TIPS


VIDEO: SALESLOFT CEO KYLE PORTER’S VISION OF THE FUTURE OF SELLING


‘‘ SELLING TIP Motivation Is the Key to Sales Growth


A recent study discovered a correla- tion between career stage and moti- vational levels among salespeople. Researchers used previous analy- ses to divide sales careers into four stages: exploration, establishment, maintenance, and disengagement. Their survey of 227 salespeople who worked for a manufacturer of commercial and residential build- ing materials and supplies revealed salespeople’s motivational concerns in each stage. This information can give sales managers indications of how they can increase salespeople’s motivational levels.


THE EXPLORATION STAGE Salespeople in this stage are in entry-level positions and are in their early 20s. They are trying to find a niche in the job market and are likely to switch jobs.


People in this stage do not feel


they are being rewarded for supe- rior performance. Management must be concerned here with skepti-


cism. They should be coaches 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 acknowledg- ment for them. Here, sales manag- ers should articulate requirements necessary for promotion. Then the salespeople’s expectations are likely to be more realistic.


THE MAINTENANCE STAGE In this stage, salespeople feel their careers are stable but stag- nant – that promotion opportuni- ties are limited.


Those in the maintenance stage


Make happiness the object of pursuit, and it leads us a wild- goose chase, and is never attained. Follow some other object, and very possibly we may find that we have caught happiness. NATHANIEL HAWTHORNE


are generally the highest perform- ers in the sales force. They will work smarter rather than harder. Manag- ers 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 psycho- logically 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 all salespeople cannot fit neatly into one category, most fall into one of the four gener- al areas and have the same general feelings about themselves and their sales careers.


– MARTIN OETTING SELLING POWER MARCH 2019 | 5 © 2019 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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