1. Sales team performance
boosting.
The key to creating a top-performing team is finding the unique factors that
drive your sellers.
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2. Motivate
Communicate
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3. You are responsible for your
team’s enthusiasm
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4. 5

5. Motivation is the key for
continues success
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6. What is motivation needed for?
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7. Employees
 salespeople achieve their best results because they are motivated
by accomplishment and recognition first, and money second.
 Sales managers need to aid with inspiring their staff so that they can
reach there sited goals as the lethargy of sales teams is hurting
productivity and performance.
 Note:
Unmotivated employees are usually the ones who sit in the back of the
room watching everyone else gets rewarded.
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8. Customers
 A motivated sales agent leads to a better buying experience and
more involvement with the sale, also it adds more influence for
future purchases.
 A happier customers refer others and this downplays the cost of
customer acquisition while also helping customer retention.
 As customers delight in the fascination and motivation of the sales
agent, they become more aligned with the company culture and
philosophy.
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9. How to motivate your team?
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10. Facts about motivation.
 Many tools that managers use to
motivate employees can have the
opposite effect. For example (incentives)
as it usually create a blaze of motivation
that quickly dies down because
employees simply become accustomed
to the perks.
 It’s common, but problematic, for
managers to assume everyone is
motivated by the same thing, so you
need to endlessly supply more and
better incentives and it would surely dry
up.
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11. Tips for effective motivation.
 Employees need an internal sense of
purpose, a feeling of mission, to help
invest them in their work and keep them
motivated.
 Help employees to see the value of their
contribution to something greater
(Organization, client, community,…etc.).
 Help employees to see the value of their
contribution to something greater
(Organization, client, community,.etc)
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12. Motivation techniques
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13. 1. Have sellers set their own goals
After the quota is set, work with
sellers to develop their own
detailed target lists, which could
include plans on how to
accomplish their targets, stretch
goals for reaching beyond their
targets, or specific goals per
customer on how many more
products and services you want
them to purchase in a specific
time frame.
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14. 2. Protect your team
Don’t bother your team or create
non-revenue-generating meetings
or activities during the last week of
the month or the last week of the
quarter. Your teams will stay
motivated if they know you are
looking out for them and
protecting their crucial selling
time.
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15. 3. Reward your team
Verbally or with an e-mail when
deals are won or saved, or when
reps hit their quota. Make sure the
progress your team makes is
publicly acknowledged, and that
you celebrate both big successes
and small victories.
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16. 4. Separate the manager from
selling
 you are competing against your reps.
 When forced to do both, a sales manager will
always sell first and manage later ( If they have
time).
 Managers that sell ignore their team.
 Face the accusation that they are “taking the
best leads,” and “managing the best territories”.
 Nothing demoralizes a team faster than having a
player/coach/manager in place.
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17. 5. Have a commission plan that rewards the
team for the behaviours you want
When setting this plan, here are three elements to be
considered:
 Keep it simple (When the team misunderstands the
compensation plan, they assume the company is
looking for excuses not to pay them).
 Make sure everybody knows and understands the
rules.
 Introduce the plan a couple of weeks before you
implement it, giving your team a few days to digest its
contents.
 Encourage team-building to ward off conflict before it
starts.
 Establish relationships and build trust as the most
motivated teams always engage with each other.
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18. 6. Warning and threats motivation using fear
the classic strategy for coercing good
behaviour.
 Useful in case of being under intense deadline
and the dangers of poor performance are
immediate, evident and high.
 In other cases fear has numerous drawbacks
such as.
 It have a temporary effect and employees
will become accustomed to the
punishment.
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19. 7. Other incentives and performance
boosting tools.
 New job challenge within the breadth of their skill
set.
 New and more prestigious titles denoting a job well
done.
 Weekly, monthly & quarterly sales contests offering
a valuable prizes.
 Well done certificates for hard working employees.
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20. 20

21. Why do you need to communicate with
employees, what to communicate and how?
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22. Why?
Josh Stella: is a technology geek working for the federal government private
enterprises on everything from websites to complex systems.
When he was asked about which technology tools he would recommend to
managers that could help them better manage their projects. He said “they
can get all the tools they want, but first they have to learn how to
communicate with people. That where most projects fall apart.”.
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23. Why?
1. Constant Communication – Research
on worker productivity for more than
20 years states the importance of
employer/employee
relationships. Individuals do not leave
companies - they leave poor
managers. Relationships begin with
simple and direct communication.
Morale will fail when managers fail to
communicate with their employees.
Take the time to know who is on your
team.
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24. Why?
2. Employees invest over 50 to 60 hours
of their waking life for organizations.
Money is not the alternative for
reward. Individuals desire
commendations for good work. They
are more apt to remember
compliments and commendations
then a 1 percent raise the previous
year
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25. what?
1. Crucial Confrontation – The inability to
confront individuals about
performance has undermined
organizational performance. Morale
diminishes when underperforming
employees continually diminish
performance. It is important when
managers confront employees that
do not meet expectations.
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26. what?
1. Focus on Feedback – Confrontation
begins with feedback. It must be
timely, candid and accurate
Catch employees doing something good
and tell them; if something needs
corrected, tell them.
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27. How?
1. Don’t delegate what you want to say
or write.
2. strong writing skills becomes direr
every day because of the business
world’s reliance on websites, blogs
and emails.
3. don’t email critical decisions or issues
need more elaboration, to avoid
employee’s confusion and
misleading conversations.
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28. Results
1. Better work environment.
2. Motivated and self-confident sales team which will surely reflected in
overall productivity.
3. Happier managers achieving their targets with less efforts with more
efficiency.
4. Stable profitable company
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29. Thank you