To ensure sales reps close high-quality deals, link their compensation to a leading indicator of retention (LIR). Pay a portion of the commission upon signing and the remainder when the customer hits a predefined usage milestone, aligning incentives with long-term value.

Underperforming sales reps are not failures; they often lack proper coaching or strategic frameworks. Investing in their development can transform these reps from liabilities into consistent performers, saving the high costs associated with turnover and re-hiring.

Because managers don't trust CRM data, they spend their time chasing reps with active deals to secure the forecast. This focus on closing existing business means ramping reps are neglected, which is a primary driver for ramp times increasing from five to nine months and high attrition.

To maintain momentum and ensure rapid onboarding, ElevenLabs sets the expectation for new sales hires to sign their first contract—regardless of size—within their first two weeks. This forces them to learn the product quickly, get on calls immediately, and demonstrate a bias for action from day one.

For reps with long sales cycles, a formal graduation event at the end of their ramp provides a crucial dopamine hit and validates their progress before they close a deal. Making it a big deal—with praise and a certificate—boosts morale and reduces turnover.

To combat early discouragement in sales, create leaderboards and rewards for leading indicators like 'most doors knocked' or 'most calls made.' You can even award a prize for the 'biggest cuss out' to gamify rejection, creating early wins and de-stressing the process.

Define clear, non-negotiable success metrics for every single week of the ramp period, such as 'book one qualified opportunity' in week two. This fosters progressive discipline and allows both rep and manager to quickly identify if they are on track.

Don't fire reps based only on a missed ramp quota. Instead, observe if they make consistent, incremental improvements in skill and knowledge during calls and role-plays. If progress is visible, they're worth keeping, even if it takes over a year to close their first deal.

When a new person joins, give them one primary, challenging objective that represents the most important goal. Clearly state that their success will be judged on this single task, even above other contributions. This provides extreme clarity, focus, and a clear measure of their effectiveness.