Motivating Employees

The vast majority of sales directors and sales managers, when quizzed on management courses as to what they believe is the most effective motivator, will reply with a single word, money. And when asked what they think will really improve a sales-person's work rate, they usually respond with, more money. However, this is rarely the case. Whilst money can satisfy salespeople's instant needs, they soon become wanting more.

A sales role can be a very lonely occupation. Working long days, a lot of travel, rejection from clients and the need to hit sales figures make the job much more isolated. Enthusiastic attitudes can dwindle and de-motivation set in - so begins a vicious circle. Therefore it is the responsibility of sales management to not allow the situation to develop. You objective is to ensure staff retain their enthusiastic attitude, and this is a techniques for achieving it.

You are undoubtedly familiar with the you scratch my back and I will scratch yours principle, where people exchange various things. This is often referred to as the Theory of Exchange.

In the forefront are desires for a reward equivalent compared the input given in achieving a task. If a person is paid over or under by a significant amount there he can be an imbalance.

The feeling often culminates when he or she makes a comparison of their situation in relation to their peers. Contrary to conventional wisdom, injustice has a disturbing effect on mental and physical equilibriums and most people want the balance to be redressedContrary to conventional wisdom, injustice has a disturbing effect on mental and physical equilibriums and most people want the balance to be redressed.

A good sales manager will respect an employee's need for fairness and justice, not only in relation to pay, but in every aspect of human interaction (including time and attention that a superior devotes to individual employees).

When employees do favours for you, all remember to let them know that you appreciate it. A fair appraisal increases the faith in the system and increases their level of commitment. This creates the a sense of caring towards the business and ownership of the success of the organisation.

Scenario: One of the sales team has performed extremely well during the last few years. However, his somewhat inefficient working style is now causing signs of physical and psychological wear and tear. He can be often off sick or forgetful.

In the role of sales management, and colleague, you must encourage salespeople to see possibilities to achieve task using reduced effort.

Managers very often say when they are attending management courses that feelings can become extreme about unfair salaries. Bear in mind that, at the end of the day, you can never do justice to every single employee. Receiving too much salary and bonuses, as well as not enough, will cause dissatisfaction and will affect the way the sales team performs.

Protect the genuine interests of the team. The happiness of the sales team is as important as client satisfaction, and the well being of your organisation is also reliant on the feeling and mood within the sales team.

Question yourself whether you were providing your salespeople the required recognition and praise that they require for high performance. Do you give them scope for action and sufficient decision-making freedom when they have a better overview of the situation (e.g.negotiations or complaints)?

As most good management courses will confirm, by demonstrating trust in an employee, he will feel committed to you and to the company - a feeling of commitment which can be expressed in the work.


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Richard Stone (rstone@spearhead-training.co.uk) is a Director for Spearhead Training Limited that specialises in running management courses to improve business performance. View more ways to motivate a sales force at => http://www.spearhead-training.co.uk/FreeTrainingMaterials/articles-section.php