INCENTIVES


The Push and Pull for Better Sales GEORGE KRIZA


General wisdom for motivating salespeople says the key drivers for better sales behavior are recog- nition badges and tangible rewards. While there may be some truth to the value of badges and tro- phy value awards, there are more potent options.


With that in mind, a recent Freako- nomics episode – “How to Launch a Behavior Change Revolution” – offered some refreshingly candid insight into the principles that cause behavioral change. Specifically, from a sales incentive perspective, these principles are critical to executing suc-


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cessful incentive endeavors. The first principle explains two types of forces that affect motivation: restraining forces (those that prevent you from achieving your goals) and driving forces (those that push you to achieve your goals).


In the world of sales incentives,


there are two formidable barriers to program success that are very much within a manager’s control. Managers should work hard to eliminate them: • Barrier #1: Have you created rule structures that are needlessly complex and full of hoops to jump through? After two or more hoops the salesperson is highly likely to switch to a program with less friction.


• Barrier #2: Lack of product knowledge and positioning is a major barrier. It’s very easy to comprehend that salespeople sell what they know, what they are excited about, and what they see as a great value proposition.


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