While compensation is a key motivator, it’s rarely the only one. Many sales reps are also driven by recognition, growth opportunities, autonomy, team culture, or the desire to make a real impact. For example, one rep might thrive on public praise—"Great job leading that client call—your preparation really stood out!"—while another is energized by learning new skills or taking on challenging projects. Reflect on moments when someone on your team exceeded expectations. Was it the commission, or was it the chance to mentor a peer, solve a tough customer problem, or take on a new responsibility? Spotting these patterns is the first step to unlocking sustained motivation.

To understand what motivates each team member, you need to move beyond assumptions and practice active listening. This means asking open-ended questions and reflecting back what you hear. Instead of "Are you happy with your commission?", try "What part of your work gives you the most energy lately?" or "What accomplishment are you most proud of this quarter?" When a rep shares, listen for clues about their deeper drivers. If someone says, "I loved leading that project because it challenged me," you’ve learned that growth and challenge are key motivators for them. Reflecting back—"It sounds like taking on new challenges is really important to you"—shows you’re paying attention and helps build trust.

Here’s a sample dialogue that demonstrates these skills in action:

• Chris: Hey Natalie, I noticed you’ve been really engaged lately, especially with the new client rollout. What’s been most energizing for you about that project?
• Natalie: Honestly, I loved that it pushed me out of my comfort zone. Figuring out the client’s needs and leading the kickoff call was a big step for me.
• Chris: That’s great to hear. It sounds like taking on new challenges and leading initiatives is something that motivates you.
• Natalie: Definitely. I like knowing I’m growing and making an impact, not just closing deals.

In this exchange, Chris uses an open-ended question to invite Natalie to share what drives her, then reflects back what he hears. Notice how Chris avoids assumptions and instead listens for what truly matters to Natalie.

Once you understand what drives each person, your next step is to connect those motivators to your team’s goals. For example, if a rep is motivated by recognition, you might set up a monthly spotlight for top performers. If another values autonomy, you could offer them more ownership over a key account or process. The key is to show how personal drivers and business outcomes can reinforce each other. When you say, "If you keep leading these complex deals, you’ll not only hit your targets but also build the skills for that next promotion," you’re linking their motivation to both individual and team success.

You’re now ready to reflect on these ideas and, in the upcoming role-play, practice uncovering what truly motivates your team members.