I bring up the topic of material motivation because it acts as a lightning
rod—a perfect illustration for the discussion of material motivationvs. last-
ing motivation. Like the old scriptural teaching about building one’s house
either upon the sand or upon a rock, the motivations we choose to use in
our careers may determine either an epilogue of joy or disaster. When the
winds, rains, and storms of adversity come, foundations of sand wash away
and years of work quickly erode. This is the inherent danger of placing too
much emphasis on extrinsicmotivators.
Webster’s Dictionarydefines extrinsic as something that is “not essential”
or “not inherent.” Three examples of popular motivators are accumulation,
recognition,and control.It would be safe to say that all three of these extrin-
sic motivators are expected (to some degree) in any sales professional. Sales
professionals are motivated to sell more in hopes of accumulating more for
themselves and their companies. They are motivated to reach new heights
in hopes of being acknowledged for their efforts as well as to control the
factors that affect their success.
When these factors are out of sync, sales professionals lose balance and
become emotionally dissatisfied. Here are some examples you might find
in your own organization.
- Accumulation.Individuals so focused on making more that they begin
“replacing their values with valuables.” - Recognition.Individuals who are so consumed with getting credit and
recognition that they pirate credit, expend valuable energy fighting
for recognition, and/or become deflated when they do not receive
the recognition they feel they deserve. - Control.Individuals who try to control people as well as processes end
up transferring high degrees of stress as people and events elude
their control. Relational fallout follows as others resent their need to
control.
“Money hungry,” “glory hound,” and “control freak” are common char-
acterizations given to those who are obsessed with one or more of the above
extrinsic motivators. It might be argued that such personalities are drawn into
the sales profession because of tantalizing promises to “Make as much money
as you want to,” or “Be a star in your field,” or “Control your own destiny.”
All of these promises are irresistible to the entrepreneurial, mover-and-
shaker Enterpriser/Motivator personality. But we must be on guard that
one or more of these extrinsic aspects do not dominate our personalities,
causing us to fall into the trap of sacrificing relationships in pursuit of
goals. If you’ve left a slew of damaged relationships and burned bridges in
your wake, then chances are that one or more of the above three extrinsic
motivators have gained the upper hand in your life.
118 SELLING WITH EMOTIONAL INTELLIGENCE