In When A Salesperson Is Better Than His Manager Part II," the last article in this series, our sales managers credibility and authority were being secretly challenged by the top salesperson.

There were rumors that the boss was a failed salesman, someone who got kicked upstairs. Sensing this negative atmosphere, the manager wonders what to do.

In the last article, Part II, we talked about his first option, just letting this whittling away of his stature occur, without comment.

The idea we considered is he doesn't have to prove, nor does he have to be a great salesman to be a great sales manager. A major league manager such as Frank Robinson, doesn't have to be able to play third base, anymore. He's a manager today, and his role is different.

Let's look at the sales manager's next option: having a meeting, one on one, with the malcontent.

Always, its good to keep up with your crew, so there's nothing wrong with having a private meeting. But, if your intention is to confront your detractor with your suspicions, you should have more than inferences and suppositions to go on.

You need proof, actually citing behaviors in which your salesperson has engaged that have been clearly derogatory and counterproductive to the team. Without proof, you'll just seem paranoid, and sensing blood, this shark may intensify his attacks.

Should the manager call a meeting with all of his reps and discuss the matter, openly? I don't think so.

Again, it seems paranoid to bare your suspicions to the group, and the very control you're afraid of losing, may be further threatened by having a meeting.

Also, if you meet, and this precipitates an open conflict with your top seller, this may make the group sympathize with him, making him seem like the natural leader. That would be a big problem.

Should you do a masters demonstration, like a sensei at a martial arts academy, demonstrating his selling skills to his troops? This tactic was used in the first article in this series, with positive effect, but it's risky.

If your sales "moves" are rusty, you may fall on your face.

At the same time, it shows courage to get into the sparring ring again, so you might gain points this way.

I think sales managers should always keep their hand in selling, so they never get rusty. This enables them to keep up with the marketplace and to maintain rapport with their people.

So, reviewing all of our options, we can see that sometimes inaction, doing nothing directly, is the highest form of action.

At the same time, you don't want your top producer bashing you, making it hard for you to lead. So, tune in better, gather more facts, before you act.

Then, have your private meeting, and try to "deputize" the detractor into helping the team. Offer him some special duties, with or without the promise of additional compensation, to channel his ambitions, constructively.

Also, during sales meetings, discuss some of the strategies you used to use as a seller, share your war stories, lionizing yourself. This will make you more credible, and short-circuit the thought that you aren't the savvy sales master that we know you really are!