{"id":1563,"date":"2018-08-15T07:00:04","date_gmt":"2018-08-15T11:00:04","guid":{"rendered":"https:\/\/www.peaksalesrecruiting.comblog\/sales-reps-quit\/"},"modified":"2025-08-11T21:54:22","modified_gmt":"2025-08-12T01:54:22","slug":"sales-reps-quit","status":"publish","type":"post","link":"https:\/\/www.peaksalesrecruiting.com\/blog\/sales-reps-quit\/","title":{"rendered":"21 Ways to Make Your Top Sellers Quit"},"content":{"rendered":"
\n

\n<\/picture>\n\n

\"run\n<\/picture><\/p>\n

Keep your churn rates high and your employee satisfaction rates low. <\/span><\/p>\n

Why put in the effort to keep your top reps happy when you could alienate and push them to work for the competition? Why work to maintain a healthy sales force when you could sabotage them at every turn?<\/span><\/p>\n

If you\u2019ve run out of ways to push your top sellers out the door, here are 21\u00a0tongue-in-cheek ways to make sure they bolt:<\/span><\/p>\n

1. Cap commission.<\/h3>\n

High-performing sales organizations\u00a0<\/span>consistently attract and retain top sales talent<\/span>\u00a0by <\/span>rewarding them with compensation packages that beat market.\u00a0One way they do that is\u00a0uncap earnings.\u00a0In fact,\u00a079%<\/a> of sales managers with no compensation cap meet and exceed quota.<\/span><\/p>\n\n<\/picture>\n\n

\"sale\n<\/picture><\/p>\n<\/div>\n

Commission caps are the easiest and fastest way to cripple<\/a> a sales force. It\u00a0removes the incentive<\/a>\u00a0for reps to stay motivated and keep selling once they\u2019ve\u00a0<\/span>reached quota.<\/span><\/p>\n

Steve Richard, CRO of ExecVision, met with a sales rep when the subject of compensation <\/a>arose:<\/span><\/p>\n\n<\/picture>\n\n

\"steve\n<\/picture><\/p>\n

\u201cWe were talking about the comp plan and he mentioned that their pay stub showed a \u2018commission deduction line.\u2019 It shows the amount of commission earned and\u00a0<\/span>then a\u00a0<\/span>deduction\u00a0<\/span>for earning above the\u00a0<\/span>limit for the pay period. <\/span><\/p>\n

Let me repeat this: this company actually shows reps how they are being screwed (ahem,\u00a0<\/span>sorry, \u2018capped\u2019) as a line item on their pay stub. I can\u2019t imagine anything more demotivating. \u201d<\/p>\n

Rarely is there an economic downside for a company to pay large commissions if the sales compens<\/span>ation plan is structured to be profitable at any level. Companies sell more<\/a>\u00a0when they eliminate barriers that hinder salespeople\u2019s incentives.<\/span><\/p>\n

2. Frequent changes to the compensation plan.<\/span><\/h3>\n

Changing the rules<\/a> of the game\u00a0is the fastest way to frustrate players.<\/p>\n

Over the next two years,\u00a060%<\/a> of companies will make a change\u00a0to their compensation plans. This is particularly frustrating<\/a> for reps when it occurs in the middle of a sales cycle. Finding out that their maturing leads and opportunities will result in lower payout than expected demoralizes a team.<\/p>\n

If an adjustment is necessary, provide ample notice<\/a> and communicate the ways that it benefits both the rep and the business.<\/p>\n

3. Refuse to compensate reps on certain types of sales.<\/span><\/h3>\n\n<\/picture>\n\n

\"rep\n<\/picture><\/p>\n

If a rep makes a sale that generates desirable profit for the company, compensate them.<\/span><\/p>\n

Paying commissions only on the sales of certain products and not others, despite both types of sales generating profit for the company pushes your best people out the door.\u00a0<\/span><\/p>\n

The best sales organizations pay the highest commissions for the sales that generate the highest profits, regardless of type of sale or type of product.<\/span><\/p>\n

Rewarding a rep for every sale that benefits the business aligns them with your corporate purpose.<\/span><\/p>\n

4. Require reps to book the cheapest travel arrangements.<\/span><\/h3>\n

Time is your salespeople\u2019s most valuable and scarce resource.\u00a0<\/span>Cheap travel arrangements can take a long time to find, which not only chips away from important selling time, and but leaves reps in poor selling condition.\u00a0<\/span><\/p>\n

Every dollar strategically invested in business travel correlates with an increase in\u00a0<\/span>$20<\/a> of additional gross profit<\/span>, according to an analysis of 900 public companies over an 11-year period.\u00a0<\/span>When reps aren\u2019t focused on saving money when they travel, they can focus on making money when they arrive.<\/span><\/p>\n

5. Penalize the sales team for poor post-sales delivery.<\/span><\/h3>\n

Penalizing the team for post-sales delivery is a distraction from\u00a0making sales<\/a>.\u00a0<\/span>The best companies keep reps focused on delivering sales results by rewarding consistently excellent performance.<\/p>\n\n<\/picture>\n\n

\"strong\n<\/picture><\/p>\n

Not all reps have the same post-delivery style:<\/span>\u00a036%<\/a> of salespeople report that they feel personally responsible and dedicated to a customer\u2019s success and\u00a026%<\/a> report cordial but less personal relationships,\u00a0citing busyness on both ends. Only 22%<\/a> take a hands-off approach.<\/p>\n

Salespeople have\u00a0<\/span>varying approaches<\/span>\u00a0to post-sales relationships with clients.<\/span>\u00a0As long as reps are making sales and maintaining healthy post-delivery relationships, however involved, the desired result is achieved.<\/p>\n

6. Fail to provide innovative product and service offerings.<\/span><\/h3>\n

Excellent<\/span>\u00a0reps need to sell excellent solutions. They are not satisfied selling \u2018me too\u2019 offerings.<\/span>\u00a0Top performing sales organizations need to provide products that solve big problems<\/span> for customers.\u00a0<\/span>Otherwise, they risk losing their reps to competitors who develop\u00a0<\/span>truly innovative products<\/a><\/span>.\u00a0<\/span><\/p>\n

7. Keep poor performers on board.<\/span><\/h3>\n

If hiring strong salespeople sounds expensive, speak to any business leader who has ever built a team of\u00a0<\/span>mediocre salespeople<\/a><\/span>. Underperforming sales reps drain financial resources, strain managerial resources, and damage brand reputation in the marketplace. It can be tempting to fill an open seat quickly.\u00a0<\/span>Resist the urge<\/span>.<\/span><\/p>\n

Take charge of your company\u2019s future and don\u2019t tolerate consistently missed quotas. Fire poor performers quickly.<\/p>\n

\n<\/picture>\n\n

\"\"\n<\/picture>\n<\/span><\/p>\n

In fact,\u00a0<\/span>high-performing sales organizations are quicker to terminate<\/span>\u00a0\u2014 18% of them fire mediocre reps after just one quarter, compared to 5% of under-performing organizations. Within the span of a year,\u00a0<\/span>78%<\/a> of high-performing sales<\/span>\u00a0organizations will fire under-performers. That number drops to 52% for under-performing sales organizations.<\/span><\/p>\n

If someone is not a good fit, give them the opportunity<\/a> to find somewhere where they will thrive. Don\u2019t needlessly cause your team to suffer.<\/span><\/p>\n

8. Refuse to leave your office.<\/span><\/h3>\n

Managers can\u2019t lead from an ivory tower. Successful managers are\u00a0fully engaged<\/a> with customers to discover their needs and are<\/span>\u00a0connected with their team.\u00a0Reps need to see managers on the sales floor with them, modeling the right\u00a0behaviors and attitudes<\/a>. This removes the opportunity for reps to harness resentment.\u00a0<\/span><\/p>\n

There\u2019s nothing more frustrating than taking direction from a leader who is out of touch with the realities of the team. The best sales leaders leave the office and invest time developing relationships with customers and employees because it builds trust<\/a>.<\/p>\n

9. Prioritize non-selling activities.<\/span><\/h3>\n

If the consequences for not updating the CRM are heavier than they are for underperforming, your leadership priorities are mixed up. Refocus on the basics of sales<\/a>. Don\u2019t weigh down your reps with paperwork.
\n<\/span><\/p>\n

Mike Weinberg, best-selling author, writes in\u00a0<\/span>New Sales Simplified<\/a><\/span>:\u00a0\n<\/picture>\n\n

\"mike\n<\/picture>\n<\/span><\/p>\n

\n

\u201cThere are too many salespeople who are more proficient at entering tasks into Salesforce.com than they are at executing the basics, like telephoning a prospect to secure a meeting. Unfortunately, much of the blame rests with sales managers who are more concerned that their people keep the CRM system updated than they are with whether they can effectively sell.\u201d<\/span><\/p>\n<\/blockquote>\n

Focus is critical for your reps to achieve results. Transfer activities like updating CRMs, pulling reports, and creating sales enablement materials to sales support<\/a>. Your sales reps are best qualified to be generating profit<\/a>, not doing paperwork.<\/span><\/p>\n

10. Take credit for your rep\u2019s success.<\/h3>\n

Taking credit for a rep\u2019s work is one of the fastest ways a sales leader can frustrate their team. Sales managers succeed when they lead their team to victory<\/a>, using wins as opportunity to reinforce excellent selling behaviors and activities<\/a>.<\/span><\/p>\n\n<\/picture>\n\n

\"give\n<\/picture><\/p>\n

Top sales people are\u00a0motivated<\/a>\u00a0by recognition. Celebrate their work and highlight their\u00a0accomplishments<\/a>\u00a0at all-hands meetings, smaller team calls, and in front of company executives.<\/p>\n

11. Step in to take over accounts reps have worked hard to acquire and develop.<\/span><\/h3>\n

Allow your reps to be responsible<\/a> for their own work.<\/span>\u00a0Chuck Blakeman<\/a><\/span>, business advisor and founder, writes:<\/span><\/p>\n

\n

\n<\/picture>\n\n

\"chuck\n<\/picture>\n\u201cOwnership is the most powerful motivator in business\u00a0and the ability to make decisions is at the core of ownership. Stop solving and deciding for others[\u2026] You, your company, and everyone who works there will all be better off if you do.\u201d<\/p>\n<\/blockquote>\n

Reps who maintain ownership of a prospect from nurture stage onward stay motivated to close them.<\/span><\/p>\n

If a manager steps in to take over a rep\u2019s account, however, that ownership is disrupted<\/a>. This gradually erodes the rep\u2019s confidence and threatens to weaken their ability to sell longterm.<\/span><\/p>\n

Managers should leave the selling to their reps. Companies with a well-developed sales process are able to trust their\u00a0reps to be accountable<\/a>. Managers can use weekly one-on-one time to stay updated on the status of projects, only getting involved when appropriate. The best sales talent will not stay at a company to be hand-held.<\/span><\/p>\n

12. Focus on hours instead of results.<\/span><\/h3>\n\n<\/picture>\n\n

\"activity\n<\/picture><\/p>\n

Results<\/a>\u00a0are what matter. Excellent reps thrive in an environment their performance is evaluated based on measurable business objectives<\/a>. <\/span>It can feel frustratingly irrelevant when a sales leader places too much attention on a rep\u2019s hours, busywork, and physical time spent \u201cin the seat.\u201d\u00a0<\/span><\/p>\n

\u00a0<\/span>Micromanaging your team removes their\u00a0drive<\/a>\u00a0to perform. To keep top sales talent, set clear expectations<\/a> for success and keep performance measurements focused on those results.<\/p>\n

\n

13. Undervalue corporate culture.\u00a0<\/span><\/h3>\n\n<\/picture>\n\n

\"corporate\n<\/picture><\/p>\n

The pressure sales reps face can be disheartening at times. A healthy corporate culture<\/a> reduces pressure, and instead recycles and plays to rep\u2019s competitive intrinsic motivators. When reps amicably compete against one another, they are\u00a0motivated<\/a>\u00a0to sell more and close bigger deals.<\/span><\/p>\n

Top performing sales organizations know that they are\u00a0built<\/a>\u00a0on corporate culture.\u00a0<\/span>They handle\u00a0challenges with integrity and treat them as an\u00a0opportunity<\/a>\u00a0to grow.\u00a0<\/span>This breeds\u00a0<\/span>transparent\u00a0leadership<\/a>\u00a0and allows reps to have a realistic view of their organisation, promoting an all-around strong sales culture that top reps are happy to be a part of.\u00a0<\/span><\/p>\n

14. Focus on the negative.<\/span><\/h3>\n

Rejections rack up on a daily basis in sales. But a team\u2019s success depends on its ability to soldier forward in the face of this reality. Sales leaders<\/span>\u00a0need to consistently\u00a0encourage<\/a>\u00a0their reps<\/span>\u00a0by acknowledging and celebrating progress.\n<\/picture>\n\n

\"zig\n<\/picture>\n<\/span><\/p>\n

The key is in the small wins.\u00a0<\/span>Every victory has a strong positive effect<\/a><\/span>\u00a0on a worker\u2019s motivation and their ability to tackle difficult work challenges. Sales leaders must celebrate their small successes to keep the team motivated.\u00a0Zig Ziglar<\/a> said, <\/span><\/p>\n

\n

\u201c<\/span>People often say that motivation doesn\u2019t last. Well, neither does bathing\u2014that\u2019s why we recommend it daily.\u201d<\/p>\n<\/blockquote>\n

So\u00a0<\/span>be the cheerleader that distracts them from their daily rejections and help keep the office a positive place to be.\u00a0Track daily and weekly wins<\/a>. Keep a pulse on small positive metrics like leading indicators. Publicly acknowledge progress and remind your team of its overarching mission on a regular basis to stave off the negativity that will send top reps running for the hills.<\/span><\/p>\n

15. Avoid coaching opportunities.<\/span><\/h3>\n

Not only does coaching benefit the company\u2019s revenue, it is a retention tool that is directly linked to job satisfaction<\/a>.\u00a0<\/span><\/p>\n

A survey of over 2,000 sales professionals found that reps who received more coaching than others were\u00a0<\/span>twice as likely<\/a>\u00a0<\/span>to recommend their role at their company to a friend.\u00a0<\/span>In other words, they were \u201cpromoters,\u201d using the standard satisfaction measure of NPS (Net Promoter Score).<\/span><\/p>\n

An important note is that there is a disconnect between how much coaching a rep feels they receive and what a manager thinks they provide. Managers survey reported that they provide an average of 3.9<\/a> coaching hours per rep per months, while reps reported receiving 2.2 hours<\/a>. That\u2019s a 40% discrepancy.<\/span><\/p>\n\n<\/picture>\n\n

\"sale\n<\/picture><\/p>\n

Bear this in mind as you coach your reps.<\/span><\/p>\n

Excellent sellers want to grow and improve and therefore, need leaders\u00a0to build into<\/a> them. Managers must provide this support to their teams if they want to keep their top sales talent.<\/span><\/p>\n

16. Fail to invest in marketing and brand building programs.<\/span><\/h3>\n

Billions of dollars<\/a> are spent on B2B brand equity<\/span>. Problematically, despite the immense budget, it found that managers are not focusing enough effort internally on active brand building. <\/span><\/p>\n

That is an expensive mistake. Top reps want to work for companies who are mindful of their brand<\/a>\u00a0positioning and manage their reputations well.\u00a0<\/span>Corporate branding is responsible for 7% of stock performance and the best forty brands outperform stock index MSCI world index\u00a0<\/span>by 73%<\/span>.\u00a0<\/span><\/p>\n

There are two primary ways to invest in brand. They are internal branding and brand recognition. Internal branding sells your brand to your employees so that they will become promoters to their networks. Market your brand to your employees internally by having:<\/span><\/p>\n