Does everyone have an emotional link to doing a good job

This week we were due to focus on Resources, however during the last week we have recognised an environmental trait that appears to be having a major impact on some of the sales organisations we are working with. The core of this issue is "is it better to have people who expect to be financially rewarded for doing the job, or to have those who have an emotional driver that makes them want to do a good job?"


On the face of it this may appear to be a stupid question as western society has built its commercial success around a reward culture. In fact everyone agrees that a key factor in creating successful sales enablement is a commission plan that drives activities in the right places. So why are we concerning ourselves with this emotional link?

Do you have a contractor led environment?
As a result of the recession many companies have drastically reduced headcount, which has left gaps in their capabilities, which they fill with contractors - people on short-term day rate contracts. This in itself is not an issue but it is for some creating an environment where success is "doing the job I am paid for" as opposed to creating an environment built around success for the company and colleagues. Just imagine what an Apple Store would be like if it was full of contractors who did not have a passion for Apple, it would be just like many other stores - soulless.

So how does this impact the sales environment?
In some cases the contractor mentality is increasing the stove pipe approach to sales enablement. Lots of standalone initiatives, each of which are built on good intentions, but unfortunately are all pulling in slightly different directions. Too often the contractors are put in a position where they are told what they are expected to do (think micro-management) and it is made clear "this is what you are paid to deliver". As such the contractor adds no value, which is frustrating for some and acceptable for others.

The net result is that this stove-pipe initiative approach encourages the sales community to ignore all the initiatives - "if you duck under this initiative don't worry because there will be another one coming along shortly".

How can you ensure you create a positive environment?
Clearly we are not saying "don't use contractors", that would be naive. Instead we recommend that at a management level you have to work even harder to ensure that everything is connected. You have to articulate the end objective and be clear how all the workstreams combine to achieve that objective. If you can do this you increase your chances of success.

Secondly, we suggest you review how you work with your contractors. Have you asked them for a fixed price for the work, focussing them on what you want them to achieve as opposed to "how many days will I be paid for?" If they can achieve your objective quicker, even if the price is fixed, that is clearly a success.

Thirdly, you have to get the contractors to collaborate. If you do not, they will compete for budget and not provide you with a joined up end-to-end solution. Instead you could end up with "world class" initiatives that overlap and confuse the sales community and therefore not achieving the overall strategic objective.

Who controls the answer?
It is important to remember that the sales messages, environment, tools and target sales behaviours are all part of a sales enablement process. They are not separate initiatives but part of a whole solution. They will only be successful if your customer, i.e. the sales team, use them and sell more!

Senior management must own the objectives, not the contractors (even if you out-task), as they are the people who should have the emotional link to solving the problem. But remember, if you are looking for contractors who add value then you need to find those who have an emotional driver to improving selling, (be careful they can be evangelical in their passion and highly opinionated). If you focus them on the end-objective they will be driven to make a difference, this will be reflected in their desire to use project pricing as opposed to day-rate.

If you would rather have bodies who do as they are told, that is fine. Remember that you have to have clarity as to what you want them to do and be prepared for things to take longer than anticipated, you are paying them by the day after all!

Let's return to the environment
As we stated at the beginning, there are two types of contractors; those who are paid to do a job and those who emotionally want to do a good job. We would suggest that when it comes to finding leaders of behavioural change you should always look for the latter. Organisationally if you can create this emotional tie then you will be even more successful, but do not think this removes the need for rewarding success. I am sure Apple pay their employees even though they are so passionate.

Be prepared to ask for help

If you feel our views on contracting in to solve key strategic issues are of interest we would love to hear your views. We can give you quick feedback just by placing a comment on this blog, or we can work with you to ensure you are best placed to start to drive the activities that will help you be successful.

Do you want to know more?

Either read our "Helping business drive sales" document or contact either Mark Savinson or Fred Nelson and let Accredit help to enable your sales organisation to maximise the opportunities your portfolio creates.