Understand the motivation of sales people 

A good sales leader not only succeeds in organizing the sales team well to achieve the goals but he or she also supports the team with the right tools to be successful. And still, the best sales leaders you recognize by the sellers themselves. If you look closely, you can recognise them by the spark in their eyes, the discipline at work and the motivation to reach target. They are not one-time performers but consistently perform well, even over a longer period.  

Is there a secret manual? And if so, can this be taught? 

There are several basic principles. Thus, a good motivator puts the other person first and realizes that each person is different, with individual wishes, expectations, and motivations.  

And there are many aspects to consider such as the fact that people can change. What used to motivate, it doesn’t have to be today. Also the intensity of motivation can change.  

Research shows that most people have one or two decisive motivators or drives, such as wage components, training, friendships at work. If you can define these motivators, you will have the basics to build your dream team of successful sales representatives.  

Furthermore, it is important to realize that managers can never keep all employees 100% motivated 100% of the time. That’s okay. If you can avoid demotivation and increase motivation – any win is welcome – the final results will increase with a multiplier effect.  

Most sales representatives will be open and transparent about their demotivators. Often these lie in a surfeit of administrative tasks and solving customer problems that contribute little to (more) sales.   

Motivators are often much more varied and harder to discuss. A good relationship of trust with the manager can make the difference.  

It turns out that sales representatives are surprisingly often driven by growth. Growth in the job, their career, the number and type of clients they can handle, etc. With this motivator, it is advisable to demonstrate how commitment leads to more possibilities. Providing a career path and delegating responsibilities will give this seller extra incentive. 

As a result, some sales representatives are stimulated by challenge. They want to win. These individuals are at their best when they are given visible appreciation for their achievements, when they can build on their strengths and their imperfections are glossed over.   

Some sales representatives prefer to work in a team, others need their independence. It is important to create situations where both profiles come into their own, by assigning specific projects: for example a project where you have to collaborate with a different department or if your manager wants to delegate a certain task to you.  

And we have to be honest, quite a few sellers think the pennies are very important. Therefore, reward plans need to be well aligned  with sales results, with attention to short- and long-term results and adapted to the sales strategy. 

Excited for some tips to share a sales strategy with your team by using a virtual sales kick-off? And to inspire and motivate them? Then read our blog ‘a virtual sales kick-off?

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[blog] Sales Kick-Off (SKO) going virtual?

Excited for some tips to share a sales strategy with your team by using a virtual sales kick-off? And to inspire and motivate them? Then read our blog ‘a virtual sales kick-off’.


Virtual SKO

Sales Kick-Off 2021 will soon be upon us, and this time , as we’re all working from home more, it’s highly likely to go virtual.

That’s why it’s imperative for you to know what engages and motivates people from a distance. How can you shift your salespeople’s mindset to align them with the strategy, objectives, process, content, and tools they need to succeed in 2021?

You can find out more about taking the lead in the aftermath of Covid-19 by watching our webinar.

Unique challenges

The annual SKO is your starting point for aligning your entire sales organization around your company mission, vision, strategy, and objectives. Just like previous years, your sales team will be wondering how they fit into your plans, and what you as sales leader are doing to support their effort and ensure they succeed. But things are different this year, because of restrictions on people meeting in person, in groups… at home, in the office, or anywhere you might normally go for a team event.  

Regular team-bonding activities and sessions are out of the question, because you’re not allowed to meet in larger groups. So what other activities can you arrange to build team spirit, and encourage and enthuse your sales reps?

5 steps to virtual SKO success

Step 1: Set clear objectives for your virtual SKO.

  • What’s the number one issue impacting sales efficiency that you need to address for the coming year?
  • What’s the main change or transformation you can implement to drive your sales organization forward?

Try to see the bigger picture when answering these questions. Working out how issues relates to your sales process will help you determine if need better planning, other talent…

Step 2: Define your program content.

Once you’ve set your objectives, you can use careful planning to make the most of your time and create content that aligns with your goals.

  • Ask yourself what questions your team are likely to have, and prepare your answers;
  • Can you arrange any hand-on exercises or breakout sessions?
  • How can you make these activities work in practice?

It’s worth running through your ideas in advance to iron out any issues that might arise and structure the SKO properly. Don’t forget: you also need to give your salespeople time to network or simply recharge sometimes.

Discuss all these questions and issues with your team, so they can help you find answers and make any necessary arrangements. Once you’ve formulated your SKO, you can reverse engineer the meeting.

Step 3: Find out what you can in advance.

  • Invite your salespeople to share customer success stories;
  • Record their best elevator pitches;
  • Provide team updates;
  • Etc.

Step 4: Encourage participants to get involved

  • Stimulate chat before, during, and after your keynote to gather questions and concerns from the floor;
  • Break out into virtual sessions so that people can discuss plans together.

Step 5: Outline what happens after the SKO

  • Work out the best way to ensure your plans for result-driven adoption and reinforcement are put into practice;
  • Think about execution and set up virtual sales initiatives to pave the way to success;
  • To improve your commercial performance by prioritizing your activities, read our checklist.

In summary

When asking yourself how a virtual SKO can drive results, it’s important to consider the following:

  • A virtual SKO is still a live event, so you still need to engage all attendees and make sure they get involved;  
  • The medium used to deliver the messages doesn’t change the outcomes – and the outcomes depend on shifting the mindset, explaining each salesperson’s the contribution, and following up implementation;  
  • The plan for what happens after the SKO is just as important as the event itself.  

Going virtual

To help you shift your usual SKO into a virtual one, you can consider shifting your SKO budgets for travel, accommodation, and networking into post-event sales effectiveness programs.

  • Investing in learning and coaching;
  • Develop the new insights required to carry out the new plan;
  • Focus on the skills that need to be reinforced;
  • Work out how to measure success.

Looking for Common Sales Enablement pitfalls? Here’s 4 mistakes to avoid.

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