Today I was able to look at the 7,500 new rows of data accumulated since this update went live about 8 weeks ago and the data exceeded my expectations. Take a look at this!
In the table below, you’ll see that extrinsic motivation is most prevalent in the top group of salespeople while altruistic motivation is most prevalent in the lowest group of salespeople. You’ll also see the correlation between overall sales motivation and performance.
With this data correlating so perfectly, the most important question to ask is, what does it mean?
Recently there have been several articles that suggest we should eliminate commission salespeople and begin paying everyone a salary. That would REALLY appeal to the bottom 10% with 73% of them being either intrinsic or altruistic. The majority of the bottom 10%, especially the 35% who are altruistically motivated, should be in customer service. Customer service doesn’t pay as well but that is the role in which they could become top performers by being of service to others.
What do you suppose would happen to the performance of the top 23% when they are faced with being paid the exact same amount as their under performing colleagues? Say goodbye to their quota crashing performance!
Looking forward, our biggest challenge is that most millennials tend to be intrinsically motivated. Read this terrific article and look at the data comparing millennials to top salespeople. While overall motivation is nearly identical in all four groups, millennials have an average Sales Quotient of just 108. You can see in the table above that a score of 108 puts them in the category of weak salespeople where the overwhelming majority of that are intrinsically motivated. It’s not a stretch to draw the conclusion that the majority of salespeople in the weak category could be millennials.
The best way to incentivize salespeople will continue to be an ongoing topic of discussion. Those who think that a prospect’s interests are best served when salespeople are not on commission are misguided. The reality is that the top two groups of salespeople don’t act in a way that makes prospects feel like they are being sold something. People buy from them because they build relationships, are consultative, listen and ask great questions, and understand the problems that need to be solved. Weaker salespeople are transactional, rely on presentations and demos, and appear to be more interested in making a sale than solving a problem. Most of the experts who weigh in on this matter have it backwards. Like all of the inbound writers who several years ago predicted that sales was dead and inbound was king, these suggestions are nothing more than fake news.
Salespeople who are intrinsically motivated would prefer to be compensated with a salary and perhaps a bonus for performance while extrinsically motivated salespeople would prefer the plan that offered the sky as the limit.
The biggest change for companies is the need to understand how to motivate intrinsics. Traditional sales motivators like commissions, competition, contests, and awards do not motivate intrinsics. They want to be part of something bigger than themselves, would like to change the world, want to achieve mastery, sell because they love it, and do it for personal satisfaction. How can you motivate them and more specifically, how can you motivate them to become better as a group than their current state of weak?
