Retail Staff Motivation Techniques

The end of the year is an extremely busy time for many, but especially for sales teams. Between preparing for the holidays, trying to reach year-end goals, and planning for the next year—juggling it all can be daunting. A question leaders may face is how to best support their teams in the homestretch of the year? There are plenty of ways to give that extra push, such as setting smaller goals as the year winds down, specific recognition for exemplary efforts, and most simply – leading by example. One thing that worked for my team in the past is sharing a weekly leaderboard. This recognizes team members for knocking their sales goals out of the park, while inspiring others who want to see their name on next week’s list. A little recognition can go a long way towards encouraging your teams to keep pushing through the end of the year. What are your tips for motivating teams this time of year? #leadership #humemployee

There is a silent killer of execution on too many teams. It's not what you think. I've seen it too much over 25+ years of helping teams from startups to Fortune 500s: Lack of trust destroys results faster than anything else. I could tell stories, but there are decades of research on the costs: - 74% higher stress levels - 40% increase in burnout - 50% drop in productivity - $6,450 less earnings per employee - 2X higher turnover rates Here's what doesn't work: 😯 Extravagant offsites (fun, but a one-time event) 😯 Team building events (well-intentioned, but again, one-time event) 😯 Micromanaging (can work in tiny chunks; otherwise, unravels trust and productivity) 😥 "Trust fall" exercises (at best, an ice-breaker) Why don't these work? Because they ignore the simple math of trust: Trust = Time + Consistency Put another way, Trust comes from consistency over time. 3 proven ways to build trust through consistency: 1/ Make priorities crystal clear - and explain why when they need to change.   2/Create regular rhythms for updates that never, ever get skipped 3/Address issues immediately, even if solutions take time 🤺 Bonus method for max impact: celebrate wins (even small ones) every week. (You aren't being "tough" or having "high expectations" by ignoring this.) The research on the benefits of these practices is clear: teams with high trust show 106% more energy at work and consistently outperform their peers. The formula is simple, but it requires discipline to implement. What's powerful: These practices cost NOTHING but attention and commitment. Like and share so more people hear this. Then go out with your team and crush Q4.

This quote got me thinking. Early in my career, I struggled with how people showed up. I was often called too intense, I was often perceived as overwhelming, but the truth of it is I SHOWED UP! I was engaged, I was committed, and I wanted to make an impact. Not knowing why there was such a difference between how I showed up and others, I learned … that ONLY 31% of employees are enthusiastic and energized by their work? Imagine that almost 70% of the people in your team are there because they just have to 🫣 I honestly can't imagine that, which is why I implemented some solutions in my teams, most of it worked, some of it I’m still testing & trying … Here are some things I did: 👉 Trust & Empower: I involve my team in decision-making processes and push decisions to them when possible. This fosters a sense of ownership and responsibility. 👉 Celebrate Feedback: I create an environment where feedback is frequent and constructive. It encourages continuous learning and growth. 👉 Connect 'Why' to Vision: I share a compelling vision to motivate team members and clearly explain why their contributions matter. 👉 Offer Development: I signal my commitment to personal growth with training and development opportunities. It sparks motivation and increases loyalty. 👉 Recognize & Praise: I acknowledge achievements and make saying ‘thank you’ my default. A little recognition goes a long way to boost morale and motivation. 👉 Promote Diversity: I embrace diverse perspectives and backgrounds to enrich the work environment, prompt healthy debate, and drive innovation. 👉 Encourage Collaboration: I encourage teamwork on projects. This builds a sense of community and belonging while also accelerating learning 👉 Challenge Comfort Zones: I push and encourage team members to expand their skills and what they think is possible. It promotes growth and enthusiasm. 👉 Cultivate Inclusivity: I ensure all voices are heard. For example, I make sure extroverts don't steal the show and create the space needed for quieter team members to speak. Be the leader that serves, empowers and inspires. And all will go just fine 🙌 #EmployeeEngagement #TeamMotivation #WorkCulture

“We wanted a culture of accountability and results. We gave employees more flexibility and empowerment and, in return, got much higher engagement and higher performance.” Neiman Marcus Group CEO Geoffroy van Raemdonck Neiman Marcus Group had industry-leading retention in frontline employees, higher productivity and profit -- and made its investors very happy last year. The secret sauce? Allowing flexibility – including in the frontline – while holding people accountable for results. My newest for MIT Sloan Management Review is a deep-dive into NMG and the efforts led by CPO Eric Severson over the past few years, culminating in a highly successful sale to Saks at the end of year. Some quick highlights: 🔸 75% annual retention rate in store associates and 78% in operations (both of which often see 80% turnover!) 🔸 Higher productivity and quality metrics in stores and operations 🔸 High engagement, productivity and retention of headquarters staff – even through an acquisition. Eric learned at Gap the power of apply programs like ROWE – results-only work environments – versus traditional monitoring. “Some leaders instinctively believe that you had to reward people who put in the hours, even if some of them were poor performers in other aspects of their jobs. Those leaders ultimately admitted they passed employees along, as long as they showed up.” Eric described the work his team led at NMG as “freedom about when, where, and how you do your work.” and in return managers had “the right to hold you totally accountable for results.” They did away with the annual performance review and moved to quarterly reviews of progress against goals and professional development – and mutual goal setting for the next quarter. The bigger deal? They enabled flexibility in the frontline as well. Store associates had more control over locations and departments, and tooling to manage customer outreach and merchandising work from home some days, for example. 👉 LOTS more in the column, getting into what they did, how they used metrics and the outcomes they drove. Linked in comments! Flexibility in the frontline and for office-based employees combined with results-based management drives spectacular results. Thanks to Eric Severson, Geoff van Sonsbeeck, Leslie Brokaw and the whole MIT Sloan Management Review team! #Flexibility #Productivity #Engagement #Frontline #Hybrid #RemoteWork #RTO #ReturnToOffice

I used to think hustle was the key to high performance. Then I learned the real secret: REST is the most powerful RGA. Most sellers grind themselves into dust chasing performance. But I’ve coached 100s of top performers—and the highest earners don’t work more hours. They master their energy. Here’s how I worked 40 hours a week (never work nights or weekends) and still outperformed 99% of reps: Let’s flip the script on what it takes to be a top performer in sales. Everyone talks about RGAs—Revenue Generating Activities. But no one talks about the energy required to do RGAs well. If you want to prospect with intensity, sell with presence, and close big deals— You need rest. At a mastermind recently, someone called it the “Ultimate RGA”: Rest Generating Activities. Because without rest, RGAs fall apart. You’ll be foggy. Reactive. Distracted. You’ll confuse activity with impact. Here’s how I train reps to recharge intentionally—so they can win without burnout: 1. Plan 4 Vacations a Year I pre-block 4 weeks off annually. They’re non-negotiable. It doesn’t matter if it’s Hawaii or your local mountain trail— The key is knowing you are unavailable. Not half-working. Not checking Slack. Fully present. Fully off. 2. Track and Protect Your Sleep I use a WHOOP. You can use anything. But if you're not sleeping 7+ hours, consistently, you’re underperforming. You can’t bring intensity to your calls when you’re running on fumes. Sleep is a performance multiplier. 3. Calendar Block Your Breaks My calendar is blocked 12–1 PM every day. Lunch with my wife. A walk. Or just quiet. Three hours of deep work → 1 hour of recovery → back for the final sprint. Burnout doesn’t happen from work. It happens from nonstop work. 4. Ruthless Time Boundaries I stop work at 5 PM most days. No nights. No weekends. Ever. You don’t need 70 hours a week to crush quota. You need to stop saying yes to distractions and start owning your schedule. Parkinson’s Law is real: The less time you give yourself, the more efficient you become. 5. Say No to Busy Work I use the 12 Week Year system. Everything I do ties back to a goal. Internal meetings? Minimized. Slack and email? Batched and time-boxed. If it doesn’t move pipeline or drive impact, I don’t touch it. If you’re working 60+ hours and still missing quota... It’s not your work ethic that’s broken. It’s your calendar. Stop measuring your week by hours worked. Start measuring it by energy invested in what matters. You don’t need to grind harder. You need to recharge better. Work less. Sell more. Live fully.

The "war for talent" continues, but many companies are stuck using the same hiring and retention strategies they've relied on for decades. These methods might keep employees a bit longer, but they still leave. Why? Because it's not just about perks or compensation—it's about the experience. A recent, thought-provoking Harvard Business Review article by Ethan Bernstein, Michael Horn and Bob Moesta suggests that employees crave meaningful work, to feel valued, trusted, and have room to grow. After studying job switchers for 15 years, they identified four key reasons for why employees leave: 1. Get out: They're in a toxic environment or feel stuck in a role that doesn’t align with their strengths. 2. Regain control: They need more flexibility or predictability in their work-life balance. 3. Regain alignment: They’re seeking a job where their skills and talents are fully utilized and appreciated. 4. Take the next step: They’re ready for growth and new responsibilities after reaching a milestone. So what can leaders do to create the experiences people actually need? Here are three specific strategies the article suggests: (a) Interview people early: Don't wait until employees are leaving. Have regular, meaningful conversations about their career goals and motivations. (b) Develop “shadow” job descriptions: Go beyond vague or outdated job descriptions—focus on the real day-to-day tasks and experiences that make the role fulfilling. (c) Collaborate with HR: Work with HR to design roles that align both the organization's needs and the employee's personal growth goals. By addressing these deeper factors, companies can reduce costly turnover and build workplaces where people thrive and want to stay. How is your organization aligning employee experience with retention strategies? #leadership #talentdevelopment #employeeexperience #retention #growth #workplaceculture https://lnkd.in/dJzU2aTm

Leaders: create an environment where your team doesn't second guess themselves. Failure is okay. Difficult conversations need to happen. Worthwhile work is hard. But here's the thing: your team will fail to execute according to your standards when you've built a system around fear (whether intentional or not). And even worse, the standards they can achieve. Here's how I try (and fail at times) to build a culture of trust on the marketing team: Encourage Transparency: Make it safe for your team to share challenges, ask for help, and voice concerns. Have monthly or quarterly meetings with every team member, make it a safe space to share their concerns. Show Your Vulnerability: Lead by example, show your own vulnerability. Admit your mistakes, and model how to learn and move forward. Get Agreements: Fear often arises from uncertainty. Be clear about goals, priorities, and what success looks like. Share Before Ready: Encourage your team (and yourself) to share work-in-progress ideas, drafts, and projects. Waiting for "perfect" never works. Give Feedback With Empathy: Feedback should be constructive, not destructive. Focus on the behavior, not the person. Fear can stifle even the most hardworking and intelligent. It also blunts creativity, slows your team, and severely limits trust. It's your job to remove the barrier.

Resilience in teams is more important than ever. Lately, I’ve been hearing a lot about resilience—whether from my students in the classroom or clients in the field. Everyone’s asking the same thing: How do we keep our teams strong and adaptable when everything is changing so quickly? It reminds me of 2008, when I had to close one of my four restaurants during the economic downturn. It was a tough call, but keeping the other businesses running smoothly and focused was key to weathering the storm. That experience taught me the four pillars of team resilience, and they’ve been my go-to guide ever since. Here's how they can help you lead through turbulent times.👇 1️⃣ Adaptability Teams that iterate fast outperform rigid ones by up to 30% in volatile markets (McKinsey). • Run small experiments and treat “failures” as data. • Re-align goals whenever new info hits the table. 2️⃣ Supportive Relationships Psychological safety is rocket fuel for innovation. • Host regular “ask-me-anything” huddles so people know you’ve got their back. • Practice active listening—no multitasking. 3️⃣ Shared Purpose A common mission turns rough seas into rally cries. • Show each person how their role moves the needle. • Co-create goals; ownership beats compliance. 4️⃣ Continuous Learning Growth-mindset teams absorb shocks and come out stronger. • Budget time and money for upskilling. • Make feedback loops routine—peer shadowing, micro-lessons, post-mortems. Your turn: ➡️ Which pillar is your team already nailing, and which needs a boost? Drop one action you’ll take this week to fortify the weaker pillar. Want the full playbook (with real-world cases and examples)? Grab my Coursera course with Starweaver “Building Resilient Teams” here ➡️ https://lnkd.in/gisNVxRK Let’s build teams that don’t just survive storms—they harness them. #LIPostingDayApril #Leadership #TeamResilience #ContinuousLearning

Here are the 5 things you need to do to incentivize and empower your team (and giving them more money is not one of them): I used to think that money was the answer to every motivation problem, but if this were the case, anyone earning six figures would never quit. Here's how you actually empower and incentivize your team: 1. Provide value to them Treat each member like a client. Your job is to give them more of what they want and less of what they don't want. Some members are there to learn, some are there because they want to be in a fast-paced environment. Find out what they want and see how you can be of service to them just as much as they want to be of service to you. 2. Make them ask for help Your team shouldn't just be there to help you; they should be there to help each other as well. But you need to encourage your team to seek help and ask questions. 3. Teach them to help others Create a community that thinks with a mindset of abundance. Give free value anytime and anywhere they can. When someone knows how to help and receives help, they become invaluable. This builds a reputation and culture that money can't buy. 4. Give them your time You have to invest in your team just as much as they invest in you. Make your calendar available, schedule time with each member, and give them an opportunity to learn and share with you. 5. Encourage them to live in their truth Your team needs to be a reflection of who you are as a founder. If you want to attract A-players, you need to be one yourself. As you build your team, your job is to play matchmaker; you can't force your members to be something they're not, or something that doesn't reflect the company culture.

When I first became a store manager, I had a district manager who made me feel like a number on a spreadsheet. I remember staying hours after close cleaning up a staffing mess just to get a message saying, “You need to figure it out.” No support. No coaching. Just pressure. Then years later, I met the kind of district manager I wanted to become. She visited my store, rolled up her sleeves, and helped me navigate a tough season. She looked me in the eyes and said, “I see how hard you’re trying. You’re not alone.” That moment changed everything. It didn’t just motivate me it made me want to give more, be better, and lead harder. Now that I’ve had the privilege to lead multiple stores as a district manager myself, here are my top 3 ways to truly motivate your store managers and their teams: 1. Recognize the human behind the numbers Your SMs are people first. They carry pressure from every direction. When you make space for their challenges and recognize their wins, you unlock a level of loyalty and fire you can’t fake. 2. Show up and show out Don’t just do “visits.” Be present. Help stock a shelf. Run a meeting with energy. Your stores don’t need a clipboard they need a leader who models what excellence looks like. 3. Invest in their growth like it’s your own Your legacy won’t be built on your own achievements. It’ll be built on how many leaders you helped build. Create development plans. Share your knowledge. Push them in the direction of their goals, not just your deadlines. Leadership isn’t about being over someone it’s about standing beside them, especially when things get hard. That’s what creates real motivation. That’s how you build store managers who don’t just meet goals they beat them. If you want more tips or real examples of how I’ve motivated teams and turned stores around through people-first leadership, connect with me and send a message. I’m happy to share what’s worked for me, no strings attached and no charge. Just people helping people grow. Randi Rodriguez