When an important man was asked by a reporter how many people worked in his company, the important man replied with a smile, “About half!”
“About half!” With that in mind you will surely agree that the optimum starting place for increasing sales and profits in your company are your employees. Why? Because they are already here. Easy to connect to and with. And because you are the manager – They will listen when you talk, and read what you write.
And that is exactly the prime objective of employee motivation. What, pray tell me, would be the result in your department (division or company) if you could find a way to excite and to motivate all of your employees? To get them all working, stretching together to achieve a common goal.
Wouldn’t the results boggle the mind?
Is that idea a sort of Charlie Sheen fantasy?
Are these concepts grown men and woman should be pondering?
Yes.
No.
Yes.
Don’t be afraid, M/M Manager. Reach for the stars that way if you fall short you’ll be at least on a mountain top.
There are six point eight billion humans living in this 21st century. One feature all six point eight billion have in common is a sense of self-interest. Psychological Egoism (do not confuse with Egotism1) is a philosophy that holds that individuals are always motivated by self-interest. That our sense of self-interest motivates everything we do every day of our lives.
To a psychological egoist the word “selfless” is a one word oxymoron. A selfless act, i.e., an act done “without concern for oneself.” is simply beyond comprehension. The classic example: What motivation made the GI fall on a live grenade to save his buddies, is easily explained by the egoist. The GI’s sense of self-interest told him he would be better off dying for his buddies than living with the memory that he could have saved them but didn’t . . . that’s the way it had to be.
“What’s in it for me?” is an expected question; generated by Man’s sense of self-interest. We have all asked this question in one form or another, when appraising a new opportunity. Since it is so natural a part of our human nature, we should include the answer in our planning at all times.
“You’ll get to keep your job,” is an unrealistic answer unless you really will fire them for ordinary performance.
“That’s why I pay you,” is unacceptable, as bad as saying, “Because I said so.”
“I give you excellent benefits," is pretty weak. You’ve been giving them excellent benefits for ordinary performance.
However, if you answer, “If you do what you have to do to achieve the goal I have set for you, then in addition to the usual fine benefits and working conditions ... I will pay for a vacation for you and Beth to Maui2 three months from today.”
That was perfect. Boredom has left your subject’s workaday world faster than a jet, his pale shark-bait skin is feasting on the anticipation of Maui’s golden sun, his self esteem is glowing with the expected admiration & love he’ll feel from Beth when he announces the same to her3, in addition he is made a bet with know-it-all-Marsha that he’d get to Maui before she does which made him happy because he knows he will.
When you want performance that exceeds the normal and you answer, “What’s in it for me?" satisfactorily; you are on the road to productive workers in a win-win situation because you don’t pay out any monies until Ted (Beth’s husband), know-it-all-Marsha, and the rest of the work force achieves their goal and your extra profit is in the bank. Welcome to the world of successful employee motivation.
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1 Egoism is a philosophy. Egotism is a word that signifies an inflated sense of one's own importance.
2 For simplification I use Maui. Fill in whatever location you would love to vacation at.
3 No vilification for PC please, it works just as well with know-it-all-Marsha as it does with our hero Ted.
What’s in it for me? Can the question be the answer?
In the worst days of Boston’s Blizzard of ’78, the Governor of The Commonwealth of Massachusetts announced on television “ ... non-essential government employees should not attempt to come to work (the next day).”
Had I been a Massachusetts state employee, I would have left my house at 4:00 am, walked through the 27 inch high snow fall and fought off the 86 mile per hour hurricane winds to be at my office that morning. Because to me there could be nothing worse than being labeled “A non-essential employee?” But then I am an entrepreneur – a title that by its nature declares me self motivated.
But for the non-self motivated, what incentive do they have to work hard, or be proud of their work, to think of ways to do their job better when the Chief Executive of their state has identified them as non-essential? Does he believe that by stripping them of their self respect he is adding relevance to their job?
Engagement is the 2012 buzzword. “What’s in it for me?” is the ongoing query. To engage your people put them in an employee motivation program with clear & attainable goals. If they make goal give them a weekend in the best hotel in town and you pay the room. If they go a little over goal give them a weekend in the best hotel in their choice of 500 locations and two airline tickets to get them there. If they far exceed goal lengthen the award to four nights and two airline tickets.
Your employee motivation programs are engaging your people and they can answer the “What’s in it for me?” question. Now they are coming to work not only for a paycheck, their 401K, or hospitalization benefits . . . They are coming to work to win a contest and a prize.
At The Journeymasters we often comment that Motivated People can and do perform Miracles. We are well aware, however, that it isn’t a miracle it is simply an outstanding job of work.
Bob Guerriero for The Journeymasters
rjg@journeymasters.com
1-800-875-3422
"Trips for Two" is more descriptive than "Individual Incentive Travel Program".
In 1971 we introduced The Superweekender - the very first non-group incentive travel program in the US - and we, for some reason, called our creation an Individual Incentive Travel Program.
Why did we call it an individual incentive travel program? Because ... I forgot. (40 years was a long time ago.) However, I will hazard a guess that "individual" is one of the antonyms for "group", so it made sense to us at the time.
But now in the 21st century, 40+ years later, hindsight kicks in and "hindsight," as Billy Wilder tells us, "is always 20/20".
Individual means one, a single person, alone, solitary, et. al. But our awards are travel holidays that are always for two people.
If the award is always for two people, we should not title it individual, we should call it what it is, a travel award for two people. Or a travel vacation for two, a couples' travel holiday, a Trips-for-Two incentive prize...
And that is as it should be as travel is a sharing experience. Travel with a best friend, a spouse, a lover ... (all one person by the way), is the best kind of travel in the world. It is unsurpassed because you can find again the memory together. The adventure that sent blood rushing to your brain is revived and shared again, the sentimental remembering of a special moment creates warm nostalgia that is shared by both once more. Yes, travel is a sharing experience at its pinnacle in your hall of memories.
And so, we say good-bye to the "individual incentive travel program" and say hello to our Trip-for-Two travel holiday.
A Travel Incentive Trips-for-Two Program is, Actually, Easier to Run than a Merchandise Program.
- Because number 1: Nothing, absolutely nothing to purchase to get started.
- Because number 2: No time wasted picking out the award, purchasing the award, stocking & shipping the award.
- Because number 3: No time wasted worrying whether or not the participants already own one.
- Because number 4: No contract to sign, no minimum to guarantee, no money up front.
- Because number 5: Nothing left over, nothing to return, no newer model replaced your prize, no competitor’s model made your prize obsolete.
The icing on the cake: When you finally have to pay, you pay from the incremental profit that is already in the bank, delivered by the winners who have already made their goal.
A Travel Incentive Trips-for-Two is not only easier but more welcome. We know, as we wrote on our website, “... there is almost no human emotion more powerful than Man’s need to ‘walk on the sands of a distant shore.’”
We are believers in the remarkable benefits of group travel incentives, however, group travel incentives are not easier to run than a merchandise program. Group travel incentives require up front monies, blocking of airline seats, the reserving of rooms, reserving sightseeing tours, and designing memorable daytime & nighttime events. Group travel incentives, however, are worth every speck of effort. The rewards they produce in increased excitement, increased sales, increased loyalty are legendary. No merchandise program has ever or can ever compare to a properly structured group travel incentive.
However we speak in this blog of the ease of designing a Travel Incentive Trips-for-Two program. Which is generally a one or two month - maximum three month - sprint contest designed to generate immediate response from the sales force or channel dealer-distributor family.
These programs are “shovel-ready.” All you need to do is 1. Set goals to achieve the objective 2. Announce the contest and 3. Promote the contest. Promoting the contest is the most difficult yet the most essential ingredient if the contest is to successfully achieve the objective.
Pretty basic.
Like when they asked Casey Stengal what was the most important position on the team. Casey answered emphatically and without hesitation, "The Catcher!"
"Why the catcher, Casey?"
"Because, if you don't have a catcher the ball'll roll all the way to the screen." Pretty basic.
Because if you don't have a goal how can you know where you are going, and how can you know when you arrived?"
Your business is not like my business or your brother's business. Your business is distinct, completely separate, maybe even unique. That being so there are rules, just like the Laws of Nature, that transcend the differences and remain immutable.
The Prime Rule to grasp when you design a Travel Incentive goal is: A Travel Incentive should be a profit center, i.e. Any expenditure of money should return more than its worth in additional profits.
The second of these Rules: Always use a Point Goal Structure. A goal structure utilizing points not dollars, not percentages ... but points. I.e. 600 or 6,000 or 60,000 trip points wins a trip. The prime reason a Point Goal Structure is better (than a Dollar Goal structure) is flexibility. You can manipulate trip points to assume a design that will support and reinforce every one of your contest objectives. When you download our “Ground Rules for a Point Goal Incentive Travel Contest.” You will see the effectiveness of our use of trip points to guarantee two basic rules of the Travel Incentive Marketing Tool:
(a) Guarantee that our contest will be a profit center,
(b) Made the trip achievable by anyone willing to expend the extra effort, by setting the participants required sales increase goal for their first trip at a most reasonable level (19%). And for their second trip, a tough but attainable level (33%).
Author’s opinion: Don't over-stess at the needed 33% sales increase for two reasons: The first is that no man or woman will ever have a stronger incentive, or could be more motivated to suceed, than when he or she is has earned a deluxe, all expense paid, heavenly vacation for himself or herself and now must earn a companion trip for their spouse to make the journey a shared experience they treasure together, and remember as long as they remember anything. You'll receive the greatest extra effort they are capable of giving. Second, because we will offer them a way to buy the needed points to insure the sharing experience.
The flexibility of a trip points structure is a wondrous thing.
The Fairmont Banff Springs, Alberta Canada. A fine destination for Travel Incentive winners.
The last Rule: Make the trip point goal challenging but achievable for the majority of the participants; "If it is viewed as unattainable, the program will be destined for failure." Quote from Wikipedia.
Accumulating Trip Points: The Participants are, to use a fitting metaphor, climbing a mountain. They are part of a team but it hardly matters how their teammates fare. They alone are the important team member. What matters is that they reach the summit not how many of their team mates make it with them.. For once they reach the summit they will be rewarded by a flight to a deluxe, all expense paid (yes, heavenly) vacation with their most significant other!
Their first leg from ground to Base Camp is the easiest. So we set a Base Camp goal that is equal to their total revenue produced during last year’s contest period. We award the participants one trip point for every $1,000 in revenue they produce until they reach their Base Camp goal.
Author’s opinion: Any salesman or entrepreneur worth his or her commission check or annual profit believes they can, at the very least, equal last year’s sales. That’s why I said it was the easiest.
Once past their Base Camp goal we award them twelve (12) trip points for each $1,000 in revenue.
Once they have earned their first trip we award them twenty four (24) points for each $1,000 in revenue.
A Travel Incentive is not an expense ... For those of you accustomed to writing reams of justification to get your incentive travel program into your companies fiscal forecast. Hear me out! I am telling you that any outlay of monies spent on a properly structured travel incentive will return more than the amount paid out in additional profits. Thus a profit generator (profit center).
Here comes the example to validate my assertion: A long, long time ago, when I was a lad, I worked as an Ad Director for a vacuum cleaner manufacturer. I firmly believed we could persuade our distributor’s to sell more vacs than they ever thought they were capable of selling if we could offer them a good enough reason. We finally decided to offer each of them a trip to Rome, Italy (with spouses) in return for a set number of vacumn cleaners purchased. Perfect choice because until the early sixties the only way to Rome from the USA was by cruise ship, or prop planes that stopped three times and took about 26 hours. This was the early 60’s so none of our distributors had ever been to Rome.
We had the prize, we could make the vacs. We needed just the money to run the trip! So I created this "P&L Pro Forma" (that’s what we called it), to convince our president that we had the money to run the trip. Because I knew that a travel incentive could generate its own budget – because it is a profit center!
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The year was 1964 (as I said, I was a young lad)
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We did about $20 million annual volume in 1964, each of those dollars is worth eight of today’s dollars. We were, in essence, a $160 million company in today’s dollars.
In my younger years, it was a long time ago, I was a department store buyer and experienced the power of a travel incentive personally.
Sitting at home one night I received a call about 10:30 PM from a salesman I had little respect for, or dealings with. I had ordered him, in an angry moment, to never talk to me again, to deal only with one of my assistants. Yet that night at 10:30 PM he called me!
“Bob, you have to help me, please!”
“Don, why would I help you? I don’t like you, I don’t even like to talk to you.”
“Bob, $6,700, just a clock order for $6,700 and Judy and I will win the contest and a week in Maui this February. It’s only $6,700, you won’t even notice it on your open-to-buy! It’s a week with Judy in Maui, Bob, you can’t say no. You can’t.”
He was right. I couldn’t, and I didn’t. And he and Judy went to Maui in February.
In my younger years I was, I admit, abrasive and unkind. In fact, if I met that young Bob Guerriero today, I wouldn’t like him much. In my defense I was young ... and I was scared. I hadn’t accomplished much to that point in time, and that frightening dread – will I ever? – was always, it seems, at the forefront of my consciousness.
I digress, it isn’t important, why I was so rude. What is important is the question: What power could compel a man to brace a hostile force; in it’s own sanctuary, in it’s private and personal time?
The answer: The power of travel as a motivation tool. I never forgot. And it is why, as a client, I ran one of the first major distributor incentives to Rome, Italy in 1964. And why I started The Journeymasters in 1968.
Bob Guerriero
Founder & President of The Journeymasters
It was September 28, 1970. John Wilkinson, founder of the London DMC (called a “ground operator” in those days) Wilkintours, and I were sitting in the mezzanine of the Expositions Room in London’s Royal Festival Hall.
We were there because I had a seven back-to-back charter group coming to London in February 1971. The quote was tight and after intense negotiation with the hotel we were faced with what we euphemistically called a “serious budget shortfall.” We could not afford lunch in the hotel for Day 3, but ... after a truly diligent search, we found that we could rent the Expositions Room, cater the lunch and still be within budget. Problem solved, right?
Ha. The world should be so easy. Today was our first inspection of the Expositions Room which was designed, as its name suggests, for large industrial exhibitions. The lovely hardwood floor, polished and shining, was at least as large as a basketball court and the only seating was on the rather narrow mezzanine that circled the room. In our favor was that the Royal Festival Hall had been recently renovated and was getting nice press and word of mouth. It sounded like an attractive lunch venue.
Sounded like that is ... until the guests were seated.
“This isn’t gonna work, John” I declared brilliantly.
“You’re right, Bob,” John replied just as brightly. “We must fill up the floor somehow.”
“With what?” I asked losing none of my dazzle.
“Well,” John suggested this time completing a Hail Mary, “maybe we can rent one of the Coldstream Guard boxes from in front of Buckin’em.”
Not to be outdone I suggested, “And maybe we could hire one of the guardsmen in his red dress uniform and big bearskin cap to stand at attention in front of the box, then perform a long about-face, or some military movement, every 10 minutes or so?”
Off we went to Whitehall Street and the headquarters of the Coldstream Guards. Because I was an American and Yank tourists were still relatively rare in London, we eventually got an audience with Major Trevor Sharp (a name right out of Hollywood but a real name and a real British Major ... right out of Hollywood), Commandant of Her Majesty’s Coldstream Guards Band. After explaining our budget predicament, the basketball floor impediment, the seven plane loads of Yanks who were coming and submitting our request for a Guard Box and a single Guardsman, Major Trevor Sharpe asked, “Why don’t you hire her Majesty’s Coldstream Guards Band?”
“We had no idea the Coldstream Guard ...” I don’t remember if we said it out loud or just shrieked it in our heads, “were for hire!” But we did recap our budget pickle.
We must have said it out loud as the Major replied, “Well, they never have been (hired), but I see no reason why we can’t work something out to please the Yanks. After all they did do us a service in the last few wars.”
In conclusion, Major Trevor Sharpe “rented” the Coldstream Guards Band to us for (the equivalent of) $600 U.S. per performance.
We created a staple highlight of every proper incentive trip to London for the last 40, and the next 40, years. Because we were out of budget.
OK, so now tell me you don’t have the budget ...
The city was Florence. The place was the Accademia Gallery. The event was the first private dinner ever in the Tribuna, the special area that showcases Michelangelo's DAVID. The night was titled "Dinner with David," created for our client and their 209 dealer guests. It became the most remarkable evening in the lives of all those present.
A night of legend and elation
7:00 pm. All tourists were gone from the museum. We moved in a mountain of chairs, tables, kitchen equipment, et al - to make David's Tribuna and The Corridor of Prisoners a wondrous dining room.
...and there was David
In the meantime, professional guides of Florence took our guests on a private tour of the Academy and then to the Hall of the Colossus where an Italian string quartet offered a suitable baroque musical background to their cocktail reception.
8:15 pm. We announced dinner. Guests entered ... and there was David and the Prisoners in breathtaking majesty!
An irrefutably elegant dinner, as befitted the occasion, followed. But the evening of legend and elation was far from finished for we had brought The Three Tenors - No not those three tenors - The Three Tenors from Milan's La Scala Opera House - to sing the well known arias from recognized Italian Operas to our guests to ensure the night would be forever after... legendary!
Five standing ovations later. Five demands for encore after encore later, and the tenors were allowed, regretfully, to depart.
It was a memorable evening. It followed faithfully the credo The Journeymasters espoused in our original 1968 portfolio ...
"It is the aim of The Journeymasters to run the external portion of a travel incentive (the trip itself) in a way the guests could not duplicate, no matter how wealthy they were nor how much of their wealth they were willing to spend."
It made sense to us in 1968, it makes sense to us today. If it makes sense to you also, perhaps you should talk to us before you commit to your next incentive travel journey. We, after all, are not called The Journeymasters for nothing.
Do you wish, maybe, that
you had been there?