Nearly one-third of B2B salespeople say it’s gotten harder to stay motivated compared to just one year ago, according to SalesFuel’s Voice of the Sales Rep study of more than 800 sellers.
4 out of 10 report experiencing stress on the job within the past year, and 70% say they struggle to achieve work-life balance. These factors not only lead to burnout but also impact performance – with only 29% of B2B sellers regularly meeting quota.
What Do Modern Reps Really Want?
The study also reveals greater demand for incentives beyond money. Commission has long been considered the driver of sales performance, but that dynamic is clearly shifting.
While financial incentives remain important, there is a strong demand for benefits that improve quality of life and personal growth. Nearly half of reps cite time off, such as additional paid vacation, flexible hours or longer lunch breaks, as a top motivator. This underscores their desire to reclaim personal time and reduce stress.
Professional development is another area of interest for reps. Nearly half (48%) value opportunities to learn new skills. This could include training, mentorship or the chance to tackle new challenges. 30% say they’ve recently pursued coursework or training to advance their abilities, and 40% say they would appreciate additional professional development support from their company.
Additionally, reps want acknowledgement. Almost half say knowing that upper management is aware of their good work is appreciated. This reveals that many sellers simply want to feel that leaders value their efforts. For these reps, acknowledgment isn’t just nice to have — it’s a critical factor in feeling supported and motivated to excel.
Are Managers Misaligned?
According to Gallup, 70% of team engagement is directly influenced by the manager. Yet the SalesFuel study alarmingly reveals that a quarter of sellers say their manager fails to inspire them.
Many managers do not fully recognize what drives today’s salespeople, leaving their teams feeling undervalued, unsupported or misaligned with the incentives offered.
This is one reason why more sales managers are making “self-motivation” an important criterion in their hiring process. This motivational challenge is leading to retention issues, as well. 30% of sales managers admit that retaining sellers is becoming increasingly more difficult. And nearly 39% of reps say they’re considering new jobs.
How Should Managers Respond?
For C. Lee Smith, SalesFuel CEO and co-author of The Leader’s Playbook: CEOs Transforming Vision Into Action, his company’s research makes one thing about employee motivation abundantly clear.
“A dead battery can’t jump start a dead battery. In this study, a common refrain from salespeople is their sales managers first need to be engaged and motivated themselves. This starts with having the self-awareness to understand what’s impacting their own enthusiasm and how it is rubbing off on their team,” he explains.
Another key for leaders is to balance universal needs – everyone wants great pay and benefits – with each salesperson’s individual needs to keep them inspired and successful.
SalesFuel’s Kathy Crosett notes, incentives are not a one-size-fits-all matter. Managers can gain valuable insight into what drives each employee by using psychometric assessments, such as TeamTrait™, and observing their motivational levels during their one-on-one meetings.
“Managers need to focus on what they can control and influence most. One of them is regular communication and active listening to understand each team member’s personal drivers,” she advises.
Dr. Bob Nelson, a workforce motivation expert who has worked with 80% of Fortune 500 companies, agrees. On an episode of the Manage Smarter podcast, he affirms SalesFuel’s findings are consistent with what he commonly sees in the field – from his largest clients to his smallest
“Providing workers with recognition and respect can make a world of difference in getting the best efforts out of them, keeping them and helping you develop a reputation for treating employees in a way that helps attract talent to work for you and your organization,” he says.
The writing is on the wall: The usual commission-as-motivation system isn’t keeping reps happy or productive. It’s up to sales managers to recognize personal motivators of each team member and offer rewards accordingly. With an emphasis on burnout prevention, skills development and clear acknowledgement, leaders can drive their team to peak performance while also improving retention and hitting company goals.
