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Engagement Versus Motivation

thedoo
September 27, 2017

Some experts argue for employee involvement, others are strong believers in motivational strategies. But one does not necessarily exclude the other. There may be circumstances where even a fiancé employee can use some additional motivation. Having a generally involved team would be the main goal of any leader. Affected employees are a real asset for any organization, especially in difficult times. However, there is some confusion about the difference between engagement and motivation.

Commitment

The engagement comes from & # 39; within & # 39;. It has faith in the cause & # 39; Related people do what they do because they believe it's right to do and not necessarily because a reward is waiting at the end. A good example of involvement is voluntary work. There is no payment involved, it takes a lot of time and it is often unhappy work. Yet most volunteers do it with passion and perseverance. Why? Because they believe in what they do. Engagement has everything to do with the effort.

Motivation

Here's where the confusion begins. When we talk about motivation, we distinguish two different types: intrinsic and extrinsic motivation.

Intrinsic motivation is actually exactly the same as engagement. It comes from & # 39; within & # 39; and it has to do with the joy or fulfillment that gives a particular task or task to the person, rather than the reward that will bring it.

Extrinsic motivation is triggered by external factors. As soon as these factors no longer exist, motivation will also disappear.

The opponents of motivation strategies are against extrinsic motivational measures such as incentives and reward programs and they are absolutely right. Rewards are counterproductive; They usually have a negative return on money, employee satisfaction and retention.

What's on reward programs?

Let me share experience with you. I started my career as a sales force for a company that sold copiers, fax machines and printers. So often we have paid a commission on top of us – fairly low basic salary. In addition, the company had a few "reward programs" & # 39; s & # 39; s executed. A program for the most sold units for a certain period of time, a program for the most & # 39; new business & # 39; and a few more like this one.

The worst was the & # 39; Salespeople of the Monthly Price & # 39;. The one with the most sales in a particular month can hand in the keys of his company car and should drive the Porsche Carrera of the company next month. And he has his own parking space for the building.

What do these reward programs bring? Actually nothing. Guess, who has always won these rewards? Correct, the people who were always in the top. Guess who did not even try to get one of these rewards? Correct again, the ones at the bottom. They knew that they would not have a chance at the top athletes. And guess who tried it a few times but never got the "& # 39; price" and got the motivation? Right, the people in the middle.

So was motivating? It was definitely for the group that did not have to be motivated; the top performers. They might have sold a little more, but once you're at the top, the room for improvement becomes smaller and smaller. It has not done anything for the bottom performers. They were & # 39; untouched & # 39; through this program. It did a lot for the group in the middle already. That is the group where every salesman can score. They have potential and plenty of room for improvement. And what did it do? Exactly the opposite of what the program was invented. They knew they contributed to the company and they saw that they would never be rewarded & # 39; for their contribution. How motivating is that?

I hear some people say, "Then they have to put it to the top! Then they will get the rewards!" I can score 110% of my goal, but if other people score 115%, does that mean & # 39; average & # 39 ;? No, that does not. It does not matter how big your group sellers are, there will always be a number and a number.

Extrinsic Motives: Short-term Strategy

Incentives and Reward Programs & Motivate & # 39; only as long as the program is longer or even shorter if the employee thinks he does not win & # 39;

Suppose you have a reward installed to produce a certain amount of your product and suppose that everyone is really doing your best. What happens after the deadline? Exactly. People will return to their normal production. To get the same results, you need to install another reward program, and so forth.

Engagement: Long Term Strategy

Let's look at this last example. For example, suppose one of your suppliers has delivery issues and therefore your production stops for a certain amount of time and no one will reach the goal of reward. People who are motivated will not receive the pace until after the supplier has been redirected because there is no reward more to work.

There is a group of people who will take the pace, despite the fact that there will be no reward. They have an attitude of & # 39; let's see what we can do to make up for the lost time. They are in the & # 39; game & # 39; for the & # 39; game & # 39; and not for the & # 39; price & # 39 ;. They are engaged .

Employees concerned have stamina. They will do the job well despite external challenges and circumstances. They support the goals, mission and values ​​of the company and are part of the organization, making them feel proud. In general, the quality of their work is better. They want to be proud of what they've done, while motivated people are like a horse with blinds, trying to get to the finish as quickly as possible, anyway.

The involvement goes deep. This also means that an organization's management must create an environment where the engagement can flourish and flourish. In my next post, I will share my thoughts about what you can and should do to get an engaged team around you.

Let me conclude with a story that I have heard that best describes the engagement:

] Former US President John F. Kennedy came in September 1962 with a very bold statement : "We are going to the moon." Not long after, he paid a visit to NASA. While he was there. He asked an employee: "What's your job?". The man replied, "My job is to put a man on the moon." He turned out to be the janitor.

That is & # 39; Engagement & # 39;. Whatever you do, your work is as important as someone as a contribution to the mutual goal.

I wish you a lot of engagement.

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