Before teaching sales tactics, first understand a new rep's personal motivations. This intrinsic desire for a better future is the only thing strong enough to help them push through the inevitable pain and rejection of prospecting.

Salespeople need specific, tangible goals to pull them through daily rejection. Abstract goals like 'providing for my family' are less effective than concrete objectives like earning a specific commission check or buying a boat, as these provide a more visceral and immediate motivational pull.

A highly successful salesperson, unmotivated by money, was reignited by a specific, tangible goal: a Harley Davidson his wife wouldn't let him buy. This shows that the motivational trigger for top performers can be surprisingly small and personal once financial security is achieved.

Beyond personal or financial goals, the most sustainable motivation can be an intrinsic desire to help clients succeed. This "helper's carrot" shifts the focus from your product to the customer's achievement, creating a genuine belief that powers you through challenges and builds long-term success.

To combat early discouragement in sales, create leaderboards and rewards for leading indicators like 'most doors knocked' or 'most calls made.' You can even award a prize for the 'biggest cuss out' to gamify rejection, creating early wins and de-stressing the process.

Sales leaders wrongly assume compensation is the universal motivator. However, assessment data shows money is the primary driver for only about 55% of salespeople. To create effective incentives, leaders must uncover individual motives, which may include free time, recognition, or charitable giving.

Sales compensation is the most powerful lever for changing a sales team's behavior quickly. More than training or directives, incentives tell reps what they are supposed to do and why, directly shaping their daily actions and strategic focus.

A salesperson's goals (sell a car, earn commission, ensure a great experience) are perfectly aligned with the customer's (buy a car, have a great experience). When a customer has a positive experience, they want the salesperson to succeed and remain available for future business and referrals, creating a symbiotic relationship.

When modifying a compensation plan, the primary goal should be to drive a specific behavioral change aligned with new business strategies, such as focusing on new logos or products. The plan's mechanics must be simple enough for salespeople to immediately understand which new actions are being prioritized and rewarded.