Bothnia Seven

Avainsana: sales performance

  • Intrinsic motivation: the silent multiplier in sales

    By: Severi Suomala

    Published 8.12.2025

    Sales organisations have become exceptionally good at measuring what is easy to measure. Targets, quotas and performance dashboards form the architecture of most commercial cultures, and the assumption often follows that improving these structures will also improve motivation. Yet long-term sales performance rarely maps cleanly onto the size of a commission plan or the aggressiveness of monthly targets. Some individuals thrive across market cycles, industries and products. Others with identical incentive structures rise quickly and then stall. The explanation for this variation lies less in external reward systems and more in the quality of internal motivation that guides how salespeople learn, interpret situations and engage with customers.

    Motivation research has long distinguished between extrinsic and intrinsic forms of regulation. Although the concepts of intrinsic and extrinsic motivation were not new to me, they became far more compelling when I encountered their treatment in The Cambridge Handbook of the Learning Sciences, where motivation is presented as a central driver of curiosity, persistence, and meaningful learning (Sawyer 2022). Extrinsic motivation refers to behaviour conducted for a separable outcome such as a reward or avoidance of punishment. Intrinsic motivation refers to engagement driven by inherent interest, enjoyment or a sense of meaning in the activity itself (Deci & Ryan 1985). This distinction matters for sales, because the work increasingly requires cognitive flexibility, sustained attention, learning in motion and the ability to form authentic relationships with customers. These behaviours tend to flourish when intrinsic motivation is well supported and tend to degrade when the primary source of energy is pressure or external control.

    Why extrinsic pressure is insufficient in complex sales

    In many commercial cultures, the dominant assumption is that more pressure produces more performance. This assumption appears intuitive, yet research repeatedly shows that external rewards have narrowing effects on attention and can undermine creativity and learning. Kohn’s (1993) critique of reward centred systems demonstrates that external incentives often reduce the quality of engagement by encouraging people to prioritise the reward over the learning process, which is a poor fit for work that requires exploration and judgment. Amabile & Kramer’s (2011) research on creativity similarly notes that controlled, high pressure environments tend to diminish intrinsic interest, which subsequently reduces adaptability and problem-solving capacity.

    The MMA Sales and Marketing Professionals union study on wages in 2024 shows that compensation in the field still relies heavily on personal, result-based bonuses, while meaningful indicators such as customer satisfaction remain marginal. For a profession that depends on trust, learning and long-term judgment, the persistence of these extrinsic systems feels increasingly misaligned with established motivation research.

    B2B selling environments amplify these issues. When sales cycles are long, products are complex and customer contexts are dynamic, performance depends on how effectively a salesperson can interpret evolving situations, integrate knowledge, maintain curiosity and build trust. These behaviours do not intensify under high pressure. They intensify when the salesperson experiences a sense of agency, mastery and purpose. Overreliance on external incentives risks producing an outward appearance of activity while gradually eroding the motivational foundation that sustains thoughtful engagement.

    The architecture of intrinsic motivation

    Self determination theory offers a structured explanation for why some environments produce deeper and more durable motivation than others. According to Deci and Ryan, intrinsic motivation is strongest when three central psychological needs are supported: autonomy, competence and relatedness (Deci & Ryan 1985; Deci & Ryan 2017). When individuals experience choice in their work, opportunities to grow their skills and meaningful connection with others, they tend to direct energy toward learning and improvement rather than compliance.

    Pink’s (2009) interpretation of this research frames these three needs in a commercially resonant manner: autonomy, mastery and purpose. This framing is particularly effective for sales because it aligns with the daily realities of the role. Autonomy supports the salesperson’s capacity to choose strategies that fit their strengths. Mastery connects motivation to intentional skill development rather than to outcomes alone. Purpose links the work to a broader contribution, which increases resilience and focus.

    Autonomy as a performance foundation

    Autonomy in sales work is not the absence of structure. It is the experience of being able to exercise professional judgment within a clear framework. Research demonstrates that when people feel they are the origin of their actions, their engagement tends to rise, and they respond more adaptively to new challenges (Deci & Ryan 2017). In sales contexts, autonomy allows individuals to shape conversations, explore customer logic and experiment with approaches. This sense of authoring one’s own work becomes an anchor for intrinsic motivation.

    Mastery and the ongoing development of skill

    Mastery relates to the intrinsic satisfaction of becoming more capable in one’s craft. Csikszentmihalyi’s (2009) work on flow highlights that people enter states of deep absorption when the challenge of a task matches their evolving skill level. These states are typically reported as highly rewarding, not because of external recognition but because the individual feels fully engaged in meaningful activity. In sales work, mastery shows up in the gradual refinement of questioning, the ability to map stakeholder interests or the skill of diagnosing a customer’s real problem, thus providing value. These developmental arcs create an internal reward structure that is more durable than bonuses or contests.

    Purpose and the orientation toward customer impact

    Purpose strengthens intrinsic motivation by connecting daily actions to meaningful outcomes. Research on purpose driven selling demonstrates that salespeople who organise their work around improving the customer’s condition tend to outperform those who focus primarily on meeting internal metrics (McLeod & Lotardo 2020). Purpose shifts attention away from transactional thinking and toward understanding, empathy and long-term value creation. This orientation increases motivation and elevates the quality of customer relationships.

    How intrinsic motivation changes behaviour in sales practice

    Intrinsic motivation influences how much energy a salesperson invests in their work and shapes the character of that energy. Individuals who are driven by curiosity and purpose tend to approach situations with broader attentional bandwidth and are more willing to explore alternative interpretations. Adam Grant’s (2016) work in Originals illustrates that intrinsically motivated individuals are more likely to challenge conventions, rethink assumptions and propose novel approaches. In sales, this becomes visible in how people learn new industries, examine customer contexts and adjust their strategies during complex negotiations.

    Additionally, intrinsic motivation enhances relational quality. Customers quickly detect whether a salesperson is motivated by genuine interest or by the need to close a transaction. When motivation is anchored in purpose and mastery, interactions become more exploratory and less pressured. Over time, this dynamic produces trust and deeper engagement. Research on meaningful work and progress further reinforces this point. Amabile & Kramer (2011) found that even small signs of meaningful progress create emotional uplift that fuels sustained performance. When salespeople feel that they are genuinely helping customers move forward, their motivation becomes self reinforcing.

    Conditions that strengthen intrinsic motivation in sales teams

    Leaders cannot manufacture intrinsic motivation, but they can construct environments where it emerges more naturally. Several principles from motivation research translate directly into sales leadership practice.

    First, autonomy supportive leadership is essential. This requires reducing unnecessary control, providing clear rationales for decisions and inviting input into methods rather than prescribing all steps. Deci and Ryan (2017) note that such environments increase internalisation and engagement because they support the psychological need for self determination.

    Second, focus on learning and mastery should be deliberately cultivated. Progress conversations, skill focused coaching and reflective practices align well with Amabile & Kramer’s (2011) findings on the energising effect of meaningful progress. When leaders recognise development rather than only evaluating outcomes, they reinforce internal drive.

    Third, a shared sense of purpose must be actively maintained. McLeod & Lotardo’s (2020) research shows that purpose becomes a commercial advantage when it shapes daily decisions rather than appearing only in mission statements. Leaders who draw attention to customer impact, discuss value creation and highlight stories of improvement help anchor motivation in meaning.

    Finally, organisations should be careful with the architecture of reward systems. Kohn’s (1993) critique of excessive rewards is relevant here. When incentives are used as the primary motivational tool, they risk crowding out intrinsic interest by signalling that the behaviour is not inherently valuable. Rewards should confirm excellence, not substitute for the intrinsic value of the work.

    Intrinsic motivation as a long-term performance asset

    Intrinsic motivation functions as a silent multiplier because it strengthens the underlying mechanisms that sustain learning, adaptability and trust. When salespeople experience autonomy, develop mastery and connect their work to purpose, their motivation becomes less dependent on external pressure and more aligned with the inherent demands of complex selling. This deeper form of engagement produces better conversations, better decisions and better customer outcomes. It also supports resilience, because motivation is no longer tied only to the last won or lost deal but to the ongoing experience of doing meaningful work.

    For organisations that rely on skilled commercial teams, cultivating intrinsic motivation is not a soft concept. It is a strategic requirement. External incentives may initiate movement, but internal motivation determines its direction and durability. By shaping environments that support autonomy, mastery and purpose, leaders strengthen the motivational architecture that allows salespeople to perform at a high level across industries, cycles and conditions. The quiet nature of intrinsic motivation makes it easy to overlook, yet it is precisely this quietness that gives it its compounding power.

    Something to think about:

    1. If external rewards disappeared tomorrow, which behaviours in sales would actually stay in place, and what would that reveal about how motivation really works in our organisations?

    2. Which part of your work feels most intrinsically motivating today, and what would change in your performance if that feeling showed up more often?

    3. Why do you think so many sales cultures still default to pressure and incentives, even when evidence shows that autonomy, mastery and purpose produce stronger long-term results?

    References

    Amabile, T & Kramer, S. 2011. The progress principle: Using small wins to ignite joy, engagement, and creativity at work. Harvard Business Review Press, Boston.

    Csikszentmihalyi, M. 2009. Flow: The psychology of optimal experience. Harper Perennial, New York.

    Deci, EL & Ryan, R. 1985. Intrinsic motivation and self-determination in human behavior. Plenum Press, New York.

    Deci, EL & Ryan, R. 2017. Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Press, New York.

    Grant, A. 2016. Originals: How non-conformists move the world. Viking Press, New York.

    Kohn, A. 1993. Punished by rewards: The trouble with gold stars, incentive plans, A’s, praise, and other bribes. Houghton Mifflin, Boston.

    McLeod, L & Lotardo, E. 2020. Selling with noble purpose: How to drive revenue and do work that makes you proud. 2nd ed. Wiley, Hoboken.

    MMA. 2025. Myynti- ja markkinointialan palkat 2024: tiivistelmä keskeisistä löydöksistä. Myynnin ja Markkinoinnin Ammattilaiset. Accessed: 22.11.2025. Available at: https://mma.fi/ajankohtaista/artikkelit/mman-palkkatutkimus-neuvottelu-kannattaa-mutta-kaikki-eivat-sita-hyodynna/#lataa

    Pink, D. 2009. Drive: The surprising truth about what motivates us. Riverhead Books, New York.

    Sawyer, R., et.al. 2022. The Cambridge handbook of the learning sciences. 3rd ed. Cambridge University Press, Cambridge.

  • Beyond the niche: What really predicts success in sales hiring?

    By Severi Suomala

    Published 1.9.2025

    From thesis to job market

    This spring I completed my thesis. Since then, I have not been writing, and I found myself missing it. This article is a way to vent that desire, by regurgitating reflecting on my findings from articles, conversations and literature from this summer. It also happens to be connected to the theme that has been on my mind from dawn until dusk during this whole time: the way companies approach sales hiring, and especially the weight they place on niche industry experience.

    As part of my job search, I began reaching out to recruiters and hiring managers for feedback on my applications. I wanted to understand what shaped their decisions. The responses were consistent. Sales roles frequently demanded candidates with many years of experience in the same industry. Now, we have a what, but I need a why, I am annoying like that. On the surface this makes sense. If a salesperson already knows the market, customers, and products, they can contribute faster. Harvard Business Review (2006) notes that new sales hires often require about seven months to reach full productivity, which partly explains this emphasis on familiarity.

    Why companies hire “inside the industry”

    The preference for industry insiders is rooted in both psychology and practicality. Hoffeld (2016, 112) explains that buyers perceive expertise as a shortcut to trust, meaning prior sector knowledge can instantly signal credibility. Similarly, Cialdini (2009, 74) describes authority as a principle of influence: people tend to comply with individuals they view as credible sources. For customers, a salesperson who speaks their professional language appears less risky.

    For employers, the case is also pragmatic. Onboarding salespeople takes time and resources. Harvard Business Review (2006b) reports that long ramp-up periods significantly affect performance costs, so managers naturally lean toward candidates who appear to shorten this timeline. Internally, industry knowledge may also help salespeople coordinate better with product managers, engineers, and service teams, smoothing cross-functional communication. Dixon and Adamson (2011) argue in The Challenger Sale that effective salespeople “teach, tailor, and take control.” Teaching and tailoring may indeed carry more impact when a salesperson already has contextual authority. From this perspective, prioritizing niche experience seems like a rational choice.

    The limits of overvaluing niche tenure

    Despite these arguments, there are risks in focusing too narrowly on industry tenure. Research by Schmidt and Hunter (1998) shows that general cognitive ability and learnability are among the strongest predictors of job performance across all occupations. A salesperson who can adapt quickly, think critically, and absorb new knowledge may match or even surpass an insider once given the opportunity.

    Parvinen (2013, 93) emphasizes adaptability as a key driver of sales success, noting that sales outcomes are not determined only by knowledge of products but by the ability to understand and respond to customer psychology. Keenan (2022, 64) reinforces this in his problem-centric approach to selling: success depends less on product knowledge and more on the ability to diagnose and solve customer problems. When companies overweight industry tenure, they risk excluding candidates with curiosity, coachability, and problem-solving skills that could yield greater long-term value.

    Lessons from my own career

    My professional history provides an illustration of this argument. I have worked in three very different sectors: security, finance and insurance, and SaaS in the construction industry. At the outset of each role, I lacked deep prior knowledge of the field. Yet in each, I managed to meet expectations and surpassed them, breaking sales records in several instances, and systematically leading new client acquisition charts.

    When I reflect on the factors behind these outcomes, the reasons for success are obvious. The reasons were curiosity, the willingness to learn quickly, respect for customers, and the ability to build trust. Carnegie (2020, 49) emphasizes that genuine interest in others and respectful engagement are fundamental to influence. Cialdini (2009, 22) points to reciprocity and consistency as principles that strengthen trust and relationships. My experience confirms these insights: sustainable sales success was built on relationships, empathy, and deliberate learning, not on how many years I had spent in the sector beforehand.

    The role of intrinsic drive

    A factor that is often overlooked in hiring conversations is intrinsic motivation. Self-Determination Theory identifies autonomy, competence, and relatedness as core needs that fuel intrinsic drive and long-term performance (Deci & Ryan 2000 & 2020). Hoffeld (2016, 217) similarly notes that top-performing salespeople are often intrinsically motivated, showing discipline in how they learn and align with buyer decision processes.

    My own recruiter conversations revealed a tension here. When I asked about the role of strong internal motivation (beyond external drivers such as salary, job security, or career stepping stones) the question was often deflected. Motivation was acknowledged but framed primarily in extrinsic terms, such as meeting quotas or advancing to the next position. Yet Achor (2010, 61) shows in The Happiness Advantage that optimism and internal motivation significantly increase resilience and creativity, which are vital for long-term performance. The gap between what research highlights and what recruiters emphasize suggests that companies may be undervaluing qualities that create the most durable success.

    A balanced perspective

    The evidence suggests that industry experience provides real advantages: it builds immediate credibility, reduces perceived customer risk, and can shorten ramp-up time. These factors matter, and dismissing them entirely would ignore practical realities. However, overemphasis on niche tenure risks creating blind spots. It can exclude adaptable candidates with strong intrinsic drive who have the capacity to learn quickly, understand customers deeply, and outperform over time.

    A balanced hiring approach is therefore required. Evaluating for both industry familiarity and qualities such as curiosity, problem-solving, and motivation can provide the best outcomes. Parvinen (2013, 94) stresses that adaptability is central to sales performance in today’s complex markets. Keenan (2022, 181) and Dixon and Adamson (2011) both point out that problem-solving and teaching customers are more valuable than product recitation. Companies that combine structured onboarding with deliberate selection for learning agility and drive can capture the benefits of both insiders and outsiders.

    A question for leaders

    This was a summer of reflection, that sparked by my own job search and recruiter conversations, it also leaves me with a central question. In sales hiring, are companies prioritizing short-term comfort or long-term potential?

    I would be interested to hear from recruiters, HR professionals, and sales leaders, in your experience, which has delivered better results: hiring insiders with niche tenure, or hiring adaptable outsiders with strong motivation?

    References

    Achor, S. 2010. The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work. New York: Crown Business.

    Carnegie, D. 2020. How to Win Friends and Influence People. 1st ed. New Delhi: Orange Books International.

    Cialdini, R. B. 2009. Influence: The Psychology of Persuasion. New York: HarperCollins.

    Deci, E. L. & Ryan, R. M. 2000. The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4).

    Dixon, M. & Adamson, B. 2011. The Challenger Sale: Taking Control of the Customer Conversation. New York: Penguin Group.

    Harvard Business Review. 2006. Understanding what your sales manager is up against. Harvard Business Review.

    Harvard Business Review. 2006b. The new science of sales force productivity. Harvard Business Review.

    Hoffeld, D. 2016. The Science of Selling: Proven Strategies to Make Your Pitch, Influence Decisions, and Close the Deal. New York: Penguin Random House.

    Keenan. 2022. Gap Selling: Getting the Customer to Yes. Denver: A Sales Guy Publishing.

    Parvinen, P. 2013. Myyntipsykologia: näin meille myydään. Jyväskylä: Docendo Oy.

    Ryan, R. M. & Deci, E. L. 2020. Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness. New York: Guilford Press.

    Schmidt, F. L. & Hunter, J. E. 1998. The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2).

    Recommended further reading:

    Fernández-Aráoz, C. 2014. 21st-century talent spotting. Harvard Business Review.
    A sharp reminder that hiring only for past experience is like buying last season’s F1 car and expecting them to win next year’s races. Adaptability and curiosity tend to perform better over time.

    McKinsey & Company. 2022. Taking a skills-based approach to building the future workforce. McKinsey Insights.
    This is worth listening. Think of it as upgrading from reading a CV to reading the person.

    McKinsey & Company. 2023. Right skills, right person, right role. McKinsey Insights.
    Explains why putting a genius coder in sales might not end well, but why a curious salesperson with learning agility might thrive anywhere.

    Pink, D. H. 2009. Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books.
    Reveals that people don’t work best for carrots and sticks. Instead, autonomy, mastery, and purpose are the real horsepower. Spoiler: money alone won’t buy you passion.

    Collins, J. 2001. Good to Great: Why Some Companies Make the Leap and Others Don’t. New York: HarperBusiness.
    A business classic reminding us that greatness comes from disciplined people in the right seats, not just from years of industry trivia.

    Parvinen, P. & Pyykkö, M. 2021. Vaikuttaminen ja manipulointi. Jyväskylä: Docendo Oy.
    Perfect if you want to know how people nudge you into decisions and how to use the same tools without becoming the office Bond villain. I will recommend the books and the course (https://parvisenakatemia.fi/) from Parvinen any day!