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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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HOW CAN YOU MEET THESE NEEDS?
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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HOW CAN YOU MEET THESE NEEDS?
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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HOW CAN YOU MEET THESE NEEDS?
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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HOW CAN YOU MEET THESE NEEDS?
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!
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