Vital to Your Success 2: More Roles for the Inside Sales Manager

Motivator

It can be unnerving - sitting in a client meeting - when a top manager turns to me and begins to talk about how poor motivated the sales or service staff is.(My brain begins to signal UH OH!) Not a bad thing unto itself, but this is what usually follows: This  upper level management member says they need their managers to "Fire them up!” “Get them going!” “Motivate them!” Almost as though there is a magic wand that can be waved and “BAM!” people are motivated and productive, sales forecasts are being made and all is right with the world. Unfortunately, it doesn't work that way. There are no silver bullets, no magic pill that helps you motivate others.(sorry!) There are however, things that you can do in order to help people motivate themselves.


Experts in motivation theories will generally point out that motivation comes from within and not from without. A manager should not expect to give a “motivating” speech or incentive and expect it to work. With out understanding what is important to the employee, it is nearly impossible to be effective in motivating
them. 

A manager needs to discover what motivates each of their subordinates and create their motivational plans accordingly. It is difficult to motivate others but it is possible to create an environment conducive to motivating each rep. This is effective motivation. 

Positive reinforcement should always be chosen over negative. Most importantly, this requires managers and supervisors to get to know the people who are selling for them. Finding out what motivates people can be as simple as asking questions during a goal setting session. Some people will respond well to a lot of positive attention, some people will not. It’s important to observe how people react to each incentive. Some people respond well to certain things, others have different expectations. Don't use programs/incentives/etc because you like them - use them because your staff will.

In looking for motivators, a manager must observe their employees. Plus, keep in mind that motivations change. What motivates people can change based on what is happening in their lives. For example, a sales person who usually isn't motivated by money may become so, if something changes in their personal life which demands more cash. Conversely, some people will reach a level of earning and by satisfied by it. These sales people will not be satisfied by monetary rewards.