Tips: How do you measure your team’s motivation?
Some say that motivation is built into the professional sales person. That it is one of those intangibles people have or don’t. Sales Managers try rah-rah speeches, and wave money around as a motivator. Some of you determine that all sales people need to be recognized so throw a contest. Others think the sales rep has ambition, so you dangle a promotion in front of them. Each of those instances can be considered one of the motivators that make sales people tick. This isn’t a blog on listing all the motivators either. The main question I have for you sales managers, is how do you measure it? A European colleague of mine asked; “Why are you Americans so obsessed with counting, measuring, and quantifying things?” My answer back was, “if you can’t count or measure it, how can you improve it?” and as you readers of my blog know, I am all about continuous improvement. A famous Peter Drucker quote comes to mind "what's measured, improves".
MEASURE
So folks, how do you “measure” motivation?
How can we quantify it?
What factors (like listed above), are most important to the target?
Do we measure ones motivation in comparison to another?
Is there a maximum amount of motivation someone can have?
If so what is the optimum?
First of all, we need to break down the motivating factors into groups. I have listed here a few for example, along with questions that you can rank you & your team against.
Ownership
Does the rep drive the need for coaching, ensuring they have ownership, or is the manager “pulling” the rep to the meeting?
Are the development resources allocated according to the desire to change?
Investing only in those who exhibit the desire to improve?
Alignment
Are reps clear on how meeting your corporate objective aligns with THEIR personal goals?
Do they understand and embrace your corporate values?
Do they align with their own?
Role Clarity
Does everyone understand the objectives of their role and how they will be rewarded for meeting those objectives or the consequences for not hitting a minimum level of results?
ACTIONS
If you set a target of 4 out of 5 for each of these questions that you feel important, and the rep and/or organization fall short – you have a gap. Now, you’ve measured it so as a manager, it’s your responsibility to improve those areas. You can add as many groups as you feel important, they can vary based on the size of the company and sales force. Take the time to think about what you consider important in motivating your team, then measure it. Determine the gap, and the process necessary to close that gap.
I don’t believe in rah-rah speeches, that is a very short-term motivator. Structural improvements must be made to get the most out of everyone. You need to define it, count it, measure it, then improve it. Need help in identifying these factors? Pinnacle Sales can assist you. Give us a call, send us an email, and let’s start improving today!
(734) 516-0221 or email me at: mkole@pinnaclesales-llc.com