17 Feb 25
Motivating sellers is one of the most persistent challenges sales managers face. Let's unpack how sales managers can better understand their sellers motivations.
Motivating sellers is a common challenge for frontline sales managers. Just as your sales team is comprised of unique individuals, they may have their own unique motivators. In our recent episode of The Sales Readiness Podcast by SBI, Ray Makela, SBI Managing Director of Talent Development, sat down with Chasta Bair, SBI Senior Delivery Consultant, to discuss the many struggles sales managers face when motivating their sellers.
Motivation often feels like an afterthought or a byproduct of hard work from the sellers themselves. However, motivation is rarely one-size-fits-all. Different factors drive people; identifying and understanding those differences can feel overwhelming for sales managers. Because of this complexity, sales managers often deprioritize these conversations. Normalizing and encouraging these discussions can lead to significant improvements in both individual and team sales performance.
Setting the Stage for Motivation
Before considering how to motivate your sellers, sales managers must take a step back and evaluate the sales environment they’ve cultivated. The atmosphere should be one of growth and collaboration where sellers can thrive.
As a sales manager, Chasta notes, your role is to create an environment where motivation can thrive. Start by assessing the team’s dynamic and identifying areas where the atmosphere may be impacting sellers’ levels of motivation. Ask yourself:
- Is this sales environment helping or hindering my team?
- Was the environment created with intention, or did it just happen?
The MOTIVE Model
Ray provides one practical tool for understanding and addressing seller motivation: the MOTIVE Model. This framework highlights six key motivators: Money, Opportunity, Teamwork, Independence, Visibility, and Excellence. While many assume that sellers are primarily driven by money, the reality is far more nuanced. As a high-impact sales manager, its critical to recognize that sellers can have multiple primary motivators and these can shift based on personal or professional circumstances.
Sales managers frequently ask sellers, “What are your goals for this year outside of quota attainment?” But without a structured framework, this question can feel vague or overwhelming. Sellers may resort to a generic answer rather than a meaningful response. Using the MOTIVE Model to help guide these conversations, offers sellers a starting point to reflect on what truly drives them, and fosters a more productive, honest discussion.
How to Identify a Seller's Motivations
The simplest way to understand a seller’s motivation is to ask! Normalizing seasonal conversations about motivation can help managers stay informed as to what drives their team. These cannot be one-time conversations, Chasta emphasizes, as motivators change depending on the situation of the seller. For example, a seller who was once solely motivated by money might prioritize growth opportunities later in their sales career.
Observation is equally critical to communication. As a sales coach, you should be observing your sellers to see when they are most energized and engaged. Look for patterns in how they react to specific situations or challenges. These insights can provide valuable clues about their primary motivators, allowing you to tailor your approach to meet their needs.
The Generational Impact on Motivation
With teams often spanning multiple generations, sales managers frequently consider how generational differences influence motivators. While generational trends can provide some context, relying solely on assumptions risks alienating sellers rather than inspiring them.
Avoid generalizing and focus on evaluating each individuals’ motivators. Chasta explains that regardless of their generation, understanding your sellers as individuals, rather than through the lens of stereotypes, will result in a stronger connection with your team.
Final Takeaway
“Having conversations about motivation can be vulnerable, but as a leader, your job is to go first,” says Chasta. Embrace vulnerability by sharing your own personal stories, challenges, and motivators. When managers lead with authenticity, they pave the way for open and honest conversations with their teams.
Motivation is not a static quality, it requires effort and attention. By normalizing these conversations and leveraging tools like the MOTIVE Model, sales managers can create environments where their sellers thrive.
Dive deeper into these insight in The Sales Readiness Podcast.
