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In sales we are all motivated either intrinsically or extrinsically. Extrinsic motivation is money, public recognition, prizes, and rewards. I’ve been compensated to contribute to this program, but the opinions expressed in this post are my own and don’t necessarily represent IBM’s positions, strategies or opinions.
However, sometimes, extrinsic motivation can be provided to the person for him to complete a task. For example, if a prospect engages with a rep because of an automated targeted email series and then closes the deal with the help of the sales rep, then this representative will be rewarded for his efforts post lead qualification stage.
But extrinsic motivators aren’t enough to consistently motivate sales reps, so this shouldn’t be your sole or primary leadership style. For one, it allows you to share the company vision and goals with your sales representatives. Here’s how: Devise a vision that sales representatives will actually want to get behind.
Let’s look at optimizing outbound sales development representative (SDR) performance using an issue tree. Were I focused on the inputs, I would have fleshed out the issue tree to include facets of intrinsic and extrinsic motivation. Enough theory on this first framework. Sales Engagement Issue Tree.
Then, incorporate aspects of the highest performers you'd like to find in candidates -- for instance, perhaps you find your highest-performing customer support representatives are incredibly self-motivated. Second, because there are extrinsic motivations that vary depending on the role.
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