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With two-thirds of 여우 알바 salespeople facing intense stressors that push them to the edge of burnout, being able to handle the pressures of being in the field is crucial for both personal and professional happiness. Failing to handle stress puts your sales team at high risk of burnout. For sales teams looking to achieve their goals and mitigate turnover, managing stress needs to be a priority.

When sales managers increase pressure slightly, setting lofty goals or creating a competitive setting, they are inducing the kind of stress that actually helps produce better results. That is, the members of a team are going to feel the pressure, particularly within the sales context. As a sales manager, not only are you dealing with your teams stress, you are dealing with your stress. This dynamic can cause great stress, especially in selling to competitive markets.

Most salespeoples stress is caused by their failure to persuade customers to buy. When salespeople lack the tools, training, and systems necessary to effectively sell, working on unproductive tasks without direction can drag their sales efforts down, creating needless stress. Now, let us look at a few ways that sales reps and managers can reduce the stress and manage the pressures that may arise from working in sales. ironing out kinks in the sales process at your organization could be a big deal to helping reps perform efficiently with the least amount of stress.

Our study contributes to the sales literature by exploring personal stressors on an individual level through job demands and resource conservation theories, and offers insights for managers of salespeople who experience stress on both personal and work levels. Overall, the current manuscript contributes to the scholarship by furthering that individual stressors may significantly influence the salesperson and their/her sales performance. In the current study, the coping strategies to manage job-related stress stemming from the relationship with patients were assessed in 204 hospital nurses, and were compared to coping strategies and psychological distress among salespeople. Our findings revealed that nurses reported greater levels of psychological distress compared to salespeople, consistent with prior studies reporting higher levels of stress related to job-related tasks among hospital nurses.42 However, the nature of interpersonal stressors was different in nurses compared to salespeople.

In addition, coping behaviors also received attention by nurse researchers.2,28,29 For instance, a study on hospital-based women nurses30 reported that affective-oriented coping was significantly associated with symptoms of depression, even after controlling for job stress, nursing-related job experiences, and social support. Nurses coping behaviors are a potential buffer that may decrease the effects of work-related stress on their psychological functioning and wellbeing. This study assessed the ways nurses deal with stress, especially stress that arises from their relationship with patients, and the effectiveness of their strategies for reducing the subsequent psychological distress. Our research findings indicate that when nonwork-related, personal relationships are stressed, resulting stress increases the emotional fatigue at the worksite, affecting salespeoples job performance.

The effects clearly indicate that the link between stress and performance is not positive. Job-related stress is usually a result of collective effects from multiple stressors. All types of employee stress and health directly impacts an organization, since physical and mental health conditions render an employee ineligible to perform, and because of that, satisfaction gained from the work is reduced, ultimately decreasing job performance and productivity levels. In the sales context, an added load of stress related to health may have severe consequences, since the salesperson is already highly taxed with the significant and constant demands on his/her performance related to his/her role expectations, given his/her commission-based work.

Excessive work demands may be painful, leading to primarily emotional strain. Management Implications Personal stress is an issue that is becoming increasingly important in sales jobs, given that there are decreasing boundaries in this occupation between personal and professional roles for salespeople. Salespeople who frequently experience high levels of stress are generally less engaged with their jobs, less committed to their organizations, and have lower levels of job and life satisfaction, according to The Oxford Handbook of Strategic Selling and Sales Management. According to the World Health Organization, workplace stress is especially prevalent in situations where employees are asked to do things beyond their knowledge, skills, and ability to handle, and where they lack sufficient support from peers and supervisors to bridge this gap.

When employees are under constant stress, their motivation, resilience, and communication skills may suffer adversely–and, for sales professionals, all these attributes are essential to the role. How salespeople and other employees are treated by managers has a tremendous effect on their feelings about themselves and the job. Mostly, managers alleviate stress from salespeoples lack of confidence and dissatisfaction with the job by appreciating the work their salespeople do, and giving them credit both monetary and non-monetary. A manager must decrease stress caused by the salesmen in their sales force to increase efficiency of his or her department.

A good manager maintains a direct communication with his sales force and takes an immediate interest in their performance to decrease or avoid the stress caused to his salespeople on the front lines. The manager must promote career development, and he must also give the sales team opportunities, direction, and encouragement in their careers in order to decrease the level of poor satisfaction and increased stress. The salesperson is generally self-directing, has limited management supervision, and is allowed to make most of his or her own working decisions. When work duties are contradictory or unclear, the work may be confused, which may be the source of the salespersons stress and frustration.

The findings offer an interesting point of departure for further studies, since our study did not examine the role of work-family social support, or other coping mechanisms, as resources that could potentially counteract the negative effects of stress on the work-family relationships.