What’s happening: Sales professionals face unique pressures, from escalating targets and market tightening to administrative friction that pulls them away from customer relationships.
Why this matters: When sales teams become disconnected from their purpose, performance declines and top talent leaves. The solution lies in removing friction, maintaining consistent coaching rhythms, and building cultures where people feel valued and not just measured.
Sales burnout may seem like simple fatigue at first glance, but according to James McKew it goes much deeper. McKew, a sales leader with more than 25 years of experience leading business development teams in the industrial automation and advanced water treatment sectors in Australia, New Zealand and Asia, spoke with Hazel Stewart, Managing Director of Melbourne-based Innovate Learn, to discuss what really happens when top performers start to fade.
“Sales burnout isn’t just about being tired, it’s what happens when people lose their drive and connection to their purpose,” McKew explains. “They still show up, but the spark is gone.”
The symptoms manifest in specific ways. Physical or emotional fatigue that does not go away after rest. Less curiosity about customers and more autopilot behavior. Fewer calls, slower responses and avoiding tougher deals. When team conversations become cynical or defeatist, McKew says leaders need to pay attention.
“As soon as top performers miss coaching or one-on-one sessions, skip process steps or avoid collaboration, you know something is not going in the right direction,” he says.
The statistics paint a worrying picture. Several sources indicate that around eight in ten Australian workers feel burned out at some point. In parts of Asia, McKew notes, the problem can be even harder to spot because people are less likely to speak up, although reduced energy, longer work hours and quieter withdrawal reveal the same underlying problem.
When showing up isn’t enough
After several years leading sales teams in Australia, New Zealand and Asia, McKew identifies consistent causes of burnout, regardless of geography or industry.
“The pressure continues to rise, but support does not always follow,” he says. “The targets are rising, the markets are tightening and the systems are not keeping pace. When people feel like they have to work harder just to stand still, they get burned out.”
Administrative friction exacerbates the problem. When salespeople spend more time troubleshooting CRM issues or hunting down paperwork than talking to customers, good people lose faith in their ability to set the course from a revenue perspective.
Leadership rhythm, or the lack thereof, provides an additional challenge. McKew points to the EY and Blackdot Leadership 4 Disciplines framework, which includes coaching and performance improvement, process compliance, management rhythm and team and quality standards. When optimized, these disciplines keep teams stable and enable discretionary efforts. When that rhythm slips, confidence erodes and results quickly follow.
Then there is change fatigue. Between digital tools, restructuring, strategic pivots and new expectations, the relentless pace of change is exhausting teams. “It’s not the work that burns people out, it’s the lack of stability,” says McKew.
The friction problem
Stewart asked how sales leaders can create environments that support well-being without compromising performance. McKew’s answer challenges the assumption that the two are in conflict.
“High performance and well-being are not opposites; they are interdependent,” he says. “A team that feels supported will perform more and for longer.”
His recommendations are aimed at removing obstacles and building trust. Make it easy for people to sell through clear systems, quick approvals and accessible marketing materials. Stick to coaching cadence, pipeline reviews, and team sessions that provide structure, especially in tough markets where that consistency anchors people.
Trust people to do their job by being clear about expectations and then giving them autonomy. “Micromanagement kills energy, responsibility builds ownership,” notes McKew.
Leaders must also model healthy behavior. When leaders work all hours, so will their teams. By demonstrating that it is acceptable to rest and speak up when you are stretched, you create psychological safety.
Recognition is also important, but not just for closed deals. “Celebrate the quality of work, preparation, empathy and persistence that underpin great sales,” says McKew. “People thrive where they feel seen, supported and valued. Create that environment and performance will follow.”
Goals and incentive structures require a similar rethink. Research consistently shows that burnout often stems from the way organizations measure and reward success. McKew suggests balancing revenue and profit goals with customer quality metrics such as retention and growth, plus teamwork and process discipline. Allow recovery time between intensive periods. Reward consistency, not just big year-end deals. Keep check-ins regular and genuine, and ask how people are following, not just what they’re closing.
“Be transparent and honest,” he adds. “When people understand how goals are set, confidence grows, even when results are difficult. Motivation lasts longer when it is based on purpose and honesty, not just pressure.”
Recovery without compromise
Once burnout has set in, recovery requires direct conversation and deliberate action. McKew recommends starting with a simple, human connection.
“I’ve noticed lately that you haven’t been yourself, how are you?” he suggests. “Simple, direct and human.”
From there, pause and reset expectations. Provide space to recover or adjust the workload. Reconnect people with their purpose by reminding them what drew them to this role in the first place, whether it’s solving problems or helping customers. Rebuild the structure through routine coaching and feedback, because certainty helps. Encourage balance through free time, support from colleagues and personal connection. Back away slowly, allowing small wins to rebuild confidence.
“People recover faster when they feel safe, secure and valued as people, and not just because of their results,” says McKew.
Looking ahead, several trends will shape the well-being of sales teams in the coming years. Hybrid work offers flexibility but blurs boundaries, requiring leaders to be clear about when it’s time to switch off. Younger generations expect meaningful work, fair leadership and balance, and they will leave if they don’t find that.
Automation and AI will change the way sales functions, with the challenge being to help people focus on relationships where they add real value. In Asia, cultural factors prevent people from articulating burnout, forcing leaders to read silent signals and open safe conversations.
With more than 60 percent of Australians reporting burnout symptoms, McKew says this has become a governance issue. Business owners from all industries recognize that teams that feel good perform better.
Future-proof teams
McKew’s advice for sales leaders looking to future-proof their teams against burnout focuses on building trust, rhythm and balance in daily work.
Invest in people early through training, building trust and developing skills. McKew strongly advocates Wilson Learning’s The Counselor Salesperson approach, which helps salespeople understand buying psychology and build meaningful relationships.
Keep the rhythm sacred through weekly coaching, monthly reviews and quarterly team resets. “These habits prevent small problems from becoming big problems,” he says.
Be careful to check in often, ask real questions, and listen to answers. Pay attention to the early signs in tone, presence and engagement, because burnout always leaves clues. Reward teamwork and learning, not just top performers on the scoreboard.
“Be open about wellbeing,” concludes McKew. “When leaders talk about it, people feel like they can do it too. Sales will always be demanding. But when people know their leader values them, and not just their pipeline, they will give their best and they will stay.”
Stewart and McKew agree that sales burnout isn’t inevitable. It’s a leadership problem, and good leadership can solve it. When organizations care about their people, stick to their disciplines, and lead with poise and conviction, teams stay healthy, customers stay loyal, and results take care of themselves.
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