These kinds of rewards certainly provide one kind of answer to the question of “what’s in it for me/us.” Whether it’s a trip to Hawaii, a financial reward for a big sale, or a plaque on the wall, providing some kind of tangible benefit is usually seen as both necessary and sufficient to motivate high performance. There are, however, intangible rewards that can have an even greater impact on motivation, and provide the sense of personal fulfillment that keeps salespeople energized and committed. The most important thing a manager can do in this regard is to provide meaningful recognition that is personal, specific, and timely. Since what individuals find meaningful varies greatly from person to person, managers can be most effective when they understand sources of individual motivation and customize recognition and rewards accordingly. Managers who can do this see the results when their salespeople are inspired to deliver the “above and beyond” effort that raises performance from “good” to “great.”
? 5. Where do we go for help?
Most companies provide resources for the sales force, including sales tools, internal sales support, marketing materials, and the like. Unfortunately, organizational barriers often get in the way when salespeople try to round up needed implementation resources, get help in responding to a customer RFP, or find technical support to answer a critical question from a customer. The sales manager can play a key role in helping his or her people deal with other parts of the organization, ensuring that sales team members are able to access the help they need. Successful managers are able to communicate clearly about how well the organization is supporting the sales function, and can work with other functional leaders to orchestrate the kinds of resources needed by their sales team. An equally important resource is again something only the sales manager can provide—time and direct support in the form of coaching, mentoring, and assistance in solving problems with customers. Salespeople who know the manager “has their back” will feel more confident, loyal, and comfortable in their role. They are more willing to take risks, take responsibility, and act on behalf of their customers when they know they can count on help from the organization and from their manager.
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The Five Questions may not cover every possible aspect of what effective managers must know how to do, but they provide a framework and direction for enhancing sales management effectiveness. A manager who consistently sets clear expectations, provides effective feedback and meaningful recognition, and ensures salespeople have the tools and support they need to succeed will be rewarded with the benefits of a competent, committed team that delivers superior sales results.
About the Author:
Michael Leimbach, Ph.D., is Vice President of Global Research and Design for Wilson Learning Worldwide. With over 25 years in the field, Michael provides leadership for researching and designing Wilson Learning’s diagnostic, learning, and performance improvement capabilities. Dr. Leimbach has managed major research studies in sales, leaderships and organizational effectiveness, and has developed Wilson Learning’s Impact Evaluation capability and return on investment models. Michael has served are a research consultant for a wide variety of global client organizations, is on the editorial boards for the ADHR professional journal, as well as serving a leadership role for the ISO technical committee TC232: Standards for Learning Service Providers. Michael has co- authored four books, has published numerous professional articles, and is a frequent speaker at national and global conferences.
To learn more about the concepts shared within this article and how Wilson Learning can assist you in addressing these issues, contact Wilson Learning at 1.800.328.7937 or visit www.
wilsonlearning-americas.com.
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