While pressure and challenges do exist in the sales profession, modern salesrooms are not veritable pressure cookers — full of deadlines and targets —waiting to explode as most people believe. It’s widely known today that a one-size-fits-all approach, focusing solely on pressure, can have a detrimental effect on the well-being and morale of sales professionals. High levels of pressure can create excessive stress and burnout, which can ultimately hinder performance and productivity.
Does that mean organisations that prioritise a supportive and empowering work environment tend to foster higher levels of engagement and productivity, especially amongst the sales personnel? Does effective sales management require recognition and appreciation of achievements, provision of regular feedback and coaching, opportunities for growth and development and cultivation of a positive team culture?
Anil Mohanty, senior HR leader
Pressure is not the only tactic in sales to maintain productivity or achieve results. Sales organisations should strive for a balanced approach that combines both pressure and positive reinforcement. Effective leaders understand the importance of motivating their team members and creating an environment that encourages productivity. This can be achieved through a combination of setting clear goals, providing support and guidance, recognising and appreciating achievements and offering constructive feedback to drive improvement.
It’s crucial for sales leaders to develop effective coaching and management techniques that cater to the unique needs of their team members. This may involve conducting thorough research to understand the strengths and weaknesses of each individual, implementing tailored strategies and providing the necessary resources and training for success.
Pressure can be a part of the sales environment to some extent, but finding the right balance between pressure and positive reinforcement allows for individual growth, fosters a motivated and engaged team and ultimately leads to sustainable and long-term success.
Praveen Purohit, deputy CHRO, Vedanta Resources
In today’s sales environment, the perception that salesrooms are filled with constant drama and high- pressure situations is not accurate or common. Though occasional instances of heightened emotions or tense moments may occur, it is important to note that such occurrences do not define the entire sales profession.
Sales roles often involve targets, deadlines and performance expectations. The belief that pressuring individuals is the sole tactic to maintain productivity and achieve results is outdated and ineffective.
Successful sales teams now focus on embracing technology and innovation. By incorporating digital tools and data-driven insights, sales professionals can optimise their strategies, identify new market opportunities and tailor their approach to meet customer needs more effectively.
The sales team should look beyond organisational boundaries to understand industry best practices and learn from successful counterparts worldwide. This broader perspective allows sales teams to adopt proven strategies, refine their processes and stay ahead of evolving market dynamics.
With greater emphasis on intellectual and creative problem solving, sales professionals are encouraged to think critically, adapt to changing customer needs and find innovative solutions to build stronger relationships with customers and deliver sustainable business growth.
Anil Gaur, senior HR professional
Leaders should lead by example, demonstrating the desired behaviour themselves. Creating an environment of trust and collaboration is essential, and the incident involving the HDFC manager shouting at his team members, which subsequently went viral clearly did not promote such an environment.
Any review meeting or discussion should begin by appreciating the good work done by the team members. Each individual possesses unique capabilities and competencies, and it is important to acknowledge each one’s contributions, big or small. The discussion should then move on to what was done well, followed by areas that could have been improved upon. The focus should be on identifying gaps and setting goals for improvement.
Throughout these conversations, leaders should maintain a polite and humble demeanour, aiming to connect with their team members on a personal level. Inclusivity is crucial, allowing for open sessions or town-hall meetings where the voice of employees can be heard. It is the leader’s responsibility to handle, guide, support and provide advice to enable the team members to perform better.
