|
Something
awful can happen if you are out of touch with your fired up, productive
employees. They can burn-out. Your low performance employees don't put
enough stress on themselves to burn-out. In order to burn-out, a person needs to
have been on fire at one time. Low performers may be demotivated, lazy or bored,
but they are not burnt-out. A new goal or push from management sometimes can
quickly get them back on track and producing. The burnt-out employee is beyond that. He is
like a house that has suffered an out of control fire and was burned to the
ground. It is not just a matter of a simple touch up and new paint. Nothing but
ashes remain if the danger is unnoticed until it is too late. This can be devastating to your company. It is difficult enough to find good employees without losing one who was contributing to your success. You can't afford to let this happen. If it does, you must do everything you can to save this valuable employee. Step one is to catch it early before the
person is at a complete burn-out stage. The clues are clearly visible in her
energy level. Her sales performance may still be good, but she won't have the
same high energy level—the sparkle in the eyes is missing. She just isn't
enjoying life or her work. Often, managers tend to dismiss this because it hasn't shown up dramatically in sales figures. Then, when the person's sales are starting to slump, we think that the person is in a temporary sales slump. We ignore it or do some minimal motivation waiting for the fire and high sales to return. We do this because it has worked with some
salespeople before. When it doesn't work and the salesperson goes into a deeper
slump from which they can't crawl out, they may either leave or we may have to
let them go. Your net profit will suffer either way. What makes burn-out different from a
temporary slump? Burn-out has three basic
components: physical, mental, and emotional exhaustion. Exhaustion in one area
leads to a slump, in all three to burn-out. A burnt-out employee cannot be
rekindled overnight. If a salesperson has physical exhaustion
(working or playing too hard), extra rest will recharge her. If he suffers from emotional exhaustion (often the
result of relationship problems), helping him solve the problem or to just talk
about it can get him back on the road to success. If a person has mental exhaustion (negative
attitudes toward life, work and self-image), he needs help in changing his
attitude from negative to positive in order to get back his energy. Since burn-out means physical, emotional and
mental capacities are all depleted, managers must work on all three areas.
We are thrilled when someone constantly overworks and produces. However,
it won't last forever if that person doesn't recharge. People often overwork to
avoid problems elsewhere. Their lives are out of balance. Managers must talk to
them to assist them to get more balance in their life so it isn't all work. Brian Tracy, a leading speaker on human
potential asks in his seminars, “How would you spend your life if you knew you
had only 6 months to live and how is your current life consistent with that? If
you are leaving out things that are important to you, add them into your life.
You will be more enthused and sell more with less work.” When we are out of balance, we have high
stress and low performance. If we are in harmony in all parts of our life, we
experience low stress and high performance.
Tracy points out, “We all need motivation. Motivation requires a
motive. A vital function of management is to produce appropriate motivation to
people to perform at their best.” “If a person is in a slump, it means they
have no clear motivation for action. People are motivated for their reasons, not
ours. A manager's job is to help discover or rediscover what motivated the
employee in the past and encourage them to believe they can achieve it again.”
Find out their dreams and help them achieve them. Peggy Neer, a manager in South Bend, Indiana concurs. She says. “You need to know what motivates each person on the sales staff. It's usually something different for each person. Maybe the salesperson needs a new and exciting challenge—something to get the energy flowing again.” Peggy also recommends going out on sales
calls with the salesperson. “Let them know you care about them not only
professionally but also as a person. Reinforce the fact that you are behind them
and supportive. Let them know you are willing to spend time with them daily to
get them back on track.” Zig Ziglar, sales trainer, author and
motivational teacher told me: “Number one, the manager must understand that
the seeds of greatness do exist in every human being, including that burned-out
employee. Number two, he should repeatedly understand and remind that employee
that failure is an event, it is not a person, that yesterday really did end last
night. Number three, the manager should remind the employee that attitude is
entirely a matter of choice and he chooses his attitude when he chooses the
input into his mind, and so he should choose daily to read and listen to
positive materials, and to the full extent of his ability, associate with
positive individuals.” When Lisa Hester in Juneau, Alaska sees her
salespeople approaching burn-out, she has them change their thinking. “Refocus
your goals to a more positive association such as your dream house or a
vacation, versus a dollar quota.” A primary way to promote feelings of growth and positiveness is with sales and motivational programs provided by management. I constantly recommend tapes and books to salespeople who get in a slump and need positive reinforcement over and over to counteract the daily rejection and hard work that lead high achievers towards burn-out. Burn-out is a tragedy because it ruins your
top performers. Highly motivated people don't work hard just because of money.
They identify with their work and want recognition and appreciation. Managers
who want to keep their top salespeople must constantly praise, notice and
encourage them. Don't give all the attention to the low achievers, thinking that
the high achievers are a gravy train who will last forever. People are not machines. Stress wears them
out by lowering the production of the biochemicals norepinephrine and endorphins
which activate the reward center of the brain. When the tissues producing these
chemicals are fatigued, people become depressed and unproductive. Watch for overwork.
Tell people when they need to slow down or take a vacation— or just a long
week-end. Exercise helps
restore positive endorphins to the body. Often, a salesperson in a slump becomes
inactive, furthering the depression. Encourage this person to get into an
exercise program. This is a different activity
from their work. This releases endorphins and lifts their spirits. Let the salesperson talk out their
frustrations, anger and problems with you. Holding
in these emotions leads them to fatigue, depression and lost sales. Help salespeople realize that this too
shall pass. They must not get into a mode of
thinking that they will never sell again. They must realize with a little effort
on their part and support from management, the slump will disappear and they can
be back to bringing in those large orders. Encourage them to temporarily lower
the demands on themselves. Slow down, recharge. Relaxation exercises,
deep breathing, meditation or taking a quiet walk to relieve stress can get them
back to normal. A house that is burning can be saved if caught early. Burn-out is less likely to happen or be less devastating if we are aware of its approach, watch for signs in it's early stages and step in to support and educate the employee to change their ways before it's too late. |
