#4 Posted: 10 Nov 2009 13:55
I was in a similar position a few years ago brought in from the outside to motivate a small team of 18 c/s reps to improve performance. Many of them had been with the company for well over 10 years, but mediocre performance was not only tolerated, it was rewarded because of longevity. Many felt as if they were the neglected step child and that management could care less about their contribution. My focus quickly changed to educate management and owners to the value of a top notch team and their impact on sales and client retention as well as educating the existing c/s reps to increase their performance. Meet with them and ask what is it that would make your work load easier and the job more rewarding it is very likely no one ever has asked. After these meetings many still did not believe that management would lift a finger to help "the order takers". If you are to be credible to them you need to be a serious advocate for your team and push hard to implement what is needed for success. Don't forget, they hired you to do the job, it is your call on how to fulfill your position, sink or swim, right or wrong, make decisions and follow through. We are making progress and have cut down on errors in credits and returns by 75%, we have taken ownership of specific areas of the country by assigning them to specific c/s reps and learn those accounts and how to assist them. Through continued weekly training we have raised a well trained team which has raised their compensation and finally taking a "job" to the next level of a career. Good luck!
#5 Posted: 25 Nov 2009 02:58
Motivate a team is really difficult task but if you know your team member then it is not difficult.There are some ways to motivate your team members:
1. Involve your team members on the success of your organization. Plus, they often have insightful ideas that can make a significant difference in the company.
2. Communicate. However, employees want regular updates on the progress of the business and their personal performance. Use memos, email, telephone, and one-on-one and group meetings to keep your team apprised of changes, updates, new products, etc.
3. Celebrate individual and team performance. Catch people doing something right and focus on recognizing excellent performance. Provide positive reinforcement, issue awards, use a corporate newsletter to highlight specific achievements.
4. Set challenging goals. My experience has taught me that people strive to achieve what is expected of them. If you set challenging goals your team will work hard to accomplish them, providing of course, they are realistically attainable.
5. Give them the tools to succeed. No team will stay motivated if they do not have the necessary tools required to do their job. This includes; equipment, internal support, inventory, marketing materials, training, etc.
6. Manage poor performance. Your team expects you to manage individuals who do not perform to standard. However, many managers ignore these situations because they are afraid to deal with them, hoping instead that the situation will resolve itself.
7. Believe in your people. The majority of people want to do well — very few individuals approach a job with the intent of screwing up. Yet, many managers run their business thinking that employees must be treated with a "watchdog" mentality. They install hidden cameras, monitor email, and set up procedures that require employees to get multiple approval signatures for decisions.