The Holy Grail of Motivating Salespeople

Motivation is the third most critical factor after role design and sales skills in predicting sales performance as per The Journal of Marketing Research.

Motivating salespeople (SP) is not just about money. It is a far more complex and multidimensional undertaking. Job design and leadership behaviours play a key role in influencing SP’s motivation and work performance. Equally, considering the innate psychological needs that drive human behaviour is vital.

Someone determined and inspired to succeed is considered motivated. SP who are demotivated, “lack an intention to act”.

One man’s poison is another man’s cure

Differences in job role perception influences SP’s individual task orientation and behavioural preferences. This determines the degree of novelty, challenge or aesthetic value attached to tasks. Behaviour motivated by pure enjoyment (intrinsic), leads to more stable behaviour change, than using rewards or punishment (extrinsic).

Extrinsic and intrinsic motivation are two separate constructs often treated as one, to determine the “elixir” for motivation. It is essential to redesign jobs to match individual orientations by distinguishing between enjoyable and tedious behaviours.

Psychological needs

Humans are driven to satisfy innate needs for autonomy, competence and relatedness. Likewise, interesting activities fulfil the need for satisfaction. Recognising individual psychological needs will enable leaders to motivate SP to excel.

Autonomy makes SP more accountable for results and owning up to failures. It enables SP to identify with the value an activity brings. SP who work in a climate that supports autonomy and encourages competence are more likely to take initiative, discover new things and persevere when challenged. SP take ownership (autonomy) when included in decision-making, and are optimistic about results (competence).

Edward Deci and Richard Ryan

Stimulating work where SP’s aptitudes are relevant (competence), gives them a sense of purpose (relatedness) and satisfaction. When SP appreciate the significance of their results (competence), it gives them a sense of purpose (relatedness).

Getting people to perform boring tasks

Some SP prefer prospecting. For others, the idea of cold calling provokes feelings of anxiety. There are some who enjoy servicing accounts, and those who only get a buzz when signing deals. While some perceive their supervisor as supportive, others see them as overbearing.

Choosing to internalise objectionable behaviours may initially be motivated by external factors (i.e. to behave like those they want to connect with, or to belong). SP need to understand the behaviour’s value and meaning, to want to internalise it. Likewise, behaviours must be aligned with SP’s values and beliefs, and satisfy a need. Only then, can they begin to internalise the gains and identify with the behaviour. Over time this integrated regulation process becomes easier and their performance improves (competence).

Manager’s role

The role of management traditionally has been one of compliance and control. The very antithesis of engagement. In complex environments relinquishing some control and providing more autonomy enhances motivation, critical thinking and creativity. When supervisors treat SP with respect, it gives them a sense of belonging (relatedness) and they are more willing to abide by the rules.

Informally providing on the spot, task-focussed positive feedback, boosts confidence and strengthens decisiveness (autonomy), which in turn enhances competence. Feedback also supports internalising new behaviours. Equally, customising SP benefits and rewards packages (relatedness) will enable managers to boost motivation, performance, and satisfy unique needs.

Closing remarks

Recognising the cognitive and affective elements comprising the salesperson’s motivational pathway, by assessing how role dimensions are relevant for each salesperson is fundamental.

This process is dynamic as companies are ecosystems where everything is interconnected and nothing exists in isolation. Most people are naturally inclined toward autonomy and self-regulation. However, only when autonomy is supported, can integrated self-direction be cultivated. Finally, internalising and assimilating behavioural meaning is accelerated in environments that support competence, relatedness and autonomy.

By Florence Mackay, MSc Business Psychology and founder of AWP Performance Solutions. With over 20 years in the global business environment leading cross-cultural business restructuring initiatives pertaining to organisational change, business development and strategic alignment. Further expertise in ethical negotiation, strategic leadership, design thinking and, embedding digital attitudes and behaviours.