What do you do if your sales employees feel undervalued?

Whilst lack of enthusiasm and absenteeism are typical signs that sales employees exhibit when they feel undervalue, recognizing them in advance or anticipate them even before they actually happen are indeed most important, as these can affect adversely the sales performance of a company when nothing is done to remedy it. In general, there are two key steps are essential, regular communication session with active listening as key for us to hear and understand the problems or challenges that the sales staff is going through, follow by the solution which can be qualitative or quantitative, or even both to be put in place: Words of encouragement, provide some time off and monetary bonus at the appropriate time can help to avert this situation.

Yo te diría que aunque no lo veas o lo percibas, asumas que lo están toda vez que con ellos no: brindes feedback inmediato y feedback profundo, vincules premios y reconocimientos a logros en la cuota de producción, facilites oportunidades de crecimiento y promoción, les ayudes a mejorar su técnica de venta, etc. Si falta algo de esto, se van a sentir infravalorados.

Have conversations. You have to get to the root cause and generally, that starts with you as the leader. If there is a consensus that your sales team feels undervalued, leadership is most certainly the reason. 1. Get an understanding of what is important to them. 2. Clearly explain the vision and goals of the company. 3. Create and foster open lines of communication. 4. Look at adjusting how they are shown value - compensation, rewards, recognition, etc. 5. Intentionally build into your team - you should have a deep understanding of what motivates each and every one of them.

Quando um líder está próximo de sua equipe e procura conhecer a fundo cada membro e suas debilidades e fortalezas, ele percebe rápido quando algo n?o vai bem. Principalmente porque ele se preocupa com aquele membro e rápido ele toma a??es que visam identificar o que n?o está bem , se é de origem pessoal ou ali mesmo no trabalho. Importantíssimo a proximidade da equipe porque se ele conduzir o time sem sensibilidade e distante demorará a perceber e correrá o risco de perder pessoas importantes.

An open dialogue, so as to fully understand the real concerns and honest feedback, is indeed most important! The leader needs to listen actively, clarify with tactful questions so as to let the employees feel that they are the center of the dialogue, and that they are engaged as their inputs as one of the most important stakeholders in the organization is crucial, and the company would attempt to find the right solutions to make it work out for them. Whilst these inputs could be made during a one-on-one session, or done through anonymous surveys, the reply to the inputs should be made in person by the management, and to be followed up by a memo whenever possible. The management can revert with clear actions, providing solutions or updates.

A proximidade com o time sempre será importante no que eu chamo de " papo reto" aquele em que se cria um ambiente no qual o líder tem a liberdade em falar claramente sobre o que n?o está bem, mas também o time sabe que a qualquer momento pode se abrir e expor suas opini?es sem julgamento ou puni??es. O ambiente aberto de diálogo n?o permite que os males entendidos se perpetuem causando danos para a empresa e aos membros de uma equipe.

El diálogo requiere también de espacios formales. Yo sé que todo el tiempo hablas con ellos. Sé también que no generas y bloqueas en tu agenda espacio para hablar con ellos y escucharlos. Son espacios que demandan formalidad, que tienen que figurar en el calendario del vendedor y su líder. Espacios tan importantes que no deberían posponerse. Dale valor a esas conversaciones desafiantes.

Se elogia em público e se repreende individualmente. Líderes que fazem reuni?es nas quais exp?em pessoas ou servem de palanque para grandes serm?es geram funcionários reprimidos e com o sentimento de n?o pertencimento. Enaltecer pequenos momentos e reconhecer pequenos esfor?os fará com que cada pessoa queira contribuir cada vez mais pois estará engajada e focada no objetivo comum.

Rewarding and recognizing effort is highest form of acknowledgement of effort. Ensure you foster a culture of rewards and recognition which them sense of achievement while boosting the confidence and moral. Small or Big doesn't matter.. even a small chocolate makes big difference in productivity upliftment

A mis vendedores siempre les dije: te voy a capacitar porque quiero que te vaya muy bien trabajando aquí con nosotros. Y si en algunos a?os estás trabajando en otro lado, también quiero que te vaya muy bien. Todo lo que les brindes deberían poder incorporarlo en el toolkit del vendedor.

Everyone wants to be seen, heard, valued and feel important. Asking team members what are the reasons they do what they do and why they do it with you/your business helps you understand and serve them better. Understanding and supporting their intrinsic motivation, opposed to just money, will help them feel valued and enable you both to set targets aligned to those drivers.

Employees feel undervalued when their efforts are not recognized or are ignored. The Senior Management needs to have interactive sessions with the sales employees, give them a feeling of belongingness, recognize their efforts and work along side them occasionally. HR has to play an important role in organizing Team Bonding events/outings. It is equally important not to reprimand employees in open forums. The policy of praise in public and reprimand in private needs to be followed.

Are the sales colleagues of value? What value is being created and delivered by the individual? How aware of their value, or lack of, are they? Only then can you assess and support them.

It’s not always your fault. Sometimes employee is who he/she is. And undervaluation is a logical response to weak performance. Ability to distinguish and having “balls” to be honest and make tough decisions, is the thing that differs boss from leader.