When their teams don’t meat expectations, managers often just want to press “refresh” and get a whole new team. But sometimes the problem isn’t with the team so much as it is with how the manager is managing. This is the year for managers to forget pressing refreshing: It’s time to auto-correct what they are doing with their teams — especially if they want them to stick around for a while.
Here are three good tips to start you off (stay tuned for more!):
1. Move aside. Salespeople are simply tired of their managers rudely getting in the way – read Mark Hunter’s clever list of 12 Things Salespeople Would Like to Tell Their Sales Managers. I especially like this one: #6 If you want to take control of the sales call, then why don’t you just become a salesperson instead of a sales manager?
2. Hire “ambaverts”: When it comes to hiring and recruiting talent, managers must stop chasing the extraverts. According to Daniel Pink’s recent NPR interview on the Death of the Predatory Salesman: These days, it’s a buyers-market, extraverts don’t take time to stop and listen — which is what Customer 2.0 wants. And the introverts are usually incapable of initiating relationships. What to do? Pink introduces us to the “ambaverts,” a balance of the two. They know when to push, when to pull back, and when (and how) to listen.
3. Don’t motivate with cash. In his new book, DRIVE: The Surprising Truth about What Motivates Us, Pink says that when it comes to motivating talent, cash isn’t best after all. He found that “when cash incentives are offered in this type of problem solving, it dulls the brain and blocks creativity.” The carrot-and-stick approach to motivation fails to recognize the key motivators for salespeople: autonomy, mastery, and purpose.
4. Create a strong company culture like Harlem Shake. The workplace is about unabashed emotion that wants to connect and belong. With 44 million downloads of these videos in February, everyone wants to work in a F-U-N culture.