S&MM SoundOff

The Closer

By Margery Weinstein, Training, www.trainingmag.com

Now that we’re in an 'official' recession, your sales reps may have reconciled themselves to failure. Many of them figure they’re probably out the door at the end of the year, anyway, so why bother trying?  Some of them may simply be pathetic (that’s always a possibility, though, as trainers and learning professionals, you try to be nice about it and think of euphemisms for that characteristic), but others might be reflecting the attitude of their managers back to them. Or, another way to think of it is they’re living up (or down to) their managers’ expectations.

So if your sales reps are under-performing even by the standards of a recessionary economy, you may have to start with their bosses to unravel the problem. Have their supervisors given up hope of a turnaround or improvement in sales this year?  Granted, it’s unlikely given what economists are saying, but not impossible. If you’re significantly down in sales at this last-few-seconds-before-midnight point in the year, you obviously aren’t going to be able to end the year with a bang. But your reps could rally just enough to pick things up a little so it’s not quite so dismal. Couldn’t they?  If you don’t honestly believe any improvement is possible, and the managers coaching the reps don’t either, that’s when a successful fourth quarter push becomes all but impossible. Why should they try to do something you’ve tacitly told them through your attitude isn’t realistic?

Then, too, maybe many of your sales reps take for granted your company is going to let them go at the end of the year because they didn’t “make their numbers.”  They know, mathematically speaking, they could try as hard as they can, but there’s no way to meet the numerical goals set for them back at the beginning of the year, or at least months ago, before the economy began its bumpy plummet. It might be time to broach the topic with executives and managers of easing or “readjusting” satisfactory sales markers in light of the officially pronounced recession. In addition to enabling you to retain workers who may be suffering from a temporary slump due to extenuating circumstances, telling reps the old markers have been recalculated to take into consideration current financial conditions may spark fresh enthusiasm for selling. “Oh, it’s not a hopeless case after all,” they’ll say to themselves.

Along with changing your own attitude, and that of your managers, about the sales prospects of your reps, emphasize the importance of celebrating small wins. A new account that’s no big deal when the economy is healthy, is major now, so be sure to give the rep who won it proper recognition even if you can’t promise him or her a bonus as a reward. Training sessions that include role-play exercises about selling to prospects in a recession are a good idea. Along with readjusting your sales performance benchmarks, you also need to readjust ongoing sales training to reflect the changed sales environment. A capable trainer, with the help of sales managers, can probably do this him or herself with a little creativity, so don’t worry if you can’t afford an outside sales consultant right now.

What you have at the moment is the depressed person’s version of “resting on laurels.” In high times, a rep coming off a big winning streak is liable to take a break for a few months to admire his or her achievement and bask in the glory of self-greatness. Now, there’s inaction for the opposite reason—they’re resting on the recession. Coming off a big losing streak, they’re content to take the rest of the quarter off to bask in the glow of their self-bleakness. It’s a darkly humorous spectacle (like a comic strip about a consistently down-and-out character), but you should probably be hoping for something more than gallows humor—even if we are in an “official” recession.

What are you doing to buoy the spirits of your sales team?  Do you and your managers share in the sense of hopelessness, or is there a plan in place to cheer up and (successfully) move on?

Environment: Will You People Be Quiet So I Can Think?

By Laura Stack, The Productivity Pro, www.TheProductivtyPro.com

Studies have proven that lighting, décor, smell, noise level, temperature, ergonomics, and color can all affect how you feel. If your environment's draining you dry, try these tips for a little refreshment.

1. Make sure your workspace is ergonomically designed.  Constant discomfort is a great way to lose energy fast. Look into the possibility of getting ergonomic tools and furniture for your workplace, so you can stay productive.

2. Avoid RMIs. If you perform the same motions over and over again, you may end up with a repetitive motion injury (RMI) like carpal tunnel syndrome, Blackberry thumb, or bursitis. If you're having a nagging pain, see your doctor and determine what behaviors might be causing it -- and what you can do to avoid it.

3. Create a well-lit office space. Bad lighting can hurt you in several ways. Insufficient light causes eyestrain and headaches, both of which are energy bandits. Plus, fluorescents lack the blue light that apparently sparks greater energy in workers. If you can, work under bright incandescent light or natural sunlight.

4. Strive for a neutral background. A distracting office environment can cause you to waste energy on things that don't really matter. Your best bet is not to have anything around that your body has to use energy to either pay attention to or to ignore.   

5. Limit your overexposure to electromagnetic radiation. While there's nothing wrong with a little electromagnetic radiation (after all, that's what sunlight and radio waves are), it's a bad idea to get too much of it. Stay at arm's length away from the screen, and be sure your monitor conforms to Swedish MPRII guidelines. 

6. Avoid eyestrain. Protect your eyes from your computer by taking regular breaks, and by positioning the screen the proper distance away. Irritated, blurry eyes make it difficult to dedicate your energy to worthwhile pursuits, and staring at a computer screen that's too close to you can quickly give you a headache.

7. Insist on proper ventilation. If you and your co-workers seem to be getting sick a lot, or if you're constantly having to fight off mold, consider checking your building's ventilation system: the building itself might be sick.

8. Reduce background noise. Studies show that constant low-level noise in open-style offices increases stress and lowers motivation, and impairs the brain's cognitive function in the prefrontal cortex. One way around this is to listen to music while you work, especially if you use a set of noise-reducing headphones.

Does your environment boost or bust your energy? If you're not sure, take a close look and learn how to assess the impact of your environment.  All it takes is a few simple changes to boost your energy to the ceiling.

© 2008 Laura Stack.  Laura Stack (www.TheProductivityPro.com )  is a motivational speaker who helps busy workers Leave the Office Earlier with Maximum Results in Minimum Time. She is the president of The Productivity Pro, Inc., a time management firm specializing in productivity improvement in high-stress organizations. Since 1992, Laura has given presentations on improving output, lowering stress, and saving time in today’s workplaces, for companies such as Microsoft, Starbucks, and 3M. She is the bestselling author of The Exhaustion Cure (2008); Find More Time (2006); and Leave the Office Earlier (2004). To have Laura speak at your event, call 303-471-7401. 

The Growing Concern of Short-Timers Disease

By John Gallagher, CAS: promotional consultant & distributor

According to a survey conducted by The Conference Board: www.conference-board.org,
* Less than 39% workers under 25 are satisfied with their employment situation
* Less than 45% of worker between 45-54 are satisfied
* Of the 55-64 age workforce, almost half are satisfied
* Overall less than 41 percent of householders claim to be satisfied with their current job.

Given these statistics, it’s no wonder that HR and personnel directors feel as though they are glorified doormen. Many of the employees have their antenna up scouting for the next business opportunity. I call this “short-timers disease”.

A local fast food retailer advertised to new hires that if they stayed at least 90 days, the survivors would receive a $500.00 bonus. Maybe if some of them put in as much time and effort at work as they did looking for the opportunity, they might actually aspire to greater heights at their current place of employment. Why is it that the grass just seems to have a different hue of green elsewhere? Maybe employers should just hand out jade-colored glasses. The obvious drawbacks due to the amount of quality work time lost from a lethargic work staff compound the work load and retard the time frames to achieve goals and work completion.

So how does an employer cut down on this "short-timers" mindset?
* Bonus and pay structures should be re-evaluated
* Proper training seminars should be conducted
* Workloads need to be assessed
* Recognition and appreciation of jobs well done should be rewarded and publically announced

One of the best ways to keep your finger on the pulse of the employees’ concerns is to have an advisory board that includes staff workers to have a voice and assist in creating and implementing attractive motivational benefits. Consider implementing a company incentive program. Most importantly, keep the lines of communication open between management and staff and please take off those jade shades.

A Culture of Motivation

Do you know what's demotivating your employees? Could it be that your star hires, who used to be full of spark, are losing their motivation on the job? Looks like your organization could use a cuture shift.

Beginning this week, site visitors can look forward to a new weekly online column-and-podcast feature from our sister publication, Incentive magazine. Each week in  "Culture Shift,"  author and industry consultant Paul Levesque will tackle the incentive mistakes corporations make, and address how you can start shifting your organization's culture by 180 degrees--from one that lacks luster to one that breathes motivation. And, as an added bonus, Paul will provide his own personal experiences and strategies in an accompanying video podcast (available in audio-only format as well) with his column each week to give you even greater insight into shifting your corporate culture

Read the first "Culture Shift" column, "Aligning Employee Focus With The Rule of the O.M.I.T," to discover how pinpointing the One Most Important Thing for your employees can shift your culture and inspire productivity. Also, listen to this short meet-and-greet podcast to get to know a little about Paul and what you can expect from his column each week.

Happy Employees Want to Stay

By Mona Piontkowski (www.SeminarInformation.com)

As the baby boomers start to reach retirement age employers are faced with the prospects of a diminishing supply of potential employees. It has become very important to nurture those workers you already have in place. 'Employee Retention Strategies' given by the American Management Association (http://www.seminarinformation.com/event/22900 ) is a great starting

point. The seminar 'Talent Development: Strategies to Manage and Grow Your Organization's Future' (http://www.seminarinformation.com/event/23755) is another place to look for help.

When an employee leaves they take with them the experience and company knowledge they have accumulated during their employ. The relationships with customers they have developed and the expected customer service they have provided may no longerbe available to regular customers who have grown used to dealing with this one employee. So it is even more important to keep those workers you already employee in place and happy. Unhappy employess cost additional money in lost customers, errors in job tasks and creating an atmosphere that effects co-workers and creates a general feeling of dissatisfaction in the workplace. Successful Solutions for Unacceptable Employee Behavior ( http://www.seminarinformation.com/event/19991) can help you deal with those troublesome employees and get the team back on track.

Sometimes the employee doesn't even realize that there is a problem until it is too late. How many

times have you had to terminate an employee and during the exit interview they express shock for

they thought they were doing a fine job. It is important to communicate any problems with employees

as they arise. Performance Appraisals and Coaching Skills (http://www.seminarinformation.com/event/1566) seminar is a good guide to how to let the employee know what the problem is and how to work together to solve the problem before an unwanted outcome.

It has been estimated that replacement costs 30-50% of the annual salary of entry-level personnel,

150% for mid-level employees and 400% for specialized, high-level workers. So loss of employees

can certainly effect the bottom line in the time it takes to hire and train new employees and bring

them up to speed.

Where has our pride gone for a job well done?

By Mona Piontkowski (www.SeminarInformation.com)

On my recent trip to Europe I forgot how nice it was to have the service charge included in the price of my meal. How many times have you sat in a restaurant and agonized over how much to tip for the so-so service you just received - knowing that you'll have to get up and bolt from the table if you tip too little as you hurry towards the exit.

It was interesting the amount of pride I encountered - as even the least paid workers did the best possible job - as if I were the most important customer they encountered that day. Where has this pride of accomplishment gone in this country? How many times have you stood in a store while the clerk chats away on the cell phone oblivious to your very existence. You know if you questioned them their immediate answer probably would be - hey I don't get paid enough to give you service. How many times have you had to send back the too cold soup or the underdone steak? And then be faced with the sigh and wrath of the server. Even in the drive thru when asked "anything else" and you ask for ketchup - you get that sigh. When did we stop taking pride in what we do and develop that sigh - you know, you've heard it.

Why is it necessary for seminar companies to give courses like "The Basics of Knock-Your-Socks-Off Customer Service" (http://www.seminarinformation.com/event/15498)? Shouldn't we already know how to knock the socks off of our customers so we can sell them new socks?

Where has our sense of a job well done gone? Why do we need courses on "How to Communicate with Diplomacy, Tact and Credibility" (http://www.seminarinformation.com/event 22381) - have we forgotten how to even speak to one another civilly and truthfully let alone give one another the service we've paid for.

Maybe the 'new' world should look to the 'old' world on how to treat customers. When did we stop doing our job with the "sense of pride and a job well done" mentality? Why do we demand tips and then gripe when we don't get enough for our perceived service?

Shouldn't I be able to get a cup of $5 coffee from my local null without feeling obliged to drop something in the tip jar?

Summer Cool Down

Well, the summer is at its peak which can only mean one thing--autumn and changing leaves are not far away. As temperatures dip back to bearable and days noticably become shorter, it's not uncommon for your employees attitudes to dip as well.

Sure, we've all heard of the seasonal depression syndromes and perhaps have experienced the onslaught on fall/winter sluggishness. We can't deny that our once catapulted summer productivity usually takes a nosedive once we realize our vacation time has been used up for another few months (though that trip to the beach did do its part in re-energizing your motivation).

If only there were a way to keep that summer motivation glow shining a little longer. Why not start planning to host a company luau-themed party in October? Or ask each employee to send in a funny summer photo from their family vaction to share with the department? Maybe you could even bring back some salt water taffy from your recent excursion for your staff to share? Even the smallest action can keep the summer spirit alive a little longer.

Have you ever experienced an end-of-summer slowdown in your company? What will you do to pre-empt it this year? What motivational tips do you have for the rest of us?

Editor's Note: Craving more motivation? Read this post and others on motivational strategies at The Daily Perk, the official blog of Incentive magazine.

Marketing- Sales Alignment: Clarify Value, Create Trust

Marketing and Sales Alignment has received lots of attention in the past several years as a way to improve business performance. Why should getting along be so difficult? After all, both teams are focused on creating revenue, aren't they?

One way to understand the disconnects is to compare the ways sales and marketing create value. Sales creates value by focusing on the customer, competing fiercely and achieving goals. Most marketing departments feed the sales engine by providing vision, innovation and new sources of value. As a result, each team leads its people differently, uses a different vocabulary and generally has a different time horizon to measure success.

Unless these differences are articulated and understood, it is difficult to create trust between Sales and Marketing. So a starting point to creating Sales and Marketing alignment begins with a common understanding of Value - how it is created and measured, what blocks it, and what the two departments can do to break through the barriers and get in synch. Here's how:

Blog and Win Winners!

Congrats to this week's winners:

Training Day: Paul

Daily Perk: Carolyn and Airsoft Guns (2 winners because of unclaimed prize last week)

SoundOff: Enrique

 

The contest continues! Look on Monday for next week's book choices.

Experiential Incentives: Are They Right for You?

By Enrique Burgos

A new type of rewards for incentive and relationship marketing plans is invading Europe--all kinds of rewards related to personal or group experiences are increasing day by day.

In the incentive scheme, 80 percent of rewards (merchandise) are the same from one program to another. You can see some differences depending on the target and creativity of the agency. From the beginning of the 21st century, the usage of gift cards/certificates as a reward has increased to 50 percent of usage (besides merchandise) in dealer incentives.

From the classic incentive travel reward, customers now demand unique experiences, from the most expensive--participating in Formula 1 racing day, getting flying lessons and having a personal shopper day--to cheaper ones like spa sessions, golf lessons and--one of my favorites—wine experiences.

Recently this new category of rewards, experiences, has been fully developed. This new kind of leisure reward links the company emotionally with the customer. You can reach every company wish, including creating loyal customers, through these unforgettable experiences.

The main difference between merchandise rewards and experience ones is the risk factor of the experiences. You must be sure about your provider to accomplish a totally safe and expected experience. No surprises.

I really find this kind of incentives irresistable because you make the customer feel special. This is the objective of incentives--reward someone for their work, sales, capacity and prescription in terms of creating an inclination in his behaviour. And you can be sure that introducing these marketing experiences will help you to achieve this.