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.

Copyright (c) 2008 Thotsaporn Khumwaree