Motivating your Sales Team sample manual

Motivating Your Sales Team 

Instructor Guide

TABLE OF CONTENTS Preface ..............................................................................................................................................7 What is Courseware? ................................................................................................................................ 7 How Do I Customize My Course? .............................................................................................................. 7 Materials Required ................................................................................................................................... 9 Maximizing Your Training Power .............................................................................................................. 9 Module One: Getting Started ........................................................................................................... 11 Housekeeping Items................................................................................................................................ 11 The Parking Lot ....................................................................................................................................... 12 Workshop Objectives .............................................................................................................................. 12 Module Two: Create a Motivational Environment ............................................................................. 13 Conduct Frequent Team Check-Ins ......................................................................................................... 13 Train Your Team...................................................................................................................................... 14 Emulate Best Practices ........................................................................................................................... 15 One Size Does Not Fit All! ....................................................................................................................... 16 Case Study............................................................................................................................................... 17 Module Two: Review Questions.............................................................................................................. 18 Module Three: Communicate to Motivate ....................................................................................... 21 Regular Group Meetings......................................................................................................................... 21 Regular One on One Meetings ................................................................................................................ 22 Focus on Strengths and Development Areas .......................................................................................... 23 Ask for Feedback ..................................................................................................................................... 24 Case Study............................................................................................................................................... 25 Module Three: Review Questions ........................................................................................................... 26

Module Four: Train Your Team ......................................................................................................... 30 Focus on Training and Development ...................................................................................................... 30 Peer Training........................................................................................................................................... 31 Mentoring ............................................................................................................................................... 32 Keep the Focus Positive! ......................................................................................................................... 33 Case Study............................................................................................................................................... 33 Module Four: Review Questions ............................................................................................................. 35 Module Five: Emulate Best Practices ................................................................................................ 38 Look to Industry Leaders ......................................................................................................................... 38 Solicit Team Member Suggestions .......................................................................................................... 39 Take a Field Trip! .................................................................................................................................... 40 Leverage Outside Expertise..................................................................................................................... 41 Case Study............................................................................................................................................... 42 Module Five: Review Questions .............................................................................................................. 43 Module Six: Provide Tools ................................................................................................................ 46 The Right Tools ....................................................................................................................................... 46 Ask Team Members What Tools They Need ........................................................................................... 47 Provide High Quality Tools...................................................................................................................... 48 Allow for Training ................................................................................................................................... 49 Case Study............................................................................................................................................... 49 Module Six: Review Questions ................................................................................................................ 51 Module Seven: Find Out What Motivates Employees ........................................................................ 54 One Size Does Not Fit All! ....................................................................................................................... 54 Find Out What Motivates Individuals ..................................................................................................... 55 Discover What Motivates the Team ....................................................................................................... 56 Tailor Rewards to Employees.................................................................................................................. 57

Case Study............................................................................................................................................... 58 Module Seven: Review Questions ........................................................................................................... 59 Module Eight: Tailor Rewards to the Employee ................................................................................. 62 Motivation is Personal! ........................................................................................................................... 62 Choose 1-3 Motivators............................................................................................................................ 63 Employee’s Personal Goals ..................................................................................................................... 64 Reward Achievements ............................................................................................................................ 65 Case Study............................................................................................................................................... 66 Module Eight: Review Questions ............................................................................................................ 67 Module Nine: Create Team Incentives .............................................................................................. 70 Incentives Foster Teamwork ................................................................................................................... 70 Team Goals ............................................................................................................................................. 71 Choose 1-3 Motivators............................................................................................................................ 72 Reward Achievements ............................................................................................................................ 73 Case Study............................................................................................................................................... 74 Module Nine: Review Questions ............................................................................................................. 75 Module Ten: Implement Incentives .................................................................................................. 78 Regular Incentives................................................................................................................................... 78 Mark Milestones ..................................................................................................................................... 79 Encourage Friendly Competition............................................................................................................. 80 Keep the Value Reasonable .................................................................................................................... 81 Case Study............................................................................................................................................... 82 Module Ten: Review Questions .............................................................................................................. 83 Module Eleven: Recognize Achievements ......................................................................................... 86 Recognition Motivates! .......................................................................................................................... 86 Recognize Achievements Regularly ........................................................................................................ 87

Recognize Achievements Publically ........................................................................................................ 88 Document Achievements ........................................................................................................................ 89 Case Study............................................................................................................................................... 90 Module Eleven: Review Questions .......................................................................................................... 91 Module Twelve: Wrapping Up .......................................................................................................... 93 Words from the Wise .............................................................................................................................. 93 Review of Parking Lot ............................................................................................................................. 93 Lessons Learned ...................................................................................................................................... 94 Completion of Action Plans and Evaluations .......................................................................................... 94

Management is nothing more than motivating people.

Lee Iacocca Preface What is Courseware?

Welcome to Courseware.com, a completely new training experience!

Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train!

Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.

How Do I Customize My Course?

Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting).

To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.

(You will also want to perform this step if you add modules or move them around.)

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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once.

If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting.

In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:

Now, we can change our formatting and it will apply to all the headings in the document.

For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.

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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.)

We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

We recommend these additional materials for all workshops: 

Laptop with projector, for PowerPoint slides

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Quick Reference Sheets for students to take home

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Timer or watch (separate from your laptop)

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Masking tape

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Blank paper

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Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. 

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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o

Use examples, case studies, and stories that are relevant to the group.

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Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.

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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)

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Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures.

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Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.

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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.

And now, time for the training!

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Motivation is the art of getting people to do what you want them to do because they want to do it.

Dwight D. Eisenhower

Module One: Getting Started Sales can be a tough job, and it can be hard to keep your sales team motivated to pursue leads and close deals day after day.

Rejection is sometimes part of the job in sales, and that can make some days more difficult than others. Developing a solid set of strategies for motivating your sales team will not only increase your bottom line, but will increase team member satisfaction and retention. Taking the time to figure out how best to prepare and motivate your sales team is one of the best investments you can make in your organization.

Housekeeping Items Take a few moments to cover basic housekeeping items. 

If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.

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Let participants know where they can find washrooms, break facilities, and fire exits.

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Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.

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Take this time to encourage the group to ask questions and make this an interactive workshop.

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Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!

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The Parking Lot Explain the concept of The Parking Lot to participants.

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The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.

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At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.

Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating.

2. It’s a good idea to note the name of the contributor along with the parked item.

3. Items noted on the parking lot can be useful to you later as you plan future training sessions.

Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today.

At the end of this workshop, participants should be able to:

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Discuss how to create a motivational environment

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Understand the importance of communication and training in motivating sales teams

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Determine steps your organization can take to motivate sales team members

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Understand the benefits of tailoring motivation to individual employees

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Apply the principles of fostering a motivational environment to your own organization

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Enthusiasm is excitement with inspiration, motivation, and a pinch of creativity.

Bo Bennett

Module Two: Create a Motivational Environment Motivation isn’t just an intrinsic drive, nor is it the application of an external force at specific times. Motivation is something that exists in our environments. An environment that is not motivational promotes stagnation, procrastination, and poor morale. On the other hand, creating a motivational environment leads to team members who are excited about what they do, are fire up to work towards shared and individual goals, and who are eager to do their best for their own personal success and the organization overall success.

Conduct Frequent Team Check-Ins One of the simplest, yet most powerful, things you can do to create a motivational environment is conduct frequent check-ins with your sales team. While part of these check-ins should be asking about progress, leads, and other essential parts of the sales teams job, the goal is also to check-in with your people as people. Ask them what they need, what ideas they have for maximizing opportunities, what’s working, and what can be improved. Let your people know that these check-ins are a time to discuss ideas, voice concerns, and generally get the sales team and management on the same page. They are not punitive or a type of evaluation – they are so that you are all working together, and so that everyone has what they need to succeed. You can use these check-ins as a time to voice your confidence in your team and pump them up, which is key to motivation. You might conduct weekly check-ins, or schedule them less frequently depending on what your team needs. Ask your sales team how often they’d like to check in, as well as whether they prefer to meet in person or to check-in via phone or conference call.

Estimated Time

8 minutes

Topic Objective

Introduce the concept of frequent check-ins

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Checking In Topic Summary

Discuss the concept of using frequent check-ins to help motivate team members

Materials Required

Flipboard/chart and markers

Planning Checklist

None

Recommended Activity

As a group, discuss ways that check-ins can be used to motivate sales team members. Brainstorm ideas and list these on the board.

Stories to Share

Share any personal or relevant stories.

Delivery Tips

Invite individual participants to share their nightly routines.

Review Questions

How can frequent check-ins be used to help motivate your sales team?

Train Your Team Team members who are not properly trained cannot be expected to succeed! Invest time and resources in training your sales team in your organizations’ best sales practices. And training should not end with the onboarding process. Offer frequent trainings, whether internal or external, on new sales practices, new technology, and new skills that can help your sales team members maximize their skills and succeed.

An environment in which people are given continuous opportunities to grow and develop in one in which people are motivated. Because your team sees the organization investing in them through training and skill building, they are likely to be more invested in their roles and in the organization. Find ways to continuously offer new and exciting trainings to keep your sales team engaged.

Estimated Time

8 minutes

Topic Objective

Introduce the concept of training to motivate.

Train to Motivate

Topic Summary Discuss the concept of training to motivate.

Materials Required

01-Training to Motivate

Planning Checklist

None

Recommended Activity

Complete the worksheet individually. Share answers with the class if desired.

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Stories to Share

Share any personal or relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

How can training help motivate your sales team?

Emulate Best Practices Emulating the best practices of industry leaders is another key way to motivate your sales team. Look to organizations that have successful, engaged sales teams.

What are they doing? How do they motivate their teams? How do they reward them? Spending time reading about these organizations and even asking management within them can help you home in on a handful of best practices to implement in your organization. Some best practices might include: 

Frequent communication

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Personalized rewards

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Recognition of successes

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Incentives for individuals

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Incentives for groups

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Continuous training and development

Estimated Time

8 minutes

Topic Objective

Explore some best practices for motivating sales teams Best Practices

Topic Summary Explore some best practices for motivating sales teams Materials Required

Flipboard/chart and markers

Planning Checklist

Bring in some examples of best practices from organizations that have highly successful sales teams

Recommended Activity

Have the class reflect on the best practices you present. Then, brainstorm best practices they might emulate. List these on the board.

Stories to Share

Share any personal relevant stories.

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Delivery Tips

Encourage everyone to participate.

Review Questions

How can emulating best practices help motivate sales team members?

One Size Does Not Fit All! Not all people are motivated by the same things, nor are all teams motivated by the same things. It is vital to keep this in mind as you seek to motivate your team. Get to know them, as a team and as individual team members. Talk to them about what motivates them, what their goals are, and what excites them. To properly motivate your team, you will likely need to come up with a variety of strategies. A best practice many organization use when motivating employees is to tailor the motivation or reward to the individual – that way you can tap into what motivates him or her rather than offering a motivation that really doesn’t inspire or excite.

Estimated Time

8 minutes

Topic Objective

Introduce the concept of personalizing motivation One Size Does Not Fit All!

Topic Summary Consider ways in which motivation can be tailored.

Materials Required

Flipchart/board and marker

Planning Checklist

None

Recommended Activity

Have the class discuss the things that motivate them. Brainstorm ideas for individualized motivation. List these on the board.

Stories to Share

Share any personal, relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

Why is it important to employ a variety of motivational techniques?

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Case Study Helen had just taken over management of the sales team, and was going over the last quarter’s reports. Sales were steady, but they hadn’t grown much over the last year.

Even existing clients were placing orders of about the same size, not purchasing more.

She decided to call a meeting with the sales team to talk about what was happening and what they might do to increase sales in the next quarter. Hakeem, the lead sales rep, told Helen that their previous manager had been satisfied as long as they didn’t lose sales from quarter to quarter. So people mostly kept to their client lists and were satisfied with making their quotas. “What would get you excited about sales again?” Helen asked. The team members said that they wished they could see some appreciation for bringing in a new client or increasing sales. They got commissions, but those checks only came once a quarter. Helen spent time talking to the team about what would motivate them. She also agreed to meet with them once a week to check in, to see what they needed and how she could help.

Estimated Time

5 minutes

Topic Objective

Outline the Create a Motivational Environment case study.

Case study

Topic Summary Discuss ways to create an environment that is motivational.

Materials Required

None

Planning Checklist

None

Recommended Activity

Discuss the outcome of the case study.

Stories to Share

Share any personal, relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

What did Helen do to start creating a more motivational environment?

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Module Two: Review Questions 1. Which of the following is true of check-ins with your sales team? a) b) c) d)

They are not needed unless something major changes They are a chance to punish poor sales They should not be done They should be frequent and focused on motivation

Regular check-ins can be a great way to motivate sales team members. Keep the focus positive on what can motivate the team.

2. How often should you conduct sales team check-ins? a) b) c) d)

Yearly As often as the team agrees is appropriate Daily Quarterly

Check-ins should be frequent, but this may mean different things for different teams. Set a schedule that works for you and for the team.

3. How can training motivate a sales team? a) b) c) d)

All of these It equips them with new skills It shows that the organization invests in them It can reinvigorate interest in the job

Training is a great motivator. It shows organizational investment, which may make sales team members more invested in their jobs. It also equips people with new skills for success.

4. What type of training should you offer your sales team? a) b) c) d)

New sales techniques New technology All of these New interpersonal skills

Don’t just focus on sales techniques when training your sales team. Also offer trainings on new technology and new interpersonal skills.

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5. What should you emulate in order to motivate your team? a) b) c) d)

Strict management Best practices of industry leaders Hands off management Competition

Emulate the best practices of industry leaders. This can help create a motivational environment for your sales team.

6. Which of the following is a best practice for motivating sales teams? a) b) c) d)

Tailoring rewards to individuals Recognizing successes Offering opportunities for growth All of the above

There are many best practices you can emulate in motivating your sales team. These include offering regular rewards, tailoring rewards to individuals, recognizing successes, and offering opportunities for growth and learning.

7. Which is NOT true of motivation? a) b) c) d)

People are all motivated by the same rewards People are motivated by different things Rewards may need to be tailored to the individual None of these

People are not all motivated by the same things. Take the time to discover what motivates your team members.

8. Which of the following is true of tailoring motivation to the individual? a) b) c) d)

It is a best practice for motivating sales team members It allows you to tap into each person’s motivation It recognizes that people are motivated by different things.

All of these

Don’t be afraid to tailor rewards to individuals. People are motivated by different things!

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9. What was true of the sales team’s last quarter sales? a) b) c) d)

They had stayed steady but not grown They had dropped off slightly They had risen dramatically None of these

Helen noticed that the sales had stayed steady but not grown. She was eager to motivate the team to grow sales.

10. Who explained to Helen what the previous management had been like? a) b) c) d)

Her boss Her secretary The lead sales rep None of these

Hakeem explained the previous management strategy to Helen. He was the lead sales rep.

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An employee’s motivation is the direct result of the sum of interactions with his or her manager.

Bob Nelson

Module Three: Communicate to Motivate Studies show that organizations with open, frequent communication between management and employees tend to foster motivation. Communicate with your sales team often to help keep the motivation flowing. Also encourage your team members to communicate with you. By keeping the lines of communication open, you are better able to head off problems, learn what the team needs, and understand what will motivate both the whole team and individual team members.

Regular Group Meetings Along with frequent check-ins, regular group meetings are a key channel of communication. While email and phone calls are vital tools in today’s workplace, faceto-face meetings are invaluable for creating a sense of shared goals and connection.

Schedule regular meetings with the entire sales team. These might be weekly, monthly, or quarterly depending on the set up of your organization. However often you decide to conduct them, keep to a regular schedule so that there is consistency. Use regular meetings to discuss successes and setbacks, challenges, and needs. Also use them as a time to simply check in with each other, build relationships, and otherwise establish or reinforce shared goals and values. Ensure that meetings are not just management giving orders, but are instead composed of twoway communication with team members.

Estimated Time

7 minutes

Topic Objective

Introduce the idea of regular meetings as a way to motivate a team

Topic Summary

Consider how to use regular meetings to motivate a team.

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Materials Required

02-Let’s Meet

Planning Checklist

None

Recommended Activity

Complete the worksheet individually.

Stories to Share

Share any personal, relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

How can you use regular team meetings to motivate a sales team?

Regular One on One Meetings In addition to regular meetings with the entire team, it is key to take the time to meet one on one with individual team members as well. Individual meetings offer you a chance to get to know each team member and what motivates him or her. They are also a place to discuss issues or needs that individual team members might not feel comfortable bringing up in a group setting. Depending on the size of your team and the structure of your organization, the frequency of these meetings will vary. What is important is that they occur on a regular basis and that they serve as a setting for two-way communication between you and individual members of your sales team. Use this time to explore motivations, goals, needs, successes, and challenges with each team member in a setting where he or she has your undivided attention.

Estimated Time

7 minutes

Topic Objective

Explore the importance of individual meetings in motivating sales team members.

One on One

Topic Summary Discuss ways to use one on one meetings to motivate team members.

Materials Required

Flipchart/board and marker

Planning Checklist

None

Recommended Activity

Have the class discuss different ways to use individual meetings to motivate sales team members. Brainstorm ideas. List these on the board.

Stories to Share

Share any personal, relevant stories.

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Delivery Tips

Encourage everyone to participate.

Review Questions

How can individual meetings help motivate sales team members?

Focus on Strengths and Development Areas A key to using meetings – team and one-on-one – to motivate is focusing on both strengths and development areas. These meetings should neither be wholly about what is going “wrong” nor entirely about praising success. Take the time to recognize the team or individual’s strengths first, reinforcing how valuable they are. Also take time to point out areas where the team or individual can grow and improve, and use part of the meeting time for creating next steps or a development plan. Never call out an individual team member’s development needs in front of the whole team – save that feedback for your individual meeting. Use team meetings to focus on strengths and development needs for the team as a whole, and focus on individual strengths and development needs in the one on one meetings. Also use the team meetings to reinforce shared goals and the mutually interdependent nature of the team.

Estimated Time

7 minutes

Topic Objective

Introduce idea of focusing on strengths and development needs.

Strengths and Development Needs

Topic Summary Consider ways to address strengths and development needs.

Materials Required

Flipboard/chart and markers

Planning Checklist

None

Recommended Activity

Have the class discuss ways to address both strengths and development needs in team meetings and one on one meetings. Brainstorm ideas. List these on the board.

Stories to Share

Share any personal, relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

Why it is it important to address both strengths and development needs?

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Ask for Feedback A major feature of motivational environments is that the communication is two-way.

You will provide a great deal of feedback in the regular meetings with your sales team.

Be sure to ask them for feedback as well, in both the team meetings and individual meetings. It may be necessary to offer training in how to give useful feedback, if your sales team is not used to be asked to provide feedback to management. Model good feedback behaviors as well, by not personalizing feedback and by focusing on shared values and goals.

Encourage your team members to give you regular feedback in between meetings as well. Reinforce that their feedback is how you will know what they need, how they are doing, and how you can support them. Asking for feedback shows team members that you and the organization value them, which can motivate them and lead to increased investment in the work.

Estimated Time

7 minutes

Topic Objective

Consider the importance of asking sales team members for feedback Feedback

Topic Summary Discuss the ways we can ask team members for feedback.

Materials Required

03- Feedback

Planning Checklist

None

Recommended Activity

Complete the worksheet individually.

Stories to Share

Share any personal, relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

How can asking for feedback help motivate team members?

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Case Study As part of her efforts to motivate the sales team, Helen began holding a Monday morning breakfast meeting with the whole team. This was a time for her to check in and see how the previous week had gone, and to see what the team’s plans were for the week. She also asked the team to let her know how she could better support them – what tools they needed, what challenges they were facing. At first, the team was reluctant to make suggestions of offer ideas. They seemed nervous and uncomfortable. Helen encouraged them to be honest and let her know what they thought. Rhea, a junior salesperson, offered, “We are used to be ignored or punished for offering suggestions. It’s hard for us. And it’s also sometimes difficult to speak up in front of the entire group.” Helen decided she would meet with each sales team member one on one to help them feel more comfortable.

Estimated Time

5 minutes

Topic Objective

Outline the Communicate to Motivate case study.

Case Study

Topic Summary

Discuss the ways in which Helen was attempting to use communication to motivate.

Materials Required

None

Planning Checklist

None

Recommended Activity

Discuss the outcome of the case study.

Stories to Share

Share any personal relevant stories.

Delivery Tips

Encourage everyone to participate.

Review Questions

How was Helen attempting to use communication to motivate her team?

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Module Three: Review Questions 1. Which of the following is true of group meetings with your sales team? a) b) c) d)

All of these They should be held regularly They are a chance to ask the team what they need from you They are a chance to seek feedback

Regular meetings with your team help keep communication flowing. They are a chance to check in and seek feedback.

2. Group meetings should be characterized by which of the following? a) b) c) d)

Management giving orders Placing blame for setbacks Two-way communication None of these

Group meetings should be characterized by two-way communication. Seek feedback as well as offer ideas and suggestions.

3. Why are one on one meetings with sales team members a good idea? a) b) c) d)

They offer a chance to coach team members individually All of these Some team members may be reluctant to speak up in a group setting They allow you to discover what motivates each individual

One on one meetings offer a chance to coach individual members and also to discover what motivates each. Because team members may be reluctant to surface some issues in a group setting, one on one meetings are important.

4. Which of the following is true of conducting one on one meetings with your team members? a) b) c) d)

It should be done only when there is a problem They can be a substitute for group meetings None of these They should be conducted regularly along with group meetings

One on one meetings should be conducted in addition to, not in place of, group meetings. They should be conducted regularly.

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5. What should meetings focus on? a) b) c) d)

Development areas only Strengths and development areas Strengths only None of these

Meetings should focus on strengths and development areas. This way you recognize areas of strength and achievement while also encouraging continuous growth.

6. What should you never do in a group meeting? a) b) c) d)

Point out areas in which the group can improve Point out a specific team member’s strengths Give critical feedback Point out a specific team member’s development areas

Never call out a specific team member’s development areas in a group meeting. Save this for your one on one meeting with that team member.

7. Which of the following is true when establishing an environment of feedback? a) b) c) d)

All of these It may be necessary to offer training how to give and receive feedback You should give regular feedback to your team You should ask for feedback from your team regularly

Feedback is one component of a motivational environment. It may be necessary to give training in how to give and receive feedback.

8. When should team members be encouraged to give you feedback? a) b) c) d)

In their one on one meetings In group meetings All of these In between regular meetings

Encourage your team to give you feedback. Include time in your regular meetings for feedback, and encourage it in between meetings as well.

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9. What was Helen attempting to do? a) b) c) d)

Increase the number of people on the sales team Communicate more openly with the sales team Get a new position Nothing

Helen was attempting to create more open communication with the sales team. She did this through group and one on one meetings.

10. What did Rhea say was hard for some team members? a) b) c) d)

Making cold calls Reaching quotas None of these Speaking up in a group

Rhea said that it was hard for some members of the team to speak up in a group. Helen instituted one on one meetings to help with this.

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