No sales manager worth his title will ignore a morale
problem or treat it lightly. He knows that all morale
problems are serious because they adversely affect a
salesman's performance which, in turn, affects the
company's profits. Morale problems can cost a company
money in more ways than one: A company has a considerable
investment in every salesman. When a morale problem
affects a salesman's performance, the company might not
only lose some profits, but also receive a negative return
on its investment in that salesman.
Also, if a company is spending time and money on a sales
force motivation program, it can lose that expenditure to a
morale problem. (However, as we shall see later, a sales
force motivation program can sometimes cure a morale
problem or keep some of them from arising.)
A sales manager must be especially alert to such problems,
partly because they are difficult to detect for what they
really are. A salesman's depressed sales may indicate
nothing at all related to his morale. But, what looks on
the surface like a valid salesman complaint or external
situation may actually be a concealed morale problem.
Some sales managers will take no action on personal,
non-job related problems in the belief that, "It's a
private matter and none of my business." The fact is,
however, that it is a sales manager's business. Anything
that affects a manager's business is his business.
There are no "common" morale problems
Morale problems may be hard to ferret out because, I
contend, there are no "common" ones. Each one is special
to the individual concerned. And there are no standard
solutions to any of them.
Twenty years ago, we had an industrial psychologist on our
staff. He had neat little categories and fitted each morale
problem into its proper slot. Once so identified, he had a
textbook remedy to be administered in massive doses. This
procedure nearly ruined our sales force. Our supervisors
were talking at subordinates, rather than with them.
Morale went down and turnover of personnel went up.
There are no magic formulas for solving morale problems.
We remind our managers that they were once on the firing
line, selling. Handling morale is similar to overcoming an
objection in a sales presentation. Both are obstacles to
progress. The problem must be broken down into manageable
components. This can be done only by observation and
questioning.
When a customer raises an objection, he seldom tells you
exactly what is on his mind. The same is true when a
member of the sales team starts complaining. If you treat
the initial symptom instead of the true ailment, disaster
might be the result.
Treating morale: case examples
Many years ago, I was transferred across the country with a
new title of Assistant District Manager. My primary
assignment was to work with the men in the field on
technical and sales problems.
My first contact with one of the salesmen (whom I shall
call Bill) was something of a shock. I knew that he was
the top producer in the district, and had been for several
years. With our customers he was perfection all smiles.
But as we rode from one account to the next. Bill was
hostile.
He complained about slow deliveries, but his big complaint
centered on low commission rates. I explained that many of
his large volume accounts were on reduced-prices contracts.
Company policy provides a lower commission on discounted
business. This approach backfired. The more we discussed
the issue, the more irate he became.
After the day's calls, he stopped at his home to introduce
me to his wife. As we chatted in his large and expensively
decorated home, his prior remarks about low commissions
made little sense.
Later, while walking around the gardens. Bill pointed out
the kennels where he was raising show dogs. As I admired
the beautiful animals, he became radiant. His attitude
change was complete and instantaneous.
I learned, in subsequent talks with my boss, that when Bill
became extremely depressed he would drink heavily for about
a week. Also, these bouts with the bottle were becoming
more frequent and lasting longer. Obviously something had
to be done or we and society would lose a good man.
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Thotsaporn is the owner of http://www.pointfinance.org
where he provides finance information and resources.
