open communication, and fostering a collaborative team culture. By relying on data-driven decisions, offering fair conflict-resolution processes, and encouraging compromise, you can prevent disputes from escalating while maintaining team morale and performance. Regular reviews, flexibility, and recognition of positive behaviors ensure that the team remains focused on collective success, not individual rivalry.

One thing I’ve found helpful is when you clearly define the ‘rules of the hunt’. How long can a seller keep a lead in their name before it’s given a fresh look? How long can a lead remain owned without activity before it’s open for a new seller to take over? How many leads can a seller manage at one time (pipeline size)? Are there specific verticals or areas covered by specific individuals? By clearly defining these various items for sellers, you can maintain business strategies without causing friction within the sales organization. Teams want a clear path to success and naturally look to compete. Removing the gray area allows for a smoother operation and client success.