Your retail team is struggling with low morale. How can you help them turn things around?

One of the key in retail success is having high moral with the team, two basic people management skill is very critical in every team management 1. Treat people the way you like to be treated 2. Work shoulder to shoulder with your team These two does magic, for a sales guy the biggest motivation is how his manager is treating him and supporting them.

Todo colaborador, principalmente los que tienen un ingreso variable sujeto al alcance de OBJETIVOS debe de tener muy claro por parte de su LíDER qué esperar cuando alcanzan los objetivos y qué sucede cuando no lo hacen. “PARA QUE PERCIBAN LAS VENTAJAS DE DERROTAR AL ENEMIGO, LOS SOLDADOS DEBEN TAMBIéN OBTENER SUS RECOMPENSAS”.- El arte de la guerra “DONDE HAY GRANDES RECOMNPENSAS, HAY HOMBRE VALIENTES.” -El arte de la guerra MIRA POR TUS SOLDADOS, COMO MIRAS POR UN RECIéN NACIDO; ASí ESTARáN DISPUESTOS A SEGUIRTE HASTA LOS VALLES MáS PROFUNDOS; CUIDA DE TUS SOLDADOS COMO CUIDAS DE TUS QUERIDOS HIJOS Y MORIRáN GUSTOSAMENTE CONTIGO.”-El arte de la guerra

Boosting morale within a retail team can be a challenging task. Few points that can help. 1. Open and Transparent Communication. 2. Recognize and Appreciate. 3. Empowerment and Autonomy. 4. Training and Development. 5. Fun and Social Activities. 6. Address Concerns and Challenges. 7. Work-Life Balance. 8. Lead by Example. Boosting morale is an ongoing effort. Consistency, empathy, and genuine care for your team members' well-being are key to creating a positive and motivated work environment.

El ambiente de trabajo, buena convivencia y competencia sana. Dar seguimiento personal a casa asesor de ventas, a la asistente comercial, a los telemarketing; celebrar el crecimiento personalizado más allá del KPI del grupo. El liderazgo debe estar enfocado en trato como seres humanos, preguntar por sus familias, y pedirles que sus vidas estén en equilibrio para que puedan rendir cuando se necesite. Los premios y reconocimientos son buenos, pero lograr una identidad y que se sientan parte del grupo es lo que logra el trabajo en equipo y es lo que logra los triunfos. Un vendedor que ve que su líder se rompe la camisa por los vendedores y su bien estar, siempre dará el extra por ese liderazgo.

This has been a problem in every workplace. Working and good communication is the key a commending employees for a job done. Also giving people other jobs to do to break up the repetitive tasks. They feel rejuvenated when doing other tasks and show ownership in them. I have employees do office tasks while I take over there regular tasks . I like being on the floor where the money is generated. They feel good about learning other parts of the business. Lead by example .

In my role, effective communication and active listening are cornerstones for nurturing a team's morale. It's essential to create a space where every voice can be heard and acknowledged. By regularly engaging in meaningful dialogues through team meetings and encouraging feedback, we build a culture of trust and respect. Establishing an anonymous feedback channel is also crucial; it allows for honest and candid insights, ensuring that all team members, regardless of their position, can share their thoughts freely. This transparency is key to uniting the team and driving our collective success.

With all sales teams there will be up and down times. It is very important to listen to each individual and react in a positive manner. One tip remains the same for my entire team. ( Balance ) The one who has good balance will always be the first to achieve success.

Poor morale will have a negative impact on a team's culture, performance and productivity. It's important to get the pulse of your team. Listen and find out what they want from their leadership team. What specific behaviors do they want leaders to start, stop and continue. Sometimes it can be as simple as a broken AC, other times it could be more serious like nepotism. Root-cause what is creating the low morale. How employees get treated and if they feel valued are key factors in employee satisfaction and retention.

Open door policy is key, always, do not wait till there is an issue. Communicate with them as a whole and individually. Ask them what you can do to help them get that moral back. Listen to what they say. Let them vent even. The issue could me personal or professional. Allow them to take a couple of days if needed. We all need a break, a "me time", that is something I make happen. If you do not do this then you get a burn out, do not let it get this far. Paying attention to a change in moods, this gives you the advantage to address this immediately. Most of all tell them they matter. We all need to be 100%, so if venting and taking a few days off gets them back on track then do it. I have done this many times, and it works.

Dependiendo de la empresa y del nivel de la empresa o del mercado. Lo más importante es cumplir lo que se promete: 1 Pagar completo sueldo y comisiones 2 Pagar puntual sueldo y comisiones 3 Liberar tope de comisiones 4 Oportunidades de crecimiento El vendedor esta por dinero si se cumple esta premisa, créeme que estará dispuesto a comunicarse por los canales que le pongas Si le pagas bien y le recuerdas que no debe subirse a la hamaca, garantizas un sistema competitivo.

El mentoring y las reuniones donde los pares comparten sus mejores prácticas son herramientas muy valiosas para la mejora continua. A través de la orientación de mentores y el benchmarking entre colegas, los equipos pueden desarrollar sus capacidades y conocimientos constantemente. En mi experiencia, en el área de ventas se realizaban semanalmente estas prácticas. Invertir en el aprendizaje mediante mentorías, intercambio de best practices y training sobre soluciones emergentes asegura que los equipos estén siempre a la vanguardia y puedan desempe?arse de manera competitiva dentro de sus roles. Esto impulsa tanto su desarrollo profesional como los resultados del negocio.

Offering courses and advancement is what employees want. You know the ones that will make great leaders. Test their leadership skills by putting them over a project, give them full reign. You will see the confidence in them explode. This is key with any member of your team. I have had cashiers , that just started , and you can see the potential in them, I have jumped on giving them more responsibility. Sometimes they do not know their full potential, show them. I have watched so many move up the ladder and beyond, that makes me so proud. The ones that surpassed me, that is what it's about, that gives me so much pride, knowing they had that in them and watching them grow. You have done your job when this happens, huge moment.

Dependiendo del nivel de la empresa en la que se trabaje y de las herramientas que les doten al equipo de ventas, instalaciones, equipo de computo, de comunicación, transporte, internet, viáticos, etc. La herramienta más importante es dar tiempo al menos cada 6 meses para capacitar al equipo de ventas. Una de las recomendaciones más valiosas, tal vez la más importante que puedo dar es que el vendedor debe seguir estudiando y preparándose todos los días, y por su cuenta, independiente a la capacitación que le ofrezca su lugar de trabajo, debe ir a estudiar donde van sus clientes para estar con ellos conocerlos mejor y generar sinergias, amistades, relaciones estratégicas y por lógica mayores ventas.

Estoy de acuerdo en que delegar decisiones en el equipo basado en su experiencia es importante para empowerment y agilidad. Sin embargo, las reuniones de seguimiento deben enfocarse en coaching y alineación, no en validar cada determinación. En reuniones donde participaba, por ejemplo, se gestionaba con el área de ventas de la siguiente manera: ? Autonomía a los vendedores para negociar descuentos dentro de cierto rango, de acuerdo a su expertise. ? Reuniones de seguimiento donde se revisaba el desempe?o general, mejores prácticas entre pares, y oportunidades de mejora. ? En caso de renovaciones importantes, se promovía la consulta para descuentos mayores a clientes.

I have a few managers that report in to me. They tell me quite often that they are not the “cheerleaders” that their teams need at times. What I challenge them to do is “find the cheerleader” in their team and empower them to own team engagement within their store. We have had so much success with that. The team gets the engagement they need and the engagement champion gets that development piece that they need too.

I love moving them to another area and this is key to your business, you see who can keep the pace and do great then you see the ones that do not like change. This is a huge advantage. Those that start thriving , you see the moral improve. You see their ideas come to life. Tell them, "This is now your area, go for it" That department may have been doing great before, but putting fresh ideas into the merchandising of the department , will visually show. This causes an overwhelming security in the team member and you now know who can lead.Those that want to go back to the depart they were in, and not flourish in the new area, are not ever going to go beyond what is expected. This type of employee is what I call "A Content" bare minimum

“DESCENTRALIZAR EL MANDO SIGNIFICA QUE TODOS LIDERAN. ESO ES LO QUE QUIERES COMO LíDER. NO SOLO PARA QUE TODOS EN TU EQUIPO PUEDAN LIDERAR, SINO PARA QUE TODOS EN EL EQUIPO LIDEREN. RESULTA CONTRADICTORIO, PERO ES EXTREMADAMENTE PODEROSO”. – JOCKO WILLINK (EXTREME OWNERSHIP) —EMPODERA A TUS SUBORDINADOS, para que tomen decisiones informadas y asuman la responsabilidad. —CLARIDAD, Como líder debes establecer la intención y proporcionar orientación, permitiendo que tus subordinados tomen decisiones dentro de esos parámetros. —AGILIDAD Y RESPUESTA RáPIDA, las decisiones pueden tomarse más rápidamente en el nivel donde se necesita la acción. Esto mejora la capacidad de adaptación y respuesta a situaciones cambiantes.

CELEBRA LAS PEQUE?AS VICTORIAS. Acción de suma importancia tanto para el #LíDER como para el #EQUIPO ya que significa un impacto significativo en la moral, motivación y productividad de ambos. —Para el LíDER, le ayuda crear un ambiente positivo y de apoyo. Le da la pauta y crea el foro para Reconocer ESFUERZO, fomentar y reforzar la AUTOESTIMA y CONFIANZA del equipo. —Para el EQUIPO, genera un sentimiento de SATISFACCIóN y ORGULLO. Y ayudan a reafirmar el progreso y los avances que se están logrando.

Without all the materials, rules and so forth, listen. Allow each team member to set up a time to see you. I kept a calendar on my office door and they could put down a time to talk with me. By doing this, they know you want to make sure they are ok and you truly care. Remove the email, sit and have a face to face closed foor, do not disturb time for them. I found that this helps in every single aspect of their job-related moral, work habits, confidence. I too have moments that I need to sit and just talk. We need everyone to know that they matter. Their job, home life, mental health and everything in between. Give them numbers for help if needed. There is no shame in being honest and needing help.