The Power of Small Wins

Last week I attended two sessions with approximately 240 leaders between DFW and OK on the topic of our newest best-seller, The 4 Disciplines of Execution.  Our global Execution Practice Leader and the main contributing author, Chris McChesney, delivered a great keynote.

One thing that stood out to me and many of our guests was the thought that increasing Employee Engagement can be accomplished by giving your front line contributors a “winnable game.”  Chris explained that the “day job” (aka: Whirlwind) will never be beaten.  You can give the whirlwind 40 hours, 50 hours or more and even your weekends, and it will take all you can give it and not really give you anything in return.

But, in addition to the whirlwind, if leaders will give employees ONE THING related to behavior change strategy to focus on each week, you can engage employees like never before.  Chris also quoted an  article from HBR in May 2011 titled, The Power of Small Wins by Teresa M. Amabile and Steven J. Kramer, “Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work.”  Read the fullarticle here.

“If you are a manager, the progress principle holds clear implications for where to focus your efforts. It suggests that you have more influence than you may realize over employees’ well-being, motivation, and creative output. Knowing what serves to catalyze and nourish progress—and what does the opposite—turns out to be the key to effectively managing people and their work.”

 

For more details on executing strategy, consider picking up a copy of The 4 Disciplines of Execution.  You’ll be glad you did!

Creating wins for organizations one team at a time,

John Vakidis

 

Let’s connect on LinkedIn!

 

Sales Effectiveness 101 - Intrinsic Motivation

According to Gallup, after interviewing hundreds of thousands of salespeople, research suggests that there are 4 key factors that determine a salesperson’s success.  They are:

1.       Intrinsic motivation

2.       Disciplined work style

3.       Ability to build relationships with customers

4.       Ability to close a sale

I’ve been in sales for nearly 20 years and I’ve worked with a lot of sales colleagues (some good and some great).  I would suggest that a good salesperson typically exhibits one, two or maybe three of these aspects, but a great salesperson demonstrates ALL of these traits and over time, they continually work to improve.

Over the next few weeks, we will take a look at each of these aspects in more depth.  We will discover key principles behind each aspect.  While some people are just “born with the gift of sales” others can learn these aspects.  This week, while dive into Intrinsic Motivation.

Almost all of the organizations I’ve worked for in a sales role have implemented SPIFFs at some point during my tenure in the organization.  Salespeople who are motivated by money and prizes are typically excited when these come along.  SPIFFs can come in a variety of forms: cash, vacations, TV’s and FREE products from the manufacturer, etc.  While this type of motivation is great for the organization for a short period of time, it’s not feasible to offer SPIFFs year round.

As the Gallup research suggests, being motivated from within is key to a great salesperson.  If an individual is internally driven and new to a sales organization, their leaders will typically see the following things happen over the course of the first year of tenure:

·         Heavily engaged during initial sales training

·         Proactively builds relationships with key stakeholders inside and outside the organization

·         In the beginning, they come to work early or stay late.  Their motto is “Whatever it takes.”

·         Stays committed to the sales process

·         Doesn’t need to be managed to work recommended sales activities

·         Understands their leader’s agenda and achieves their first year’s sales goal

On the other hand, if salespeople aren’t motivated at their core, they are probably going to need to be managed vs. led.  A leader will share a vision with others and those that have that internal “fire” will understand and enable that vision.  A manager will dictate what needs to happen, when it should happen and tell you how to do it.  Salespeople can choose if they are led or managed simply through their behaviors and attitude.

I have always said that “tenacity” is one of the key factors of determining a great salesperson.  Tenacity is that inner drive within us that keeps us motivated, even when times are tough.  I think Louis Pasteur would have made a great salesperson.  He once said, “Let me tell you the secret that has led me to my goal. My strength lies solely in my tenacity.”

If you are a leader over a sales team, and are looking to motivate your staff from within, consider taking a look at our 7 Habits Solutions.  Getting your team to understand vision, mission and values is extremely powerful.  When people understand their purpose, they can easily find all the motivation that they need to be successful.

Next week, we will explore the concepts of a disciplined work style. 

Until next time,

John Vakidis
Associate Client Partner | FranklinCovey
214.387.9960 | john.vakidis@franklincovey.com