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Managers As Motivators: How To Help Your Business Developers Succeed

By Paul Cherry

When I met with Rosa Melendes, the regional sales director for a Fortune 500 company and one of my best clients, I picked up on an undercurrent of anxiety in her otherwise professional, capable demeanor.

"Tell me, Paul, what do you think of Jill?"

Business developer Jill MacPherson had been part of Rosa's team for ten years. Jill had always struck me as a loyal, dedicated worker, and I didn't hesitate to say so. While Rosa agreed, she was concerned. During Jill's tenure, their company had been through a host of complex changes, including a merger, and it seemed to be taking its toll on Jill. For the last three quarters, Jill's sales numbers hadn't been where they should be, and Rosa was worried that Jill was losing her competitive edge.

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