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To say that a person cannot praise and motivate others, everyone may not believe it. "Who doesn't know how to praise and motivate? Just praise them more for being capable!" However, it is not every sales supervisor who can always inspire their subordinates through praise and motivation.
Who should be praised and motivated, when is the most effective time to praise and motivate, and what methods to use to praise and motivate salespeople – these are common questions that sales supervisors encounter daily. Praising and motivating salespeople is not only an effective tool for interpersonal communication but also an important means for sales supervisors to manage.
Introduction:
In an internal meeting of a certain enterprise, the atmosphere was quite warm, and everyone's spirits were high – because sales were completed well and profits had risen. The supervisor leader was happy and gave everyone a round of praise: "Everyone has worked hard! Sales are good! Profits are good! Hope you continue to carry forward! But! You must know that achievements don't belong only to you! They also belong to some comrades in our rear, they are also heroes! Speaking of this, you as logistics personnel should not be proud or complacent; this is your duty! ......"
The above situation, although somewhat extreme, is not uncommon in enterprises. I have seen a leader who intended to praise his subordinates well, but in the end, the subordinates always thought he was "hypocritical," and it would have been better not to praise them. Because every time he praised and motivated, he inadvertently dug out their weaknesses, making them unhappy. It is important to praise and motivate salespeople and other subordinates more, but how to praise and motivate them is also very important; otherwise, it may truly become "good intentions turned into bad results."
So, how can we praise and motivate salespeople well?
1. Classify Salespeople As a supervisor, you should first understand your subordinates, and then praise, motivate, or encourage them accordingly. Although more praise and motivation is not wrong, as a manager, in daily management work, it is better to praise and motivate with a target. After all, some people may just need criticism or a little guidance; more praise and motivation might be overused and become useless or even counterproductive. Some subordinates cannot do things without praise and motivation; with a little praise, they are full of drive, but if not praised for a few days, they become dejected. ...... Many supervisors do not know there is so much content in this. So, if supervisors can classify their subordinates, they can better grasp praise and motivation.
Low ability low willingness, low ability high willingness High ability low willingness, high ability high willingness
We can divide salespeople into these four types (in fact, supervisors can also make multiple classifications according to actual situations). In this way, before each salesperson's action, they can understand their state and effectively praise, motivate, or encourage them.
1. Low ability low willingness type: This type of subordinate is not the "chicken rib" in our "Boston" analysis, but needs to be improved after motivation (of course, if the enterprise has strong human resources capabilities, they can also be discarded, but generally speaking, in reality, few enterprises do this). So, give light motivation (high motivation may cause problems when they act in a low ability state), basically do not praise or motivate, let them not make mistakes or cause problems, and also show that the enterprise is still paying attention to them.
2. Low ability high willingness type: This type of subordinate has high willingness, proving they have strong subjective initiative and self-motivation, and do not need too much motivation from the supervisor. However, because they are still in low ability (maybe their ability is insufficient or not yet cultivated), they need to be fully affirmed, praised, and motivated when they make some achievements, to further stimulate their will and aim for high ability high willingness. So, provide some training and guidance, use a small amount of motivation, and appropriately praise and motivate when there is an opportunity, so they can rise abruptly, achieve themselves, and get the maximum play.
3. High ability low willingness type: Possibly due to some reason, they are not willing to show their strengths and demonstrate their abilities. This requires the supervisor to use praise to change their views and dissatisfaction with the outside world, thereby stimulating their high willingness. So, focus on more praise; praise him, prove that the supervisor values him, hopes he will give full play, and the supervisor will try to take care of him to make the environment more conducive to his development. They will not need too much motivation; given their high ability, as long as they identify with the environment and the supervisor, they generally motivate themselves. They are willing to "die for those who appreciate them."
4. High ability high willingness type: This is the "star" type in "Boston" analysis. This type of subordinate is the most ideal candidate for the enterprise. However, because they are high ability high willingness, they may easily stand out among subordinates, which may also bring management challenges to the supervisor – they need more room for growth, but can the enterprise guarantee it? So, when giving them appropriate praise, also give as much motivation as possible. Most importantly, after praise and motivation, try to provide them with space and opportunities for promotion.
Understanding various types of salespeople requires the supervisor to carefully observe their reactions to things in daily communication. Although abilities gradually show in work, the performance of abilities may differ for each type of thing. Similarly, willingness can change with each thing, such as "I like doing this kind of thing, but I may hate being assigned that kind of thing by the leader." So, before each important thing, the supervisor should understand which type their subordinate salesperson falls into this time, so that they can be more confident in how to praise and motivate.
2. Sincere Praise Many times, we see that if the supervisor's praise is insincere, salespeople may secretly say: "Fake! I don't know what he is thinking when he praises me! It must be when the task is not completed, let us do more, and after we complete it, there will not even be a word of thanks! They will think we are supposed to do it, and it's our own fault!" If the supervisor praises with this kind of intention, salespeople will eventually see through it and curse the supervisor for being unkind. So, praise must be sincere, from the heart, as a reward and support for them, not just with work purposes.
3. Frequency Praise and motivation are catalysts for doing anything and the most effective way of communication between people, so the more you use, the more you gain.
But note that it is more use rather than abuse; abuse can easily create a false impression of praise. Some enterprises have such a person who, when they should be easygoing, still puts on a serious face of praise and approval to colleagues, which may cause subordinates to feel disgusted, the so-called "hypocrite."
4. Use the Right Medium for Praise and Motivation Since praise is frequent, attention should be paid to the channel used each time. Public, private, at meetings, small dinners, etc., all should be used appropriately. Is it better to use verbal praise? Or are bonuses and prizes more direct? Is it job promotion, or giving them more tasks to train them? Should you do it yourself, or let a higher leader praise and motivate them? Is it spiritual praise or material reward? ...... The good use of media and communication channels can maximize the effect of praise and motivation.
Of course, if the supervisor can have a deeper understanding and application of Maslow's needs, so that praise and motivation not only meet the supervisor's management requirements but also fully satisfy the different needs of salespeople, that would be a higher level of praise and motivation!
Praise and motivation are always the magic weapon that supervisors should use at all times. Only in this way can goals be closer, salespeople be closer, and management be easier!
New Era · New Distribution —— 2016 China "FMCG + Internet" Summit Forum ——
This is a grand event focused on how the FMCG industry channels will change under the general trend of Internet + transformation
Conference Agenda 08:00-09:00 Registration 09:00-09:05 Host opening 09:05-09:35 2016 China FMCG Industry Trend Analysis Report – Zhao Bo 09:35-10:05 FMCG Enterprise Transformation Strategy and Path – Liu Chunxiong 10:05-10:35 Opportunities and Challenges Brought by FMCG Channel Reform – Liu Zhao, CEO of Waiqin365 10:35-11:05 Alibaba Retail Link All-round Empowerment – Guo Kunkun, Alibaba Retail Link 11:05-11:25 Channel Efficiency in the Internet Era – Fu Xiaoyun, Vice President of Benlai Holding 11:25-12:00 Roundtable Forum – Brand Transformation: Improvement vs. Reconstruction? Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia 12:00-13:30 Lunch 13:30-13:50 Dealer Transformation: City Distribution Trend Development – Wang Qi, CEO of Weijie City Distribution 13:50-14:20 Roundtable Forum – Why Dealers Should Do Logistics in Transformation Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan 14:20-14:40 How FMCG Enterprises Take Off with the Internet – Wang Hui, E-commerce Operations Director of Xijiu 14:40-15:00 Detailed Explanation of Zhongshang Huimin's One Machine Two Wings Strategy – Su Xiaoxin, Vice President of Zhongshang Huimin 15:00-15:20 Category Value and B2B E-commerce Development Strategy – Wang Chaocheng, CEO of Yijiupi 15:20-15:40 Supply Chain Finance is the Lubricant for B2B to Drive Traditional Business – Chen Xian, CEO of 51 Order 15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain – Yang Lixiang, CEO of Zhanghe Tianxia 16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecology – Miao Dong, Vice President of Quanshi 16:30-16:50 In the Next Decade, B2B is the Main Investment Battlefield – Well-known Investor (TBD) 17:00-17:30 Roundtable Forum – Who is the King in FMCG B2B Models Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin 17:30-19:30 Dinner For manufacturer friends who want to transform, this grand event is not to be missed. Interested friends can long press the QR code below or click "Read Original" to register.
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