MOTIVATION
Create a Peak Performance Climate for Sales LISA GSCHWANDTNER
A surprising survey done in 1949, and repeated in the 1990s, found that motivation for salespeople does not depend on cold, hard cash.
“Cash has not been proven to be a consistent motivator,” the surveyors point out. “While most companies throw more money at their best people to keep them – and keep them committed – research shows that recognition and involvement are the keys to employee satisfaction.”
GRATITUDE GOES A LONG WAY Rewards and recognition are, by far, the most effective way to motivate salespeople and cultivate their loyalty, according to several surveys and stud- ies. Although most managers had predicted salary and job security would top the motivational list, it turned out that, when surveyed, they were dead wrong. “Number one was feeling ap- preciated,” said the surveyors. If expressing gratitude ranks low on your list of priorities, you’re not alone. The survey creators, who count numerous major corporations among their clients, found that only 10 to 20
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percent of managers regularly and effectively reward and recognize their reps. That adds up to a lot of praise- deprived people. An annual awards ceremony is great, but each salesper- son on your team should be getting a weekly dose of verbal praise, as well as monthly rewards (handwritten cards or movie passes, for example).
THE RULES FOR RECOGNITION Recognition doesn’t have to be elaborate or formal to be effective, but it does have to be more inspired than a pat on the back and a, “Hey, buddy, great job.” There are four rules for giving price- less praise: Be specific, be timely, be sincere, and be prepared. Be Specific: One salesperson, who was honored as Leader of the Year for her outstanding management skills, says a manager’s compliments should be explicit. “For example, ‘I [recog- nize] you because I saw you checking
on Mr. Smith. Mr. Smith was so upset, and you handled that with immense ease and calmed him down. Mr. Smith left with a big smile on his face. You also stayed late after your shift even though you were tired.’” Be Timely: Another CEO, after going through store receipts from the weekend, sends handwritten notes of praise each Monday to the top-performing managers and sales teams. And, when a rep does something outstanding that helps meet the company’s goals, he sends a company-wide voicemail or email praising that person. Be Sincere: Recognition from the top brass is always important, but praise from managers is actually much more influential. Research shows that people respond better to sincere, personalized praise from a direct su- pervisor than from higher-ups who only come around once or twice a month. Be Prepared: If you’re going to rec- ognize salespeople for their efforts, however, you need to know what’s go- ing on with them on a daily basis. You should already be in regular commu- nication with your sales team – either in person, by phone, or by email. You
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