Sensitive Sales Managers Create Better Sales Teams

Most sales professionals are well acquainted with the negative feedback commonly given by their managers. In many cases, they have come to expect derision from their superiors. More positive feedback, according to one behavioral psychologist, could result in dramatic changes.

(PRWEB) September 22, 2003

For Immediate Release

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Sensitive Sales Managers Create Better Sales Teams

Changing Feedback from Negative to Positive Shows Real Results

Santa Ana, California (PRWEB) September 22, 2003 – Most sales professionals are well acquainted with the negative feedback commonly given by their managers. In many cases, they have come to expect derision from their superiors. More positive feedback, according to one behavioral psychologist, could result in dramatic changes.

According to Thomas K. Connellan, PhD., most sales managers give negative feedback three times as often as positive feedback.

“Why aren’t you closing any of these deals?” “One out of five is unacceptable.” Comments like these are three times more common than praise statements like, “You did a great job” or “If you keep working this hard, nothing but good things can happen.”

“It’s sounds so simple it seems unbelievable,” Connellan says. “But the research doesn’t lie. Giving positive feedback three times for every example of negative feedback strongly affects behavior.”

In his latest book, Bringing Out the Best in Others! 3 Keys for Business Leaders, Educators, Coaches, and Parents (Bard Press, Feb. 2003), Connellan explains that a four to one ratio, or even five to one is better, but that achieving those numbers is probably too much to ask at the outset. “Three to one is a huge step in the right direction,” Connellan admits.

Thomas K. Connellan, PhD., is a New York Times best-selling author, former Program Director and Research Associate on the University of Michigan Business School faculty and an advisor to Dell, Marriott, the Air Force Academy, GE, Sony, and Neiman Marcus.

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