How do you train a new sales rep that you can see lacks the necessary motivation?

Erik, I think the better question is "Should you invest in training a new sales rep that already demonstrates a lack the motivation, or move them out of the business?" To me, there is already a big red flag if the new person shows a lack of initiative or motivation. If anything, it should be the reverse in the early stages when a new employee is trying to establish themselves with a new company. You need to have a frank discussion with the individual to make them aware of your concern, and then determine if your perception is reality. If there is a real lack of motivation, pinpoint the reason(s) for it, then you can determine the appropriate course of action - i.e. performance plan, training, termination, etc.

If a person lacks the necessary motivation to succeed then there isn't anything you can or should do. Nobody can motivate another person, all we can do is to create an environment where people want to be motivated with the tools and support mechanisms they have available but it's still up to the individual person. Don't invest any more time or resources in a candidate who is not motivated early on. The % of people who are unmotivated early on in their jobs who go onto become top performing players is probably close to zero.

If the new sales rep has an 85% or greater job suitability, then I would coach, train, mentor and help them achieve job success.

If the new sales rep has a 70% or lower job suitability, then I would apologize for hiring him and then offer assistance to find a more appropriate position either in the company or outside the company.

If the new sales rep has a 84% to 71% job suitability, then I would offer my personal attention to help them become as successful as possible. Job success breeds a positive attitude and job failure breeds a negative attitude. We must help him avoid job failure.

When I hear this question my first response is "How do you know for sure (through validated knowledge) motivation is the problem and not a symptom of another problem?" High performance is really an alignment of these 3 areas: People including rewards; Processes including operations; and Strategy including supporting structure. The lack of alignment contributes far more to poor motivation than many organizations realize.

To presume this is 100% a individual people problem is in my opinion a folly and a huge misstep and another reason why most sales training does not stick (not sustainable requiring redo's) - Leanne Hoagland-Smith - author of Be the Red jacket in a Sea of Gray Suits

Motivation has nothing whatsoever to do with training.

Your role as a leader is to provide a vision and to provide meaning. You provide the "why" in what it is you do, what makes it worth doing.

It isn't your job to motivate your sales force beyond what is described above. In fact, it's next to impossible to provide motivation more sustainable than meaningful work. You may be able to motivate the salesperson for short periods, but that isn't sustainable, and it doesn't scale.

The source of your problem with an unmotivated salesperson is that the little voice that continually chimes away in their head controls their actions. You motivate them temporarily, then the voice kicks in and reminds them that there will time enough tomorrow, the work isn't all that meaningful, they really wanted to write the great American novel, it's football bowl season, and they may have a new friend on Facebook. Your voice--or even Anthony Robbins' voice--isn't going to overpower this voice for long.

I agree with Spiro, John, and Mark above. I don't have a mathematical equation as sophisticated as what Bob describes, but if I don't see a phone against their ear and a pretty full calendar without anyone having to motivate the salesperson, then I am pretty sure I have hired poorly.

It's frustrating, but there are many people who have the ABILITY to succeed in sales without the WILLINGNESS to do what is necessary.

Speaking from a Call Center perspective - it’s all about the quality of the ‘Humanware’ you deploy to begin with.

Hiring the wrong TeleSales/Inside Sales Agent is the Root Cause of most Performance Issues – including a “lack of the necessary motivation.” It’s also a significant drain on your Budget & Bottom Line – on Customer Satisfaction - and on overall Sales Results. Every failed hire represents wasted dollars down the drain. Not to mention the Lowered Productivity, Poor Morale & Higher Absences associated with a Poor Job Fit.

While most everyone can use a telephone - not everyone is cut out to work in a Telemarketing or Inside Sales Call Center environment. Someone may have “The Right Stuff” to deliver great Customer Service & Support – it doesn’t necessarily follow that the same individual is also a good fit for the more demanding & sales-oriented requirements of Up-Sell/Cross-Sell/Inside Sales or TeleSales.

Typically there are 3 grades of Agents found in a Sales Call Center: (Above Average), (Average), and (Below Average).

(Above Average) TeleSales Agents seem to have “The Right Stuff” that pushes them to succeed & a natural compatibility with the duties of the position. They work hard - exceed expectations - do more than asked - achieve high-quality consistent sales results - can always be counted upon - need little direction & work extremely well with everyone.

(Average) TeleSales Agents perform their duties adequately enough “to get by” - but no better. They are the partially competent. Generally they’re strong from a Skills standpoint but missing a key ingredient or two from a Job Fit and Sales Closing standpoint.

(Below Average) TeleSales Agents are the people who just don’t fit somehow. Sometimes they’re good people in the wrong jobs. They need extra coaching & supervision just to achieve average results. Often they cause unnecessary conflict. (Below Average) TeleSales Agents have the Highest Levels of Absenteeism, Lowest Levels of Productivity & Sales, Poorest Performance & Customer Satisfaction Ratings, and generally have a Negative Impact on Team Morale. They represent the real problems in a Telemarketing Call Center workforce. While (Average) & (Below Average) TeleSales Agents may seem fully qualified at the Interview Stage – they’re a Poor Job Fit – the cost of hiring them is enormous – with little value add to an organization.

Top performing Call Centers drive their Revenue & Performance through superior hiring tactics. We help employers gain better insight & more accurate predictions as to which applicants from a pool of Candidates would perform up to, or beyond their established standards. You can find out about a Free Trial of SPAS Call Center Agent Pre-Employment Screening Software at http://www.telesoftsystems.ca/64201.html

You don't. It is my experience and belief that trying to train someone who is not motivated is a waste of your time and their's. I think your time is best spent asking them to uncover why they are unmotivated. THEY have to identify where they are with their interest, or lack of it, in succeeding in the roll. Until they acknowledge their position and choose to change it, you can't train them.
And the fact that they have to choose to change their position is the key. If someone doesn't want to do the work, nothing you do will change that.

After studying Top Sales Pros an average of an hour a day for over 34 years, I can share that it takes a combination of Attitude (motivation) and Skills to reach more of our potential. Of course we should create and maintain a positive environment for our Reps with Daily Pep Sessions, lots of recognition and a ton of Spiffs, Bonuses and Contests. However, the most important responsibility we have as a Trainer and/or Manager is to teach our valued Reps to become self-motivated.

If they still insist on being negative, have a Career Adjustment and release them back into society.

Have a "Fanta$tic" Future!
Stan Billue, CSP
www.StanBillue.com

When we hire employees who are motivated by the job and we manage them well motivation is not an issue.