|How do You Motivate Your Team? (continued)
Most, if not all, dealerships establish quotas for their sales teams but, surprisingly, few actually involve their sales
people in the process. Excellent managers know that involving their team members will generate a higher level of
buy-in. Effective sales managers give their team an overview of the big picture and what the company needs to
achieve. Then, they work with each person to establish individual targets that will meet or exceed the corporate
objectives. Powerful goals follow SMART guidelines:
(team) can visualize its outcome and the more realistic the outcome will be.
Motivating; Is the goal important or realistic to the person who is responsible for achieving it? If not, they
may lose interest, particularly if it is a longer term objective. Once again, this reinforces the concept of
involving the employee in the goal setting process.
Achievable; Goals should have a 95% chance of accomplishment while still challenging the individual to
push themselves beyond their existing comfort zone.
Relevancy; Each goal must be relevant to the main objective of the corporation. Obviously, sales are
relevant to the overall success of the company, and the overall performances of all who make it happen
become a reality.
Time Effectiveness; Set a time frame and deadline for each goal. Ensure the deadline is realistic but, at
the same time it becomes challenging for each individual.
determine the goals that would be most appropriate for their development and growth and help them develop the
appropriate action steps to achieve these goals and you will see a noticeable improvement in their performance.
|First, you must recognize inconsistencies within your individual team members performance.
Second, you must see the individual as a stand alone person in who, with proper training and motivational
trigger points, you can bring out greatness.
to work to fail, it is the responsibility of
each team leader, that’s you the Manager,
GM, and Yes, you the Dealer Principle, to
“Inspect what you Expect.”
them informed of the progress and, is the progress (goals) being
reached? And are they reaching an achieving target? People are
naturally curious and want to know how they are doing. I'm not
suggesting you reveal confidential information but I do recommend you
share information about the overall status of the department. If sales
are down and you need your team to focus on customer satisfaction,
retention or natural work flow then tell them. If costs are climbing then
advise your employees that they need to be aware of their individual
expenses. I always suggest posting individual performance in the break
room, Set goals and demand excellence.
I remember questioning a manager about his expectations and if his said goals had relevancy in the overall
progress on the company. He stated that “It was not important to question his goal setting practices and
that he knew what he was doing” I could not have disagreed more. Set realistic goals that are gathered from
previous years MTD numbers and from there set a percentage of increased sales as your objective and
Employees want to know where they stand and, all but a few, want to do a good job. They want to know
how, you, as their manager, view their performance. That's why it is critical that you give them direction and
feedback on a regular basis. Unfortunately, many managers are hesitant to provide feedback on negative
performance because they are afraid of the potential conflict that may arise. Yet, most employees can
accept constructive criticism, providing it is delivered in a professional manner.
Sales people are hungry for information and my experience has taught me that, in all but rare situations, can be
trusted with corporate details. Unfortunately, too many organizations and their managers' feel that people should
only be given information that is relevant to their specific job.
I had once worked for a dealership that established some aggressive sales and profitability targets and created a
bonus program based on the percentage increase of profit from the previous year. The idea was excellent! After
all, why not compensate everyone in the company for sales and profit other than just top level executives and
sales people. This would allow all target employees to contribute to the profitability of the organization.
Unfortunately, the company wouldn't divulge the previous year's profits which meant that the employees had no
idea what they were striving to achieve. Many employees saw this as a way for the company to avoid paying
bonuses at the end of the year and, as a result, stopped working on their goals and objectives.
I often hear managers grumble when I suggest they praise and recognize the efforts of their team members. I
hear comments such as, "Why should I praise them for doing their job?" or "They'll think I'm soft." My experience
has taught me that people will work harder for someone who recognizes the effort they put into their work.
Praising an employee is not a difficult process. Here are four steps to follow to provide effective positive
Most people make the mistake of saying something like, "You did a good job today." Although this is better
than no feedback, it doesn't recognize the specific behavior you want reinforced. What exactly does it
mean? How will the employee interpret it? A more effective method is to say, "Steve, you did a fantastic job
satisfying that irate customer."
Ensure that your body language and tone of voice is consistent with the message that you want to give.
Carefully consider what you say and how you say it Keep it brief and to the point, be clear and concise.
Too many people don't determine beforehand what they are going to say and the result is a garbled,
unfocused message. Ensure that you are sincere; if you don't mean it, don't say it.
and/or energy. When you praise an employee's performance, acknowledge their effort and commitment. In
other words, how hard they worked and/or how involved they were with it. For example, "Mike thanks for
helping out John today. I appreciate the extra effort you made to ensure that everything was taken care of."
Praise the employee's performance as soon as you become aware of it. If too much time elapses the
individual may perceive the praise as an afterthought and it will have a small overall positive impact. Also,
make sure the reinforcement is given in an appropriate place. The general rule of thumb is to praise in
public and reprimand in private. However, not all employees want that recognition in front of their peers.
Therefore, you must know your employees and be aware of the best place to provide positive feedback.
Your sales people are a wealth of information and can often contribute valuable suggestions to improve the
business. Many managers say they have an open door policy but, in reality, will only listen to an employee if his or
her ideas are in sync with their own. If you truly want to create a team of highly motivated employees take the time
to listen to their comments and ideas. Foster an environment that encourages the open sharing of information.
Great leaders are always open to new ideas and methods of improving business and some of the best ideas come
from the front-line staff.
This last point is the most important. If you want a highly motivated team YOU must set the example. You must
demonstrate enthusiasm, energy, team cooperation, honesty, integrity and commitment. Treat people with respect
and dignity. Give them the tools to excel, grow and develop. Encourage them to participate and get involved.
Solicit feedback, listen to their comments, and act on suggestions that will help your business succeed. Set and
communicate high standards, provide positive reinforcement when your team members perform and involve them.
You will soon see a team that will do almost anything to help you succeed!
you can communicate with your team. Another effective method is through casual discussions. On one particular
day when I was in my office, I found an informal discussion taking place that was around the lunch table, I also
found the conversation invaluable; because they helped me catch up on what was happening in the company.
|SUPERIOR DEALER SOLUTIONSsm
|Jim Bernardi has held such positions as; Dealer, General
Manager, Director of Operations, District Operations
Manager, Parts & Service Director, Service Director,
Service Manager, Service Advisor and is President of
AutoPro Training & Marketing Solutions. A National Fixed
Operations Training Company which guarantees
increased GP or their training is free. 812-325-5651