Você está liderando uma equipe de vendas de alto desempenho. Como você pode garantir reconhecimento e recompensas justas para todos os membros?

Tailoring a reward is not a good idea I feel. The reward itself has to be a common aspiration for one and all. Tailoring will give gratification but what we looking at is motivation. Gratification shall pacify and motivation will activate. Choose wisely

L’aspect financier est souvent le driver qui motive individuellement les équipes commerciales. La compréhension des modèles d’incentives est primordial. L’adhésion à ce modèle également. Il est vrai que des récompenses non financières sont aussi très bien accueillies mais souvent dans un environnement collectif : voyages, soirées, etc… qui créent/confortent en plus un excellent esprit d’équipe.

Set Clear Criteria: Establish transparent criteria for recognition and rewards based on measurable performance metrics such as sales targets, customer satisfaction, and teamwork. Recognize Individual Strengths: Acknowledge not only top sellers but also those who excel in other areas like client relationships, innovation, or supporting the team. Implement Peer Recognition: Encourage peer-to-peer recognition programs where team members can acknowledge each other’s contributions. Provide Varied Rewards: Offer a mix of rewards, from financial bonuses to professional development opportunities or public recognition. Review Regularly: Conduct regular reviews of your recognition program to ensure it remains fair and balanced.

RnR is a great strategic tool to drive high performance. However launching a RnR program in itself does not guarantee success in the absence of some key drivers. 1. 20:60:20 - The success of an RnR program is not in how much the winners acheive, but in how many team members were willing to participate. The top 20% of your team already sets the bar, the bottom 20% may not perform, it's the middle 60% that gives you incremental growth. Thats the segment that you are trying to lift. 2. Keep it realistic - Design the program so that everyone has something they can hope to achieve. It should be based on data that shows why and how. 3. Drive - Create enough hype, excitement and recognition along the way rather than only at the end.

Un des moyen de relancer les ventes ou d’amplifier les résultats déjà obtenu est de donner aux managers de proximité les moyens de monitorer les performances de leurs équipes. La définition de KPI justes et mesurables peut se faire en amont et en concertation pour l’adhésion de tous. La régularité et la fiabilité des reportings assurent le rythme nécessaire à une bonne animation commerciale. Bien sûr, ces KPI doivent être tant quantitatifs que qualitatifs afin de s’assurer de réalisations qui correspondent aux attentes des clients.

Según mi experiencia (al trabajar con miles de vendedores de cientos de empresas durante más de 30 años), instituir una cultura de equidad es fomentar mediocridad y bajar las ventas de la empresa. Si lo tuvieran, sus integrantes no serían vendedores sino operativos y/o administradores (personas que por su naturaleza e identidad no venden ni nunca venderán), ya que este grupo goza de métricas, orden y equidad. Los Súper Vendedores son sumamente competitivos, rebeldes e independientes. Son como Jugadores de Golf, en donde compiten en el campo con uno mismo, nunca contra los demás.

I've found that tracking results in a way that's easily visible, clear, and objective works out well. Tracking through a dashboard is great if it's a dashboard that the reps are looking at on a daily basis anyway, otherwise an email update might work well. If sellers are questioning how things are tracked, it can negatively affect team morale. If you have good people, the reps at the bottom should be motivated to improve and the reps near the top should be striving to finish first and lead the group.

Through my years as a sales leader, I've found that a robust tracking system is the backbone of fair recognition. Implementing real-time dashboards empowered my team to monitor their performance and stay engaged. I warn you that the reps on the bottom of the list will hate the public dashboard. Transparent leaderboards fostered healthy competition, while involving team members in goal-setting ensured their commitment to achieving targets. Automated alerts and weekly reviews allowed us to celebrate wins and address challenges promptly. By recognizing non-sales contributions and using data-driven coaching, we built a culture where every effort was valued, driving consistent success across the board.

Over the years, I’ve observed that sales teams often lose motivation when clear performance metrics are absent. From this experience, I’ve learned that the cornerstone of fair recognition and rewards for high-performing sales teams lies in establishing clear and easily tracked performance metrics. CRM tools with active dashboards are integral to this tracking system, enabling accurate recognition and rewarding of top performers. Additionally, weekly sales meetings contribute to this system of recognition and reward. Sales is fundamentally a numbers-driven profession - make tracking essential when building an effective rewards and recognition system.

The more the sales leader engage in celebrations with the team outside the office, the stronger the team’s collaboration becomes. Recognize and celebrate small successes as they pave the way toward achieving larger organization’s objectives.

Comemorar os resultados junto com a equipe de vendas é mais do que uma simples festa — é uma ferramenta estratégica de gestão. As celebrações reforçam a importância do trabalho árduo, promovem o engajamento e criam um ambiente de colaboração e bem-estar. Ao reconhecer e valorizar os resultados, as empresas não apenas motivam seus vendedores, mas também garantem que eles estejam alinhados com os objetivos futuros. Portanto, fazer da comemoração uma prática recorrente é uma excelente maneira de cultivar uma equipe de vendas de alta performance.

Offer a mix of recognition methods, including public acknowledgment, monetary rewards, and professional growth opportunities, to cater to different preferences and contributions.

Sales team rarely "stop" business and celebrate their achievements. However it is essential to organize specific sections on a monthly basis to celebrate all kind of achievement.

Start by recognising that everyone is different, and has unique skills. Have a plan, and challenges for everyone that they know, is written and they can grow into. Communicate very regularly, one to one, as a group, and face to face. Face to face, meetings are vital, even for teams that know each other. Possibly the biggest failing by management since Covid. Redefine expectations, at least annually. Protect them from corporate BS, and time wasting. Enable them to focus on what they are good at and paid for.

Gutes und ehrliches Mentoring gehört aus meiner Sicht zu den größten Wertschätzungen für aufgeschlossene Kollegen*innen mit Karriere-Affinität. Einer Führungskraft, die um ihren eigenen Wert weiß, fällt das sehr leicht! Gemeinsam wachsen, feiern und wiederum neue Pläne machen, that‘s it!

Each sales team member should be assigned with different tasks, involved in different projects and provide opportunities within the organization to be exposed and contribute. By this way they will gain experience, they will be exposed to other peers.

Proposer une vision aux collaborateurs est fondamentale. Donner des perspectives d’évolution en fonction des attentes des équipes et des besoins de l’entreprise permet de mieux motiver. Pour cela, il faut des points réguliers et des discussions claires et franches entre managers et managés.

Provide opportunities for development, advancement, and continuous learning, including: - Training and development programs - Mentorship and coaching - Cross-functional projects and assignments - Opportunities for advancement and promotion - Education and certification support - Regular feedback and performance evaluations - Encouraging innovation, experimentation, and calculated risk-taking By offering growth opportunities, I empower team members to: - Develop new skills and expertise - Take on new challenges and responsibilities - Advance in their careers - Stay engaged, motivated, and committed to the team's success"

I have had the privilege of working with a leader (CEO) who would set aside time for feedback and make you reflect and plan ahead. It has helped me understand the importance of feedback.

Feedback is some important but it's also just as important to know the time and place for feedback. Sometimes things need to cool off and be addressed the next day. If structured correctly 1:1s are a great place to give feedback. I use the sandwich approach where I share what they've done well, an example of an area I want them to work on and then something else they do well that I want them to keep enhancing. Having this format helps the sales rep be in a mindset where they are always prepared for constructive criticism but also to receive acknowledgment. It's also good to see if they have feedback for you as well when appropriate.

An interactive and constructive feedback culture played a significant role in recognizing team's individual and group performances. It also helps team to envision their role from the organizational perspective as well that drives motivation.

L'important c'est la communication entre les différents membres d'une équipe ou les différents services d'une entreprise. Ne pas communiquer risque de faire naitre des reproches induits, non évoqués et qui se transforment au fil du temps en repli sur soi-même de la part de certains, ou bien de culture d'une incompréhension qui va finir par devenir un problème général. Donc communiquons, quelle que soit la forme employée.

Fostering a culture of feedback is essential for continuous improvement and recognition. Promote open communication where team members feel comfortable giving and receiving constructive feedback. This approach not only helps identify areas for personal growth but also highlights achievements that might not be as obvious as sales figures. A feedback-rich environment ensures that all contributions are recognized and valued.

Whenever possible, use objective data and performance metrics to base recognition and rewards on. This helps to reduce bias and ensure fairness. Involve a diverse group of leaders or peers in the recognition process to avoid favoritism and to ensure a well-rounded evaluation of contributions.

Create a "peer-nominated rewards" system. Allow team members to nominate each other for recognition based on specific contributions or support they've observed. This shifts some of the power of recognition to the team, ensuring that achievements are acknowledged from multiple perspectives, not just from the top down. It encourages collaboration and ensures that the quieter, yet equally important contributions are celebrated.

The simplest way to ensure parity is to just take all the credit yourself. Job done. Full transparency, this wasn’t my idea at all but I’ll still take the credit 👍

Definir e comunicar claramente os critérios que serão utilizados para medir o desempenho e distribuir recompensas. Esses critérios devem ser objetivos, mensuráveis e justos, permitindo que todos os colaboradores entendam o que é necessário para alcançar as metas e obter reconhecimento.

Outline the performance benchmarks that lead to various rewards, so that every team member understands what is expected of them. This clarity not only eliminates ambiguity but also motivates your team to reach those standards, knowing that their efforts will be fairly recognized. By maintaining transparency, you build a foundation of trust, which is essential for sustaining high performance and keeping your team aligned with the company’s goals.