Sales managers frequently approach me for advice on how to keep 
salespeople motivated, especially when sales reps get into a rut 
- and seem to keep slipping deeper into it. Telling managers 
what not to do usually solves the problem. Most managers do 
things to de-motivate salespeople without even knowing it.

Let's take the idea of funnels and forecasts, for instance. 
Funnels and forecasts are important aspects of running any sales 
operation. Both salespeople and managers need to know where they 
stand in terms of potential opportunities, and funnels serve to 
track those opportunities. No successful business can operate 
and properly plan for the future without accurate forecasting. 
In theory, these are absolutely essential to the success of any 
operation. In reality, however, few words strike terror in the 
hearts of salespeople like "funnel" and "forecast."

For most salespeople, the term "funnel review" equates to 
micromanagement, probation and performance improvement plans. 
Just hearing the term is enough to shift a sales rep's frame 
of mind from positive to negative. He or she suddenly loses 
enthusiasm and doesn't know why. Many managers increase funnel 
reviews as performance slips, which causes performance to slip 
further, and in the end nobody wins. Endless funnel reviews, 
especially if they're not positive, only serve to reinforce 
salespeople's self-doubts and limiting beliefs.

Forecasts are a similar problem, but in different ways. Few 
salespeople forecast accurately. Nobody wants to fall short on 
their forecast, so they embellish, exaggerate and make sure the 
numbers add up to where they should be rather than where they 
really are. This results in managers who expect those numbers, 
and salespeople who dodge managers because they know they aren't 
going to perform as forecasted. Then there are salespeople like 
myself who do the exact opposite - since I hated nothing more 
than having a manager constantly ask me, "When is this one going 
to close? When is that one going to close?," I intentionally 
left good deals off my forecast. While it eliminated the problem 
of constantly being asked when all those deals would sign, it 
created another form of stress in having to deal with the 
consequences of a funnel that fell short of expectations.

Another word that instantly de-motivates salespeople is 
"activity." Unfortunately, in the absence of any other viable 
advice, most managers simply blurt out, "You need to increase 
your activity" to anyone who isn't at quota. This accomplishes 
nothing other than setting up the rep to believe that a series 
of funnel reviews and performance improvement plans are soon to 
follow.

Finally, I see entirely too many managers pushing too hard to 
spend extra time with salespeople who are falling short. While 
it's necessary to spend time with these people, it's not a good 
idea to keep asking them what they need help with and to insist 
on riding along with them. This only turns up the heat another 
notch on an already stressed-out rep. Nobody who is having 
trouble likes to be singled out, especially when the extra 
attention easily can be mistaken for micromanagement.

To keep a struggling salesperson motivated:

1. Keep the talk of funnels, forecasts and activity to a minimum.

2. Offer help without being overbearing.

3. Put your trust and confidence in that salesperson.

Stick with these guidelines and you'll not only do a better job 
of helping those who are having difficulties, but you'll see an 
overall increase in your sales team's motivation and enthusiasm. 

Frank Rumbauskas is the author of Cold Calling Is a Waste of 
Time: Sales Success in the Information Age. He is the founder 
of FJR Advisors LLC, which publishes training materials on 
generating business without cold calling. He also owns a 
nationwide insurance agency. For more information, please visit:
http://www.nevercoldcall.com