| The sales manager and team are standing in front | | | | organisations! |
| of a graph of sales in, which follows a straight-line | | | | 2. Be credible! The role image of the ever-agile |
| course over the whole year but with a sudden | | | | streamlined manager, who shows no feelings, has |
| peak in the summer. One of the team comments: | | | | no weaknesses and admits to no problems, is |
| That was the month you were on holiday! The | | | | outdated. Resolve to show credibility, integrity and |
| picture is not new, but it captures something | | | | clarity. If you talk about your own feelings - even |
| many people do not know...The greatest | | | | those of doubt and helplessness - then your staff |
| de-motivating influence on a sales force comes | | | | too will understand you and you will not continually |
| from their immediate superior. | | | | have to motivate them in the face of the daily |
| When salespeople feel de-motivated by their | | | | chaos. |
| superior, it is nearly always because of the same | | | | 3. Have confidence in people's performance! Any |
| patterns of behaviour. These are: | | | | sales chief who has no confidence in his/her |
| | | | salespeople will de-motivate them and will only be |
| 1. The sales manager takes decisions on their own | | | | rewarded with poor performance. These low |
| without involving the staff. | | | | expectations can be conveyed by many |
| 2. Criticisms go beyond the limits of objectivity | | | | communicative signals, even minor put-downs |
| and touches on personal characteristics. | | | | which may not necessarily be dramatic. One might |
| 3. In discussions the manager hardly lets sales | | | | forget to reply to an initiative from a member of |
| force staff get a word in edgeways. | | | | staff, fail to catch a proposal they have made or |
| 4. Sales people only ever receive information that | | | | give an indulgent, meaningful smile - all this |
| is inadequate, one-sided, too late or narrowly | | | | demotivates the salesperson. |
| related to their own field of work. If one or other | | | | 4. Do not be hyperactive! Make a resolution not |
| of these management shortcomings seems | | | | to manipulate, intervene or breathe down the |
| somewhat familiar to you, here are four ideas | | | | salesperson's neck. |
| that will improve performance: | | | | You do not have to wait until next to resolve to |
| 1. Do not be pedantic! Avoid obsessive love of | | | | make these changes. Start now and help to |
| order and all forms of nitpicking. Pedantry | | | | motivate your team out of the recession. If you |
| hampers co-operation. Nor should you make | | | | want further help to develop your management |
| remarks like Absolutely out of the question! | | | | skills, attend a good sales management training |
| Whenever a question of principle is involved, things | | | | course to learn more motivational techniques. |
| can become really irrational in otherwise rational | | | | |