Corporate videos are an important sales tool that can often be overlooked in marketing budgets.

We look at the top nine tell-tale signs that indicate whether your company is in need of an innovative and effective way to promote itself.

1. No strong corporate look and feel

Youre in a highly competitive industry. Yet, what makes you really stand apart from your competitors is your people and the look and feel of your company.

So how do you show your state-of-the-art factory in action or your professional staff working in your appealing office?

And what about your idyllic location? Whats the best way to show picturesque vision of rolling hills, clean and green countryside or waterside views?

The solution is to create a marketing video that paints an appealing picture of those indefinable qualities that make your company unique.

2. Unique Presentations

You need to do a sales presentation and your company is up against some tough competitors.

How do you present your company in a way that is different to your opponents?

A proven method is to play your corporate video within your PowerPoint presentation.

Playing your marketing video at the start of a sales presentation is a great way to relax your audience. Interesting vision and upbeat music can make your audience feel more positive, even before youve spoken a word.

Its an ideal way to show the look and feel of your company in a convincing and enjoyable manner.

3. Trade Shows/Exhibitions

Your organisation is always exhibiting at trade shows and needs a way to stand out from the crowd.

Setting up a television screen and a DVD/VHS player in your stand with your continually repeating corporate video is an easy way to get people to stop and stare. Moving vision and music easily stops people in their tracks.

Parents quickly learn that it is easy to distract a child by leaving them in front of a television. Adults are usually no different. It is easy to grab the attention of participants who may feel uncomfortable (or bored) walking around a trade show.

Continually playing your corporate video is an easy way for passers-by to learn about you without having to go to the effort of reading through brochures.

4. Increasing Export Sales

Travelling overseas to market your products or services to international buyers is risky business. Not just for your company, but also for your prospects.

Can they really trust you when you tell them how large and reputable you business is and that you have the right quality procedures in place? How can they get a real feel for your company that is located thousands of miles away?

Presenting your location, factory or office, production process and your dedicated staff at work is highly regarded by international buyers. It provides an extra a look and feel about your company that is often lacking from brochures and photos.

A concise marketing video that gives an interesting overview of your company is a proven method to increasing international sales.

5. Showing your Product or Service in Action

Sometimes you cannot actually demonstrate your product or service to a client because it is too large to lug around, it is located on the other side of the world or there is only one prototype that cannot be used.

New products or services that are suitable for use in a range of different scenarios are also difficult to demonstrate.

Using a marketing video that can exhibit how your product works and under what circumstances is a great way for prospects to understand what you are trying to sell.

This is a much better alternative than taking the prospect through lengthy operational manuals or worse still, having them rely on their imagination.

6. Extensive Product Range

Your product list is extensive. Not only do your clients not know all of the products that you sell, but even your staff have trouble remembering!

Studies have found that we are more likely to remember information if it is shown with pictures. The best way to inform people about your product range (and for them to remember) is to show scenarios in which the product can be used.

7. Your Production Process

Your product is made in a time-honoured tradition that takes hours of dedication. Or your product is made from the finest quality materials that are only obtainable from a scenic, rural location. Alternatively, your service was developed from years of research by experienced technicians.

Showing your product being made in a manner that is different to your competitors gives you a distinct competitive advantage.

This is one area that you do not want to leave to nice words and pretty pictures in a brochure. To do your company justice, showcasing your production process is an extremely important message to convey.

8. Believable Testimonials

There is nothing more potent than having your happy customers raving on about how wonderful you are to camera.

Written testimonials are often read suspiciously. Were all guilty of reading through testimonials and laughing about their dubious authenticity.

Having a real client talking about you on camera is like having that person tell your prospects face-to-face about how highly they think of you. Of course, the testimonial has to look real. Uncomfortable clients poorly reading from an autocue fools nobody!

When done correctly, this is an extremely effective way to promote your business and one that has been used since televisions first appeared in our lounge rooms.

9. Winning Awards

Many savvy businesses know that entering awards can be a great way to cost effectively promote their company.

Submitting your corporate video in an award submission is also a clever technique to distinguish your company from the pack.

An added bonus is that your video material may also be included during any awards ceremony stretching your promotional opportunities even further.

Marie-Claire Ross is from Digicast Television Production. Digicast Television Production has helped many businesses win big contracts and projects by increasing more awareness and knowledge of their products and services. To get the FREE Digicast Ezine with marketing tips and the latest information on technology to help busy business professionals visit (http://www.digicast.com.au) to subscribe.

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Did you know that it costs about 5 times more to acquire a new customer than it does to sell to an existing one? Why then is customer service generally so bad?

Im constantly interacting with organisations as a customer, either shopping or in my business life where Im left thinking if only theyd done., or why didnt they tell me… In other words my experience as a customer is not as I would like and Im left dissatisfied.

That organisation now has an unhappy customer, who possibly hasnt complained (so they may not even know that Im dissatisfied) but Ill probably share that bad experience with others and may not shop there again. A costly mistake!

On the other hand, however if I experience outstanding service, (because its unusual) Ill be delighted. Ill tell everyone I meet, Ill certainly shop there again, Ill make recommendations and if asked Ill even give referrals.

Lets look at these two scenarios

In the first, the organisation has delivered bad service and as a result has lost a client and possible numerous new customers.

In the second, the service was outstanding; they have retained a client, possibly gained more customers and have a reference if needed. And the service cost the organisation no more.

So heres 3 ideas to help you deliver better service

1) Make sure that you communicate with you clients, tell them what your doing, why your doing it and when youve done it.

2) If you commit to do something, make sure you do it.

3) Go the extra mile under commit and over deliver.

More ideas next time.

Copyright tcryl.com 2006. For free articles, and ideas on how to take control and regain your life visit http://www.tcryl.com The site will help improve your wealth, increase your health, help you build stronger relationships, improve your time management and much more. Visit http://www.tcryl.com/ .You may reproduce this article at no cost provided that you do so in its entirety including this full paragraph

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Which program your company is going to choose is largely dependant upon a couple of factors. First of all, what are the technical and domain requirements of the sales representative that youre looking to hire? If there is a very high level of technical understanding and advanced training required in order to put a sales representative on the street, youre going to want to pay a higher base salary in order to attract that kind of individual to your company. Where there is very low level of technical or advanced training competencies amongst sales representative, typically that is where you can afford to pay a lower base package and put more of the compensation at risk. So, base compensation is usually a function of experience. Its also a function of the competitive landscape in the particular industry that youre in for hiring good sales representatives.

Cube Management helps companies accelerate their sales, by providing the Sales & Marketing talent they need to grow their business. Cube is a leading recruiting and consulting partner to mid-market and emerging growth companies in the technology, manufacturing, healthcare and business service sectors. We work across the spectrum of Sales, Marketing and Business Development, providing holistic solutions that drive revenue and profit success. Cube Management combines Strategy, Process and People, to produce great results. Download the Cube Management Recruiting Guide and the Cube Management Inside Sales Guide.

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A common mistake is to promote a high achieving sales rep who wants to move up in management. Unfortunately, a highly successful sales rep may be exactly the wrong candidate for sales management. Often aggressive sales reps are impatient, lack team-player characteristics, and tend to have huge egos; these can be exactly the wrong characteristics for a sales manager.

In my opinion, the following general characteristics or traits are needed for a good sales manager:

1. Teaching skills- This includes the ability and interest to help others learn.

2. Empathy- A good sales manager needs to understand how reps feel and how to react accordingly. Sales teams can be highly emotional and fragile. Insensitive sales managers fail.

3. Ego in check- A strong ego is required, but the needs of the team are greater than the managers.

4. Communication skills- This skill is an obvious requirement that includes the ability to lead the sales team and to work with the other departments.

5. Relationship skills- This is the ability to create long term relationships with internal and external customers. Sales managers must be likeable.

6. Analytical skills- The best sales managers must be able to decide the strategic options in complex sales situations. They have to make the tough calls.

7. Wins through the victories of the team- Gets satisfaction by helping sales reps win; this is knocks out a lot of reps who want to be managers.

8. Ability to handle pressure- On a day to day basis, the sales manager is under the gun more than any employee in a typical firm.

9. Continuous learner- I find that the best sales managers are always looking for new ways to get things done. They are naturally curious.

10. Sales manager experience- I always favor gray hair when it comes to hiring a sales manager. Conversely, rookies will likely make mistakes and those mistakes could be costly.

Remember to do an extensive background check on external candidates. Look for a history of strong performances with good references. Life is short, so hire winners.

John Bradley Jackson brings street-savvy sales and marketing experience from Silicon Valley and Wall Street. His resume also includes entrepreneur, angel investor, corporate trainer, philanthropist, and consultant. His book is called First, Best, or Different: What Every Entrepreneur Needs to Know About Niche Marketing.

Check out his website at: firstbestordifferent.com

John Bradley Jackson
Copyright 2006 All rights reserved.

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Performance and behaviour management is by far the most difficult aspect of any managers job and the reluctance to grasp the nettle when performance or behaviour issues emerge is certainly a concern in many organisations. But at the end of the day that is what managers are paid to do and not doing so will certainly affect service, team morale, sales and ultimately the bottom line.

Why does this reluctance exist, why do so many mangers back away from confrontation? The problems and challenges that need to be overcome are many and the common reasons and excuses for not doing so are as follows:

It is Risky There is a worry in the back of the managers mind that discussions could turn into heated arguments and that they may open themselves up for harassment or bullying accusations. There is also a concern that team moral and motivation may be damaged by tackling an under-performer and that the team may even turn against the manager.

It is Complicated and Difficult Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is grey area stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.

It is Hard Work and Time Consuming Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. It is not worth the hassle is a common comment to be heard.

Denial Many managers are either blind to the fact that a person is under-performing or behaving unacceptably or they do not see it is a serious enough issue to address. There are even managers who believe that it is not their job to tackle performance and behaviour issues and that some day, someone will come along and do it for them.

Many of the aforementioned points tend to be excuses rather than reasons but there are a number of more important points that need to be taken into consideration:

Lack of Training No new manager has any previous experience of performance and behaviour issues when they move into a manager role for the first time. New managers often inherit performance or behaviour issues from the previous manager and yet are not given relevant training for tackling these issues from the onset. Giving managers basic employment law training and the company procedures to read is not the practical training they need and is certainly insufficient on its own. All managers need a thorough grounding in the use of the performance management tools and practice in their use. Job specs, probationary periods, reviews, counselling sessions, appraisals and the disciplinary procedures are all useful performance and behaviour tools when used correctly and at the right time. Yet this vital training is not made on someones appointment, often it is made later in their careers when much damage has been done.

Courage and Confidence Doing something risky, difficult and complicated requires both courage and confidence. Unfortunately many branch managers lack both. Even if managers are given the knowledge and skill to tackle performance or behaviour issues, they will not do so without these essential qualities.

The problems and challenges are undoubtedly great and many may see the issue as un-resolvable however there is someone available to branch managers who can help them overcome many of the problems and challenges and that someone is their boss the Area Manager.

Guidance, Coaching and Support
The area manger is the only person who can guide, coach and support branch managers in the addressing of performance or behaviour issues. They can un-complicate the issues and help managers build a strong case for presenting to an employee. The area manager can also help the manager minimise the risk of harassment or bullying claims by ensuring the correct procedures are being used and that the managers say the right things in the correct way.

More importantly a good area manager will encourage and give the manager much needed confidence. The area manager is the only one who can do this but unfortunately in many instances this is not happening and by not doing so area managers are unconsciously (or consciously) influencing a reluctance to tackle performance or behaviour issues within their branches.

Why is this happening?

Asking for support and guidance Many branch managers are certainly reluctant to approach their area manager when they experience performance or behaviour issues within the team. If the matter falls into the gross misconduct category then managers will contact the area manager (and HR function) in the first instance. But for grey area performance or behaviour matters they tend to keep the issues to themselves.
The reasons for this are as follows:

Many branch managers feel:

* The area manager may see it as a trivial matter and not important enough to bring to their attention.

* That seeking advice and guidance will be seen in a negative way by the area manager.

* The area manager will go into fault finding mode rather than helping find solutions.

* The area manager may start questioning the branch managers ability to do the job.

Many managers have in the past gone to their area mangers for advice and support on team performance issues but received such a negative, unhelpful reply that many were put off from ever doing so again, even when they changed to a different area manager.

There is also a feeling that area managers themselves do not know what to do either. Bring me solutions not problems is a common comment heard by branch managers when they have taken a people issue to their area manager.

Offering support and guidance

It is a fact that very few area managers actively encourage branch managers to talk about their people issues or are prepared to probe below the surface to identify possible performance or behaviour problems that may be affecting the business. There are many examples where area managers have placed managers in problem branches without preparing them for the issues they will face or helped or supported them once they have taken up the position. Basically they throw them to the wolves and then leave them to get on with it.

Another common issue is when the assistant manager of the branch is turned down for the manager position. Very few area managers are competent in explaining why an individual was not appointed and give excuses rather than valid reasons. This results in the new manager having to experience considerable hostility and resentment from not only their deputy but from many of the team also.

Why do many area managers not offer support or guidance or dig below the surface looking for performance issues? There are a number of reasons for this.

Unconscious Competence

There is a saying that Good Management will result in good people staying and not-so-good people either improving or leaving. Where as Bad Management will result in good people leaving and not-so-good people staying and possibly getting even worse.

During their time as branch managers, many area managers did not experience risky, difficult or complicated people issues. If they did, they often resolved them unconsciously. They just acted as good managers should, which resulted in the issues being resolved quickly. Ask any manager who is competent in performance or behaviour management how do you do it or what do you do? and you will probably receive a shrug of the shoulders and a comment like I dont know specifically, I just do it (Unconscious Competence)

Unconscious competence is not acceptable at area management level as a key requirement of the job is to coach and train branch managers in performance management. Area managers can only fulfil this critical function if they know exactly what is to be done and how to do it. (Conscious competence)

Conscious Incompetence

Unfortunately there are area managers in existence who know they are not personally competent in dealing with performance and behaviour issues and will go to great lengths not to expose this weakness to others. (Conscious incompetence) These area managers tend to encourage branch managers to not make waves, maintaining the status quo and to tolerate rather than develop. They certainly do not dig below the surface in a branch seeking people issues that may be affecting the business.

One of the most disappointing comments I heard from a seasoned area manager when asked why he was not supporting his managers was I am not allowed to get involved as I am the next step of the appeal process.

A good measure of an area managers competence is to look at the performance and behaviour of the area managers branch manager team. It is pretty certain that if they cannot coach and encourage branch mangers in the tackling of performance and behaviour issues then you can be sure they themselves are not tackling branch manager performance or behaviour issues.

Possible Solutions

If a retail organisation needs to tackle performance or behaviour issues at branch levels, I believe they need to develop the skills and competence of performance management at area management level first as area managers alone have the authority and are the biggest influence on branch manager effectiveness.

Unconscious competent area managers need to become consciously competent so they can not only develop others but also develop themselves further. Conscious incompetent area managers need to admit that they are not effective in performance or behaviour management and be prepared to learn and develop the necessary skills. If they are not prepared to do so then they themselves need to be performance managed by the company. After all, Executives cannot demand that branch managers tackle performance and behaviour issues one moment and then not do so themselves when they need to. That isnt leading by example

Anthony Dance is managing director of outlook management development, a retail performance management and management development organisation. He is also an accomplished speaker on the topic of tackling performance issues and has over 15 years experience within senior operational roles. Anthony can be contacted through his web site http://www.outlookretail.com

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One of the most important activities to complete prior to opening a dollar store is to establish specific sales goals. It is even more important to determine the actions that will be taken to actually achieve those goals. A reasonable budget must be established to support those actions. Finally ongoing monitoring of actual sales is required to insure goals are achieved. If goals are not being achieved, new actions or adjustments to existing actions must be added.

When opening a dollar store you will find that each new store will have different demographics. By knowing the demographics of your business you are equipped to develop and execute action plans that will best suit your location. Those customized action plans should be designed to maximize the strengths of the business and to place the best possible plans in-place to overcome the weaknesses.

The place to start is by examining the demographics for your store. Gather anchor store volume (traffic and sales), traffic counts for the location, and other important demographics data. Use the information that is collected to help set the initial sales targets when opening a dollar store. Next develop actions that will drive sales volume to meet targets. Finally execute to those stated actions to actually achieve sales results.

However it is important to note that ultimately business success comes down to the actual management of that business. Opening a dollar store is no different. While it is fine to establish goals and the actions to achieve those goals, that is not enough. Management must take the leadership role to ensure that established actions are actually taken.

Management needs to measure and monitor business results. Management needs to recognize when changes must be taken to stated plans and actions. Stated actions may need to be adjusted. New actions may need to be implemented. The bottom line is that when opening a dollar store remember that management is responsible for the ultimate success of the business.

To Your Dollar Store Success!

Do you want to own your own Dollar Store?

Visit http://www.openingadollarstore.com for more information.
http://www.onlineauctionsmadesimple.net

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Today, companies ranging from start-ups and small businesses to international organisations are turning to sales consultants to support sales growth. The attractiveness of engaging sales consultants, rather than recruiting sales people, often comes down to 5 core issues.

1. Fast access to specialist expertise
2. Adds a fresh perspective
3. Transparent Costs
4. Lower risk of employer obligations
5. Access to the best talent

Fast access to specialist expertise
Hiring sales consultants enables companies to select the specialist expertise that is right for their situation. For example, if a company wanted to enter the UK market, they could engage one or more sales consultants in the UK with the necessary sector expertise to recruit local partners. Sales consultants are usually available to start assignments immediately, providing fast access to attractive sales opportunities without the delays and additional costs of hiring your own people.

Adds a fresh perspective
Sales consultants can bring a much needed fresh perspective to existing management teams. This can be invaluable in restart or turnaround situations or during new ventures when the founding team can be too close to the concept to recognise where changes are necessary.

Transparent Costs
Hiring sales consultants provides organisations with greater budget control when compared with the many hidden costs of employees. True enough, daily rates are typically higher when scaled up to an annual salary. However, when companies consider the additional costs for employees, such as National Insurance, sick pay, holiday pay, admin overheads, equipment costs, etc, sales consultants can be an attractive alternative. For example, in the UK, National insurance currently adds 12.8% to gross salary and statutory sick pay adds a further 8.33%.

Lower risk of employer obligations
As well as cost transparency, hiring sales consultants provides additional benefits through lower employer obligations. For new ventures, such as a new product launch or start-up company, hiring new sales employees brings potential risk of overcapacity and/or replacement costs. Using sales consultants will mitigate these risks as they can work on flexible, results-focused contracts, enabling the company to scale their sales operations appropriate to market response.

Access to the best talent
A common problem faced by many start-ups, small businesses, or companies in a turnaround situation, is the inability to attract the best talent. Sales consultants are experienced sales managers and “heavy hitters” with a strong track-record in their particular sector. They bring immediate expertise with a focus on delivering results. For many small businesses, a good strategy is to access the best talent through hiring sales consultants and then transfer skills to their in-house team at a later date.

For each company at different stages, hiring sales consultants can be an attractive strategy to support sales growth.

From start-ups to international organisations, companies of all sizes are finding that sales consultants provide fast and flexible access the best sales talent without the hidden costs and risk of recruiting, training and managing their own sales people.

David Regler is Managing Director of Maine Associates Ltd, UK href="http://www.maine-associates.co.uk/" title="Sales Consultants">sales consultants and href="http://www.maine-associates.co.uk/sales_consultants.html" title="Sales Outsourcing Consultants">sales outsourcing consultants providing sales expertise to drive revenue growth.

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A good sales manager needs to train their sales Force to recognize when someone is interested in what the company is offering. A good salesperson should notice this instinctively. If a prospect is interested in what you are selling or what your company is offering then the salesperson should spend time with the prospect and answer all their questions and work on handling any of their objections. There are various ways to determine when a prospect is highly interested and desires what you are selling.

A good sales manager ingrains this thought process into each and every salesperson in their sales Force. This insures more sales for the company. Generally speaking you can tell when a prospect is interested in what you are selling or what your company is offering by their body language and the types of questions they ask.

Folks who are not interested do not ask very many questions about the product or service, even if they need such products and services. You see, people buy what they want and desire and not necessarily what they need. Occasionally a salesperson can tip the balance and get someone who needs their product or service to become interested in it and change the interest to desire and close sale.

However, this takes time and energy and a good sales manager makes sure that their salespeople are efficient with their time. Their time should be spent on prospects, which are interested and have a strong the desire in owning and or purchasing what the company has to offer and what the salesman is selling. Please consider this in 2006.

“Lance Winslow” - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/. Lance is a guest writer for Our Spokane Magazine in Spokane, Washington

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Taking swift corrective action with poor sales performers is the key to any sales managers responsibilities. Nowhere is it more important than in sales to quickly take action when a sales person is not hitting their revenue targets. Managements job is to diagnose and detect the underlying reasons for a sales person not performing and to engage in corrective action in order to correct the behavior, the activity or the results as necessary. Often times, sales managers are too slow to recognize when a sales performance issue is coming to light and waits and hopes that a sales person will sell themselves out of a slump. Only through active engagement with the sales person can sales management hope to mitigate or reduce the possibilities of bad sales performance and get a sales person onto a turn around plan that will produce the results they are looking for.

The key to managing a poor performers improvement is healthy, open, assertive discussions in a climate of accountability, as well as a friendly, helpful and supportive environment. A lot of sales managers come down hard on their people when a person is not producing the right sales revenues for the company. And a lot of times this is the most destructive thing. Sales people, just like everyone else in life, need positive motivation and empowerment in order to succeed. So, simply taking a harsh approach to an individual at the outset when the first signs of poor sales performance are occurring is not a remedy for the problem. And often times will have the very effect on a persons motivation that youre trying to avoid. A better way is to sit down and talk with the individual and understand from their perspective whats happening in the sales process or what their sales strategy or with their activity that is the underlying cause for the poor performance.

Ive met many sales mangers over my career who actually avoid confronting their sales people when they see poor sales performance. And sales people need to be confronted in an assertive and healthy and productive environment in order to understand what managements expectations are and attempt to make correction to their work and take corrective action. So a sales managers job is not to apologize or hide from the truth, but to assertively, and in a healthy way work, with their sales people to diagnose the problem, understand what the underlying causes are for the problem, and look for solutions. The best solutions often times, come from the sales person themselves.

In particular, most sales people understand what it is thats not going right and can reach their own conclusions regarding what they need to do in order to improve their results. So the best way to start any corrective action discussion with the sales person is to ask them what are the causes for not achieving your bookings or revenue targets, what is the competitive environment that youre in, how much activity is actually being undertaken in order to generate the level of new prospects, qualified deals, and proposals that are going to lead to the sales results that youre trying to achieve. Often times, sales people understand the root causes of their own deficiencies, and when given the opportunity, can step up and take ownership and responsibility for making changes in their daily routine, in their approach, in their technique, in their processes in order to fix the problem.

Sales managements job is to facilitate this and making sure that communication is happening thats going to diagnose the problem as quickly as its understood and take corrective action to accelerate sales and improve overall performance.

Cube Management helps companies accelerate their sales, by providing the Sales & Marketing talent they need to grow their business. Cube is a leading recruiting and consulting partner to mid-market and emerging growth companies in the technology, manufacturing, healthcare and business service sectors. We work across the spectrum of Sales, Marketing and Business Development, providing holistic solutions that drive revenue and profit success. Cube Management combines Strategy, Process and People, to produce great results. Download the Cube Management Recruiting Guide and the Cube Management Inside Sales Guide.

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Mary Kay Ash, founder of Mary Kay Cosmetics, once said,
There are two things people want more than sex and
moneyrecognition and praise. Time and time again the
one motivating factor that production and is at the top of
most employee lists is appreciation for a job well done. It is
requested more than the green stuff, money.

Why dont more managers, owners, and employees give
appreciation? Some people state they dont know how to
give it. Others say they dont know what to give. Still
others say they are too busy to give or show appreciation.

I think this is one of the biggest sins of managers, being too
busy to give appreciation for a good job well done.
Remember what the old transmission commercials used to
say, “You can pay me now or you can pay me later.” Well,
that is what giving appreciation is about. You can invest in
your employees now and “pay” them with sincere
appreciation and achieve even better performance. Or you
will “pay” later when you see your teams performance sink,
corrective actions, and overall morale decrease.

The following are five tips to giving sincere appreciate that
will motivate your team to soar to higher level and achieve
more:

1. Be Specific

In order to get the same behavior or action again you need to
let the employee know exactly what action(s) you are
appreciating. For example, the typical attempt at appreciate
sounds like this:

Manager: “Mike, you did a great job earlier today. Keep

up the good work!”

Mike:”Thanks” (Mike is thinking what is he complimenting

me on?)

The correct way:

Manager: “Mike you did a great job on the report earlier

today. I can see you invested a lot of time on the report by

the detail you put in it. I really appreciate you effort.

Thank you.”

Mike: “I appreciate you noticed the time a put into the

report. Thanks!” (Mike is thinking that the manager really

did read it and appreciates his effort. I will be glad to do it

again.)

As you can see the employee has a clear understanding of
what action the manager is showing appreciated for and he is
motivated to take on the project again.

2. Be Timely

Make sure you show appreciation as soon as possible to the
action you appreciate. The further the distant in time
between the appreciation and the action the less impact it
will have to motivate the employee.

Manager: Mike, the report you submitted six month ago

was great. Keep up the good work. Thanks!”

Mike: “Thanks, I think. What report are you taking

about?”

Always find time to show appreciate in a timely manner.
Even if you need to drop something else take time to
appreciate your employees.

3. Be Fair

One of the key concerns of students in my workshops is that
when appreciation is shown, it doesnt seem fair. The
biggest villain of this is the dreaded “Employee of the
Month” board. Many times when you ask the “Employee of
the Month” what did you do to earn it they say, “I dont
know.” I have one action you must take when giving
appreciation…be consistent!

* First, clearly state the rules for appreciation so that

everyone understands

how appreciate is earned.

* Second, be consistent when showing appreciation. If

one employee does a favorable action and you show

appreciation and another employee does the same or

similar action and you dont show appreciation you have

just sewn the seeds of bad morale and feelings of

favoritism.

* Third, always be on the lookout for “finding something

good” your employees do well. Once you achieve this

mindset you will always find the good and increase morale

and productivity within your team and organization.

* Fourth, be pure in your appreciation. If you to show

appreciation, dont muddle it with other communication. In

other words, dont show appreciation for one action and

then start discussing a potential corrective action for

another action. This sends mixed signals that say to the

receiver of this

communication, “I dont want any appreciation because

there is always something bad attached to it.” Keep it

pure!

4. Be Public, if Possible

Appreciation is not something you hide. It works best when
done publicly. Show you appreciation in a public way in
meetings, in front of team members, and management. The
funny thing is that once you get in the habit of doing this
many of your team members will increase the activity they
need to take to also earn this
public appreciation.

5. Be Relational

When I ask the question, “Why do you come to work
everyday?,” in my workshops I usually get “to get paid” as
the first answer the students give. Then as we discuss it
further it always comes down to “I feel like I make a
difference” as the main answer.
You see, in most cases the reason why employees decide to
climb out of bed in the morning, their toes touch the floor,
and they decide to drive to work is that they feel that they
make a difference where they work.

I remember an opportunity to emcee a large sales meeting for
a Fortune 500 company. I introduced a Senior Vice President
and he went to the lectern to address over 500 employees.
He announced that the company achieved sales of $14
billion. Then he quickly announced that their goal for the
next year was $17 billion. As he was talking I was looking at
the audience. They were unusually quiet and attentive.
However, as I looked at them they had a glassy eye look. I
realized the problem was that the speaker was just talking
numbers. He didnt relate how those 500+ employees made a
positive difference for the company. All he needed to say
was how their sacrifice everyone translated in the success of
the company. Along with this, they will meet the coming
years challenges only with the talents of our
employees. So simple, but so rarely done.

Relate the action done with how if affects the team,
department and organization. Lets go back to our earlier
examples to complete the appreciate process:

Manager: “Mike you did a great job on the report for the

new computer system earlier today. I can see you invested

a lot of time to do the research so that we have the

necessary information to request the computer system.

Mike, we appreciate your efforts because the new

computer system will make our team more productive so

that the department will achieve its goals and the company

will be profitable this year. Bottom line, bigger bonuses for

everyone. I look forward to seeing

your high level of work in the future. Thank you.”

Mike: “Thanks. I appreciate making a difference. Please

let me know whatever I can do to help the team.”

As you can see, Mike has a clear sense of achievement and
where he fits in the company. Also, the manager encouraged
Mike to do the same behavior soon by saying “I look
forward to seeing your high level of work in the future.”
And the manager ended with a sincere “thank you.”

These are five simple tips that will motivate your employees
to achieve more with a minimum amount of efforts. Starting
today, apply these techniques and you will see a world of
difference in your team, department, and organization.
Remember, “pay” yourself with the rewards now or “pay”
yourself with a low performing team later.

Ed Sykes is a professional speaker, author, and leading
expert in the areas of leadership, motivation, stress
management, customer service, and team building. You can
e-mail him at mailto:esykes@thesykesgrp.com, or call him at
(757) 427-7032. Goto his web site,
http://www.thesykesgrp.com, and signup for the newsletter,
OnPoint, and receive the free ebook, “Empowerment and
Stress Secrets for the Busy Professional.”

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