Let’s bring this, team player, scenario to your, sales team. How are you letting the stars on your, sales team, know that you value their contributions? Do you reward them with praise publicly and personally? Do their bonuses reflect their value?
Who is your favorite, team player? Is it LeBron James in basketball? Peyton Manning in Football, or Derek Jeter in baseball? Regardless of which star you pick, management knows that this, team player, is the “duck who lays the golden eggs” and they treat him with respect and shower him with dollars. On the same team, suiting up in the same uniform, playing the same number of games, going to the same amount of meetings and practice workouts; you can have the star making 10 million per year and his team member making the minimum $300,000 per year. What exactly is the message management is trying to convey with this disparity in salary? The message is “you are the best, you are, the most valuable, team player, on this team. We need you to win. We value you and your skills, we don’t want another team to be able to steal you away by offering you more money.” The other members of the team don’t grumble at the water cooler about the unfairness of pay. Instead they are happy to play in the presence of greatness and they are hoping that some of his skills will rub off on them.
Let’s bring this, team player, scenario to your, sales team. How are you letting the stars on your, sales team, know that you value their contributions? Do you reward them with praise publicly and personally? Do their bonuses reflect their value? I have been on, sales teams, where the top sales representative overachieves by 150% to revenue goal and the Sales Manager offers no public or personal congratulations. No fanfare! On top of that accounting tries to not pay by recalculating and cutting the amounts of bonuses.
The, 20/70/10 rule, of differentiation states that 20% of your team are your star players and should be showered with incentives to continue to perform at this high level. The next 70 percent are average or mediocre team members and management should offer them coaching to improve their confidence and skills sets.
Take the case study of Rolando McClain. He was the #1 draft pick for the Oakland Raiders in 2010. That means that he was one of the best coming out of college; but once in the NFL, he didn’t live up to his potential and he was released first by Oakland Raiders. He was then picked up by the Baltimore Ravens and later released as well. Then when the Cowboys were looking for a linebacker, McClain came under their radar and they decided to check him out. They called his old college coach Nick Sabin and asked him what made McClain good in college. With this information the Cowboys received from Coach Sabin, they called McClain in for a tryout and made him an offer. The story goes that the exchange with the Ravens cost the Cowboys a bag of donuts! Jason Garrett the head coach of the Cowboys and his coaching staff worked with McClain, improved his confidence, and moved him from the bottom 10%, to the top 20%. McClain now starts every game and he and the Cowboys had an awesome year.
We could this sports analogy to show that the job of a Sales Manager is to move his mediocre, team player, up through the ranks with effective coaching. Sometimes an outside coach works best, because the employee can be honest. Beating them over the head with the numbers on the report is not the way to do it.
Who Is a Team Player?
A, team player, is a person who plays or works well as a member of a team or group. Teams in organizations need strong team players to perform well and reach their goals.
Team Players, motivates unity in the workplace
A teamwork environment promotes an atmosphere that fosters friendship and loyalty. These close-knit relationships motivate employees in parallel and align them to work harder, cooperate and be supportive of one another.
Individuals possess diverse talents, weaknesses, communication skills, strengths, and habits. Therefore, when a teamwork environment is not encouraged this can pose many challenges towards achieving the overall goals and objectives. This creates an environment where employees become focused on promoting their own achievements and competing against their fellow colleagues. This is not a, team player. Ultimately, this can lead to an unhealthy and inefficient working environment.
When teamwork is working, the whole team would be motivated and working toward the same goal in harmony.
Teamwork and Team Players offer differing perspectives and feedback
Good teamwork structures provide your organization with a diversity of thought, creativity, perspectives, opportunities, and problem-solving approaches. A proper team environment allows individuals to brainstorm collectively, which in turn increases their success to problem solve and arrive at solutions more efficiently and effectively.
Effective, sales teams also allow the initiative to innovate, in turn creating a competitive edge to accomplish goals and objectives. Sharing differing opinions and experiences strengthens accountability and can help make effective decisions faster, than when done alone.
Team effort increases output by having quick feedback and multiple sets of skills come into play to support your work. You can do the stages of designing, planning, and implementation much more efficiently when a team is functioning well.
Please call me for a free consultation if you are interested in improving the players on your team.
The last number is the bottom 10%. These team members should be moved out to other roles. If on a sales team and selling is not their forte, they could be moved to a supporting role, for example.