You might wonder why a successful company would choose to meet with technicians every morning when these technicians could be out earning valuable service revenue for the company?  "Because setting and achieving goals will far surpass what they can produce in service revenue," according to Barrett. "That, along with a competitive atmosphere, provides a lot of motivation."  Barrett adds, "And when you have the opportunity first thing in the morning to make everybody feel good about themselves, about their professionalism, and about their company, and confident because they are the best trained, then that positive feeling can't help but get communicated to customers."

 
"It's like most team sports," says Brett Larsen, Dynamic Manager of Sales & Training, "the coach takes a few minutes to go over the plan, making sure the team is engaged and has the right attitude, and then the team goes out and executes the plan." 

The second key element is having a system for measuring performance.  Usually, this is in the form of a large white board in a visible location such as the training room (another common denominator). After the sales numbers are tabulated, the numbers are updated. These metrics track all the things that make the company profitable, such as high margin IAQ products, or service contracts that help ensure repeat business. Other important measurements include the number of sales leads turned in by technicians, service/repair revenue, IAQ product sales and accessory sales such as programmable thermostats and CO alarms. 

"We usually refer to sales commissions as 'installation bonuses'," says Larsen, "because many technicians feel awkward about earning commissions. They're in the business to fix things and solve people's problems, not to sell things." Adds Larsen, "and Dynamic IAQ training helps them to understand that, for example, when you have a client with allergies, and you take a moment to educate them about air cleaners, you ARE solving their problem."

The third key element is to make it fun as well as lucrative for everybody. "Everybody sets goals for themselves, and then we measure performance against their goals." Says Barrett, "It's not done in the spirit of 'here's your number, do this, or else', but rather everyone is encouraged to set a goal they want to attain, and then they end up wanting to see how close they are to reaching it. It has to be fun or it won't achieve the right results." This often means ongoing contests and games, sometimes between individuals, sometimes between teams, and sometimes the entire center competing with another location.