| The subject of sales force motivation is usually | | | | possible demotivation, but then to concentrate on |
| the hottest topic when you bring sales managers | | | | those factors that create motivation. |
| together. However, the principles of motivation | | | | How achievable is the Objective? |
| are seen as a black art - some obscure and | | | | The best performers seem to prefer objectives |
| magical skill only known to a select few. | | | | that stretch them by a moderate amount, |
| Sales managers often arrive on management | | | | whereas lesser performers either accept average |
| programmes wanting to be inducted into this | | | | performance or alternatively set themselves such |
| secret society rather like amateur magicians who | | | | unrealistically high objectives that they soon |
| dream of joining the magic circle. | | | | become dispirited when they inevitably fail to |
| What is Motivation? | | | | achieve them. |
| Motivation is the process by which you encourage | | | | The implication is first to recruit people who |
| individuals or groups to move towards something | | | | respond to reasonably challenging goals and then |
| they value. In a sales situation, it is the means by | | | | to set targets they believe they can achieve |
| which salespeople are encouraged to improve | | | | through reasonable improvements in performance. |
| their performance and to strive towards a | | | | Do Targets Conflict? |
| specific objective or target. | | | | Too many different types of target can lead to |
| Motivation can be either positive or negative in | | | | confusion & lack of focus on the most important |
| the way that it works: It is Positive when it | | | | objectives. Similarly, the more targets there are, |
| encourages a movement towards something | | | | the more likely they are to conflict with each |
| desirable or negative when it encourages a | | | | other. A good example is when managers stress |
| movement away from something undesirable. | | | | the importance of teamwork & the sharing of |
| Positive Motivation | | | | business opportunities, but then only to reward |
| The accepted view is that positive motivation is | | | | individual performance. |
| ultimately more powerful than the negative kind: | | | | Objectives as stepping stones |
| Pushing someone into the water will certainly get | | | | The importance of breaking down large |
| them swimming but this will hardly create an | | | | objectives into a series of smaller interim |
| endearing passion for the water. Similarly, | | | | objectives has been well proven. A series of |
| threatening people with the sack might work in | | | | monthly objectives is more motivational than a |
| the short term, but is unlikely to generate the | | | | simple yearly target. |
| positive climate for improved performance in the | | | | The implication is to chunk down objectives into |
| long run. | | | | those that can be achieved over a lesser time |
| The Rules of Motivation - is the objective | | | | scale. Their achievement will also generate a |
| desirable? | | | | momentum of success |
| This might seem an obvious one, but not every | | | | Do the necessary abilities exist? |
| objective is equally desirable to everyone. In sales | | | | This would appear like an obvious one, but without |
| for example, financial rewards are usually | | | | the necessary abilities, no amount of motivation |
| universally desirable, but other objectives can | | | | can raise performance. |
| often be equally important. | | | | An important implication is to ensure that the |
| Such things as status, social involvement & | | | | appropriate knowledge, skills & attitudes have |
| self-development can be equally motivational. | | | | been identified & that they form the basis of |
| These non-financial elements constitute the | | | | your training & development plan. |
| so-called Psychological Contract that exists | | | | A direct link between effort & reward? |
| between the individual & the organisation. These | | | | Many sales incentives schemes fall foul of this rule. |
| unwritten contracts are very powerful & | | | | Targets can be seen as unfair, or slanted towards |
| represent the exchange of what an individual | | | | certain individuals rather than others |
| offers to the organisation, in return for what they | | | | A common problem in sales is to set territory |
| receive. Each psychological contract is therefore | | | | targets that are seen to bear no relation to the |
| specific to each individual and the only way to | | | | actual business potential of that territory. This can |
| identify their elements is to know each individual | | | | lead to some people having to kill themselves to |
| & what is important to them. | | | | meet target, whereas others can return |
| Hygiene factor or Motivator? | | | | exceptional numbers by barely turning up. The |
| The psychologist Frederick Herzberg identified | | | | implication is to ensure that targets reward effort, |
| that providing a sense of achievement, whilst | | | | not just lucky geography. |
| offering recognition and responsibility is strongly | | | | Conclusion |
| motivational, whereas such things as interpersonal | | | | Motivation is not a black art, but a range of |
| relationships, company policy & working conditions | | | | interlinked techniques to ensure that management |
| are merely Hygiene Factors, i.e things that do not | | | | taps into that well of inspiration and effort that |
| motivate on their own account, but which can | | | | exists within all individuals. Management must then |
| lead to demotivation if not addressed. | | | | direct this effort towards the achievement of high |
| The implication is therefore to get the Hygiene | | | | performance and sales success. |
| Factors out of the way first to reduce any | | | | |