In order for a salesperson to be successful correct execution of the company plan is a must. It is improbable for a salesperson to succeed on his own and in isolation from the company’s plans and agenda. That, however, means a salesperson needs to be the right fit in and to understand the company’s goals, time-lines and model in the first place.
First things first. Do you have the right person in role? Is there a hunter doing a farmer’s job? Is the farmer getting paid like a hunter? Does the hunter or the farmer really understand where all of this is going? Without these motivation will be hard to come by. In fact, motivation will move in reverse.
But let’s back up. The right person needs to be sitting in the salesperson’s chair. Some people like to be assertive and aggressively attack and ‘hunt’ for new business. Some live off of relationships and care passionately for nurturing and growing existing business.
Do you have the right person in the right job and are they receiving the right information and context? Without these demotivation will set in. Negativity is very quickly followed by failure.
As controversial as this statement might seem, it is management and the company’s duty to motivate, train, inform and support their salespeople. Even the most positive warrior will tune out without the right inputs and in the wrong job. Why so many companies hire ‘motivated’ people, but do nothing to sustain it is a puzzle that has something to do with laziness, stupidity and arrogance. Salespeople’s motivation and productivity does not come by accident. Give your carefully placed salespeople goals and support them with direction and clarity. Within those contexts allow for autonomy.
Pick your people correctly and support them accordingly.
