Can I motivate you?

“My team isn’t motivated. Can you train them to be motivated?”

Yes, I have gotten this request a number of times throughout my career. 

Which leads to the question: can you make people be motivated? 

Can I motivate you?

Sure I can. it's just not going to last very long. It's easy to give a motivational speech, get everyone hyped up, and then send people on their way. Are they still hyped up 3 weeks, 2 weeks, even 1 week later? That type of motivation - a one time “rah-rah, you CAN do anything” - doesn't last very long, it's not enduring. If we want people motivated, we need to realize that motivation comes from within. True long-term motivation is something that comes from within ourselves. As a Leader, if I want my team members and my colleagues to be motivated to perform well, I need to do more. I need to create a motivating environment.

But wait! Didn't I just say that I can't motivate people?  I did. The key is finding out what motivates each of my team members. Everyone's motivation can be different. If I'm going to be an effective and successful leader, I need to take the time and discover my team's motivation triggers. 

Some people are motivated by money. They see money as the ultimate stick by which to measure themselves against other people. Others are motivated by recognition. Positive affirmations are essential to their well-being. Some people are motivated by perks and benefits. Additionally, there may be team members who are motivated by the social aspects of a job such as meeting new people, celebrating occasions, or having an overall “fun” environment. You won’t know, though until you ask.  

I know many leaders will say they don't have time for these types of conversations. my response is that you don't have time not to - you will spend extra time trying to keep people engaged in the workplace while having no idea how to engage them.

Vital to Your Success 3: Yet One More Role for the Inside Sales Manager

Enforcer


Sadly, this is what most people think about first when they think about the role of the Inside Sales Manager. It is actually the least important role. If a manager does a great job of developing, coaching and motivating, enforcing becomes the least of the duties - because most of the time you won't have to. 

That’s not to say that enforcing is not important. Each inside sales unit has rules and expectations that must be complied with. Chaos and a lack of results is not acceptable. By using positive reinforcement and taking the time to develop, coach and motivate a sales staff, enforcement of the rules will simply make sense as opposed to being rules imposed by “them” and resented (and therefore made to be broken) by “us”.


However, it is a manager’s responsibility to make sure that the unit is run effectively and efficiently. The manager should not be afraid to make the tough calls. For example, if a sales rep repeatedly does not achieve their goals, even after being coached and given all the necessary tools for success – including learning and development opportunities – the manager must make the difficult decision to terminate the sales rep. If the sales rep repeatedly comes in late or leaves early, the manager must make sure the sales rep knows the rules and if the rules continue to be violated, the sales rep must be terminated.


Being a manager who’s focused on positives does not mean being a poor manager. It does mean being able to make the difficult decisions. Being overly tough doesn't work but neither does being weak. An Inside Sales Manager who who manages their unit fairly and openly, doesn't play favorites and actively works with all members of the team to ensure their success is respected not feared. Respect will get you much better results. 

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.

Motivation Done Right

The first thing management usually wants a manager to do with a sales staff is “Fire them up!” “Get them going!” “Motivate them!” It's 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. 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. It may make some people feel uplifted - but it's a temporary effect. Without understanding what is important to the employee, it is nearly impossible to be effective in motivating them.


Managers need to discover what motivates each of their subordinates and create their motivational strategies accordingly. Although it is difficult to motivate others, it is possible to create an environment conducive to motivating each employee.


Positive reinforcement should always be chosen over negative. 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. Observe how people react to each incentive. Actions will speak louder than words...and motivations change.


For example, a salesperson who usually isn't motivated by money may actually 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 salespeople will not be satisfied by monetary rewards.


Spending the time to learn what motivates your staff will pay off handsomely for your and them. You can't motivate them but you can help them dig deep into their own motivations to help them succeed.

A #1 Rule for Salespeople

Here it is: your number one rule. It doesn't involve objections, closing techniques or even reaching the decision maker. It's not about overcoming a fear of rejection. It does, however involve your attitude and approach to sales.

Understand that you will not sell everybody. However you must sell as though you will because you never know who will say "yes".

We can't read people's minds. When we sell, we do our best to uncover needs and concerns. Learn what the customer's hot buttons are - find solutions. But we never really know - we can never really know what another person is thinking. They may have hidden agendas so outside of what we usually encounter that we haven't been able to strategize for them. 

So, keeping that in mind, we need to accept that we will never have a 100% close rate. And that's OK. But here's where many people who sell fail. They don't go far enough in their thought processes. You see, if you can't read people's minds to accurately determine that a "no" may come despite your efforts, it stands to reason that you may not always be able to tell that a "yes" is coming either.

Too many people who sell stop at "Well, you can't sell everybody." The problem becomes when that statement becomes an excuse for not using your best selling skills in all selling situations. 

Recognizing that you won't sell everyone, you still need to approach each sales situation using all your available skills. This has two advantages for you. One, sometimes you never can tell who will say "yes". Two, by using your best skills all the time, you will naturally increase your sales results. When you use all your skills frequently, you become more adept at using them (really you do have to use them or you will lose them).  More Adept = More Sales.

Pay attention to rule #1. Use it to not beat yourself up over a lost opportunity but more importantly use it to ensure that you are always selling at your peak readiness.

Raindrops Keep Falling (and that's good!)

I really like the Dolly Parton quote I found this week (see it below). All too often, we look for the payoff without realizing the pains or sacrifices we will have to make in order to have what we want. Although, I suppose it's human nature, we have to remember that the rainbow comes after the rain... and we'll appreciate it all the more because we had to get wet first.

So sometimes we need to ask ourselves these questions - and think - really think about the answers. Can we be honest with ourselves?

• How can you be more successful in sales? 
• What do some people have that others don't?
• Do you believe salespeople are born not made? ( I don't)

Take the time to learn the secrets, those oh-so important behaviors,used by the most successful.

Here's Dolly:
"The way I see it, if you want the rainbow, you gotta put up with the rain."

Relationships

Creating relationships with other people is always worth our while, whether for comfort, commiseration, sharing or just having fun. It's the same in our professional associations. When we're there for others, they'll be there for us. Taking the time to cultivate our contacts and create connections takes time but invariably it pays off. Maybe not today, but you never know where a business relationship leads you... to an additional sale, to a great job offer, to a mentor...it's always worthwhile.

Here's a great quote:

"Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict."
William E. Channin

Compensation is No Substitute for Leadership

It tends to be the assumption: Salespeople are motivated by money.

So, give them the right package and great sales numbers will result. Right? But often it only leaves sales managers scratching their heads and wondering how to make the package more enticing - to motivate the staff better.

Sadly, that type of thinking usually results in lower sales figures than you'd like and higher costs to your business in the form of higher sales rep turnover.

Compensation, no matter how attractive a package is never a substitute for good sales management. It cannot take the place of strong training and a basic understanding of human behavior.

Often, business owners and sales managers feel that since salespeople are motivated by money, the sales person will do everything (or anything) in order to close the sale. But selling can be very tedious and depending on the product, long and drawn out. It can be hard to keep sight of that end commission while you're getting the run around for the 20th time or having to meet yet another "decision maker".

It's up to the manager to make sure that the sales rep has all the tools necessary to be successful in the job. It's up to the manager to make sure that the sales rep remains motivated. This is particularly true in cases where the compensation is primarily in the form of commissions. See, here's the thing... you may think you've got the best product/service on the market but many are things outside of a sales rep's control.

Sales can be hard on a person, with rejection, customer demands and sales goals to be met. It can be hard to sustain excitement and motivation simply through a compensation plan when the payoff may be far off. Strong managers - strong leaders - make sure that their people have all the tools they need to succeed. They are available to brainstorm solutions, they are pro-active in positively motivating their people and coaching them on a regular basis. They make sure the sales force is given the sales training necessary to be successful.

Yes, a good compensation plan can help turn a hum drum sales force into a supercharged selling machine. But it is only a part of the equation. Compensation is no substitute for your leadership.

In Defense of Sales

During holidays or family get-togethers, many people dread spending time with various family members. Uncomfortable questions are asked, usually about relationship status (He hasn't proposed yet? Dump him!) or family/fertility status (“You can’t wait forever.” “Really, it’s no good to only have one.” or “You’ll completely change your mind once you have one.”). Me? I’m not grilled. I’m constantly regaled by tales of the worst of my industry or people’s thoughts about my industry – none of which are positive.

No, I’m not a politician or a lawyer. I’m in sales.

Everyone has their favorite, horrifying story of a salesperson run amok. They tend to cluster in fields such as car sales, real estate and home improvements. Now, I made a decision long ago to stay B2B. The hours are generally better and I've found the work environments to be more professional. Because most of the general public only see sales from the fields I've just mentioned, they tend to think that all sales people are like that.

Except, we’re not.

The best, the most successful sales people treat their customers and prospective customers with respect. They ask questions to learn about needs and concerns. They won't shove you into a square peg of a product/service when you need one with a round hole. They want you to be long term pleased with your decision to do business with them. They want you to refer others to them.


So why do people sell that other, terrible way? Simply put, it works. It’s not great for long term relationships and it certainly won’t gain any referrals but for a salesperson that needs to make quota, he might not care. Notice I've used “he”. In my experience, you’ll generally find harder sell techniques from men than women. To an extent, it’s about natural and environmentally reinforced styles. On the other hand, many times poor techniques simply arise out of misconceptions or lack of training or poor training in general. Poor communication from supervisors/managers also fall into that territory. If you've never been taught how to do it right and you spend your time in a situation where everyone does it wrong, well…. Those poor techniques will seem right to you.


So, let’s all make a pledge: To use our selling skills to enhance the customer experience. To be an ambassador for the sales profession by using effective yet appropriate selling techniques. To help guide our prospects and customer towards making the best decision for them. 

When you do this, notice how your sales will go up, not down. Notice how you’ll experience less stress on the job (because when we use communication techniques that encourage consensus and not conflict, it’s just easier). Notice how people will regard you in a more favorable light – as a partner not an adversary. Notice how your relatives will have fewer stories to regale you with at your niece’s graduation party.

Teaching and Leading = Effective Managing for Effective Performance

As a change of pace, I wanted to spend some time talking about training and leadership. Many managers are asked to train others without learning how to train effectively. In order for a training program to be successful you need to understand how adults best learn. You'll need to learn how to lead them into the new behaviors. Anyone who is attentive and willing during class will learn the material. But will they use the new behaviors back on the job? In a manager's role, you'd want to make sure that the time you invest in a learning initiative is time and money well spent.

How do Adults Learn?

Adults learn differently from children. Whereas children can be considered "blank slates", adults bring a wealth of already accumulated knowledge. This is quite helpful to the learning experience and a savvy facilitator will use this to their advantage. Adults also bring different expectations to the learning process. Adults will expect the learning to be a partnership, with the facilitator providing the impetuous and the means for the learning process while the adults expect to be responsible retaining and being able to use the learning. Adults expect to be respected for both their experiences and their opinions.

Adults tend to learn best when they are able to make connections between what they are currently learning and past experiences. They also prefer to be full participants in the learning process.

What is Facilitating?

Facilitating is the art of leadership in group communications. In a training or learning environment, this may mean the facilitator directs the activities and the line of questioning, but allows the learners to come up with the answers themselves. This has several positive effects on the learning experience. First, this interactive environment will be more stimulating for the learner. This increases the likelihood of retention. Second, by requiring the learners produce or generate the information instead of simply hearing it from a "teacher", the learners will develop a stake in the learning process. Learners with a stake in the process will retain more. Third, this allows for more learning by doing, whether looking up information in a manual or on a website and using that information that information in order to process requests.

What's the difference between teaching and facilitating (and why you should care)?

Teaching assumes that the learner knows nothing and the teacher everything. Elementary school, specific tehniqual or Some of the differences between teaching and learning can be summed up in this way.

Traditional Teaching is:
Passive.
Authoritarian.
Delivering information.
Convergence, conformism.
One-way (top-down)

Teaching is delivery-heavy and often requires entertainment to keep attention. On the other hand, if we focus on how to use the expectations and experiences of our learners, we realize that effect learning requires more.


Facilitating is:
Active and dynamic, experiential.
Reaching forward.
Empowering.
Responding to a challenge.
Divergence - going out of the box.
Interactive

Learning through facilitation involves questioning-heavy, inductive/ inferential, hands-on, reflective, interactive. You lead the participants to the desired behaviors.


What does this mean for your training efforts?

In order for your training efforts to be successful, you must be aware of the needs of your learners. Top heavy teaching generally doesn't do well helping adults learn new material or master new behaviors when teaching adults.

Having people participate in the experience will help them better retain the information as well as buy into the experience. Hmm, sounds a lot like a sales situation! It is. Treating your learners as though they are potential customers goes a long way towards getting acceptance of and ultimately mastery of the skills you want them to use.

   

_________________________________________________________

Does this subject strike close to home? If so, you may be interested to learn that I coach managers and small business owners to be more effective and efficient in your own sales and service efforts as well as become better facilitators to improve performance for your staff. After agreeing to your goals, you will work on your skills in a supportive and nurturing environment.

Contact me,  Jo Ann Kirby at 973.709.1252 or email me at info@krgcommuncations.com for more details and next steps.

Faulting People for Behaving Like Humans

Have you ever sat down and thought about how often you judge others? You judge them for their behaviors…their ideas, their lifestyles, their choices. Sometimes you judge lightly. Other times- if you are honest with yourself – it may be downright nasty. Often you are making judgments about people you don’t even know personally. Or if you do, you assume that everyone else in the same situation has the same motivations or will make the same choices.

In 2014, let’s stop assuming. Let’s stop assuming that when someone thinks differently than ourselves they are dead wrong or worse. Let’s stop assuming – let’s stop assigning guilt. Instead, let’s take the time to learn. Learn about their motivations, their needs, their thoughts. Approach each person as the individual they are. Don’t lump people into a group. Take the time to accept each other for the good, bad and everything else that goes along with being human.

Accept people. Understand them – that doesn't mean you agree – but understand where they are coming from. Perhaps, if we can stop talking (and in some cases yelling) AT each other and start talking TO and WITH each other, you might find that you have more in common with others than you think. You may also find yourselves counting your blessings and thinking “There but for the grace of God, go I”.

Stop judging. Start listening. Use your ability to empathize with others to gain new insights. Ask questions and don’t shut your mind as soon as you hear something you don’t like. Give it your full attention.

The ability to see other’s points of view, to create bridges of understanding will only bring good things to you.

In 2014, my intention is to facilitate this where ever possible and to remember to practice what I preach.

Happy New Year!

Failure Brings Success

Does that sentence make sense to you? Well, hear (OK, read) me out....

Here's a quote that caught my eye this week:
"Develop success from failures. Discouragement and failure are two of the surest stepping stones to success." Dale Carnegie

I'm sure you've also heard the quote from Thomas Edison regarding his many failures. "I have not failed. I've just found 10,000 ways that won't work." Now, Edison was regarded as a prolific inventor. He realized, though, that each failure brought him closer to success. 

Food for thought: 
Do you wallow in your failures or do you see them as learning opportunities? How do you keep picking yourself up?

No you don't have to write down your answer but it wouldn't be a bad idea to sit and ponder this and make some notes. Writing it down can make things clearer and lets you review your thoughts from time to time. Think of this as your homework assignment. Taking time to reflect is always a good idea. It helps keep you focused on what's important, what needs to be changed and what's working well for you.

Another thought: Can you recognize failure? If you haven't recognized that you've failed, you won't be able to ponder the situation and then begin to consider alternatives. For this concept to work, you must be honest with yourself. 

Failing is hard on ourselves. You want your idea to work. When it doesn't, by carefully studying what didn't work and why, you begin your renewed journey to success. Out of the darkness, comes the light. Out of your failures, you may see your greatest successes. 

Maybe there is ONE secret

Here's something a little different today. I'm experimenting with different media. Homegrown to be sure but heartfelt none the less - with a little self promotion thrown in for good measure. Check it out:

I have a Secret.

..and yes, I know I've said I really don't like to use the word "secret" but it seems to fit in this instance.

Passionate on Your Road to Success

More on Passion...

What makes you passionate about what you do? What keeps you involved day after day?


For me, it's the knowledge that I've helped someone on the road to success. Whether that success is being better at their roles in a call center, helping an independent sales rep or solo business owner refine their selling technique, working with front line employees in a office to be more effective communicators or mentoring small business owners in their ability to manage, coach and motivate their sales and service staff, it's important to me that I make a difference. For me it's always been about how I can help people succeed.


You may find your passion comes from your core values. Perhaps you sell a product that fills a real need in the marketplace. Perhaps you work with people who give their all and you don't want to let them down. 

If you work in a service capacity, you may find that solving other's problems and making their day a bit better does it for you. 

Everyone finds it easier to succeed when they believe in what they are doing.  Because when we work to help others - no matter how big or small an effort- good things happen all around.

4 Habits of Effective Salespeople

Out of the many things that sales people can do to be effective in their selling efforts, 4 habits stand out above - and encompass - many others.

Passion
You might not think of this as a habit per se, but getting in the habit of being passionate - about your product, your customers and selling in general will help you go about your days wanting to succeed.

Being passionate about your product helps you want to learn everything you can about it. What it does, how it works, how it helps the customers. The more you know, the more you can serve. You should also show passion regarding your co-workers. Treat them well, remember you are part of a team and do your part to help them succeed.



Prioritize
Prioritizing also encompasses time management. Think in terms of "what is the most important thing I can be doing right now?" Be sure to arrange your day strategically. Make sure your call backs are scheduled according to your prospects/customers' needs. Although you might find this inconvenient occasionally, it more than pays off in time saved because you're reaching them when they are available.

Avoid chasing accounts. You only make a pest of yourself and harden people against answering your calls. That's not to say you shouldn't be assertive in trying to reach people or close the sales, however, you do need to gauge people and make sure you're not heading into stalker territory.

Prioritize to take the time to take classes - in selling skills, service, and leadership, or pursue a specific course of study related to your field. Knowledge is key to success. It's important to make that a priority. Sometimes taking time for learning may seem like "down time" but it's really not.

Finally, remember to prioritize your time off. First, make sure you take it! Second, follow your industry and your customer's needs when scheduling time off. It may be tempting to take that spring cruise, but if that's your industry's busy season, you'll be more successful scheduling your time another time.



Persistence
I want to go back to chasing accounts for a moment. Chasing accounts is different from being persistent. Chasing an account who probably won't buy, just to see if things have changed, wastes your time. Being persistent with customers and prospects who you know are a good fit is a good use of your time.

Ask for the order. One call closes are possible and indeed expected in some industries. If you've been thorough there's no reason not to close. An effective sales person builds the close right into the entire presentation.



Professionalism
Being professional involves more than just being professional in front of your customers. Take care that your Facebook and LinkedIn pages show you to your best advantage. (Sorry, take down those old Spring Break pics from Facebook or become very familiar with Facebook privacy settings).

No yelling in the office...Ever... Really... I don't care to whom, I don't care how angry you are, it destroys professional reputations in seconds, creates a hostile working environment and doesn't help you achieve your objectives. It goes without saying (or should) that you won't yell at your prospects or customers either.

Treat the support staff well: your support staff as well as your customers' and prospects'. This also applies to anyone you come into contact with in your organization - or just about anywhere, actually. Call it karma or just invoking the golden rule (do unto others), treating others well only helps you in the long run.

Finally, avoid gossip. I know it feels good to share, but it feeds on itself and takes on a life of its own. Plus it has a habit of coming back to bite you.



Being an effective sales person is something to work on continuously. Keeping these 4 P's in mind helps you in this process.

Money Can 't Take the Place of Leadership

It tends to be the assumption: People are motivated by money. 


So, give them the right package and great sales numbers will result. Right? But often it only leaves managers scratching their heads and wondering how to make the package more enticing - to motivate the staff better.


Sadly, that type of thinking usually results in lower sales figures than you'd like and higher costs to your business in the form of higher sales rep turnover.


Compensation, no matter how attractive a package is never a substitute for good sales management. It cannot take the place of strong training and a basic understanding of human behavior.


Often, business owners and managers feel that since people are motivated by money, their employees -whether in sales or service - will do everything (or anything) in order to close the sale. But selling can be very tedious and depending on the product, long and drawn out. It can be hard to keep sight of that end commission while you're getting the run around for the 20th time or having to speak with yet another "decision maker".


It's up to the you - whether manager or owner - to make sure that the employee has all the tools necessary to be successful in the job. It's up to you to make sure that your employee remains motivated. This is particularly true in cases where the compensation is primarily in the form of commissions. See, here's the thing... you may think you've got the best product/service on the market but many are things outside of a sales rep's control.


Sales can be hard on a person, with rejection, customer demands and sales goals to be met. It can be hard to sustain excitement and motivation simply through a compensation plan when the payoff may be far off. Strong managers - strong leaders - make sure that their people have all the tools they need to succeed. They are available to brainstorm solutions, they are pro-active in positively motivating their people and coaching them on a regular basis. They make sure the sales force is given the sales training necessary to be successful.

Yes, a good compensation plan can help turn a hum drum sales force into a supercharged selling machine. But it is only a part of the equation. Compensation isn't a substitute for your leadership. 

Don't Overlook This Investment

I spent part of last week in Miami for the National Association of Women Business Owners (NAWBO) annual Women's Business Conference. I had great opportunities to network and meet some amazing women business owners. But I have to admit, my real reason for going was it's location: Miami. I always enjoy south Florida and knew I could add a few days in my favorite place - Key West - to the back end of the trip.

So off I went, looking for the warmth of the sun before New Jersey's cooler seasons set in.

Well, WOW. What a great conference. Best investment in myself I've had all year! Lot's of takeaways - and several epiphanies- but one in particular I wanted to share.

It's as important to work on yourself as it is to work on your business.

This can apply whether you work for yourself or others. All too often we get caught up in our to-do lists, our concrete business activities that we forget that the biggest component of any job is our ability to interact with others. This is particularly important to those of us in the sales and service field. We give away so much of our energy, we present so many different faces as needed that we can forgot who we are.

We need to make a habit of setting aside the time perhaps once a month and just review our own personal growth. Here are some questions to ask yourself:

• What skill sets do you still need to develop? 
• Have you forgotten ones you used to have? 
• Who are you at work as opposed to at home? 
• Are you happy with the results you are getting at work?

In order to facilitate this process, you might want to keep a journal. I know people who swear by them. You might also seek out books to help aid in your thinking process. Take a webinar or attend a conference as I did. Whatever you do, don't overlook this investment. You must invest in yourself in order to be successful.

Good Service = Good Manners

In my travels a few summers ago, I found myself in Williamsburg, VA and couldn't resist the book sections of the gift shops. My find? George Washington's Rules of Civility. I'd wanted to read it for quite a while.

The back story to this book is that as a school boy, George Washington wrote out a list of "rules" for behaving with civility in all circumstances. These were rules copied from earlier sources. It was important to him, as for many others of his time, to be seen as a gentleman with good manners. It was recognized that how we behave towards others shapes how others behave towards us. These rules continue to make sense today.

See, here's the thing. It's about civil behavior regardless of our positions. It doesn't matter whether we're the customer or customer service rep (or whatever title is used for the employee who must deal the the public.) Whatever happened to the notion of being nice to one another simply because we're human beings? Too many people feel it's OK to behave badly towards others if the other person hasn't shown them proper respect. That this makes it OK to behave badly toward them. We should respect each other simply because human beings deserve kindness and respect. We behave with civility towards each other because civility in the end, is what keeps society civilized. See the similarity of the words civility and civilized? There's a reason for that. We should be polite to each other because it's the correct thing to do, not because we're paid to do it or we think we'll get extra benefits or attention because of it.


Here's some "rules" that are as timely today as 250 years ago. My own comments are in parentheses.

• Every action done in company ought to be with some sign of respect to those that are present.

• Sleep not when others speak. Sit not when others stand. Speak not when you should hold your peace. Walk not when others stop. 

• Read no letters, books or papers in company; but when there is a necessity for doing so, you must ask leave. (See, it's ALWAYS been rude to text at the dinner table) Come not near the books or writing of another, so as to read them, unless desired; nor give your opinion of them unasked. Also look not when another is writing a letter. (...because it's not your business)

• Show not yourself glad at the misfortune of another, though we were your enemy. (It's not necessary to gloat)

• When a man does all he can, though it succeeds not well, blame not he that did it. (In other words, even though something did not work out as planned, we should still appreciate the hard work that went into the effort.) 

• Labor to keep alive in your breast that little spark of celestial fire called conscience.

Managing to be the BEST

Today you're a salesperson, tomorrow you may be asked to lead a team, supervise a group or manage a department. Whenever you find yourself in a position of needing/using others to help you accomplish goals, you'll want to be able to manage or motiviate others to their peak performance. 

Whether you're a manager of a traditional sales or service department, a distributor with a downline, or a team leader for a sales account, the way to improve productivity is not just through training but by providing regular reinforcement. People perform best when they know what's expected of them. The best way to do this is by actively reinforcing behaviors. Here are some tips.


Give positive feedback promptly
This reinforces positive behavior.
TIP The sooner the positive feedback is given after the actual performance of the activity, the greater it's influence. The longer the time period between the action and the reinforcement, the less influence the feedback has. So don't wait for a meeting: DO IT NOW!


Give specific positive feedback.
Be as specific as possible.
TIP Give examples by repeating the words or the techniques used.


Reinforce small achievements
TIP Even if skill mastery is not complete, let people know you are aware of their improvements.


Give negative feedback privately
This enables employee to receive appropriate feedback along with suggestions for improvement without loss of face.
TIP Public shaming (i.e. calling someone out during a meeting) will not increase performance. Rather it breeds resentment and turnover. After all, who wants to work in that type of environment? Keep it private and keep comments focused on behavior related to speicfic job performance.


Everyone learns and masters skills at a different pace. If an employee or team member is not showing improvement, ask these questions:

• Do they know what is expected?
• Have they been given appropriate training?
• Have they been given a specific time frame for mastering the skill?
• What are the consequences for non-performance?
• What are the rewards for performance?

People want to succeed. Increase your success by helping them do so.

You Can Get What You Want

No, this isn't about Laws of Attraction. Nor am I going to ask you to visualize or place your thoughts in a box. However, there are a few things you can do in order to help you get what you want.


First, remember that everything comes down to communication in the end. In order to get something, you generally have to get it from someone else. A communication - a dialogue - will need to take place. Next, it helps to be a student of human nature. Study people; they are endlessly fascinating. My father used to say he'd like to put a chair down in the middle of Times Square and observe all the people. Now, the city provides them for you! Increasing your powers of observation helps you create the best strategies to get what you want.

Here are some things to consider when trying to get what you want:


Listening

Hear what people say. Listen for the meaning behind the words. If you're not sure what someone means, ask them to clarify. Listen to the silences, the pauses. Silence can be louder than words. Think about what they are not saying. Tune into the non-visual clues you are getting.


Understanding Behavior

No, you don't need a PhD in psychology but studying behavior and learning to "read" others furthers your agenda. It's easier to tailor your responses and your strategy if you are comfortable analyzing others and modifying your behavior accordingly.
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Strategies for a Positive Outcome

Think through all the possible objections or concerns the other party will have. Take into consideration their behavior style and mentally map out how you want to proceed. Create a decision tree.



Finally, I don' believe that positive thinking magically changes your circumstances. I do believe that thinking positively helps us make better decisions. Better decisions help you more easily get what you want.