A wise man once said, “If all my people-related issues could be solved, I’d have a perfect business and no problems.”

Amen, brother! That statement applies in spades to small, people-intensive businesses known as independent manufacturers’ representatives. The rep business, by definition, is people-focused. The rep is the guy in the middle who is always trying to balance the needs of his principals with those of his customers — and his own needs. That requires an exceptionally specialized person, who has the ability to see all sides of the issues and find and forge solutions. Those solutions are called “orders.” The rewards can be excellent. The threats can be overwhelming.

So how do you find that person?

MANA members looking for sub-reps have an excellent database available to them. Survey the information on file to see if a current member fits the profile you need.

Finding new employees is more difficult. Referrals are a wonderful resource. Ask customers, principals and business associates for their ideas and recommendations. Get the word out on the street that you’re looking for people. The responses can be amazing.

Once you have found a candidate, hiring (or forging an agreement with him to be a sub-rep) is a whole different process. This is a vital step and is analogous to dating and pre-engagement events. Compatibility of the personalities of the owner and the new hire is critical. Other factors to consider are knowledge, work ethic, travel experience, time management, integrity and honesty.

The rep agency owner has a clear obligation to be candid with the candidate. The owner must make certain the candidate comprehends the threats of the rep business: lots of opportunity, but few guarantees. The candidate must realize that the rep’s work often requires 16-hours-a-day, seven-days-a-week involvement. Being able to compartmentalize tasks and events is imperative for success.

Surveys show that top salespeople are motivated by excellent income opportunities. The owner must design a compensation package to maximize success. There are many elements to bear in mind — commission percentage, health insurance, travel allowance, communication tools, ownership options — and they must also fit the owner’s business profile. However, if both the employee and the business are valued properly, the new hire will be a confident and committed rep.

By addressing the people-related issues and providing fair and rewarding compensation, you will be well on your way to minimizing problems and achieving the “perfect business.”