"Why Should I Stay Focused As A Salesperson?"

Written by Drew Cameron    Comment & Respond    Print Article

I get asked this question by long time sales veterans quite frequently. Other than the obvious reasons of maintaining your job and making as much money as possible, what other rationale or objectives could there be to keep a seasoned pro focused and motivated as a salesperson?

My goodness, aren’t those reasons enough?

If you have read any of my previous responses, other trade publication articles or attended any of my seminars, you know that I am straightforward and speak my mind, sometimes even if it is a little blunt. So I won’t start pulling my punches now.

The fact that you have to ask the question tells me one of several things:

1. You are an owner or manager with a underperforming or erratically performing salesperson, or
2. You are a salesperson that has lost your fire and passion for sales, or
3. You are a salesperson that never had the fire and passion for sales and are now feeling unfulfilled.

In any case, all 3 scenarios present their own set of inherent problems that must be dealt with expeditiously.

In scenario #1, as the owner/manager you must determine the root of the erratic performance by asking the salesperson, performing coaching ridealongs and roleplaying. Once you determine the cause, you can rectify it, which could result in training, continuous coaching, or removal from the sales position.

Salespeople need constant training, coaching, behavior reinforcement, and positive stroking to keep the fire burning. As they achieve personal and professional goals, you need to help them continually develop new goals and show them how they can achieve them through consistent performance. Motivation can come from a variety of sources including, but not limited to, money, what money can buy, time off, training, a challenge, contests, rewards, goals, positive strokes, satisfying customers, etc.

By definition, motivation comes from within. Your job is to determine the sources of motivation for each salesperson and create a path whereby salespeople realize their self-motivating goals both personally and professionally.

In scenario #2, you, the salesperson, need to find your passion and fire and rekindle it if you can. If you find that your fire is completely burned out, you may think about a career change because a mediocre salesperson is a disservice to the customer, the company, themselves and their family.

Think about why you got into sales to begin with and all the enjoyment you derived from your job along with all the things that helped you stay focused and motivated until now. If those same reasons are no longer valid, try to find new reasons by asking yourself what you want out of life and your career. If your sales position cannot provide you with what motivates you, you are in need of a career change.

In scenario #3, as in scenario #2, you need to determine your motivating factors and decide if your current position can fulfill them. It’s not unusual for me to hear that salespeople are not motivated. Over 80% of all salespeople end up in sales by default, not by choice. Thus, these people are doing something that does not make them happy, but continue doing so to make a living. Ultimately, salespeople by default become apathetic, perform mediocre, and are unfulfilled and dissatisfied with their job.

There is no place in sales for you. You need to admit that you do not want to sell for a living and make a career change. You too are doing a disservice to the customer, the company, yourself and your family.

As for the specific rationale or motivating factors beyond those already discussed, you might consider the thrill of winning a sale, outclassing your competition, internal company and external competition, personal drive to succeed, constantly improving your performance, self-challenge, enjoyment of people interaction and improving their lives, pride, ego, winning, excellence, personal and professional goals, providing a better standard of living and quality of life for you and your family, making the 33-50% of your life that you spend at work enjoyable and worthwhile, etc.

If my responses seem vague, it’s only because motivation is very personal and unique to each individual. It’s something that must be discussed on a case-by-case basis. Management should being doing so with salespeople regularly anyway. Salespeople should assess theirs goals and progress of their pursuit periodically, and make course corrections or goal changes as necessary.

It’s okay not to know where to go from here, as this forum does not lend itself well to providing all the answers. As such, I offer my phone consulting/coaching services free of charge to help get both managers and salespeople focused, motivated or realizing their alternatives.

Published: January 22, 2007 3:49 PM by Drew Cameron