{"id":1940,"date":"2019-04-08T16:02:00","date_gmt":"2023-10-18T16:02:16","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=1940"},"modified":"2023-10-18T17:35:39","modified_gmt":"2023-10-18T17:35:39","slug":"help-salespeople-love-their-job","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/ca\/blog\/help-salespeople-love-their-job\/","title":{"rendered":"Beyond The Commission: How To Help Your Salespeople Love Their Job"},"content":{"rendered":"\n

Companies want their sales teams to be productive. They hope they\u2019re competitive. They also like it when salespeople are relentless, charming to customers and persuasive enough to close a lot of deals. Whether they\u2019re happy or not only tends to come up . . . well, when they\u2019re not.<\/p>\n

It\u2019s not always that difficult to spot a sales person who\u2019s deeply unhappy, for example. It\u2019s that rep who rarely shows up on time, who never seems able to meet, yet isn\u2019t hitting their quota and who has to be nagged about following up on the leads they\u2019ve been given from marketing.<\/p>\n

Perhaps even worse, though, is a salesperson who seems happy enough but is relatively unengaged with the company. They put in their time, perhaps meeting many of their goals, but they aren\u2019t connecting to the company\u2019s mission or key objectives. If a better job came along — maybe even if it paid roughly the same — they would probably be quick to jump. There\u2019s little to motivate them or make them excited about being the face of the company to customers and prospects.<\/p>\n

Sales team happiness is sometimes considered as a whole, when managers try to see if there\u2019s a correlation between deals signed and the group morale. Making them love their job might seem like an unreasonable responsibility, given all the variables involved. And yet, this is exactly what great sales coaching tends to produce: a renewed sense of purpose and fulfillment that can become a defining moment in a rep\u2019s career<\/a>.<\/p>\n

Reaching that point is a matter of being as thoughtful and strategic as you\u2019d be in developing any other goal in sales, from building up a bigger pipeline to hitting a specific revenue target. Whether you\u2019re questioning the happiness of your reps or just want to be proactive, consider trying out each of the following ideas to keep them passionate in their day-to-day roles:<\/p>\n

Start an open dialogue (that stays open)<\/h2>\n

Most sales managers dread having to conduct annual performance reviews, because it means looking back over a ton of details they\u2019ve struggled to remember about each rep over the course of the year. Reps don\u2019t necessarily love them either, because they often feel like they\u2019ve been sent to the principal\u2019s office at school.<\/p>\n

Part of the problem is that performance reviews can be rare events, which both increases the pressure to deal with any issues while making it almost too late to deal with reps who have fallen out of love with their jobs. <\/p>\n

Boosting a sales pro\u2019s happiness becomes a lot easier when you have a more regular conversation — not just about their accounts or their win rates, but a more holistic check-in. Think about doing this in an environment other than an office or a windowless conference room. Have a weekly walking meeting. Go downstairs to the local coffee shop. Even a virtual hangout might be effective for reps who are often on the road.<\/p>\n

In terms of what you should talk about, consider some of the following questions:<\/p>\n