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Conditions That Influence > Conditions That Influence - Pg. 149

Involve Your Sales Staff positive relationships promote winning? I would suggest the former is true in non-dynasty teams by virtue of the breakdowns that occur when these teams are not winning. Dynasty teams suck it up and keep moving forward. You don't hear about them trying to take each other's heads off when a game goes bad or the team hits a brief slump. Every manager should want their sales delivery team to be consid- ered dynasty material, fully engaged in perpetuating success during an extended period of time. And no manager wants this engagement to be accidental and subject to uncontrolled changes and possible evapora- tion. Building a dynasty, an ingrained way of successfully functioning, takes us back to the previous Rubber Chicken. It takes us back to prac- tice, practice, and more practice. In addition to the obvious monetary gains that come with sales suc- cess, there are a host of other beneficial reasons for the selling team to function as one. For the individual, engagement produces excitement and enthusiasm. It elevates the staff's level of performance and contri- bution. There is increased satisfaction derived from the job and the overall unit's accomplishments. And there is confidence acquired from having been successful and knowing it can be done again and again. For the company, engagement pays off in staff retention and a participative inclusive reputation that assists in recruiting continued bench strength. The company also benefits from a staff whose ongoing involvement and contribution to change allows the organization to smoothly and quickly shift gears into the future. A while back, I mentioned collaboration between management and staff on shaping a sales reward program. Rewards, and most specifically compensation, carry the message of engagement. They lock the process up. They are the stated, tangible, elements that bind the sales staff and its management in a partnership. Each individual knows more than just what is expected of them and what the rewards will be. They know all the conditions of performance and reward because they helped shape them. They are mutually owned. The responsibility implications are significant. Conditions That Influence Before you can build a compensation "partnership" you have to build a conscious, genuine, ongoing climate of collaboration. Note the words "conscious, genuine, and ongoing." Remove those words and you are left 149