What’s the best way to identify an “ideal” principal from the rep’s perspective? How about “a principal who treats me so well that sometimes I spend more time selling that line than the commission actually justifies?”

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A MANA rep survey revealed that principals who get that kind of time from their reps generally share two common traits:

• “They respect my rep company and my accomplishments.”
• “They make me look good with my customers.”

The overarching message from the reps was clear, “It’s not just business — it’s personal,” and the ideal principal recognizes that fact, demonstrates that respect, and makes the rep look good with customers by:

• Making the rep feel like part of the family — treating its reps with exactly the same courtesy and professionalism as it extends to its direct employees.
• Communicating quickly and accurately with reports, quotes, samples, answers, and responses to quality issues.
• Having a collaborative style and seeking the reps’ input before launching new policies or programs.
• Paying commission on time, the same day of the month every month. After all, the principal’s employees are all paid on time, why shouldn’t the rep be paid on time too?
• Setting commission rates and prices to allow the rep a reasonable return on the time he or she invests in the line.

Is that really all it takes to become an ideal principal? Doesn’t the ideal principal have to offer a unique product or an unbeatable price? Not according to most reps, who generally identify an ideal principal as one who simply has mastered the blocking and tackling of a rep-principal relationship.

Sure, a rep might enjoy having a product that sells itself or earns unusually high commissions, but that’s more than most reps actually expect. Reps are prepared to work to earn their commissions, and for most reps an ideal principal is simply a principal that consistently executes on the fundamentals.

And executing on the fundamentals isn’t just good business, it also sends a clear message to reps. When an accurate commission check arrives on the 15th of every month, it does more than just support the rep’s cash flow. It also sends a message: The rep is a valued partner, not just a vendor, and the principal would no more pay its reps late than it would pay its direct employees late.

The rep who said it best said that reps “just want LEIA, to be Loved, Encouraged, Inspired and Appreciated.” Because, as we’ve said all along, “it’s not just business — it’s personal.”