As the manager of employees in the contracting industry, you have a lot of control over your people. And I don’t just mean technically, on paper, according to the company’s organizational chart, but rather in everyday ways, psychologically and behaviorally. You can have a huge effect on your contracting sales people and field service reps just by the way that you act and the things that you say to them on a regular basis. You can encourage them or discourage them. If you discourage them, expect a decrease in morale, revenues and company reputation. How would you go about discouraging your employees? Here are the 3 most effective ways.
Employees on the front lines (those in-the-trenches sales people and service reps in the field) need support and encouragement to stay motivated in their job. They have to create relationships, make happy customers and maintain a base of clients that stays for the long haul. So, if you fail to offer the support, understanding and resources they need in these few fundamental areas, you will guarantee a slow (or speedy) descent into a failing business.
SEE FACELESS BLOBS, NOT DISTINCT GENERATIONS
Treat all your employees exactly the same, regardless of their age or generational cohort. Disregard the differences, among your staff, between the World War II “Greatest” generation, Baby Boomers, Gen X, Gen Y and Millennials. Treat them all generically. Do not interact and coach them based upon the fact that the WWII generation generally responds to authority, Boomers look for meaning in their work, Gen X is self-reliant and seeks life balance and Gen Y looks to be recognized for their exertion.
Throw away the knowledge that everyone’s belief system is nearly solidified by the time they turn 14. Likewise, ignore the expert advice to look at the major events that occurred during the formative years of each generation for guidance in empathizing with their fears, yearnings and aspirations.
MAKE IT ABOUT MONEY, MONEY, MONEY!
2.) Act in every situation as if money is the absolute motivation behind everything your employees think, do and feel. Assume that everyone is driven primarily by a lust for financial wealth at the expense of everything else. Approach your contracting sales people and field service reps based on the assumption that any other issue or problem they have can be solved by money. They are willing to suppress any negative feelings of their work, interactions or quality of life, if you just put more money in their bank accounts.
Disregard this simple fact: If you sit employees down and offer them 4 words- money, lifestyle, recognition and challenge- and ask them to rank the words in terms of personal importance, 90% will NOT put ‘money’ in the #1 slot.
So treat your employees as two-dimensional, money-hungry buzzards instead of as the complex, variously motivated human beings that they are.
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