Peoples side of a marketing manager

People's side of a marketing manager

ABSTRACT:

There are a lot of expectations when it comes to managing a business and those entire burdens are turned to the affiliate marketing manager. The job of amarketingmanagerin any organization is twofold. His/her primary responsibility is to manage the entire marketing life cycle of products from strategic planning to tactical activities. His/her other responsibility is one that has a direct bearing on his/her primary responsibility. He/she plays a key role in managing the team under him/her who will have set sales targets that they need to achieve. It is also his/herjobto hire and train the marketing personnel under him. The skills essential to the modern manager thus include the ability to work with other functional talents in teams - and to lead, not by the authority of command, but that of expertise. The greatest asset of any organization is its sales force. In today's complex and changing business environment, this asset must be put to the best possible use. Therefore, effective people management is now acknowledged as one of the most essential management skills.

Decentralization i.e. the removal of unnecessary layers of management has been taken up by many companies. It has meant that responsibilities from the moved tier have been reallocated to the levels above and below it. Thus, the staffs remaining have more responsibility, in some cases too much, which can lead to stress and inefficiency.

OBJECTIVE:

To understand the critical and the crucial aspects of managing team for any marketing manager. By the end of this project one would be able to explain what does people management implies and its various aspects. It is also crucial to understand the challenges in diversity management and also the role of marketing manager in diversity management

METHODOLOGY:

This study will be conducted by the secondary methods of data collection. Secondary method of data collection will be used for understanding the role and responsibilities of a marketing manager towards his subordinates. Sources for secondary data collection have been identified as Magazines, Journals, news paper articles, Internet, etc

If time permits primary methods like personal interviews of the marketing managers would be conducted as well. But the limitation here is that assessing each and every organization is beyond the scope of this project due to time constraints so the result may not fully apply to all the organizations.

INTRODUCTION:

This project is aimed at understanding the various facets of people management. It will also talk about how a marketing manager can manage diversity, teams, employees' performance, and motivation besides helping conflict resolution through successful negotiation. It will also help to identify their likely future roles as people managers in organizations and their contribution to the achievement of organization objectives.

People are an organization's greatest asset. In today's complex and changing business environment, this asset must be put to the best possible use to create synergy in the work. Therefore, effective people management is now acknowledged as one of the most essential management skills. This project aims to help market managers in identifying their likely future roles as people managers in organizations and their contribution to the achievement of organization objectives.

But what one exactly understands by People Management: A study of the evolution of Human Resource Management (HRM) or People Management (PM) indicates that the roles and responsibilities of marketing managers are changing and growing with time. Today, marketing manager is not just a mere target achieving source but a strategic asset in any organization. Slowly companies are realizing that apart from the technology used, it is the human factor, which differentiates their organizations in the market of cut throat competition. Thus their primary focus has now shifted towards taking care of its employees' needs and wants or purely People Management

Every organization encounters threats, opportunities, and challenges provided by the environment in which it exists. The environment also provides the necessary resources in terms of technology and human capital. However, even the greatest technological advancement can prove to be a failure in the absence of human competence to use it. In short, people fuel the entire organization and create value for it with the help of technology and financial resources.

People management has various facets. As a marketing manager, their responsibility is to manage diversity, teams, employees' performance, and motivation besides helping conflict resolution through successful negotiation.

Various aspects of managing people

Ø Managing diversity

Diversity traditionally implies individual differences in age, gender, and cultural backgrounds. Today though, it is about appreciating and valuing differences of employees with regard to skills, beliefs and work experiences. Geographical locations are no more a hindrance to talent seeking suitable employment. Today's organizations comprise a diverse workforce, employees from various countries, backgrounds and beliefs. The skills and capabilities of each individual contribute to an organization's success. Individual skill sets are unique and cannot be replicated. It is for the HR to transform these diversities into a competitive advantage.

Ø Managing teams

Organizations continually interact with other organizations and systems. Every organization attributes its success to certain core practices. Other organizations can adapt them to suit their individual needs. This is where diversity management gains importance. Managing diversity is about seamless culture and a creative environment in an organization. It is inclined towards the necessary attitude change and involvement of employees. Managing diversity aims at creating a workplace that identifies itself with “Us” and not with ‘them'.

Thus, to survive in a global marketplace, organizations need to manage diversity by adapting the current cultural and sociological trends. This calls for creation of a heterogeneous environment with a varied customer base, employees and work practices that could enhance their productivity.

Ø Managing performance

Team may be defined as a group of people working towards a common aim. Or, as Katzenbach and Smith put it comprehensively, “a team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”. What characterizes a team is the collective approach without which it would be dysfunctional.

Dream teams consistently meet the needs of the organization, rise to challenges, and deliver quality on time. Various studies have revealed that teams have a deeper sense of purpose, greater ambitious performance goals, more complete approaches and skills that are interchangeable and complementary. High performance teams comprise highly motivated individuals bound by the desire to outperform. Hence, managing teams is yet another essential aspect in people management.

Ø Performance Management

Performance management is intended to establish a work environment in which employees are encouraged to perform at optimum levels. However committed, no employee would perform at optimum levels unless his career goals are in line with the assigned job or the company's objectives.

An effective performance management system offers employees direction to fulfill individual aspirations in line with organizational objectives. It enables employees to understand their responsibilities and accountability. It should be adaptable enough to foster individual creativity and strengths. In today's knowledge-driven corporate world where work is dependent on information and working restricted to a mental response, the workers determined job responsibilities. Hence they adjust to the fast evolving requirements with ease. In other words, the system should try to facilitate and encourage employee contributions of value to the organization rather than compel and coerce employees to perform at pre-determined levels. Performance management can be used as a crucial strategic tool not only in terms of rewarding employees for performance as per standards but also for adding value to themselves and the organization.

To achieve this end, performance management has to be more dynamic and monitored on an ongoing basis (than the conventional annual mode). Thereby, the desired benefits of the system are available to all the parties concerned.

Ø Motivation

The ability to motivate employees with people-friendly HR policies and synergies in individual and organizational goals is critical to organizational success.

“To motivate, it is essential to give employees what they really want most from work. The more an organization is able to provide what they want, the more it should expect from them in terms of productivity, quality and service” writes Twyla Dell in her book “An Honest Day's work” on motivation. Still, motivation remains something of a mystery to managers.

Motivation means different things to different people. Money is often the biggest motivator, more so at the lower levels in an organization's hierarchy. For some others, chances of moving ahead in a chosen career and reaching position of power and influence can be major motivators.

Motivation helps achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realize their career aspirations.

Ø Managing conflict and negotiation

Working relationships are very vital to the successful conduct of the day-to-day affairs in an organisation. Maintaining healthy relationships in business is no easy task. People Management departments especially have a difficult time dealing with employees whose performance adversely affects the productivity of others. This could be a result of their attitude, chronic tardiness or a mere habit of driving others up the wall. Dealing with such negative behaviors is a part of conflict management and the people management specialist plays a vital role here.

MANAGING DIVERSITY

Globalization has led to the emigration of many people to countries that offer better opportunities. Workplaces today are multi-ethnic. Though such diversity is good for organizations, it does bring in certain problems that are not easy to resolve. Unanticipated problems require sensitive handling. Workforce diversity issues arise because of employees from different backgrounds and abilities working together. These differences can be widespread and result in groups of employees encountering:

1. Prejudices

2. Discrimination

3. Harassment

4. Exclusion

Workforce diversity issues can in turn lead to:

* Low morale and job dissatisfaction

* Lack of flexibility and employee commitment

* Work place conflicts

* Stress related health problems

* Low productivity

* Employee turnover

* Anti discrimination and harassment lawsuits

* Loss of public image for the organization

* Failure to hire talent from a certain group or section of society

* Failure to leverage diversity as strength in problem solving and innovation

Diversity management deals with trying to create a work environment and culture that effectively accommodates and leverages differences. HR departments play a crucial role in implementing diversity management programmes. However, in the process, they face several challenges that could make the initiative ineffective.

Challenges in diversity management

A few challenges that HR departments face while managing diversity are:

Denial: Employees are often unaware of the prejudices they hold against certain groups or sections of society. Diversity management programmes require a change in employee attitude and behavior. This often results in resistance to accepting and participating in diversity management programmes or initiatives.

Lack of knowledge: Diversity issues also stem from the lack of awareness among employees. Employees are often unaware of the sensitivities of certain groups and inadvertently say or do things that can be perceived as discrimination or harassment.

Lawsuits: Once the diversity issues surface, they clearly bring to light some of the practices of organizations that display bias for a specific group. This would raise questions on the organization's practices and lead to legal suits.

Management support: Any initiative is bound to fail without the top management's support. So is the case with organizational diversity. Diversity management yields only temporary results without the involvement of senior management.

Size and workload: A large workforce could also hinder an organization's diversity management efforts, as it is difficult to involve all employees in such efforts.

Role of a Marketing Manager in diversity management

Some of the various initiatives that can be taken towards managing and leveraging diversity include:

Ø Creating Awareness: Since lack of knowledge is a major hurdle for diversity management, the manager should create awareness among employees. They could conduct workshops, or publish articles on diversity in their newsletters and have discussions with the employees. Thereby, they can ensure that employees understand and participate in various diversity management programmes and initiatives.

Ø Setting up open channels of communication: He/she can create forums or centres where employees can bring to light any instances of discrimination or harassment being experienced. The issues should be discussed with all concerned and settled amicably. More importantly, the information can help marketing manager develop systems and policies to prevent recurrence of such problems. Open channels of communication also ensure that issues do not snowball into major crisis such as lawsuits.

Ø Training programmes: He/she can conduct training programmes to provide inputs to their employees on the sensitivities of various groups, right etiquette and acceptable behaviour.

Ø Designing recruitment and selection systems: With the help of HR he/she can take various steps to ensure that diversity is leveraged in their recruitment and selection processes. These can include:

* Placing people from different backgrounds in interview panels to combat bias

* Developing a good network system to recruit people from culturally diverse areas and institutions

* Employing people of different castes and races, women, and those who are physically/mentally challenged

* Writing job descriptions and employment ads that take social diversity into account

* Making employees aware about job opportunities

Approach to diversity management

They should follow a concrete step-by-step approach when developing and initiating diversity programmes.

* Gaining commitment: The success of a programme depends largely on the commitment of all its employees. Top management support is a major influence in this as they look for profitability in any investment. To acquire such support, they must demonstrate the strategic importance and ROI of the diversity management programmes.

* Research: Having acquired the support of the management and the employees, the HR department with the marketing manager needs to conduct a research on the key drivers of employee behaviours. This information could be acquired from employee surveys and discussions with the employees and their supervisors.

* Defining the future: The above research will help the marketing manager to identify the expected employee behaviors to achieve the diversity management objectives. These are then communicated to the employees.

* Gap analysis: The marketing manager should conduct an analysis of the diversity management initiative to identify the factors affecting the initiative. These factors could vary from organization to organization. For instance, culture could be the strength for one organization and a drawback for another.

* Systems change: Post the analysis HR could restructure the policies and practices of the organization to be in sync with the requirements for the diversity initiatives.

· Training: HR and the marketing manager should provide diversity training on an ongoing basis to the employees. This will help them to adapt to the new expected behaviors under the diversity initiative. With the guidance of the marketing manager the employees or the team members will better understand what is expected out of them.

* Monitor: HR is vested with the responsibility of ensuring the effectiveness of the programme. Therefore, HR has to monitor the programme through employee surveys regularly to ensure that it is functioning well without any discrepancies.

* Make improvements: The feedback from such surveys would highlight the shortcomings of the programmes. If there any drawbacks HR must make suitable changes to improve the existing programmes and same must be conveyed to the marketing manager.

Other aspects related to diversity management

Out of the many diversity issues that organizations face today, gender sensitivity is an important issue. Ignoring these issues have led to employees filing lawsuits on grounds of discrimination and harassment.

Gender sensitivity is the ability to become aware of and identify the gender issues. However, since even today women are considered the minority group, gender sensitivity is spoken in terms of women's perception and other related issues. These issues can be attributed to social location and different gender roles. In the absence of gender sensitivity, the organization may end up following practices that may be termed as discrimination or harassment.

Sexual harassment refers to any unwelcome advances or requests for sexual favours or other verbal or physical conduct of sexual nature. The victim of such harassment could be of either sex, supervisor or subordinate. The marketing manager with the help of organizationshould make strong anti-sexual harassment policies and should not entertain behaviours that would tantamount to sexual harassment. Most often, organizations end up entangling themselves in expensive law suits due to their insensitivity towards this issue. Therefore, to handle these issues, it is essential to understand how organizations can defend themselves.

Gender sensitivity training helps create awareness among employees on gender issues. Sexual harassment is a serious offence and allowing it at workplace is unfair. Therefore marketing manager should make sure that the organization has strong policies in place to check such incidents. This will build sense of confidence and security within the employees and they will be motivated to contribute more in the organization.

MANAGING TEAMS:

If the marketing manager have a staff of his own, or subcontract work regularly, there are certain things he has to do to promote a healthy, efficient and successful team environment. One has to be extra careful if he is new to the idea of managing teams.

The ABCs of managing a team will help to get new managers off on the right foot, and provide a check-in for even the most seasoned managers.

A implies Acknowledge Good Work

When a team member does a good job with a task or project, let them know in person or in front of the whole team. It's advisable that appreciation should be done in front of the whole team. The team manager would thus feel more responsible and highly confident and ready for challenges. It can also be an effective way to build team unity and loyalty. Role of a marketing manager is vital for both in building and giving strength and power to team and organization, and helping to manage relationships and resources.

B implies Be Honest

It's tough for any manager when he/she have to tell someone they're missing the mark or that they're not fulfilling their responsibilities. But unfortunately, one will eventually have to do this as a manager. Being honest, direct and respectful can make an uncomfortable situation much easier to handle. So a marketing manager should also know the art of criticism but in a positive manner. It should be one on one or face to face.

C implies Communicate Effectively

Every team looks to its manager for direction and feedback. If the team is repeatedly falling short, the marketing manager should take a look at his/her own communication process. It's possible that the marketing manager is not giving complete and clear information, and communicating instructions in an effective way. Teams are made for specific goal or objective and purpose to achieve that goal. If the goal or objective are not communicated well then the team would surely fail. A marketing manager by communicating well can make a successful team that lead towards its objective. He should be able to explain and describe the objective clearly to their team members to build effectiveness and efficiency, and to improve team performance. A proper communication channel will help the marketing manager to reduce conflicts. He/she tells about the context and describe specific goal to all team members, who is doing what? Who will work on a particular task?

D implies Don't Throw Them Under the Bus

Everyone makes mistakes, but as the team leader, the marketing managers are ultimately responsible. One of the worst things one can do as a marketing manager is hang one of his/her people out to dry for an error. Everyone should be accountable within the team, but ultimately, the marketing manager has to go to bat for his/her team members and support them every time.

E implies Evaluate Performance

Regular check-ins go a long way in keeping the team working like a well-oiled machine. The marketing manager should tell his/her team members where they are striving and where they need more work, and give them an opportunity to explain their take on the situation. He/she gives freedom and autonomy to his or her team members to put their best possible efforts and an opportunity where they can utilize their variety of skills. He gives freedom of work which will depend upon task significance.

F implies Form Relationships

An important part of managing a team is getting to know the people that are working with you. It does not mean that all relationships have to taken on a personal nature, but building genuine collaborative relationships are key. Teams are made up from different departments and have different approach. This makes a diverse team and diversity of teams sometimes enhance dissatisfaction because team members are not agreeing on one solution or idea so this creates delay. At this situation the marketing manager try to control the situation and his role become very crucial, he/she focus to dysfunctional personal conflicts and reduce conflicts to lead his team towards attainment of team goal.

G implies Give Credit Where Credit Is Due

It means sharing the credit and acknowledging team members personal role in the success. Even though part of leading a team is taking the fall when something goes wrong, the marketing manager has get to share his/her team members' success. But the marketing manager has to make sure that celebration trickles down to the individuals in the trenches, doing the work.

H implies Hire the Right People

Whether it's hiring an employee or subcontractor, marketing manager has to make sure that he/she is bringing the right person on board. It means making sure that they have the right set of skills set and at the same time right personality to mesh with the group. Diversity adds to the productivity of a team but at the same time different viewpoints and ideas can result in big conflicts.

I implies Identify and Share Goals

A marketing manager should know the importance of goals in a business, but should not overlook the value in sharing those goals with his/her team. A lot can be gained from having everyone working toward the same goals and using the same measures for their success. He/she give clear understanding about goal to their team member which becomes easier for a team to work effectively. When it is clear what is expected from them, work gets done efficiently.

J implies Just Delegate

A big hurdle for new marketing managers is feeling secure about delegating work. As difficult as that may be in the beginning, it's the first step for building a team. Be confident about his/her team members, give them all of the necessary information, and trust that they will get the job done. Trust is a building block of a team which keeps them together. Team members come together to share their expertise and knowledge of the process under consideration thus the marketing manager's role is to function primarily as a coordinator, not a decision maker. The marketing manager draw information from all team members throughout the improvement process, manage scheduling and record keeping within the team, and maintain communications and a working relationship with the sponsor.

K implies Keep the Team Updated

Most of the projects rarely go exactly as they were planned before. Client needs changes, specifications morph and new paths arise. So here marketing manager should make sure that all of the new information on a project gets passed on to his/her team members every step of the way. The team member views the project as work being done by them and therefore reports on project performance are a reflection on them. A good report pleases everyone - project sponsors and team members. A bad report will cause the sponsor to worry but may negatively impact team morale.

L implies Listen to Feedback

Each of the team members will have their own past experience and lessons to share which they've learned along the way. The marketing manager must ask for and listen to their input. This can be beneficial for other members in the team and for the manager himself. Hence, members can learn from each other's experience and avoid committing the same mistakes in the future.

M implies Monitoring Work

Starting with picking a great team, delegating work, communicating well and so on, things seem to be going really well. But then marketing manager should not fall asleep at the wheel. He/she must stay active in the process and periodically check on the work the team is completing in order to stay informed and in order to know every step of the way. Monitoring should not exceed a certain level as it will then hamper the performance of team members.

MANAGING PERFORMANCE:

Performance management includes all the activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc. A Marketing Manager should know the basic concepts in performance management, organization performance management and employee performance management.

Performance Management for Teams is different to Team Building (and it is also different to Performance Management for individuals).

There are many different definitions of 'team building', but in most people's eyes it refers to an activity that helps develop the team in some way - it can include a wide range of things, such as:

* outdoor activities

* offsite workshops

* having a meal out together

* sharing an email list or bulletin board

* meeting in the coffee lounge during work breaks

* etc.

Thesecan be very useful. But they are often a matter of 'hit or miss'. The activities are introduced in the belief or hope that they will improve the way the group operates - but whether they are seen to impact on collective performance or not depends more on whether a marketing manager believe 'intuitively' that they are good for his/her the team, rather than the inherent or demonstrable value of the activities.

That is where Team Performance Management has an important role to play.

Team Performance Management is focused directly on the achievement of the team's key business objectives. It bridges the gap between the team building 'enablers' and business performance results. It removes the reliance on 'faith' - the need to believe that team building works before investing in it - and establishes a direct connection between collective behaviors and team performance.

Team Performance Management is predicated on the following three principles:

1. Team Behaviors are different to Individual Behaviors- Most competency frameworks include "teamwork", but these usually refer to what an individual does within a team, not what a team does collectively together. For example: whilst all the individuals in a team can behave in trustworthy ways, this does not guarantee that the team will build trust together. This is also dependent on other factors such as the environment they work in, or the team processes they use for communicating, deciding, rewarding, etc. So the marketing manager should understand the difference and act accordingly.

2. The behaviors that make a team successful vary- It will vary from team to team and from time to time. For example: the profile of behaviors that makes a marketing team successful is different from the profile that makes a financial audit team successful. And if the marketing team is using a top-down approach, for optimal performance, it needs to change its behaviors once it gets beyond the outline/framework of project and starts work on the detailed implementation of the ideas.

3. Team behaviors can be changed using a team performance management process: In essence, performance management involves establishing behavioral goals, measuring current behaviors to identify the gap between the current and desired behavior profile, and then planning, implementing and monitoring changes in order to close that gap. There are both similarities and significant differences between performance management processes for individuals and teams.

The methodology offered for Team Performance Management achieves these principles in the following ways:

* Behavioral goals are established, closely allied to team performance/results, using the "Ideal Team Profile Questionnaire". This questionnaire can be used as a 360 with senior managers, staff, customers and peer groups, to identify what behaviors will make the team most successful.

* The current behaviors are established using the "Management Team Roles - indicator".

* Target and current behaviors can then be compared in a behavioral gap analysis.

* The insight gained from the gap analysis can be used to take action in order to close that gap. By shifting behaviors closer to those required for optimum success, team performance will improve.

In summary, the key difference between traditional team building and team performance management is that the former engages in activities in the belief that they will indirectly lead to improvements in team performance (sometimes they do, sometimes they don't). Team Performance Management, however, identifies the team behaviors that will lead directly to business success, and then uses a process to change the behaviors accordingly.

MOTIVATION:

For a company to maximize profits, sales teams must be performing at their best. In order to accomplish this, there is a need of strong and focused sales managers who know how to motivate their team. Through sales training, managers learn the proven techniques and skills needed to inspire salespeople to reach a new level of productivity and sales success. Motivating a sales team is one of the most important functions of a marketing manager, and it's a skill that must be fostered in each and every marketing manager through comprehensive sales training in order to yield results.

In order to motivate a sales team, a sales manager must have sound communication skills that will help to keep a team focused and successful. At the same time positive feedback is crucial for keeping a team motivated, and maintains an encouraging work environment in which all sales people will be able to thrive. There are different types of training which helps a sales manager to learn the techniques in giving effective feedback that works, resulting in a highly motivated and responsible sales team.

The marketing manager must be able to identify, define, and improve sales skills in all of the members of his or her sales team. Sales training provides managers with the tools they need to maximize the strengths of their team, and strengthen the weaknesses, through coaching and constructive communication. Sales managers gain the skill to resolve conflicts and address sub-standard performance. Managers learn to maintain a positive attitude and remain a approachable to their salespeople, which is essential to any marketing manager. A trained sales manager provides the members of their team with the confidence and skill needed to achieve in the sales industry.

Moreover, an effective sales compensation plan is crucial to motivating a sales team. A successful sales compensation plan keeps team members focused and productive, and helps the marketing manager to keep his/her top sellers. Once again throughsales training, one can learn about the different functions of sales compensation programs and how they motivate a sales team.

Training in motivating a sales team ensures that teams are operating at peak performance, and being led by managers who have the skills to empower their team. The result would be employees who feel valued and confident in their sales skills, and are therefore more effective- leading to more profit and growth for your company. A motivated sales team makes a manager- and a company which stands out in today's competitive marketplace, and training provides the skills necessary to give the team an edge over others.

7 Ways To Keep a Team Motivated

Many managers mistakenly think that money is the prime motivator for their employees. However, according to surveys by several different companies, money is consistently ranked five or lower by most employees. So, there are many other ways to motivate team members which a marketing manager should be aware of.

Three most important issues according to employees are:

ü Respect

ü A sense of accomplishment

ü Recognition.

Its true money is important but it is not as critical as these other components. Taking these into consideration, let's explore seven ways to keep the team motivated:

1. Involve them: Many team members want to be involved in the ongoing development and progress of their company. Plus, they often have insightful ideas that can make a significant difference in the company. And when they are involved, they buy-in faster and resist less. So this way one can implement the change(s) more quickly and easily.

2. Communicate: Very few businesses can be accused of over-communicating. A frequent axiom in business is, "No news is good news." However, team members want regular updates on the progress of the business and their personal performance. A marketing manager can use memos, email, telephone, and one-on-one and group meetings to keep his/her team apprised. A manger should talk to his/her team members regularly, have lunch or coffee with them and let them know if the business is on track. Tell them what challenges are currently being faced and manager should be open to their suggestions. It is also important to give them feedback on their performance. If the marketing manager has a concern with a specific component, tell them and give them the opportunity to correct their behavior.

3. Celebrate individual and team performance: the marketing manager should catch people doing something right and focus on recognizing excellent performance. On an individual basis the marketing manager can provide positive reinforcement, issue awards, use a corporate newsletter to highlight specific achievements. He/she can also send thank-you, birthday, and anniversary cards as well as congratulatory notes to his/her team members. Making personal phone calls and sending emails will motivate the team members further. If it's a large organization, a congratulatory mail or a call from a senior executive is always preferred.

To recognize team efforts, a marketing manager can post performance charts on the wall or throw an impromptu get-together, treat them to lunch or a pizza party, post team pictures on the Intranet and in their work environment or give his/her team members plaques, certificates, coffee mugs, etc.

Ultimately, the more of these approaches a marketing manager incorporate into his/her motivation strategy, the more energized his/her team will become. The marketing manager should make it a point to recognize someone every day because each and every person are born with unique set of skills.

4. Set challenging goals: It is mostly seen people strive to achieve what is expected of them. If a marketing manager set challenging goals for their team, they will work hard to accomplish them, providing of course, they are realistically attainable. It is amazing to see what people can accomplish when they are given the opportunity to perform. Marketing manager should communicate these goals well and keep his/her team informed on the company's progress.

5. Give them the tools to succeed: No team will stay motivated if they do not have the necessary tools required to do their job. This includes; equipment, internal support, inventory, marketing materials, training, etc. It is always seen simple things annoy people. So, even small things should not be ignored as unnecessary expenses and should be taken into consideration.

6. Manage poor performance: like manager have many expectations from his/her team same is true vice-versa. The team expects the marketing manager to manage individuals who do not perform to standard or contribute fully to the efforts of the team. However, many managers ignore poor performance because they are afraid of the potential conflict. Instead, they hope that the situation will resolve itself. It never does and this "blind" approach affects profitability, causes higher turnover, and contributes to low morale in the workplace. While poor performance and conflict are seldom enjoyable to deal with, the marketing manager has a responsibility towards his/her team and the company to manage it.

Here is the method of dealing with these situations:

Begin with the situation.

Express the result.

State the desired change.

Tell them the consequence.

7. Lead by example: If a marketing manager wants his/her team to treat each other with respect and dignity; he/she needs to set the tone. If he/she expects them to be motivated and enthusiastic it is critical that they themselves behave in this manner. As an owner, manager or business leader, your team looks to you for direction and guidance.

As a manager or sales professional interested in boosting revenues, one will come across the expression, 'selling is a numbers game'. The idea is that the more potential customers one contacts, the more likely one is to make sales. Makes sense in theory but in the real world this belief often reduces revenues.

For decades, well meaning marketing managers have established sales quotas that don't just measure a sales representative's monthly sales; they also include measuring and rewarding the number of sales calls the representatives make. But frankly, its irrelevant how many calls the team members make - what really matters is how many calls they convert. The problem with setting up 'prospecting' quotas is that they encourage sales people/team members to rush through sales conversations.
The Training Solution

A sales conversation with a potential customer is like romance: the recipient doesn't necessarily think the best thing about it was that it was quick. As was the case of the moving company representatives, there are advantages to literally slowing down.

When real money is involved, the buyer will process the information, and more importantly, believe that the seller thoroughly understands the customer's needs. That's why it's all about enriching the quality and not necessarily the quantity of sales conversation.

The quality approach results in sales representatives recommending products and services best suited to customer needs. Customers are therefore happier with their buying decisions. They in turn refer other potential customers. In other words, new customers end up looking for you rather than the reverse. When that happens price becomes less critical in the ultimate buying decision.

Bottom line, one will get better results by providing a training session for their representatives on how to have a more effective sales conversation, than by merely prodding their sales people to make more calls.

Motivating Your Sales Team:

A marketing manager every time is faced with one question "What must I do to motivate my salespeople?"

Recognition

For example let's take the example of a person with yard-maintenance enigma. Once a week, without fail, he wheels lawnmower out of his garage, and spend four hours dutifully pushing his mower across his green lawn.He says that he does that for the exercise, but that's not what motivates him. He mows his own grass because like every normal human being he also likes to be appreciated for his work.

Many neighbors are going to walk or drive by his home on a daily basis, and a well-kept lawn gets lots of attention. He knows that his neighbors are going to notice how well he mows the grass. In fact, every once in a while, they're going to stop and compliment him on how good the yard looks. And then, all of those hours spent carefully going back and forth across the yard will be well worth it. The recognition is what motivates him.

The Inspection
One might think it a bit of overkill to place so much emphasis on such a tedious and thankless task. The truth is, there was a time when he had precious little appreciation for yard-mowing. As a youth, he detested the job. His poor attitude had little to do with mowing. However, it was the post-mowing procedure that made the job distasteful. The lack of motivation had roots in the Inspection.

The Inspection was the final step in the lawn-mowing process at his house. When he finished mowing, I would go into the house and notify his father. This served as his summons to come out and evaluate the quality of his work. Silently he would survey the landscape, and then he would begin walking the yard, with him quietly in tow. Should he find an errant blade of grass or an overlooked border, he would stop and silently rake his foot across the offending turf; no words were necessary or forthcoming. The foot-raking gesture said, "This is not acceptable."

So, his job was to duly note the discrepancies and to take care of them.

Following this procedure, his father would head back into the house, and he would go back and correct his mistakes. This procedure worked well, yet it was a job that he learned to dislike.

As he grew older, he became more and more proficient at mowing the lawn. In fact, there were a few times when he passed The Inspection without a single swipe of the foot - the equivalent of lawn-mowing perfection. He took a measure of pride in knowing that he had done a good job. Alas, however, no recognition for his good work was forthcoming from management. No compliments, no positive comments, no thank-you, no "good job, son” for him.

One has probably guessed by now that his father did not make a living as a motivational speaker. He suspected that a little positive feedback would have gone a long way toward changing his sullen approach to the job.

The Power of Positive Feedback

This brings us back to the issue of motivating our team members. Many organizations have difficulty developing and motivating employees, especially within the sales force. Managers find themselves falling into behavior patterns similar to those described in the above story. They are quick to criticize, yet sorely lacking in positive reinforcement. Then they wonder why the organization does not perform to expectation.

For marketing manager to find answer to the initial question, "How do I motivate my salespeople?" he/she should ask oneself "What motivates them?”. The answer they will get is “to be appreciated and recognized for my work."

The De-Motivator

Thus it is the marketing manager's job to motivate his/her team members. But in the long run, salespeople are responsible for motivating themselves. However, there is most definitely such a thing as a de-motivator. The marketing manager's role is to support and reinforce the efforts of a motivated person. Without realizing it, a manager can sap the motivation right out of his/her salespeople. A manager can de-motivate them by creating a stressful, negative work environment.

The marketing manager should check if any of these traits apply to him/her.

• Are they so preoccupied with their own battles that they tend to gloss over or ignore the accomplishments of those directly under them?

• Have they gotten away from recognizing outstanding sales performance, especially those little victories that otherwise go unnoticed?

• Do they spend an inordinate amount of their time focusing on what is not going well, with little or no time on positive events that have transpired?

• Do their people avoid contact with them?

• Are they known for having a bad temper?

• Do they know what is going on in the minds of their employees?

• Is their door always open or do they like to keep it closed?

• When was the last time they gave one of their salespeople an unplanned and unexpected "attaboy" or treat for doing something especially well?

• Can they find something positiveto say about every person in their team? Do they actually say it whenthey find it?

And here's a final part of the story for all those who think that people are motivated by money. When he hated mowing the grass, he was getting paid for it. Although he now performs the same task for free, he looks forward to the work. Reason being he is highly motivated.

Sales Incentives

Sales incentives are a powerful business tool, if designed and executed effectively. The marketing manager should be aware of all the elements necessary to effectively understand, enable and motivate their salespeople and channel partners to change behavior and maximize results.

From their sales team to channel partners, everyone is capable of adding value to a business. But it takes positive, meaningful methods to change behavior and achieve the results one wants. A marketing manager creates an opportunity for change by helping people connect with goals and strategies, and by enabling new behaviors to take root through engaging, rewarding programs.

A whole-brained approach to designing the most complete and effective incentive strategies for sales force motivation involves three major steps:

Analyze what's going on inside and outside of your business.

Through an expert assessment of their sales organization, their business and competitive environment, their participants and their unique preferences and their overall rewards strategy, an effective strategy can be designed to motivate salespeople and also the reward for optimum performance.

Provide participants with everything they need to move forward.

Through integrated technologies, multimedia communication deliverables and incentive structures, participants have the information, tools, measurement and focus to achieve desired outcomes.

Then inspire them across your entire culture to support your endeavor.

Through the right mix of personally meaningful, tangible rewards, the marketing manager can understand how to effectively motivate and reward every participant across the business and the globe.

MANAGING CONFLICT AND NEGOTIATION

Fifteen candidates remain after Donald Trump gave two candidates the boot Monday night after a huge loss by team Synergy. Trump was joined by Bill Rancic (season one's "Apprentice" winner) and Trump's daughter (and Wharton grad), Ivanka, as his "eyes and ears" for this week's task. Ivanka made an impressive debut as Trump's "true apprentice." She came off as astute, articulate and confident -- wonder where she gets it.

This week's assignment: to run a marketing campaign to get New Yorkers to send text messages on cell phones to promote Gillette's new Fusion shaving system. Whichever team got more people to text-message a key word to Gillette would win.

Saddled with the hyper-eccentric Brent, team Synergy got off to a rocky start when Brent confronted Stacy for cutting him off from voicing his off-the-wall ideas. Stacy, in true drama-queen style, took exception to the confrontation, demanding he be kicked off the team. Project manager Pepi failed to resolve their conflict, and team performance suffered. In a time pinch and with no plan, they dressed in bathrobes in a feeble marketing attempt to attract attention in Times Square.

Team Gold Rush ran a more effective campaign, with a better location (targeting bored people standing in a long ticket line) and won, receiving 683 text messages to Synergy's 458.

The drama of whether Brent actually threatened Stacy moved into the boardroom. Skeptical of attorney Stacy's accusation, Trump noted that portly Brent "is not exactly scary." While Trump labeled Brent a "disaster," he astutely fired Stacy for her poor location choice and because "if you can't handle Brent, you can't handle my business." He then turned to project manager Pepi and fired him (rightly so) for his failure to lead effectively.

Lessons Learned
The Good

· Location, location, location: It can make a huge difference in sales and marketing. Gold Rush was smart to focus on a captive audience (bored people in a ticket line). These New Yorkers were not rushing somewhere so they paid attention to the pitch.

· The early bird gets the worm: Gold Rush got an early start and beat the competition out of the blocks. They had 100 text messages before Synergy even arrived.

The Bad

· No Leadership: You know you have a leadership issue when:

1. Your team members are openly accusing each other of aggressive and threatening behavior -- and you allow it to become the focus instead of the task.

2. Your sales team doesn't hit the street until almost noon.

3. You have no creative sales strategy (bathrobes don't count).

4. You have no contingency for when you run into problems (P.S. You always will).

· Losing control of your team: Lee, though earnest in his lead-by-consensus approach, was ineffective at directing, making decisions and leading his Gold Rush team. He failed to establish clear roles, provide an effective plan or make key decisions. If there is a leadership void on a team, leaders within the team will often rise to fill the void. That was demonstrated when an aggravated Lenny (frustrated by Lee's overemphasis on coming up with the key text word) took control of the reins to send the team selling in a preferred location. Lenny actually got what mattered -- results, and victory.

· Poor brand representation: The gimmick to sell in bathrobes wasn't particularly creative or effective. Is this really the best that the "best and the brightest" have to offer? How happy do you think Gillette was with Brent representing it, making a spectacle of himself with his "robot" dance in his slippers? Come on people, this is an audition for corporate America, not dancing with the disturbed.

The Ugly

Stacy was wishy-washy when she retracted her original accusation that Brent "threatened" her, stating instead that he made her feel "uncomfortable." Those are two very different things, with very different consequences. Trump obviously wasn't buying what she was selling.

If you have been truly threatened by a co-worker, you should immediately notify your boss and HR. However, I caution those who throw around the word "threatened" loosely. Be prepared to back up your story and justify your serious accusation.

Lesson of the week

Need to disable the loose cannon disrupting your team?

1. Take control of the situation. Get his or her attention, show concern for the predicament, reduce the intensity by speaking in a calm, quiet voice and suggest a timeout.

2. Compartmentalize. Send the problem child off to do tasks that do not involve interaction with other team members -- send them on "blimp" duty.

3. Set clear boundaries, expectations and consequences for good and bad behavior.

4. Remember: Loose cannons can still be resources (they are often creative). The leadership challenge is how to manage, control and maximize their value while minimizing the potential for damage.

Managers are responsible for resolving conflict that emerges on their teams. Followers look to their leaders to provide protection and order. Estimates are that managers spend at least 20 percent of their time resolving conflict.

As a manager, you need conflict resolution skills in your tool bag.

References:

http://www.associatedcontent.com

http://www.hub-4.com/news/1365/richard-barrett-joins-the-team-fuchs-appoints-new-uk-marketing-manager

http://www.gottaquirk.com/2008/12/01/a-day-in-the-life-of-marketing/

HUMAN RESORCE MANAGEMENT IN PROJECT BASED ORGANIZATION BY KARIN BREDIN

http://www.gottaquirk.com/2008/07/29/the-emarketing-textbook-open-education-and-an-excellent-launch/

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