Sales success: Why women and men have different strengths

Sales strength is not only reflected in figures

In B2B sales, it is not only expertise, methods and processes that determine success. Much more important is the ability to deal constructively with uncertainty, pressure and change.

>> Those who win new customers, remain motivated despite setbacks or provide guidance in turbulent times need not only competence but also inner strength – in other words, psychological capital.<<

It is becoming increasingly clear that men and women contribute different forms of this inner strength. While men often stand out for their emotional stability and goal orientation, women focus on relationship quality, self-reflection and holistic self-management. One is not better than the other – they are simply different.

Recent studies show that both genders can have strong psychological capital, but develop and use it in different ways. It is precisely these differences that are valuable – for teams, for leadership and for strategic personnel development in sales. Because they show that mental strength cannot be standardised, but it can certainly be shaped.

What is psychological capital – and why is it so crucial?

According to Fred Luthans and colleagues, psychological capital (PsyCap) describes a positive psychological state of development that consists of four core components – known as the HERO model:

The HERO model for psychological strength

• Hope: The ability to set clear goals and flexibly find new ways to achieve them despite obstacles.
• Efficacy: Confidence in one's own ability to master even difficult tasks.
• Resilience: The inner strength to cope with setbacks, adapt and emerge stronger.
• Optimism: A confident attitude that sees challenges as opportunities – realistic and solution-oriented.
  
  

Unlike fixed personality traits, psychological capital can be developed. This is what makes it so interesting for companies and especially for sales:

People with high psychological capital think in a more solution-oriented way, remain committed even when faced with headwinds and can adapt more quickly to new situations. Studies show that managers with high PsyCap work with greater commitment, productivity and health.

How do you measure psychological strength? The Executive FiRE Index (EFI)

The Executive FiRE Index (EFI) is a proven tool for measuring psychological capital. Developed for use in executive coaching, the EFI combines personality traits with behavioural habits. This creates a nuanced picture of how people deal with challenges and where there is potential for development.

The EFI is used in transformation projects, leadership programmes and individual coaching, among other things. At the same time, it serves as a source of data for research – for example, on the question of how psychological capital differs between men and women.

It is important to understand that psychological capital is a psychological state, not a fixed personality trait. This state can be promoted by external influences – through coaching, training, leadership or corporate culture.

Ultimately, however, it is generated from within: through conscious reflection, self-management and thoughtful action. This is precisely where the EFI comes in.

Women and men – two paths to inner strength
A recent EFI study with over 900 participants shows that women and men differ in their psychological capital structure.

Women score higher in:
Authentic relationships: They deliberately build supportive networks.
Biographical reflection: They use their life stories to create meaning.
Mind-body axis: They pay more attention to self-management through mindfulness, body awareness and relaxation.

Men show:
Greater emotional stability – i.e. more resilience to emotional stress.

What does this mean?

Women
They tend to use relational and reflective strategies for inner strength, specifically activating their trainable behaviour patterns. They cultivate intense relationships, reflect on their life stories, and actively incorporate physical and mental practices such as mindfulness into their everyday lives.

An example: a sales manager who consciously involves her network during stressful periods, writes a reflective diary and uses yoga to ground herself.

Men
Men, on the other hand, are more likely to rely on a ‘thick skin’ – a more stable basic attitude based on a lower level of emotional arousal. They show fewer signs of stress, but are also less inclined to talk about feelings or weaknesses.

For example: a sales manager who remains outwardly calm even under high pressure, makes decisions quickly – but creates little room for self-reflection or team feedback.

Both forms have their value – but they draw on different resources. The trick is to become aware of your own strategy and work specifically to expand it.

Crisis-proof through meaning and attitude: the example of Ukraine
Another research project examined the psychological capital of Ukrainian professionals during the war. What was special about this project was that 87% of the respondents were women. The results show significantly higher values than in the German comparison group – especially in terms of:

• Attitude
• Mental flexibility
• Meaning orientation
  
  

These results underscore that psychological capital is particularly effective under pressure.

In extreme situations, women specifically activate those resources that help them remain capable of acting and internally stable. It is not external factors such as hierarchy or education that play a role here, but psychologically anchored attitudes.

What does this mean in concrete terms for everyday work in sales?

First of all, inner strength can be developed. But not everyone needs the same things to do so.

Women particularly benefit from stimuli that help them to set better boundaries, channel their energy in a targeted manner and focus on the essentials. This can mean saying ‘no’ sometimes, consciously taking breaks, or clearly committing to one's own goals.

Men, on the other hand, often develop their mental strength by engaging more with their own history and emotions. For example, team discussions about personal experiences, consciously seeking feedback, or even small rituals for relaxation can help them. This enables them to learn to understand themselves and others better emotionally.

In sales, this means that if you want to develop teams, you should not take a one-size-fits-all approach. Instead, you should look closely at what each individual needs to stay mentally strong. It's about attitude, not just techniques. And it's about taking emotional intelligence seriously as a leadership skill.

Expert conclusion
Different strengths – effective together
Psychological capital is more than just an individual resource. It is a strategic lever for healthy performance, sustainable leadership and resilient teams. Women and men contribute different strengths. Those who not only tolerate this diversity but actively utilise it promote collective intelligence and resilience at the organisational level.

After all, true mental strength is not demonstrated by everyone thinking alike, but by differences being able to interact consciously.