Lack of ambition when goal setting will not drive you. Lack of ambition when goal setting will not set you on the path to sales success. Lack of ambition when goal setting will not help you to perform in the sales super league. Top salespeople set BIG goals to motivate, stretch and focus themselves. Top salespeople set BIG goals because they expect success. Reward yourself for a job well done. Reward yourself when you deserve it. Reward yourself when you work hard. Reward yourself when you work long. Reward yourself when you win. Reward yourself when you learn.
Rewards motivate so make sure that you reward yourself for the sales behaviours that you want and need to do more of. Hang out with sales superstars. Spend time with sales rock stars. Roll with top sales aces. If you spend time with demotivated, uninspired losers they will suck the sales juice right out of you. Spend time with motivated winners however and they will teach you how to be more motivated, how to stay more motivated and how to create the life that you want. One of the best ways of motivating yourself is to invest in yourself and your personal development.
When you invest in your own personal development you send a message to yourself that you are worth investing in and that makes you feel good about yourself and that, in turn, builds motivation. Stuck for choices? Check out my sales training seminars and products. Misery likes company. Losers like support. But then, so does motivation. Run competitions, create energy, encourage, cajole and persuade each other to go the extra mile and make selling more fun. Teams that motivate and support each other in being more motivated, up beat and up for it are more effective and make more sales.
So there you go, 10 motivational sales tips for getting and staying more motivated. Where are you going to start? Your email address will not be published. Check out this email I received… Thank you for sending me the newsletter, it really helps. Motivational sales tips 1: Remember that motivation is internal.
Motivational sales tips 2: Take the daily motivation challenge. Salespeople need to be up for it and motivated. They get up, they go to work, they go home, they watch the TV, they go to bed, they get up, they go to work, they go home, they watch the TV, they go to bed… Same old, same old, over and over, day in and day out.
Motivational sales tips 4: Fizz it up. Get some air in your lungs, punch your arms in the air, stand up straight, jump up and down, run on the spot, yell out loud, smile stupidly, breathe more quickly… Remembering to take control of your physical state can work wonders for your motivation on a moment to moment basis. Motivational sales tips 5: Be your own internal sales coach.
Motivation: The Scientific Guide on How to Get and Stay Motivated
You: we're timing for norms. You: we're incentivizing. What happened this time? This time, the incentivized group kicked the other group's butt. Because when the tacks are out of the box, it's pretty easy isn't it? If-then rewards work really well for those sorts of tasks, where there is a simple set of rules and a clear destination to go to.
Rewards, by their very nature, narrow our focus, concentrate the mind; that's why they work in so many cases. So, for tasks like this, a narrow focus, where you just see the goal right there, zoom straight ahead to it, they work really well. But for the real candle problem, you don't want to be looking like this. The solution is on the periphery.
You want to be looking around. That reward actually narrows our focus and restricts our possibility. Let me tell you why this is so important. In western Europe, in many parts of Asia, in North America, in Australia, white-collar workers are doing less of this kind of work, and more of this kind of work. That routine, rule-based, left-brain work — certain kinds of accounting, financial analysis, computer programming — has become fairly easy to outsource, fairly easy to automate. Software can do it faster. Low-cost providers can do it cheaper.
So what really matters are the more right-brained creative, conceptual kinds of abilities. Think about your own work. Are the problems that you face, or even the problems we've been talking about here, do they have a clear set of rules, and a single solution? The rules are mystifying. The solution, if it exists at all, is surprising and not obvious. Everybody in this room is dealing with their own version of the candle problem.
And for candle problems of any kind, in any field, those if-then rewards, the things around which we've built so many of our businesses, don't work! It makes me crazy. And here's the thing. This is not a feeling. I'm a lawyer; I don't believe in feelings. This is not a philosophy. I'm an American; I don't believe in philosophy. This is a fact — or, as we say in my hometown of Washington, D. Let me give you an example.
Let me marshal the evidence here. I'm not telling a story, I'm making a case. Ladies and gentlemen of the jury, some evidence: Dan Ariely, one of the great economists of our time, he and three colleagues did a study of some MIT students. They gave these MIT students a bunch of games, games that involved creativity, and motor skills, and concentration. And the offered them, for performance, three levels of rewards: small reward, medium reward, large reward. If you do really well you get the large reward, on down. What happened? As long as the task involved only mechanical skill bonuses worked as they would be expected: the higher the pay, the better the performance.
But once the task called for even rudimentary cognitive skill, a larger reward led to poorer performance. Then they said, "Let's see if there's any cultural bias here.
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Let's go to Madurai, India and test it. In Madurai, a reward that is modest in North American standards, is more meaningful there. A bunch of games, three levels of rewards. What happens? People offered the medium level of rewards did no better than people offered the small rewards. But this time, people offered the highest rewards, they did the worst of all. In eight of the nine tasks we examined across three experiments, higher incentives led to worse performance. Is this some kind of touchy-feely socialist conspiracy going on here? Do you know who sponsored this research?
That's the American experience. Last month, just last month, economists at LSE looked at 51 studies of pay-for-performance plans, inside of companies. Here's what they said: "We find that financial incentives can result in a negative impact on overall performance. There is a mismatch between what science knows and what business does. And what worries me, as we stand here in the rubble of the economic collapse, is that too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science.
And if we really want to get out of this economic mess, if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things, to entice people with a sweeter carrot, or threaten them with a sharper stick. We need a whole new approach. The good news is that the scientists who've been studying motivation have given us this new approach. It's built much more around intrinsic motivation. Around the desire to do things because they matter, because we like it, they're interesting, or part of something important.
And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose. Autonomy: the urge to direct our own lives. Mastery: the desire to get better and better at something that matters. Purpose: the yearning to do what we do in the service of something larger than ourselves. These are the building blocks of an entirely new operating system for our businesses. I want to talk today only about autonomy. In the 20th century, we came up with this idea of management. Management did not emanate from nature. Management is not a tree, it's a television set.
Somebody invented it.
It doesn't mean it's going to work forever. Management is great.
Tips to Increase Motivation
Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better. Some examples of some kind of radical notions of self-direction. You don't see a lot of it, but you see the first stirrings of something really interesting going on, what it means is paying people adequately and fairly, absolutely — getting the issue of money off the table, and then giving people lots of autonomy.
Some examples. How many of you have heard of the company Atlassian?
It looks like less than half. Atlassian is an Australian software company. And they do something incredibly cool. A few times a year they tell their engineers, "Go for the next 24 hours and work on anything you want, as long as it's not part of your regular job. Work on anything you want. Then they present all of the stuff that they've developed to their teammates, to the rest of the company, in this wild and woolly all-hands meeting at the end of the day.
Being Australians, everybody has a beer. They call them FedEx Days. Because you have to deliver something overnight. It's pretty; not bad. It's a huge trademark violation, but it's pretty clever. That one day of intense autonomy has produced a whole array of software fixes that might never have existed. They have autonomy over their time, their task, their team, their technique. Radical amounts of autonomy.
Let me give you an even more radical example of it: something called the Results Only Work Environment the ROWE , created by two American consultants, in place at a dozen companies around North America. In a ROWE people don't have schedules.
How to motivate and inspire your team to achieve better results
They show up when they want. They don't have to be in the office at a certain time, or any time. They just have to get their work done. How they do it, when they do it, where they do it, is totally up to them.
Meetings in these kinds of environments are optional.
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