Similar to Pokemon Go, Foursquare did well in creating collection sets and striving for multiple check-ins to become the Mayor. This also included competitive leaderboards (versus collaboration).
But what happens when you realize you can’t become the mayor? Or when you realize the discounts you’re getting aren’t that great? Or that your friends don’t care that much that you checked in somewhere new? (Not to mention competitors were quickly cloning these features.)
What Foursquare didn’t do well: Intrinsic Motivation
Walking in nature is intrinsically interesting, but Pokemon Go is making players feel like this: “now I have to go for a walk just to collect Pokemon.” The extrinsic design bias in the game motivated us to start walking in our surroundings to add to our collection set. But after a while the extrinsic motivation has completely taken over our intrinsic desire to explore our surroundings. Now going out to hunt for Pokemon feels like a chore rather than a fun game. Motivation wanes.
Same goes with Foursquare. Once Mayors establish themselves, it is hard to dethrone them.
There wasn’t enough creative application of strategy (from the player’s point of view) to keep them interested.
For more on balancing intrinsic and extrinsic motivation…
The key is building an engaging Core Activity Loop and THEN building in tweaks to your overall system.
This guest post was written by Jonathan Palay, Co-founder of CommercialTribe.
Why Sales Manager Motivation Needs A Makeover
Use new levers to improve performance
Previously, we explored the core drivers of motivation in the sales organization and why our traditional coin-operated, compliance-driven sales culture may finally be ripe for disruption in Why Seller Motivation Needs a Makeover.
Conventional wisdom suggests that we place more training and development emphasis on the seller. Look no further than the budget spent on training sellers vs. managers. In this article, let’s explore why the frontline sales manager is actually the key to change, their current sources of motivation, and how to disrupt the status quo to build a sustainable revenue generating machine.
Sales Managers’ Complex Task List
Most sales managers started as great sellers. Then, they are promoted into a management position where we expect them to gain a completely new skill set than the one that made them a successful seller overnight. Here are just a few of the common tasks sales managers are expected to perform on a daily, weekly, monthly, and quarterly basis:
Field Travel or Joint Calling
1on1s and Team Meetings
Account Plan Reviews
Territory Plan Reviews
Win / Loss
Quarterly Business Reviews
Hiring and Recruiting
Rewards and Recognition
The sales management hierarchy uses Core Drive 8: Loss and Avoidance to drive compliance and ensure these tasks are happening on schedule. Are our reps doing effective discovery? Join the sales call. Forecast needs to roll up. Better vet it. Is a key deal we’re forecasting to close qualified? Deal review time.
We expect managers to perform these tasks. But doing them well…that’s another story. Try sitting in a forecast review and you may be less confident about the forecast, but you will learn more about that particular seller’s upcoming weekend plans!
Don’t Miss Your Quota
Managers, like sellers, are on a variable comp plan. But, instead of being responsible for one quota, managers are responsible for a team quota. The average sales manager gets about 50% of his sellers to goal, but that is not going to cut it. So how do sales managers make plan? Most managers have a couple stars they can count on to overachieve and maybe they even sell a few deals themselves.
The quota system relies on Core Drive 6: Scarcity and Impatience as managers race to capture their earnings opportunity for the time period before it evaporates. It’s no wonder busy sales managers feel justified abandoning some of the tasks we previously explored that don’t help them draw a straight line toward delivering their number this quarter. For everyone in the sales organization, the short-term pressure to hit quota can feel overwhelming. What’s a sales manager to do?
Overreliance on Black Hat Core Drives is Fatiguing
Core Drives 6 and 8 are Black Hat, making us feel obsessed, anxious, and addicted. While they are very strong in motivating behavior, in the long run they leave us feeling fatigued because we feel like we have lost control.
For the sales manager, this often means managing their team feels more like a game of Survivor than a successful career. When half of your reps are underperforming, you have open headcount and one of your best sellers is threatening to quit, it can feel like the job never ends. It’s no wonder managers are left feeling overwhelmed and underdeveloped. As a result, the tasks we expect them to perform to help their team hit quota are either sub-optimized or abandoned entirely.
Getting More Of Your Sales Managers To Plan
The sales manager role has gotten far more complex over the years, but we are still using the same motivational drivers to try to achieve our goals. With today’s millennial-minded sales manager who is looking to be developed and not just hit a number, these forces threaten to either burn people out or churn them out of your organization entirely.
Sales and enablement leaders need a thoughtful plan to counteract these forces that drives long-term engagement and skills mastery. These are known as White Hat drivers. White Hat drivers make us feel powerful, fulfilled and satisfied. It may sound obvious, but consistently getting more managers to plan relies on getting more sellers to plan. And the only reliable way to get more sellers to plan is to develop your sales managers into coaches.
Use Core Drive 1: Epic Meaning and Calling, to help your sales managers realize their higher purpose beyond just delivering their team quota. The best way to tap into their inner Tony Robbins is to coach the coach. Observing sellers in action to provide coaching is commonplace through joint calling or even field travel, but for some reason we don’t apply the same philosophy to our managers. Help them realize their calling by sitting in a one-on-one between manager and seller. Don’t talk, just listen, and then use this observation to coach the coach. Coaching your managers to become better coaches will light the motivational fuse that reminds them why they became a sales manager in the first place!
Give Your Sales Managers A Choice
To many, coaching is one of those disciplines that is way more art than science. But if you are going to democratize coaching for all your managers, you will need to demystify what the best coaches in the world do intuitively.
Use Core Drive 3: Empowerment and Creativity to not only get all your managers on the same page, but also make them feel enfranchised in the process. To do so, look no further than the list of activities expected of sales managers we discussed above. I’m sure you have a point of view on what should happen during those activities. Build a list of criteria.
Now here’s the magic: Put those criteria in front of your sales managers and let them choose which criteria matter to them. What they choose may be different than what you intended but by giving them a choice, they are FAR more likely to use them to coach their teams.
Time for Your Motivation Makeover
The Black Hat core drives that motivate sales manager behavior aren’t going away anytime soon. And even the White Hat techniques discussed won’t be sustained without becoming part of a larger system that makes managers feel like coaching isn’t such a deadlift each time.
Think about what drives motivation for your sales managers. Do you feel like the shoe might drop any quarter? Is it time for a sales manager motivation makeover? Try integrating these white hat techniques into a quarterly plan focused on improving one interaction within the teams workflow. For your sales managers, the goal is to establish a system that puts sales team development on auto pilot.
Jonathan Palay is Co-Founder at CommercialTribe, a SaaS platform to onboard, develop and coach sales professionals. Read more of Jonathan’s work here.
Whether you get good or bad news, or something in between, doesn’t matter.
The inbox provides an abundance of curiosity.
Even before you open it, you are probably receiving a small dopamine hit.
In gamification terms, you are staring at a massive mystery box.
But it is better than that.
The email inbox is an entire list or group of mystery boxes within the larger mystery box. I like to call this the Meta Mystery Box (Or, if you like, the Epic Mystery Box.)
The Meta Mystery Box is so powerful that I’m predicting the email inbox will survive for a long, long, time.
Other Core Drives in the Inbox
Core Drive 8: Loss and Avoidance: Changing your email address, losing contacts, and the hassle of merging to other email clients all make us tend to stay with whatever client you have.
Loss and Avoidance also plays into not wanting to miss important news from your boss or friends.
This plays at the micro level. When you consider pressing that tiny unsubscribe button after the fourteenth email this month from a once-useful-but-now annoying spammer, you still wonder if you might miss out on something useful from the sender in the future.
This, by the way, is anticipatory regret. It is real, and that is probably for the next post.
Let me know if you visited the Meta Mystery Box today and why you did! No harm if you did, just curious to know why you tapped the icon or opened a new tab. For more advanced game techniques and discussions applied to real projects, join the vibrant community of learners at Octalysis Prime.
Suddenly our agency matters. Paths diverge. Your future changes.
This might sound a touch dramatic, but if nothing else, life seems to be all about sacrifice.
On the flip side of every decision you make is something you didn’t do, didn’t get to do, didn’t have the time or energy or motivation to do.
And of course, some choices even involve further sacrifice.
The decision to learn the trade of an astrophysicist may involve sacrificing time with the family across many years. The same could be said for an aspiring all-time-great novelist.
The Noble Sacrifice
Sacrifice is often left out of discussions of top-performing women in the workplace. Many women, and rightfully so, choose to sacrifice career to have kids, raise their children, and build a family.
That is a noble sacrifice.
“If you strike me down, I shall become more powerful than ever before.”
That, for many people over and over again, is the sacrifice that, on one hand limits their career, but on the other, augments the total quality of their life.
So let us not too quickly dismiss with sacrifice.
Sacrifice seems to augment our motivations. It seems to make the things we did choose and will choose to do even more powerful, because the sacrifice itself is of the many things that could have also been done, that were left undone, just so the pursuit of what mattered most could be achieved.
Maybe more sacrifice should be included in our motivational designs, and more human empathy employed tho to our users, who are also humans, in making the tough choices they face. We are all making a sacrifice at almost every moment of our day.
For more thought-provoking design and gamification discussions prompted by input from a vibrant community of thinkers, check out Octalysis Prime.
Why do we wriggle with fear based on someone else’s assessment? Why do we care so much about so-called experts’ opinions on what to fear (and when and where to fear it)?
In discussion of newsworthy events , it is common to hear borrowed phrases. ‘Did you know the new president will have his hands on the nuclear codes?’ was a commonly held fear circulating the internet in the recent American presidential election. But why did so many people accept this fear? All former US presidents (post-development of nuclear arms) had or held this same power.
What experts were implicitly arguing was that the president-elect had a different sensibility that somehow made him more dangerous; he could take us a step closer than someone like JFK did to nuclear armageddon.
Wake up to your cognitive biases and you will see more
There are many ways to learn about your cognitive biases. You might start by reading Daniel Kahneman’s Thinking, Fast and Slow, or the scientific paper he wrote in 1974 with his friend and colleague Amos Tversky, ‘Judgment under Uncertainty: Heuristics and Biases’, where the pair shared their observations and experiments across a number of biases humans all share.
Humans are goal-oriented. We develop an aim. In Octalysis speak, this is our Core Drive 2: Development & Accomplishment putting a fire under us, sparking us into motion. (Other Core Drives of Octalysis will play into our emotions, too, of course.)
But our belief in how successful we will be in achieving our goal comes down to a matter of prediction under uncertainty. Here enter several key biases, among them recency bias, overconfidence, and what Philip E. Tetlock calls ‘tip of the nose thinking.’
Philip E. Tetlock and Dan Gardner have written about a unique way to practice getting over our cognitive biases in prediction, through Super Forecasting. In their story about a small group of super forecasters who defeated IARPA’s own government-backed researchers in an extended game of geopolitical forecasting, the authors provide an architect’s blueprint for starting one’s own journey of forecasting. Because life is full of prediction. And wouldn’t it be better if you could improve your ability to do so?
As Kahneman said, what you see is all there is.
Wake up. Try to see more.
Here’s a bonus cognitive bias. (Many more to follow as we go through the book, Super Forecasting.)
Your eyes follow the symbols in this sentence. You can’t help making meaning out of them. Why are you trying to make meaning out of them? This sentence is just a pattern of symbols.
Step back even more. What are you bringing to this reading. Why are you so eager for answers?
Stay tuned for chapter by chapter analysis of ‘Super Forecasting’ by Philip E Tetlock and Gardner.
This and other expert analysis on the top research in psychology and behavior can be found at OctalysisPrime.com
How can you engage your employees to a common Corporate Social Responsibility cause – in a fun and healthy fashion? Here’s how FITology created an alternate reality game to help an organization raise funds for charitable cause.
Running is the new craze
Running is the new craze today. Nearly every 35 – 45 year old white collar employee who wants to get started on her / his fitness journey starts by running. In most of the metropolitan cities around the world short and long runs are organized every fortnight or month. There are communities, organizations and associations which run together. Raising money for charitable causes via long-distance races has become a fairly common, BIG thing.
We wanted to work with this opportunity. We wanted to raise as much charity possible from a group of employees working for a multinational company who live and work all over the world. And we wanted to do it on the backdrop of a Marathon. The question was how do we design a gameful experience to motivate these multicultural, global employees.
We listed our limitations first – why might people not want to donate –