14 Motivation

8/13/2019 14 Motivation

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MotivatingSalespeople


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What is Motivation?

Internal &external factors that stimulate desire and

energy in people to be continually interested in andcommitted to a job, role, or subject, and to exertpersistent/ constant effort in attaining a goal

Motivation is the driving force by which humansachieve their goals


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Reasons for Motivating Salespeople

Frequent rejection

Physical separation from company support

Direct influence on quality of sales presentation Indirect influence on performance


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Maslow’s Hierarchy of Needs

Self-Actualization

Self-Esteem

Love-Belonging

Safety-Security

Physiological

Intense job challenge, full potential, fullexpression, creative expansion.

Achievement, respect, recognition,responsibility, prestige, independence,attention, importance, appreciation.

Belonging, acceptance, love, affection,family and group acceptance, friendships.

Security, stability, dependency, protection,need for structure, order, law, tenure,pension, insurance.

Hunger, thirst, shelter, clothing, air, rest.


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Maslow’s Theory “We each have a hierarchy of needs that ranges from

"lower" to "higher." As lower needs are fulfilled there is a

tendency for other, higher needs to emerge.”


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Maslow’s Theory Maslow’s theory maintains that a person does

not feel a higher need until the needs of thecurrent level have been satisfied. Maslow's basic

needs are as follows:


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Physiological Needs

Food Air Water

Clothing

Basic Human Needs


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Safety Needs

Protection

Stability

Pain Avoidance

Routine/Order

Safety and Security


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Social Needs

Affection

Acceptance

Inclusion /addition

Love and Belonging


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Esteem Self-Respect

Self-Esteem

Respected byOthers

Esteem Need


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Self-Actualization Achieve full

potential

Fulfillment


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Esteem

Self-Actualization

Safety

Belonging

Physiological

Summary


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Maslow’s Needs & Related Sales Force

Motivators

Maslow’s Hierarchy

Of Needs Motivators

SELF- ACTUALIZATION

Challenging tasks calling for creativity

ESTEEM Recognition programs, respect by others

BELONGING Clubs, Affection, Acceptance

SAFETY &SECURITY

Job security and fringes

PHYSIOLOGICAL Cash wages and bonuses


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The Six Step Motivation Process

Process beginsRecognise need

deficiency

Search for ways tosatisfy needs

Establish goal

directed behaviour

Performance

Provide punishment

or rewards

Needs reassessment

SALESPERSON


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WHY MOTIVATION IS IMPORTANT Plays an important role in performance

Is often a result of praise or financial reward

Requires that the ten basic needs of Representativesare met


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WHAT ARE THESE NEEDS: Basically, there are ten major needs:

Security

Recognition Usefulness

Opportunity

Belonging

WHAT ARE THESE NEEDS


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WHAT ARE THESE NEEDS:(Continuation)

Challenge

Communication

Correction

Status

Respect for leader


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HOW CAN YOU MEET THESE NEEDS:

Security:

Job security Financial security

Personal security

Recognition:

Representative need to feel worthwhile andimportant

Recognize and praise the business and personalsuccess of Representative

Take a personal interest in your Representative


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HOW CAN YOU MEET THESE NEEDS:

Usefulness:

Representatives must feel that they are contributing bothto the company and to their customers

Involve Representatives in decision-making, problem-solving, conventions and extra responsibilities

Opportunity: A real opportunity for advancement must exist beyond

just the chance to make more money

Let your Representative know how you feel about theirfuture

Remind them of the opportunities that exist within thecompany


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HOW CAN YOU MEET THESE NEEDS?

Belonging:

The instinct / sense to join and the desire to be accepted bythe group is one of man’s greatest needs

Let Representatives freely share thoughts and feelings intraining meetings

Usefulness is reduced if a Representatives stop to identify

with the company Create sales groups

Communicate frequently with your Representatives so theydon’t feel left out

Plan activities outside the office


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Challenge:

Continual challenges are necessary for increasedcompetence

Representatives are motivated by successfullycompleting challenges

Give a Representatives a new or enlarged territory

Express confidence in a Representative’s ability


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Communication:

Open communication helps a job maintain its appeal

A Representative must have access to the boss

A Representative must know what’s going on

Get to know your Representative personally

Keep your Representatives fully informed about plansthat affect them

Have a periodic appraisal with a free exchange of ideas

Keep your door open whenever possible


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Correction:

People need to know exactly what they are supposed tobe doing

Correcting your Representatives will motivate them to work harder to prove themselves

At the very beginning, draw lines between what theRepresentatives can and cannot do


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HOW CAN YOU MEET THESE

NEEDS? Correction:

Criticize promptly and justly

Make sure you know all the facts before correcting aRepresentatives

Be honest and straightforward, not evasive

Follow-up your criticism with something positive


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HOW CAN YOU MEET THESE

NEEDS? Status:

Representatives want respect that largely grows out oftheir jobs and company

Show your own respect for the company

Give a Representatives a new title to indicate increasedcompetence


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Here are academic theories about motivation.

Acquired Needs Theory: we seek power, achievement or affiliation.

Activation Theory: We have a need for arousal.

Affect Perseverance: Preference persists after disconfirmation.

Attitude-Behavior Consistency: factors that align attitude and behavior.

Attribution Theory: we need to attribute cause, that supports our ego.

Cognitive Dissonance: non-alignment is uncomfortable.

Cognitive Evalution Theory: we select tasks based on how doable they are.

Consistency Theory: we seek the comfort of internal alignment.

Control Theory: we seek to control the world around us.

Disconfirmation bias: Agreeing with what supports beliefs and vice versa.

Drive Theory: We seek to satisfy needs.

Endowed Progress Effect: Progress is motivating.

ERG Theory: We seek to fulfill needs of existence, relatedness and growth.Escape Theory: We seek to escape uncomfortable realities.

Expectancy Theory: We are motivated by desirable things we expect we can achieve.

Extrinsic Motivation: external: tangible rewards.

Goal-Setting Theory: different types of goals motivate us differently.

Intrinsic Motivation: internal: value-based rewards.

Investment Model: our commitment depends on what we have invested.

Opponent-Process Theory: opposite emotions interact.

Positive Psychology: What makes us happy.

Reactance Theory: discomfort when freedom is threatened.

Self-Determination Theory: External and internal motivation.

Self-Discrepancy Theory: we need beliefs to be consistent.

Side Bet Theory: aligned side-bets increase commitment to a main bet.

The Transtheoretical Model of Change: Stages in changing oneself.
http://changingminds.org/explanations/theories/acquired_needs.htmhttp://changingminds.org/explanations/theories/activation_theory.htmhttp://changingminds.org/explanations/theories/affect_perseverance.htmhttp://changingminds.org/explanations/theories/attitude_behavior_consistency.htmhttp://changingminds.org/explanations/theories/attribution_theory.htmhttp://changingminds.org/explanations/theories/cognitive_dissonance.htmhttp://changingminds.org/explanations/theories/cognitive_evaluation.htmhttp://changingminds.org/explanations/theories/consistency_theory.htmhttp://changingminds.org/explanations/theories/control.htmhttp://changingminds.org/explanations/theories/disconfirmation_bias.htmhttp://changingminds.org/explanations/theories/drive.htmhttp://changingminds.org/explanations/theories/endowed_progress.htmhttp://changingminds.org/explanations/theories/erg_theory.htmhttp://changingminds.org/explanations/theories/escape_theory.htmhttp://changingminds.org/explanations/theories/expectancy.htmhttp://changingminds.org/explanations/theories/extrinsic_motivation.htmhttp://changingminds.org/explanations/theories/goals.htmhttp://changingminds.org/explanations/theories/intrinsic_motivation.htmhttp://changingminds.org/explanations/theories/investment_model.htmhttp://changingminds.org/explanations/theories/opponent-process.htmhttp://changingminds.org/explanations/theories/positive_psychology.htmhttp://changingminds.org/explanations/theories/reactance.htmhttp://changingminds.org/explanations/theories/self-determination.htmhttp://changingminds.org/explanations/theories/self-discrepancy.htmhttp://changingminds.org/explanations/theories/side_bet.htmhttp://changingminds.org/explanations/theories/transtheoretical_model.htmhttp://changingminds.org/explanations/theories/transtheoretical_model.htmhttp://changingminds.org/explanations/theories/side_bet.htmhttp://changingminds.org/explanations/theories/self-discrepancy.htmhttp://changingminds.org/explanations/theories/self-discrepancy.htmhttp://changingminds.org/explanations/theories/self-discrepancy.htmhttp://changingminds.org/explanations/theories/self-determination.htmhttp://changingminds.org/explanations/theories/self-determination.htmhttp://changingminds.org/explanations/theories/self-determination.htmhttp://changingminds.org/explanations/theories/reactance.htmhttp://changingminds.org/explanations/theories/positive_psychology.htmhttp://changingminds.org/explanations/theories/opponent-process.htmhttp://changingminds.org/explanations/theories/opponent-process.htmhttp://changingminds.org/explanations/theories/opponent-process.htmhttp://changingminds.org/explanations/theories/investment_model.htmhttp://changingminds.org/explanations/theories/intrinsic_motivation.htmhttp://changingminds.org/explanations/theories/goals.htmhttp://changingminds.org/explanations/theories/goals.htmhttp://changingminds.org/explanations/theories/goals.htmhttp://changingminds.org/explanations/theories/extrinsic_motivation.htmhttp://changingminds.org/explanations/theories/expectancy.htmhttp://changingminds.org/explanations/theories/escape_theory.htmhttp://changingminds.org/explanations/theories/erg_theory.htmhttp://changingminds.org/explanations/theories/endowed_progress.htmhttp://changingminds.org/explanations/theories/drive.htmhttp://changingminds.org/explanations/theories/disconfirmation_bias.htmhttp://changingminds.org/explanations/theories/control.htmhttp://changingminds.org/explanations/theories/consistency_theory.htmhttp://changingminds.org/explanations/theories/cognitive_evaluation.htmhttp://changingminds.org/explanations/theories/cognitive_dissonance.htmhttp://changingminds.org/explanations/theories/attribution_theory.htmhttp://changingminds.org/explanations/theories/attitude_behavior_consistency.htmhttp://changingminds.org/explanations/theories/attitude_behavior_consistency.htmhttp://changingminds.org/explanations/theories/attitude_behavior_consistency.htmhttp://changingminds.org/explanations/theories/affect_perseverance.htmhttp://changingminds.org/explanations/theories/activation_theory.htmhttp://changingminds.org/explanations/theories/acquired_needs.htm

14 Motivation

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