14 motivation
TRANSCRIPT
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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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HOW CAN YOU MEET THESE NEEDS?
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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HOW CAN YOU MEET THESE NEEDS?
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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HOW CAN YOU MEET THESE NEEDS?
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