This cynical "can't be done" criticism is a short step away from employee disengagement (failing employees will start to question their skills - and morale will sink) and the inevitable departure of key sales talent for greener pastures.
Why does this happen?
Everyone complains about money, so it always seems easier to moan and snipe than to implement real change by improving the way many companies establish their sales quotas. How do they get it wrong?
Territory or geographic distinctions become blurred, to the detriment of motivating the sales force.
When your quota setting process relates more to an arithmetic exercise or an illusionary "concept" figure, even generous incentive schemes won't attract or retain talent, because seasoned sales professionals know the odds for success have been stacked against them.
Unrealistic targets can destroy morale, initiative and employee engagement like rain at a picnic - and how do you recoup from a discouraged workforce? Trust is hard to build, but easily broken.
When a workforce feels that they cannot be successful they tend to give up the effort. They may even give you up as their employer.
Snap your fingers and fix this.
Why is changing the quota setting process so difficult that management is reluctant to even try?
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