Lived experiences of salespeople interacting with sales leaders through computer-mediated communication

This qualitative study, employing transcendental phenomenology, explored the personal experiences of technology salespeople who interact with their teams and sales leaders through computer-mediated communication methods. The study was conducted by personal interview or teleconference with technology salespeople working for a United States-based technology firm. Their responses were analyzed for themes that can provide insight into ways leaders can be more effective in communicating with virtual salespeople, and how leaders can improve the productivity of global virtual sales teams (GVSTs) using computer-mediated communications methods (CMC). The study findings suggest that sales leaders must be intentional in learning to be effective virtual communicators and lead by example when using virtual technology with their teams. The findings also show that organizational management should invest in support for both human and infrastructure resources, recognizing that virtual communication skills are different than traditional selling skills. Information technology leaders should understand that virtual tools are most effective when standardized across the organization. Human resources management should identify virtual skill sets and recognize those salespeople who excel in a virtual environment. Finally, virtual sales team members should take accountability for the success of the team, mentoring new members and providing proactive feedback to sales leaders on remote technologies and skills.