Problem: Vic is the manager of a team of 11 outside sales people. They are rarely in the office, and work fairly independently, so his only real contact with them is to relay quotas, and review their sales numbers. Alex, the Regional Director, has noted that the performance of Vic's team is dropping dramatically, so she joined individual sales people for several calls. She noted that they were not very motivated to go on calls, their job satisfaction was low, and they did not feel respected. Looking through the lens of stress management, how would you begin to diagnose the problems?