Start with specific observations
Describe what happened: missed follow-up, incomplete preparation or a stalled opportunity. Ask the seller what prevented progress and inspect relevant work together. Avoid treating an impression about attitude as an established explanation. Check whether expectations were clear and whether the person had the tools, time and information to meet them.
Provide useful management
Agree on a practical change and the support it needs. Coach the actual behavior rather than asking for more enthusiasm. Set a date to review progress. Where responsibilities or priorities conflict, resolve that conflict instead of asking the seller to absorb it silently.
Address persistent performance honestly
A better management system does not mean every problem disappears. If expectations, support and feedback are clear and the problem persists, use the company’s appropriate performance process. Keep the discussion specific, documented and respectful. The distinction matters because a process problem and an individual performance problem call for different action.