t certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company nam

Sales people who have clear objectives, the required competencies, and a supportive working environment still require a level of desire, willingness and positive thinking to complete tasks or sales activities in order to optimize performance. This state of willingness could be restated as motivation, the mental game or the internal forces that affect the outcomes, intensity and perseverance of a sales person’s voluntary behavior.

Sales Managers need to evaluate each sales person’s motivation, skills and the thinking supporting them due to shifting corporate goals and competitive threats. Given that there is a broad range of individualistic practices within the sales population, it is likely that each sales person is motivated in different ways and a good sales manager or sales leader, according to my experience, has the responsibility to identify those differences and leverage the individual potential from each and every sales person.

In David C. McCelland’s theory of learned needs he suggests that achievement, affiliation and power are the important sources of motivation. As he suggests, however, high achievers are self-motivated to high levels of achievement while low achievers require direction and reinforcement from others. He goes on to say that employees can learn to become more achievement oriented but recognizes that there are different types of employees bringing a balance to our social framework.

This is why it is so key that sales managers understand sales people for the individuals that they really are. Daniel Goleman, who has done extensive work in the area of Emotional Intelligence, suggests that those employees with potential are motivated by a desire to achieve for the sake of achievement and states further that managers with strong emotional intelligence are themselves self-motivated individuals – These principles should then apply to sales people and sales managers.

If motivated sales people are more willing to exert certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company name

ation, skills and the thinking supporting them due to shifting corporate goals and competitive threats. Given that there is a broad range of individualistic practices within the sales population, it is likely that each sales person is motivated in different ways and a good sales manager or sales leader, according to my experience, has the responsibility to identify those differences and leverage the individual potential from each and every sales person.

In David C. McCelland’s theory of learned needs he suggests that achievement, affiliation and power are the important sources of motivation. As he suggests, however, high achievers are self-motivated to high levels of achievement while low achievers require direction and reinforcement from others. He goes on to say that employees can learn to become more achievement oriented but recognizes that there are different types of employees bringing a balance to our social framework.

This is why it is so key that sales managers understand sales people for the individuals that they really are. Daniel Goleman, who has done extensive work in the area of Emotional Intelligence, suggests that those employees with potential are motivated by a desire to achieve for the sake of achievement and states further that managers with strong emotional intelligence are themselves self-motivated individuals – These principles should then apply to sales people and sales managers.

If motivated sales people are more willing to exert certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company nam

learned needs he suggests that achievement, affiliation and power are the important sources of motivation. As he suggests, however, high achievers are self-motivated to high levels of achievement while low achievers require direction and reinforcement from others. He goes on to say that employees can learn to become more achievement oriented but recognizes that there are different types of employees bringing a balance to our social framework.

This is why it is so key that sales managers understand sales people for the individuals that they really are. Daniel Goleman, who has done extensive work in the area of Emotional Intelligence, suggests that those employees with potential are motivated by a desire to achieve for the sake of achievement and states further that managers with strong emotional intelligence are themselves self-motivated individuals – These principles should then apply to sales people and sales managers.

If motivated sales people are more willing to exert certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company nam

understand sales people for the individuals that they really are. Daniel Goleman, who has done extensive work in the area of Emotional Intelligence, suggests that those employees with potential are motivated by a desire to achieve for the sake of achievement and states further that managers with strong emotional intelligence are themselves self-motivated individuals – These principles should then apply to sales people and sales managers.

If motivated sales people are more willing to exert certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company nam

t certain effort over a period of time in order to achieve a goal, then what role does the sales manager have in his or her interaction with that sales person?

It is important for sales managers to have a grasp of each sales person level of ability and motivation according to Dr. Paul Hersey. He suggests that the ownership of the task between the sales manager and the sales person be shared in accordance to the various possible levels of both ability and readiness. A training company named Gilmore and Associates devised a model that incorporates these notions and I have worked with them to further its usefulness.

It is important that a sales manager determines what the over all ability of a sales person is prior to attempting to teach, share or transfer the key aspects of the tasks to that employee.

The same holds true for motivation but I would suggest that the aspects of motivation are often overlooked by sales manages as it is the more difficult of the two to identify and manage. Just as with ability an evaluation of motivation should be considered and then skillfully engage, encourage and recognize the mental game and thinking of each individual sales person.

[I believe that ability is mind to hand while motivation is mind to heart. Think of it this way – Sales Performance equals Ability (Mind to Hand) times Motivation (Mind to Heart) or SP=A(MH)XM(MH)]

Sales managers often remedy performance issues with more skills training when from my experience more often than not the underlying performance issue is the thinking and motivation of the sales person. This generally means the wrong solution for the wrong problem incurring more overhead cost, lost opportunity cost and often a further slippage in the motivation of the sale person.

Different levels of the sales person’s ability will mean a different coaching style on behalf of the sales manager in order for the task to be completed at the required level of performance. Lower ability will mean more sales manager involvement and a specific teaching style will be necessary. As ability increases so too does the ownership of the task by the sales person increase, as he or she will begin to determine what is required in order to complete it. A sharing style becomes the most commonly used style by sales managers during this next phase. As the sales person’s ability level optimizes the role of the sales manager shifts more to a transferring style. Involvement of the sa