In terms of personal motivation, employees ask these questions: Do I achieve? Am I contributing? Am I given increased responsibility? Am I advancing and growing? Is what I do meaningful and significant? Is it interesting? Is my ability recognized?
These feelings are the motivators — the variables that managers can use to motivate people.
Professor Frederick Hertzberg has promoted a theory of motivation that goes a long way forward from the original theory of the “carrot-and-stick” motivation idea, or indeed its extension, the “Reward Theory,” which is still used by many managers and companies to try to exhort greater efforts from their sales staff.
The new idea stems from two statements: “What makes people happy and motivated at work is what they do” and, “What makes people unhappy and demotivated at work is the situation in which they do it.”
Managers are going to have to become familiar with three new letters that are going to become increasingly important in the management of people in the future: QWL, which stands for the “Quality of Work Life.”
Managers who want to motivate their staff are going to have to improve their own QWL as well as their staff’s.
Know Your Sales Staff
This starts by defining people as they are, not as we want them to be.
Many workers whom we have assumed to have certain characteristics are now saying, “We are not like that. Treat me the way I am, not the way you believe me to be.”
So the big revolution managers are going to have to face is that of identifying the needs of the people — not their own projected needs.
Latest News: Over on my personal blog all this week, I am discussing the five challenges that all sales leaders will face post-recession – do come over and join me