By Josiane Feigon
So you think you know who your top performers are?
The Bridge Group and VorsightBP studied more than 2,000 sales professionals, including individual contributors, front-line managers, and directors. The study focused on the management qualities of and tactics used by the most motivated and enthusiastic employees. In the area of job satisfaction,
- forty-five percent of respondents were “detractors,” or the least likely to recommend a role in their organization to a colleague or friend;
- twenty-eight percent were “passives” who were not enthusiastic about recommending a role to a colleague or friend;
- twenty-seven percent were “promoters” who were enthusiastic about recommending a role.
The study identified four keys to successfully motivating sales reps, focusing on motivational influencers:
- “My manager is hardly available for any coaching.” Reps who reported more than three hours of coaching per month were twice as likely to be promoters. The catch: the reps reported 40 percent fewer hours per month spent on coaching than their managers reported, so reps are not perceiving the same value in the coaching that managers see. Managers should make it a priority to get in sync with their teams on this topic.
- “What’s next after I accomplish that?” Identifying skill-development goals will make reps three times more likely to be promoters, according to the study. Reps (and this is especially true of your Millennials) really value a sense of progression and achievement in the workplace. If a rep has a development goal in mind, and he or she is receiving regular coaching to get there, then the rep is going to be much less likely to get antsy and feel like it’s time to move on.
- “Can you explain my comp plan to me one more time? I don’t get it.” Three out of every 10 reps in the study reported being unclear about their incentive-compensation plan, a state that correlated to a 300 percent drop in engagement (i.e., they were three times less likely to be promoters). Three out of 10 isn’t overwhelming, but considering how motivation – or the lack thereof – is contagious on the sales floor, it’s definitely enough to be influential.
- “I’ve been here for three months and believe I’m ready for the next step.” The study reported a significant gap between reps’ expectations about when they should be promoted to a new role. The less experience the rep had, the less time he or she thought it should take. This is a frequently cited issue when managing new hires who are Millennials. It’s also a major reason why having early conversations about career-path expectations is one major motivation factor cited in this study.