Sure-Fire People Motivators
Sure-Fire People Motivators
Motivation is specific to each individual. The manager's job is to create circumstances in which people will become self-motivated.
Consider these alternatives:
TIP: Don’t assume that what motivates you motivates others. Understand what drives each individual and tailor motivators to meet that person's needs.
Monetary compensation. Employees want to earn a good living for themselves and their family. The opportunity to increase their earnings can move them to greater performance.
- Implementations: Bonuses, tiered commission structures, sales contests with valuable prizes, profit sharing for management employees.
Social acceptance. Many people derive motivation from a desire for appreciation and acceptance from their peers.
- Implementations: Social events for the entire office, create teams to solve problems.
"Base salaries, annual bonuses, long-term incentives and recognition/awards programs provide clear and valued messages to all employees--performance does count." —Christopher Lee, Transformational Leadership In The New Age of Real Estate
Status. Many salespeople are ego-driven, thriving on competition and savoring their peers’ admiration.
- Implementations: Exclusive benefits for top performers—best offices, best parking, special education or business development opportunities.
Recognition. Everyone enjoys praise for individual efforts and achievements. Salespeople need to know their work is worthwhile and creates value.
- Implementations: Recognize employees' successes in sales meetings, name employee and salesperson of the month and post their pictures, take time to just say “ well done.”
Challenges. Most people want the opportunity to succeed, but some people--often the most successful salespeople--thrive on stimulation and need to take ownership of their careers.
- Implementations: Career counseling, continuing education, and expanding their responsibilities as a trainer, sales manager, or mentor for new salespeople.
Belief in the company and its leadership. Workers want to know they have a capable manager they can look up to and rely on.
- Implementations: Make yourself available to sales associates when they need you. Treat them with respect. Communicate and let them know you care about them.
Involvement. Workers like to feel involved in the office’s planning and decision-making process.
- Implementations: Hold staff meetings in which you solicit ideas to make the office more profitable. Conduct regular worker surveys.
Fairness. A perception that a manager plays favorites or doesn’t ensure that work or listings are equitably distributed is a disincentive.
- Implementations: Develop and stick to a company policy on distributing house listings and walk-ins. Monitor paid employees to see if anyone seems overburdened and needs help.
Fulfillment. Motivated workers are those who don’t feel frustrated. It's the manager's job to remove any obstacles.
- Implementations: Survey staff about needed administrative services and fees they would be willing to pay to fund them, keep all equipment in good repair and supplies in stock.
Enthusiasm. Nothing saps morale more than negativity.
- Implementations: Don’t keep chronic complainers in the office. Plan regular events to celebrate the company and its success. Occasionally just have an event for no reason at all.
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