How do you retain your highest performing sellers? What are you doing to limit turnover?

1.1k views3 Upvotes5 Comments

Director of Sales in Software, 51 - 200 employees
Public Praise/Recognition, Independence(with limits of course), and the money doesn't hurt. We have a generous comp structure that really rewards the successful.
2 Replies
Community User in Services (non-Government), 1,001 - 5,000 employees

Thanks Dustin. I'm interested in your thoughts about providing independence. Do you let them select their own accounts/territories? How do you go about this? 

Director of Sales in Software, 51 - 200 employees

Yes something like that. Nothing that violates the larger landscape of accounts but I will also funnel a few more inbound leads in their direction, when those are available. It's good for the business(concentration of leads on your best sales folks) but also helps them feel taken care of. Win win. It can also reinforce a culture where people want to perform because they see this.

CSO in IT Services, 11 - 50 employees
I think there are multiple things to consider:

1. What is the company turn over? No one will be willing to risk for a company that has a lot of turn over.

2. What are the goals of the company and how would I play a role?

3. What type of management and reporting is in place? Micro management?

4. What is the true potential achievable financial gain?
CEO in Software, Self-employed
Having been in sales, the one big issue which makes great salespeople reconsider are changes in territories or compensation plans which have inflated and unrealistic quotas. We address that in our company with a team based sales concept ("pods") and it has worked great. In a nutshell, the idea is not to cut territories as we expand but instead add people into the territory and compensate them all when any of them makes a sale. Our best sales people have been with us since a very time, there is little turnover. 
Another nice side effect is that those pods are more resilient and self manage well. The only downside is less directly measurable data about how individuals perform. That is a small issue, the managers know their people well and there are still enough data points.

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