and counselors for these exploration people. They should even take on a mentoring role that should enhance the salespeople’s confidence, which could lead to higher motivation.
THE ESTABLISHMENT STAGE Salespeople in this stage are trying to settle themselves in their careers. Typically in their late 20s or early 30s, they are seeking job stability and promotion. Promotion signifies personal growth and corporate acknowledgment for them. Here, sales managers should articulate requirements necessary for promotion. Then the salespeople’s expectations are likely to be more realistic, a researcher asserted.
THE MAINTENANCE STAGE In this stage, salespeople feel their ca- reers are stable but stagnant – and that promotion opportunities are limited.
‘‘
Remember that not getting what you want is sometimes a wonderful stroke of luck.
– H. JACKSON BROWN, JR. Those in the maintenance stage
are generally the highest performers in the sales force. The researchers agreed, saying, “They will work smart- er rather than work harder. Managers should engage in management by reward and also acknowledge them on a regular basis.”
THE DISENGAGEMENT STAGE The final stage, disengagement, represents the most serious problem for managers. These salespeople are nearing retirement or have psy- chologically disengaged themselves from their careers. They often feel burned out and don’t believe they
will be rewarded for performance. Therefore, their levels of motivation and performance are low. Since they will tend to ease up, managers should see them on an individual basis and try to detect which of these individuals is worth managing. In some cases, termina- tion may be necessary.
Even though not all salespeople fit neatly into one category, most fall into one of the four general areas and have the same general feelings about themselves and their sales careers.
SALES TRAINING BOOK
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