How Can Raman Motivate a Loyal, Older Employee to Boost Sales Like Younger Peers?

The Loyal Employee

Raman is the Sales Manager of a reputed corporation. He has 25 employees in his department, and all are paid commission for their sales in their territories. For the past three years, the market for the company’s goods has been steadily growing, and the majority of Raman’s staff have met this growth with increased sales. However, one employee in particular, Gopal, has not kept up with the pace.

Gopal has been with this corporation for over 20 years and is now 56 years old. He is a friendly man and is liked by all his peers and those to whom he sells the company’s products on a regular basis. The company has always considered Gopal dependable and loyal. Through the years, he has been counted as an asset to the company, but at the age of 56, he has entered a phase of semi-retirement.

Gopal’s sales have not increased as others have, and he does not have the determination to achieve a significant increase in sales. Raman wishes to change this situation. He wants to motivate Gopal to increase his sales to match those of his younger peers. To do this, Gopal must begin to do more than just put in his time, but Raman is not sure how to go about trying to motivate him. Unlike the majority of new employees, Gopal is an older man who, within a few years, will reach the age of retirement.

If you were Raman, the Sales Manager, what would you do?

It's a widely believed fact that in any department or organization, only about 15 to 25% of employees actually deliver, while the rest of the staff enjoy at the cost of the other deliverable staff. In your case, the majority of the staff is performing well, except for Mr. Gopal. So, the situation in your corporation is unusually high and healthy.

Moreover, Gopal possesses other strengths, such as loyalty and experience, along with a long association with the organization. The company can rely on him at all times in case of any pitfalls. Experience is considered quite valuable in difficult situations, and in times of real distress, one suggestion from him, based on his extensive experience, could turn the tables and bring the company back on track.

Additionally, aging is a natural process that everyone must go through, and Gopal's 56 years of age should not be seen as a hindrance. Just take a moment to put ourselves in Gopal's shoes. A person who has dedicated his golden years to the company and is now approaching a stage where he may have more personal and social responsibilities to fulfill, in addition to preparing for his post-retirement life, yet the company is viewing the situation differently.

Allow me to illustrate the situation with a practical example. Once, I had to withdraw cash from the bank, and the teller was taking more time than expected. Frustrated by his slow pace, I approached the bank manager and recounted the entire incident. His response was quite startling and thought-provoking. The branch manager, in a firm tone, mentioned that your company probably has several similar staff members who are inefficient and low performers; would you dismiss them?

Finally, the company has retained Gopal for the past 20 years, and he has stood by the company through thick and thin. Therefore, there are likely numerous reasons for the company to continue with Gopal for such an extended period. Merely transitioning him into semi-retirement after two decades of dedicated service does not appear to be a valid reason to think otherwise.

In Gopal's case, his priorities may have changed somewhat compared to before. It is essential to understand his situation and leverage his strengths rather than solely focusing on his few weaknesses. He remains an asset to the company due to his long-standing association.