Neuroticism & the Sales Profession
Bauer Research Looks at Psychological Damage in Sales Profession
The sales profession, known for inspiring desperation-tinged dramas like “Death of a Salesman,” and “Glengarry Glen Ross,” is arguably one of the most high-stakes, high-stress professional fields.
C. T. Bauer College of Business sales research is known for pioneering empirical research that digs well beyond those stereotypes to provide firms with what they need to know to build resilient, successful sales staff.
“Neuroticism and the Sales Profession,” published recently in Organizational Behavior and Human Decision Processes, presents a compelling case for updating the way some firms manage and support sales teams in order to mitigate inherent stress, said Bauer’s Michael J. Cemo Associate Professor of Marketing Johannes Habel, one of six authors of the study.
Johannes Habel, Michael J. Cemo Associate Professor of Marketing
Johannes Habel, Michael J. Cemo Associate Professor of Marketing
“We find that Business-to-Business (B2B) sales can change one’s personality and is positively associated with neuroticism. We then suggest strategic interventions to mitigate potential problems, which ultimately benefits business,” Habel said.
“Complex customer needs require salespeople to juggle numerous variables and expectations, which can be mentally taxing,” Habel explained. “The extended timelines for closing deals create prolonged periods of uncertainty and pressure. Additionally, sales targets in B2B environments are typically multifaceted and ambitious, adding layers of uncertainty for the sales force. Tough negotiations with clients can be emotionally draining, and with a significant portion of income tied to performance, financial stability often becomes a concern, further contributing to increased uncertainty.”
The researchers conducted four studies involving approximately 1,700 B2B salespeople and 24,000 non-B2B salespeople, tracking differences that emerged over an extended time period.
The findings are particularly interesting because, historically, firms have accounted for the potential for physical harm in certain professions and offered support to mitigate such harm (e.g., budgets for protective workwear) and adjusted compensation (e.g., bonuses for special risk), Habel said.
This research introduces the idea that employees in some professions, such as B2B sales, can also be psychologically harmed while working. The authors conclude that firms should account protective mechanisms for mental health, with the following specific suggestions:
- Redesign jobs: Simplify and streamline B2B processes to make tasks more manageable and reduce the cognitive load on salespeople.
- Invest in training: Equip salespeople with skills to handle long sales cycles and tough negotiations to aid in skill development and serve as a neuroticism prevention mechanism.
- Revise compensation structures: Provide a more stable mix of fixed and variable pay to reduce financial uncertainty and create a more predictable income stream for salespeople.
- Build a culture of care: Implement regular mental health check-ins, provide access to mental health resources, and foster a strong support network to alleviate pressures and reduce neuroticism.
The Stephen Stagner Sales Excellence Institute, housed within the Department of Marketing & Entrepreneurship at Bauer College, is a global leader in sales research. Its mission is to advance academic knowledge, to uncover the key drivers of superior sales force performance and provide information to sales leaders about innovative methods for creating and sustaining a competitive advantage within the sales force.
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