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

Frank J. Rumbauskas, Jr., author of the New York Times Best-Seller "Never Cold Call Again: Achieve Sales Greatness Without Cold Calling," spent several difficult years in sales, frustrated and convinced that there must be a better way than the familiar chants of "cold call more" and "increase your activity" so frequently heard from well-meaning but otherwise clueless sales managers.

While working as an account executive for a Fortune 100 company in the mid 1990s, Mr. Rumbauskas was mentored by another A.E. who went from entry- level sales to upper management in 3 years, something unheard of in this particular organization. This top producer revealed a very basic principle to Mr. Rumbauskas. He immediately applied it and suddenly began to achieve tremendous results. That simple principle forms the basis of this entire program. Mr. Rumbauskas has taken it, perfected it, designed systems around it, and is now able to apply it to any and all sales jobs. He went on to successfully start and run two sales agencies based on these principles before moving into sales training.

His biggest strength compared to other sales trainers and authors is the fact that he is now a business owner who meets with salespeople on a regular basis. He is careful to observe everything they do right as well as everything they do wrong, and his training materials reflect this firsthand experience.

Originally from Linden, New Jersey, Mr. Rumbauskas now resides in Phoenix, Arizona. He is actively involved with various community and civic organizations in the Phoenix area, and is an active entrepreneur - he owns a mortgage protection life insurance agency which uses the principles he teaches to generate business without cold calling, and is a major holder in an emerging wireless internet company. He enjoys reading the great number of success stories we receive from students of this program. If you have a success story you haven't yet shared with us, please do so!