In this revealing conversation, Innovate Learn’s Hazel Stewart and sales veteran James McKew explain why pressure keeps rising whilst support doesn’t, and how to fix it.
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 lose their connection to purpose, performance suffers and top talent walks away. The solution lies in removing friction, maintaining consistent coaching rhythms and building cultures where people feel valued, not just measured.
Sales burnout might look like simple tiredness on the surface, but according to James McKew, it runs much deeper. McKew, a sales leader with over 25 years’ experience steering business development teams across industrial automation and advanced water treatment sectors in Australia, New Zealand and Asia, sat down with Hazel Stewart, Managing Director of Melbourne based Innovate Learn, to discuss what’s really happening when high performers start to fade.
“Sales burnout isn’t just being tired, it’s what happens when people lose their drive and connection to purpose,” McKew explains. “They’re still showing up, but the spark’s gone.”
The signs manifest in specific ways. Physical or emotional fatigue that doesn’t lift after rest. Less curiosity about customers and more autopilot behaviour. Fewer calls, slower responses and avoidance of tougher deals. When team conversations turn cynical or defeatist, McKew says that’s when leaders need to pay attention.
“Once high performers start missing coaching or one on one sessions, skipping process steps, or avoiding collaboration, that’s when you know something’s not going in the right direction,” he says.
The statistics paint a concerning picture. Various sources indicate that around eight in ten Australian workers report feeling burnt 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, though reduced energy, longer hours and quieter disengagement reveal the same underlying issue.
When showing up isn’t enough
After leading sales teams across Australia, New Zealand and Asia for several years, McKew identifies consistent causes of burnout regardless of geography or sector.
“The pressure keeps rising, but support doesn’t always follow,” he says. “Targets go up, markets tighten and systems don’t keep pace. When people feel they’re working harder just to stand still, they burn out.”
Administrative friction compounds the problem. When salespeople spend more time fixing CRM issues or chasing paperwork than talking to customers, good people lose belief in their ability to move the needle from a revenue perspective.
Leadership rhythm, or the lack of it, creates another layer of challenge. McKew references the EY and Blackdot Leadership 4 Disciplines framework, which encompasses coaching and performance improvement, process adherence, management rhythm, and teaming and quality standards. When optimised, these disciplines keep teams steady and unlock discretionary effort. When that rhythm slips, confidence erodes and results quickly follow.
Then there’s change fatigue. Between digital tools, restructures, strategy pivots and new expectations, the relentless pace of change exhausts teams. “It’s not the work that burns people out, it’s the lack of stability,” McKew says.
The friction problem
Stewart asked how sales leaders can create environments that support wellbeing without compromising performance. McKew’s response challenges the assumption that the two are in conflict.
“High performance and wellbeing aren’t opposites, they rely on each other,” he says. “A team that feels supported will deliver more, for longer.”
His recommendations centre on removing obstacles and building trust. Make it easy for people to sell through clear systems, quick approvals and accessible marketing materials. Stick to coaching rhythms, pipeline reviews and team sessions that give structure, especially in tough markets where that consistency anchors people.
Trust people to do their jobs by being clear about expectations, then giving autonomy. “Micromanagement kills energy, accountability builds ownership,” McKew notes.
Leaders also need to model healthy behaviour. If leaders work all hours, their teams will too. Showing that it’s acceptable to rest and to speak up when stretched creates psychological safety.
Recognition matters too, but not just for closed deals. “Celebrate the quality of work, the preparation, empathy and persistence that underpin good selling,” McKew says. “People thrive where they feel seen, supported and valued. Build that environment and performance will follow naturally.”
Goals and incentive structures require similar rethinking. Research consistently shows that burnout often stems from how organisations measure and reward success. McKew suggests balancing revenue and profit targets with customer quality metrics like retention and growth, plus teamwork and process discipline. Allow recovery time between intense periods. Reward consistency, not just big end of quarter deals. Keep check ins regular and genuine, asking how people are tracking, not just what they’re closing.
“Be transparent and fair,” he adds. “When people understand how targets are set, trust grows even when results are tough. Motivation lasts longer when it’s built on purpose and fairness, not pressure alone.”
Recovery without compromise
Once burnout has set in, recovery requires direct conversation and deliberate action. McKew recommends starting with simple, human connection.
“I’ve noticed you’re not yourself lately, how are you doing?” he suggests. “Simple, direct and human.”
From there, pause and reset expectations. Give space to recover or adjust workload. Reconnect people to purpose by reminding them what drew them to the role in the first place, whether solving problems or helping customers. Rebuild structure through routine coaching and feedback, because certainty helps. Encourage balance through time off, peer support and personal connection. Ease back slowly so small wins rebuild confidence.
“People recover faster when they feel safe, trusted and valued as people, not just for their results,” McKew says.
Looking ahead, several trends will shape sales team wellbeing over 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’ll leave if they don’t find it.
Automation and AI will change how sales functions, with the challenge being to help people focus on relationships where they add real value. In Asia, cultural factors mean people may not verbalise burnout, requiring leaders to read quiet signs and open safe conversations.
With more than 60 per cent of Australians reporting burnout symptoms, McKew argues this has become a boardroom issue. Business owners across sectors are recognising that teams that feel well perform better.
Future proofing teams
McKew’s advice for sales leaders wanting to future proof their teams against burnout centres on building trust, rhythm and balance into everyday work.
Invest early in people through training, confidence building and capability development. McKew advocates strongly for The Counsellor Salesperson approach offered by Wilson Learning, which helps salespeople understand buying psychology and build meaningful relationships.
Keep rhythm sacred through weekly coaching, monthly reviews and quarterly team resets. “Those habits stop small issues from becoming big ones,” he says.
Lead with care by checking in often, asking real questions and listening to answers. Watch for early signs in tone, attendance and engagement, because burnout always leaves clues. Reward teamwork and learning, not just top performers on the leaderboard.
“Be open about wellbeing,” McKew concludes. “When leaders talk about it, people feel they can too. Sales will always be demanding. But if people know their leader values them, not just their pipeline, they’ll give you their best, and they’ll stay.”
Stewart and McKew agree that sales burnout isn’t inevitable. It’s a leadership issue, and good leadership can fix it. When organisations care about their people, hold to their disciplines and lead with balance and belief, teams stay healthy, customers stay loyal and results take care of themselves.
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