This phenomenon, known as “emotional labour”, refers to the constant effort of controlling emotions to meet professional expectations.

It’s an exhausting exercise which, in the long term, can seriously affect the psychological well-being of people working in sales.

And the figures speak for themselves.

Nearly 70% of salespeople report suffering from mental health issues, according to the 2024 edition of the “State of Mental Health in Sales” report. The pandemic has only exacerbated the pressure, making the job more demanding than ever.

“We wanted to look at the different factors that threaten an employee’s mental health and lead to emotional exhaustion. One such factor that is very interesting to us was emotional labour,” explains Khashayar Afshar Bakeshloo, researcher at the University of Mississippi and study co-author, quoted in a news release.

Faced with this pressure, two main strategies emerge: “surface acting,” which consists of displaying superficial emotions, such as a smile despite irritation or fake energy, without really feeling it; and “deep acting,” which seeks to sincerely internalise the expected emotions by developing real enthusiasm for the product being sold.

While the latter approach seems more natural, it requires a considerable psychological investment, which can also take a toll on mental health.

Acting versus authenticity, a difficult choice

But why do some salespeople opt for one strategy or the other?

To answer this question, the researchers surveyed 313 B-to-B salespeople in the United States. They found that an individual’s moral identity plays a key role.

Those with deeply held ethical values naturally feel the emotions they express. Conversely, those who place more importance on the image they project oscillate between authenticity and acting depending on the circumstances.

The problem is that this constant emotional pressure does not go unnoticed. Customers often perceive the lack of sincerity and can react negatively, even showing disrespect to salespeople. This kind of toxic climate feeds a spiral of dissatisfaction and emotional exhaustion.

“Managing emotions to meet job demands can lead to exhaustion, dissatisfaction and negative customer reactions,” says Omar Itani, of the Lebanese American University and study co-author.

In sales jobs, where rejection is part of everyday life, the pressure to perform can become a major source of stress.

“Salespeople are expensive employees. They bring in money for the organisation. So, if they miss an opportunity, it means that there’s no money coming in,” Khashayar Afshar Bakeshloo points out.

So how can the situation be improved?

Alignment between employees’ personal values and professional expectations seems to be a key lever. It is in companies’ best interests to create environments where authenticity is encouraged and mental health is taken into account.

Encouraging open communication between employees and managers could also help prevent burnout.

“When employees can communicate their problems, they aren’t dealing with problems alone. When they feel safe talking to their managers, their colleagues, it tends to remove some of that burden,” adds Khashayar Afshar Bakeshloo.

In a sector where customer satisfaction is an absolute priority, companies must be careful not to impose unsustainable emotional demands.

Ironically, this fakeness often ends up being perceived by customers, with negative consequences for commercial relations.

Rather than demanding constant emotional performance, it would be more sensible to foster a climate where authenticity and personal well-being coexist with commercial imperatives. After all, a salesperson who feels good about their work is also a more effective salesperson.