How to Motivate a Remote Team

Learn to leverage new technologies and tools to keep your team motivated and engaged remotely with Ellen Stafford of Vidyard.

 

Ellen Stafford
(Director of Business Development, Vidyard)

 

Vidyard
– All-in-one video platform for business
– Screen recording, video hosting and
  management, integrations into business
  tools, enterprise-level features 

 

Motivation
– The “why” behind what we do
– Further reading: Drive: The Surprising Truth
  About What Motivates Us
by Daniel H. Pink

Types of Motivation
1. Extrinsic
  – Doing something to produce an outcome
    such as receiving a reward (carrot) or avoid
    a punishment (stick)
  – If, then incentives
  – Can be useful in certain scenarios for
    SDRs (commissions, performance
    improvement plans, etc.)
  – When used alone, often only motivates
    short term behaviors and short term results
2.  Intrinsic
  – Inner drive that encourages someone to
    perform an activity
  – From Daniel Pink, 3 types:
      a.) Autonomy – is trusted by their leader,
      feels like they take ownership of their
      task and their outcomes
      b.) Mastery – is challenged by what they
      are doing and feels like they are
      constantly learning and getting better
      – somewhere between boredom and
      anxiety, challenged in a healthy way
      c.) Purpose – understand the impact they
      are making for the team, for the company,
      and for themselves
      – better, more lasting results 

 


Engaging Your Remote Team
– Benefits to being part of a team
  – SDR Grind – we’re in this together
  – Gaining energy from others
  – Learning from each other
– The shift to remote survey asked teams what
  they missed the most and what used to give
  them the most energy: missing their
  teammates and team dynamics
– Solution to recreate this remotely 

 

Building the Right Team
– Starts with hiring the right people for your
  remote team
– Hire for soft skills vs. what can be taught
– Experience is a plus
– Ask interview questions around:
      – Drive
      – Ability to take ownership
      – Genuine curiosity & Love for Learning
      – Trustworthiness
      – Creativity
      – Self-awareness 

 

Your Remote Team Culture
– Build a culture of accountability
  – Set clear expectations
  – Allow flexibility in how they get there
– Demonstrate trust
  – Avoid micromanagement!
  – Something seems off? Assume the best
    intentions and seek to understand
  – Feeling like a team member doesn’t trust
    you is very demotivating
– Exemplify work/life balance – try not to
  reach out off hours unless extremely critical
– Give them ownership: promote
  collaboration & solicit frequent feedback on
  what’s working and what isn’t, stop-start-
  continues, surveys
  – make sure they have a voice in defining the
  workplace culture 

 

Team Communication
– Over-communicate with your team
– You can’t that things are learned organically in a
  remote team
– Build an effective team communications
  plan that doesn’t rely on virtual meetings only
  – Asynchronous updates: Executive updates,
    campaign reviews, process changes
  – Virtual team meetings: Q&A’s from updates,
    enablement, guest speakers, hot topics, results
– Encourage frequent cross-functional
  communication

 

The Fun Stuff
Creative ways to have fun and build relationships remotely
– Team events, not just Zoom happy hours
– Celebrating wins, Gong channel, Slack giphy
– Inside jokes

Investing in Your Team

Team Enablement
– Continuously develop your team’s skill set
  through remote team training
  – Mix of virtual and self-guided trainings
  – Leverage internal and external facilitator,
    SDR and non-SDR topics
– Build enablement content to encourage
  resourcefulness
– Promote personal development outside of
  company, working to connect internal people
  with those outside the company as in
  mentorships, etc.
– Frequently investing in your own development
  – Network for you and your team 

 

Programs for Your Team
– Build programs that will motivate SDRs and
  BDRs to own their personal professional
  development
– Micro-promotion program
  – Always working towards a goal
  – Define tasks and certification to progress in
    role, moving from SDR1/BDR1 to Senior
    SDR/Senior BDR by completing specific
    on/off dashboard tasks
  – Progression is 100% owned by the rep 

 

Tech Stack & Process
– Invest in the right tech stack
  – Tools to do their job effectively and to work
    autonomously
  – Let them participate; free to paid
– Implement clear process (the how)
  – Get feedback  on gaps to build efficiencies and
    reduce frustrations
  – Set expectations but promote creativity: what
    they must follow vs. what they can be flexible
    with
– Invest in tools to help you develop and work
  effectively with your remote team
  – Chorus/Gong, Slack, Vidyard

Motivating Your Individual Reps 

 

Invest in Your Relationships
– Invest the time to build a trusting, personal
  relationship with your team members, make sure
  the trust goes both ways
  – Backgrounds, learning styles, goals, pet peeves
  – Do a discovery, get beyond the surface and
    uncover their true motivators, ask the tough
    questions to get to those answers
– Leverage this knowledge to effectively tap into
  their intrinsic motivation
– Further reading: Radical Candor: Be a Kickass Boss Without Losing Your Humanity by Kim Malone Scott

 

One-on-One Coaching and Development
– Schedule and keep regular weekly one-on-ones
  to develop them personally
– Never just check in, have a plan, share impact
  and results
– Shared agenda ownership
– Give and get feedback regularly
– Always be coaching: team-based theme,
  competitive vs. individualized,
  micro-promotions, etc. 

 

Praise and Incentives
– Recognition
  – Tie to purpose and impact
  – Public praise, encourage peer-to-peer praise,
    kudos folder  
– Rewards and spiffs
  – If used effectively, can drive results, short-term
    impact
  – Get creative, have fun, get team input
  – Tie back to intrinsic, personal goals

Motivating Your Managers
Leverage many of the same tips:
Autonomy ownership of their own team and
  the results they drive. Trust them, guide them,
  and hold them accountable.
  – Don’t go to the rep directly and try to leverage
  your manager as much as you can.
Mastery – challenge them by giving them
  opportunities to develop new skills (i.e., project
  leads)
Purpose – ensure it is clear to your manager the
  impact they’re making on their direct team,
  department, and the company


Stop-Start-Continues can help a lot

More Appointments. More Pipeline. More Sales.