Sales managers frequently approach me for advice on how to keep salespeople
motivated, especially when sales reps get into a rut and seem to keep slipping
deeper into it. Telling managers what not to do usually solves the problem. The majority
managers do things to demotivate salespeople without even knowing it.
Take the idea of funnels and forecasts, for example. Funnels and forecasts are
important aspects of executing any sales operation. Both salespeople and managers
they need to know where they stand in terms of leads and funnels
They serve to track those opportunities. No successful business can operate and
plan for the future without an accurate forecast. In theory, these are absolutely
essential to the success of any operation. In reality, however, few words instill terror
in the hearts of marketers as “funnel” and “forecast”.
For most marketers, the term “funnel review” equates to micromanaging,
test plans and performance improvement. Just hearing the term is enough to
change the mood of a sales rep from positive to negative. He or she suddenly loses
enthusiasm and don’t know why. Many managers increase funnel reviews as
fails performance, causing performance to drop even more, and in the end no one
wins. Endless funnel reviews, especially if they are not positive, only serve to
reinforce salespeople’s doubts and limiting beliefs.
Forecasts are a similar problem, but in different ways. Few sellers forecast
precisely. No one wants to fall short of their forecast, so embellish,
exaggerate and make sure the numbers add up where they should be instead of
where they really are. This results in managers expecting those numbers, and
salespeople who avoid managers because they know they won’t perform
as forecast. Then there are sellers like me who do the exact opposite:
since I hated nothing more than being constantly asked by a manager, “When is this?”
one will close? When is that one going to close?” I intentionally left good deals
out of my forecast. While it did eliminate the problem of being constantly asked when everyone
would sign those agreements, it created another form of stress by having to deal with the
consequences of a funnel that did not meet expectations.
Another word that instantly turns off salespeople is “activity.” Unfortunately, in
In the absence of any other viable advice, most managers just blurt out, “You need
to increase your activity” to anyone not in quota. This accomplishes nothing
aside from making the rep believe that a series of funnel reviews and
performance improvement plans will follow soon.
Finally, I see too many managers trying too hard to spend more time with
sellers who are falling short. While it is necessary to spend time with these
folks, it’s not a good idea to keep asking them what they need help with and
insist on riding with them. This just turns the heat up another notch by a
rep already stressed. No one in trouble likes to be singled out.
especially when the extra care can easily be mistaken for micromanagement.
To keep a struggling salesperson motivated:
1. Keep conversation about funnels, forecasts, and activity to a minimum.
2. Offer help without being bossy.
3. Trust and trust that seller.
Adhere to these guidelines, and not only will you do a better job of helping those
are struggling, but you will see an overall increase in the performance of your sales team.
motivation and enthusiasm.