VP of Sales Carles Reina sets a sales quota of 20 times a rep's base salary (e.g., $2M quota for $100k base), far above the 6-10x industry standard. Reps who don't hit their quota are let go, creating a high-performance culture where over 80% succeed.

Quotas shouldn't be used as a false comfort to cover a revenue target. Instead, they should philosophically reflect the work's difficulty. Harder, strategic sales motions—like Figma's—deserve more achievable quotas (e.g., 3-4x OTE) to reward and retain top talent capable of that complex work.

Don't hold elite performers to the same activity metrics as the rest of the team. Instead, grant them autonomy while explicitly stating they are not exempt from being a team player. This builds trust and respect, allowing them to focus on results without undermining team morale.

Counterintuitively, one company is not raising sales quotas despite AI-driven efficiencies. The strategy is to use the newfound bandwidth to help average performers reach top-performer levels, lifting the entire team's baseline and fostering intrinsic motivation rather than just raising the bar.

The most effective way for a salesperson to challenge a perceived unfair quota is not through complaints, but through data. By presenting an analysis of their own average deal size, sales cycle length, and win rates, they can build a logical case for what is achievable and force a more constructive conversation with leadership.

Sales leaders wrongly assume compensation is the universal motivator. However, assessment data shows money is the primary driver for only about 55% of salespeople. To create effective incentives, leaders must uncover individual motives, which may include free time, recognition, or charitable giving.

To unlock powerful intrinsic motivation, leaders should connect sales activities to reps' personal ambitions, like saving for a child's college. This personal "why" creates a deep-seated resilience that corporate targets alone cannot provide.

Viewing quota as a lagging indicator, Figma's CRO warns that managing to the number creates "lazy leadership." Performance management should instead center on a detailed framework of inputs: behaviors (e.g., collaboration) and competencies (e.g., discovery skills), giving a real-time view of a rep's effectiveness.

Sales reps often feel overwhelmed by their large annual number. The key is to break it down, subtract predictable existing business, and focus solely on the smaller, incremental revenue needed. This makes the goal feel achievable and maintains motivation.