| Leadership is Motivation, the Leader is a Motivator | | | | If sales are down and you need your people to |
| We're not talking about the kind of motivator | | | | focus on generating new accounts or business |
| who arrives and excites everyone and then | | | | then tell them. If costs are climbing then advise |
| leaves. That is not motivation. Real motivation | | | | your employees that they need to be aware of |
| lasts longer than twenty-four hours. Real | | | | their expenses. |
| motivation is the key to effective leadership, and | | | | Regular update meetings, email correspondence, |
| leadership is the key to effective motivation. | | | | broadcast voice mails are just some of the ways |
| When organizations establish quotas for their sales | | | | you can communicate with your team. Another |
| teams, they should involve their sales people in | | | | effective method is through casual discussions. |
| the process of the setting of their targets. | | | | Communication must be clear and concise, |
| Effective sales managers give their teams, an | | | | employees want to know where they stand and, |
| overview of the full picture and what the | | | | all but a few, want to do a good job. They want |
| company is trying to achieve. Then, they work | | | | to know how, you, as their manager, view their |
| with each person to establish individual targets | | | | performance. That's why it is critical that you give |
| that will meet or exceed the corporate | | | | them direction and feedback on a regular basis. |
| objectives. | | | | Experience has taught me that people will work |
| Every target must be specific and detailed, then, | | | | harder for someone who praises them and |
| your people can visualise its outcome. Make the | | | | recognises the effort they put into their work. |
| target important to the person who is responsible | | | | Acknowledge their energy and performance, their |
| for achieving it, if not, they may lose interest, | | | | effort and commitment, how hard they worked |
| particularly if it is a longer term objective. | | | | and how involved they were with it. |
| Targets should have a good chance of being | | | | Your sales people have a lot of knowledge and |
| achievable while still challenging the individual to | | | | information and can often contribute valuable |
| push themselves beyond their existing comfort | | | | suggestions to improve the business. If you really |
| zone. Each target must be relevant to the main | | | | want to create a team of highly motivated sales |
| objective of the organisation and relevant to the | | | | people take the time to listen to their comments |
| overall success of the company. | | | | and ideas. |
| Set a time frame and deadline for each target | | | | Foster an environment that encourages the open |
| and ensure the deadline is realistic but, at the | | | | sharing of information. Great leaders are always |
| same time, challenging. | | | | open to new ideas and methods of improving |
| Work with your team members to help them | | | | business and some of the best ideas come from |
| determine the targets that would be most | | | | the customer facing employees. |
| appropriate for their development and growth and | | | | This last point is the most important. If you want |
| work with them to develop the appropriate action | | | | a highly motivated sales team, then you must |
| steps to achieve these targets and you will see a | | | | lead by setting the example. You must |
| noticeable improvement in their performance | | | | demonstrate enthusiasm, energy, team |
| Communicate and tell your team what is | | | | cooperation, honesty, integrity and commitment. |
| happening, sales people are hungry for information | | | | Treat people with respect and dignity, give them |
| and from my experience, can be trusted with | | | | the tools to excel, grow and develop and |
| company details. Unfortunately, too many | | | | encourage them to participate and get involved. |
| corporations and their middle managers feel that | | | | Ask them for feedback, listen to their comments, |
| people should only be given information that is | | | | and act on suggestions that will help your business |
| relevant to their specific job. | | | | succeed. |
| Keep them aware of the progress you are | | | | Set and communicate high standards, provide |
| making in achieving your targets, people are | | | | positive reinforcement when your team members |
| naturally curious and want to know how they are | | | | perform and involve them. You will soon see a |
| doing. Do not reveal confidential information, but | | | | team that will do almost anything to help you |
| share information about the overall status of the | | | | succeed. |
| company. | | | | |