Member Since: 15th Apr 2008
Jo Ayoubi is CEO and co-founder of Track Surveys.
At Track, Jo has advised on, and led the development of 360 and other online assessments for leading organisations including John Lewis Partnership, Waitrose, Baker & McKenzie, Nuffield Health, Fujitsu and Saudi Telecom.
She has also facilitated partnership programmes with people development companies including Cambridge-based Moller Professional Services Group.
Jo is also a qualified British Psychological Society Test User for Occupational Ability tests and Personality testing (OBPI).
Jo is the author of The Consultants’ Guide to Success with 360 Degree Feedback, and holds Bachelors (first class) and Masters degrees in French, Arabic & Politics.
Jo writes and blogs regularly on the topic of 360 Degree Feedback in performance and learning. Her recent papers include ‘Making Your 360 Degree Feedback more effective in delivering successful behavioural change’, and ‘Which Online 360? A 10-step checklist for choosing an online 360 Degree Feedback system’, published in association with Training Zone UK. Outside Track, Jo makes time to mentor students at Woodhouse College in London.
Prior to setting up Track Surveys, Jo was a learning and development director for the Corporate Finance business at Ernst & Young in London, where she was responsible for the training and development of over a thousand corporate finance professionals. Projects included learning management systems and online learning evaluations.
Track Surveys owns and operates the Track 360 online platform for bespoke 360 and other assessments.
CEO Track Surveys
My discussion replies
14th Sep 2009
That would be my first question! Are there any clues from groups discussions, employee surveys, feedback, line managers, key people in the groups (both formal and informal) as to why the sales force are so demotivated? After all, sales people are the people who are supposed to be the most self-motivating and positive of all employee groups!
People tend to be demotivated when they feel that the organisation is not listening to them and not responding to their needs. Honesty and clarity of message (whatever that message is) from the company will be really appreciated and will help people to understand what's really happening and therefore to begin deciding how they will deal with the reality, individually, which is where the only real motivation can come from. I don't believe you can train for motivation, only create an environment where people can motivate themselves.
Only after you have done that can then you focus on training for techniques and team-building.