The Tribune

By Scott Farrington

Do you wish to know how to motivate yanna peeps? I love using Bahamian slang terms; my spell check goes bonkers.

If we were all in the same room now, and I asked: “What is the number one reason why people leave their jobs?”, at least 75 per cent of you would say ‘Money’. But would you believe that money is last on the list of reasons why people do this?

Well, according to TC Strategy and Management consultants, money is last on the list.

What is first? I will list them in order.

• Environment. It does not feel good around their work any longer. There could be a number of reasons, ranging from the corporate environment to staff environment.

• They would not miss me if I were gone. The bottom line is lack of appreciation.

• I don’t get the support I need to get the job done. People want to do a good job and wish to succeed. But they feel their boss won’t let them do a good job. When frustration exceeds the employee’s tolerance threshold, they leave.

• Lack of opportunity for advancement. Either there is room for advancement or not. In some businesses, employees feel they are held back. In today’s environment, especially those recently out of college, they identify growth with advancement.

• Finally, inadequate employee compensation.

So, to go back to my original question of how to motivate your staff. Simply go to this list and try to provide the following where and when you can.

• Work environment. Do your best to keep the work environment, both physically and non-physically, as nice as possible.

What I mean by non-physical would be the static/friction between and among staff. Everyone should, at a minimum, show respect to one another by being polite and nice. It is up to management to ensure this is adhered to. The physical part should be a clean, or as clean as possible, work area.

• Appreciation. As simple as the person that cleans the work area, the bathrooms and so on; it is nice to tell them: “Thank you. I /we appreciate your work.” This should be done at every level within the company.

• Support. Stop and ask your staff: Do you have all the tools you need to do your job well? Do you have everything you need? Is there anything that would make your job easier? Sometimes you will be surprised by the answers, and how a little fix goes a long way.

• Opportunity. Never promise something you cannot deliver. Never tell a staff member they will get a promotion or advancement if there truly is not anywhere for you to move them.

Sometimes, a lateral move works just as well as a promotion. However, if there really is room for advancement, set a criteria they must attain to and, once they achieve this, promote them. Monetary compensation does not alwas have to accompany a promotion or advancement. Sometimes, just more authority or a greater say so in daily operations will suffice.

*Finally, a salary increase. The days are gone where increases are given just because of the amount of time a staff member has been employed. Increases should be issued based on performance, productivity and the like.

If a staff member is performing consistently and exceeding their goals, sometimes a one-time lump sum can be given. Doing this sends the message that you appreciate them and are rewarding them for their hard work, and you do not have to increase your fixed costs. However, when an increase is due, either give it to them or advise when you will do it.

If you want your team to turn over at a higher rate than average, you must provide the best work environment you can, give recognition, encouragement and appreciation, as well as monetary reward.

Ensure that the recognition, encouragement and appreciation are genuine and real. Your team will be able to sense when you are just encouraging them for the sake of hollow motivation.

A simple way to do this is to send an e-mail out to the team, recognising an individual or a deal that was recently won. In this e-mail you can showcase contributions and accomplishments, as well as discuss the process behind the win in order to motivate other team members to take similar action.

You can also consider sharing any positive feedback from clients on a job well done, and name who handled the client. Giving public recognition to your team members will further encourage them to continue successful practices.

Giving positive and meaningful encouragement to members of your sales team costs no money, but makes people proud to be part of the company and your team. The end product of a proud team member is not only a more motivated staff member/seller; it is also an individual who is more willing to assist other team members who may be struggling, and someone who will work harder to service your customers.

While you should continue to back your team with monetary rewards, do not allow money to be the sole motivator. Consistent and genuine praise, both personal and public, coupled with other forms of encouragement will create an ambitious, motivated staff member who is willing to go the extra mile to create success for themselves, their fellow team members and their company. This enhances the work environment.

Follow these simple suggestions, and you and your team will stay motivated.

All of these sales and marketing strategies are certain to keep your business on top during these challenging economic times. Have a productive and profitable week!

Remember, “Those who market will make it”.

• NB: NB: Scott Farrington is president of SunTee EmbroidMe, a promotional and marketing company specializing in uniforms, embroidery, silk screen and promotional products. Established over 27 years ago, SunTee EmbroidMe has assisted local businesses from various industries in marketing themselves. Readers can contact Mr Farrington at SunTee EmbroidMe on East Shirley Street, or by e-mail at scott@sun-tee.com or by telephone at 242-393-3104.