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face someone: to deal with. handle, come to terms with, or meet someone
    to affect: to influence, to change, to alter
    mountaineer: rock climber, hiker
    at the hazard: at the risk, peril, or threat

    Recognising conflict
    It there is recurring friction between the external and internal sales force or resentment among colleagues, it is time to determine the cause and search for solutions.
    Matthias F, a sales representative from Cologne, had repeatedly felt angry toward a difficult colleague from the internal sales force, “I thought that she’s keeping me on tenterhooks intentionally . On many occasions, if I needed something from her urgently, I always got the reply ‘Can’t do it.’” At some point, the sales manager took both colleagues to task . “ I was completely flabbergasted when the colleague from the internal sales force complained about my brusque tone and declared that she’s not willing to work hard for someone who treats her like that. Besides, I was interrupting her constantly in her work.”
    When the sales manager made it clear that he would no longer tolerate this constant quarrel in his department. Matthias F. and his colleague were forced to come together and search for solutions. “The actual problem was that everyone felt they were put under pressure but were unable to admit that to each other.”
    Matthias F. and his colleague ultimately agreed to proceed as follows:
    • If time is running short, Matthias F. does not put additional pressure on his colleague but explains to her why and until when he needs something.
    • The internal sales force colleague tells him openly if she’s under time pressure and they decide together which task has priority or who could step in as a “helper in need.” If necessary, the sales manager is to be informed of the recurring problem.
    • Both sides regularly exchange ideas on how to improve cooperation and how to go about simplifying or accelerating tasks.
    • Both parties commit to be open and honest. Each tells the other calmly and matter-of-factly if there is something that bothers him or her.
    Since adhering to the above guidelines, the communication between the internal and external sales force has improved greatly. “Much of what caused bad feelings in the past, now functions without a hitch .” Matthias F. cheerfully reports. “I believe what’s most important is that now we really communicate well with each other!”
    Bringing interests in line
    If interests collide, naturally, conflicts develop. For example: You need urgent information from the internal sales force before they leave and it is just about 6 P.M. But you can’t reach the internal sales representatives because they’ve already called it a day .
    In this case, it is important to accommodate the interests of both sides. Talk about your problem and ask how best to resolve the issue . Perhaps there is a colleague from the internal sales force who is willing to stay, within the framework of flexible work time , until 7 P.M. and then start work later in the morning.
    Another solution: You try to move your customer visits “ ahead ” or arrange with the customer that you will supply the desired information the next morning. Perhaps you could also agree with the internal sales representatives on calling them on their cell phone up until a certain time.
    Whatever you may decide: A solution can only be found if you take into consideration the varied interests of all concerned and then make arrangements with the persons involved.
    Palabras para recordar
    to recognise: to identify, to make out, to spot, to put the finger on
    recurring: frequent, constant, repeated
    friction: hostility, tension, conflict, quarrelling, arguing, bickering
    resentment: hard feelings, bitterness, irritation, animosity
    to determine: to find out, to ascertain, to establish, to identify
    repeatedly: frequently, time after time, again and again
    to feel angry toward: to feel annoyed, irritated or infuriated