Motivating People to Do Their Best

7/31/2019 Motivating People to Do Their Best

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Motivating People to Do their

Best

Perri Cebedo and Associates


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Provide Recognition and

Correction Rewards when performance expectations are

met or exceeded

"There is only one thing worse than failure, it isthe failure to recognize and reward success.

Rewards given should be perceived to be ofvalue by the recipient

Rewards should be timely and specific andpublic

Correction should focus on behavior. Usesandwich technique.


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How to Motivate Your Sales Team

Social Styles

Annual Manager Evaluation

Comunication StylePerformance Evaluation Style

Coaching Style

Knowing everyone in the Team

(Personal Data Base)Annual Coaching Plan

Annual Motivational Plan


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ANALYTICALSCautious actions and decisions

Likes organization and structure; Dislikes

involvement

Asks many questions about specific details

Prefers objective, task-oriented, intellectual

work environment; Wants to be right and on data

collection; Works slowly and precisely alone

Seeks security and self-actualization

Good problem-solving skills

AMIABLESSlow at taking action and making decisionsLikes close, personal relationships

Dislikes interpersonal conflict

Supports and actively listens to others

Has excellent ability to gain support from others

Works slowly and cohesively with others

Seeks security and belonging

Good counseling skills

DRIVERS

Decisive actions and decisions

Likes control; Dislikes inaction

Prefers maximum freedom to manage himself

and others; Cool, independent and competitive with

others;Low tolerance for feelings, attitudes and

advice of others

Works quickly and impressively alone

Seeks esteem and self-actualization

Good administrative skills

EXPRESSIVES

Spontaneous actions and decisionsLikes involvement; Dislikes being alone

Exaggerates and generalizes; Tends to dream

and get others caught up in his/her dreams

Jumps from one activity to another

Works quickly and excitingly with others

Seeks esteem and belongingness

Good persuasive skills

Characteristics of the 4 Styles


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AmiablesPersonalized, friendly environment

Consideration, job security

Needs time to adapt

Identifies with TEAM, needs appreciation

Likes work stability

Small Territory, Specialized jobs

AnlyticalsSecurity, Stability

Total picture Pros & Cons

Accurate Info about the Job

Predictable work environs

Needs Assurance needs consideration

Needs Step by step Job Process

Drivers

Authority, ChallengesPrestige, Autonomy

Varied Activities,

Difficult Tasks

Logical Focus

Oportunity for advancement

Expressives

Recognition in public

Popularity, top people contacts

Freedom of expression

More autonomy; less supervision

Good work conditions

Recognition of special skills

Motivational Needs of the Four Styles


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PERSONAL PROFILE OF THE PSR (REP):

Rep: __________________________________________Zodiac Sign: _______________________Marital Status:__________________________________Social Style ________________________Wife or Husband: _______________________________Birthday:___________________________Children, Age______________________________________________________________________Family Origin _____________________________________________________________________Sports: __________________________________________________________________________Hobbies: _________________________________________________________________________Social Groups and Clubs: ___________________________________________________________Friends: __________________________________________________________________________

Preferrred Cuisine : _____________________________Favorite Wine________________________Interests: ______________________________________Pets_______________________________Music: ________________________________________Favorite Instrument__________________Arts: _________________________________________ Favorit Painter______________________Literature: _____________________________________Favorite Author ____________________Profesional Magazines___________________________Personal Magazines_________________Cine/ TV Programs______________________________Countries Visited____________________Humor: _______________________________________Favorite vacation Spots_______________Languages: ___________________________________Dances_____________________________Investments: __________________________________StockBrokers_______________________Health - Personal: ______________________________ Mutual Funds______________________Health Family: ___________________________________________________________________Communication Tips: _____________________________________________________________Favorite Rep of Doctor_____________________________________________________________


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Annual Coaching Plan 2003-2004

Medical Representatives

1.

2.

3.

4.

5.

6.

7.

8.

Legend: A: Star

B: Medium

C: Novice

NEEDS JUL. AUG. SEP. OCT. NOV . DEC. JAN. FEB. MAR. APR . MAY. JUN.


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Motivational Plan 2003-2004

MEDICAL REPRESENTATIVE

1.

2.

3.

4.

5.

6.

7.

8.

Legend: A:Memorandum

B: Memo from my Boss

C: Dinner

Social JAN. FEB. MAR APR MAY JUN JUL AUG SEP. OCT. NOV . DEC

Style


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Areas for Improvement

Are you a positive leader?

What is your teams perception of your style ofleadership?

Do you celebrate Firsts or only results?

Do you reward risk-taking

Do you have a motivational plan for your team

Do you have a Coaching Plan? Do You live the 7 Principles of Optimizing TeamPerformance?


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How to Motivate Your Sales Team

Social Styles

Annual Manager Evaluation

Comunication StylePerformance Evaluation Style

Coaching Style

Knowing everyone in the Team

(Personal Data Base)Annual Coaching Plan

Annual Motivational Plan


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MOTIVATING AND

STIMULATING REPS

Perri Cebedo and Associates Sales and Marketing Training Professionals


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MOTIVATING AND

STIMULATING REPSTaking an active interest in your Reps will

have a tremendous impact on how well

they perform for you.


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WHY MOTIVATION IS

IMPORTANT Plays an important role in performance

Is often a result of praise or financial reward

Requires that the ten basic needs of Rep are

met


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WHAT ARE THESE NEEDS:

Basically, there are ten major needs:

Security

Recognition

Usefulness

Opportunity

Belonging


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WHAT ARE THESE NEEDS:

(Continuation)

Challenge

Communication

Correction

Status

Respect for leader


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HOW CAN YOU MEET THESE NEEDS:

Security:

Job security

Financial security

Personal security

Recognition:

Reps need to feel worthwhile and important

Recognize and praise the business and personal

success of Reps

Take a personal interest in your Reps


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HOW CAN YOU MEET THESE NEEDS:

Usefulness:

Reps must feel that they are contributing both to the

company and to their customers

Involve Reps in decision-making, problem-solving,

conventions and extra responsibilities

Opportunity:

A real opportunity for advancement must exist beyond just

the chance to make more money

Let your Reps know how you feel about their future

Remind them of the opportunities that exist within the

company


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HOW CAN YOU MEET THESE NEEDS?

Belonging: The instinct to join and the desire to be accepted by the

group is one of mans greatest needs

Let Reps freely share thoughts and feelings in training

meetings Usefulness is reduced if a Rep ceases to identify with the

company

Create sales groups

Communicate frequently with your Reps so they dont feelleft out

Plan activities outside the office


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Challenge:

Continual challenges are necessary for

increased competence

Reps are motivated by successfully completingchallenges

Give a Rep a new or enlarged territory

Express confidence in a Reps ability


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Communication:

Open communication helps a job maintain its appeal

A Rep must have access to the boss

A Rep must know whats going on

Get to know your Reps personally

Keep your Reps fully informed about plans that affect

them

Have a periodic appraisal with a free exchange of ideas Keep your door open whenever possible


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Correction:

People need to know exactly what they are supposed

to be doing

Correcting your Reps will motivate them to work

harder to prove themselves

At the very beginning, draw lines between what the

Reps can and cannot do


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HOW CAN YOU MEET THESE

NEEDS? Correction:

Criticize promptly and justly

Make sure you know all the facts beforecorrecting a Rep

Be honest and straightforward, not evasive

Follow-up your criticism with somethingpositive


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HOW CAN YOU MEET THESE

NEEDS? Status:

Reps want respect that largely grows out of

their jobs and companyShow your own respect for the company

Give a Rep a new title to indicate increased

competence


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Respect for a leader:

You must have the respect of your Reps to be an

effective leader

Know your business well

Do not be cold - have a sense of humor

Be patient

Be positive

Work hard Be sincere


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USING CONTESTS TO

STIMULATE SALES

Planning your contest

Scoring the contest Staging the contest

Holding the contest

Involving the families of Reps in

the contest


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PLANNING YOUR CONTEST:

What are your objectives?

Will everyone have a chance to win?

What awards will be given out?

How long will the contest last?

Is it timed right?

What kind of publicity do you want?


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SCORING THE CONTEST:

Is your scoring system fair?

Is your scoring on a volume alone? Is there

some equalizing factor so that those withless territory or sales volume have the

chance?


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STAGING THE CONTEST:

Is it different enough from you last contest to make it

new and interesting?

Does it drive home one central selling idea?

Is your starting time far enough ahead so that you can

do the best possible job of promoting the contest?

Is your contest announcement spectacular enough?

Will it impress your sales Reps as it should?


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HOLDING THE CONTEST:

Do you have a simple method by which a sales Rep cannotify the office every time he scores?

How often do you send out progress reports?

Another helpful suggestion is to involve the families of

your sales reps in the contest. Pressure from home todo well is often more effective than pressure from the

management!

Motivating People to Do Their Best

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