Treat Your Team Like Customers
Sales managers regularly ask me how to push salespeople so they perform better. I’ve even had clients suggest that some of their team members need to be kicked. What’s next… a slap across the face?
Violent threats aside, who wants to be treated that way? Is that any way to get someone to do something? It reminds me of something I saw on one of those satirical motivational posters.
“the beatings will continue until morale improves”
The idea that, if you make things unpleasant enough for people, their behavior will change, is very old school. It doesn’t work. Treating people as if they’re replaceable is less likely to improve their performance and more likely to make them leave the organization. If that’s what you want, then quit the passive aggression and just fire them already.
Chances are you just want people to raise their game a little bit and see some incremental improvement. That means you need to raise yours.
Some people like to be pushed. They thrive in a competitive environment. They’re self-directed, driven achievers who strive for a target and have stretch goals. They want the adrenaline rush of another top performer breathing down their neck on the leaderboard. They want the recognition and to win, badly. You wish you had a dozen just like them.
But, you don’t.
Your team is largely comprised of role players who are very valuable but are motivated in completely different ways. They’re not so competitive or driven. Their identities are not wrapped up in their job performance. They want to do work they’re proud of and go do other things that fulfill them. They don’t want to be pushed, and don’t appreciate it when they are. They just don’t see the value.
Your Reps are Your Customers
I want you to consider something. The team you manage are your customers. Stay with me and consider this…
Any time you ask someone to do something that they wouldn’t ordinarily do, you’re making a sales call. When that person does it, you made a sale, and they’re now your customer.
If they don’t do it, you haven’t made the sale yet. How would you continue to approach a traditional prospect in this situation? You’d try again and you’d underscore the value in the action and help them understand what’s in it for them.
You wouldn’t threaten them, would you? I certainly don’t see you kicking them.
Like any other customer, recognize that each one of your reps has different motives and reasons to act. You can’t treat them all the same. Pushing the right people the right ways will yield tremendous results. Push the wrong people the wrong ways, and you see the opposite effect.
Sometimes, when the wrong people are pushed, they push back. A bunch of energy and resources expended to ultimately go nowhere. You don’t have time for that.
Old Dogs Can Still See
On a couple of occasions, clients have specifically asked about their wily veterans.
He only has a couple of years left until he retires.
She’s trying to ride out her current customer base for a little while until she hangs it up.
We really need some new business, but he’s not interested in prospecting. He’s been a huge asset to the team for a long time.
This is a perfect example: that loyal dog has been with you for years and you love him. You’re not going to beat him. But he’s learned all he’s going to learn, and you’ve got what you’re going to get, right?
Not entirely. The veterans need to know that they’re valued by the organization and that the team still relies on them for growth. As much as we want to reward past results, current performance is still necessary. Deep down they know this.
You may not be able to teach an old dog new tricks, but you can change their perspective. Maybe their comp plan needs to be changed to reflect the value they’ve provided over the years. Maybe there are extra incentives for them to bring on new prospects. Maybe they get a training or advisory bonus for showing newer reps the clever ways they used to prospect, and maybe that gets their blood flowing a little bit. Maybe they just need to see things a little differently.
Don’t make assumptions about the one way to get the most out of everybody. You don’t sell the same way to each customer, and you shouldn’t manage each member of your team the same way. Maybe you don’t have a team to motivate. Maybe as a manager, you just have sales to make.
What are your thoughts? Have you had success finding new ways to motivate your reps? How about the veterans? Join the conversation in the Rethink The Way You Sell Community.
Jeff Bajorek
Real. Authentic. Experience.
There’s a big difference between knowing how to sell and being able to. Jeff Bajorek spent over a decade in the field as a top performer. He’s been in your shoes. He knows what it will take. He can help you succeed.
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