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.

In a remote workforce, scrappy problem-solving is often invisible. Leaders must create a system to surface and publicly celebrate reps who use creativity to overcome blockers. This not only rewards the desired behavior but also transforms individual wins into scalable learning moments for the entire team.

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.

A sales leader's job isn't to ask their team how to sell more; it's to find the answers themselves by joining sales calls. Leaders must directly hear customer objections and see reps' mistakes to understand what's really happening. The burden of finding the solution is on the leader.

To make role-playing an effective training tool, sales leaders must demonstrate vulnerability by going first in front of everyone. This signals that the goal is collective improvement, not performance evaluation, and encourages reps to engage openly without fear of judgment.

Ineffective leaders use Quarterly Business Reviews to demonstrate their power by grilling reps. Great leaders use a single deal review as a live coaching session for the entire sales floor, knowing one person's mistake is likely a problem for hundreds of others.

Rather than blaming external factors like poor leads or missing product features, elite salespeople focus on what they can control to change their outcome. A manager's advice highlights this crucial mindset shift: you can complain and point fingers, or you can use your time to strategize what's within your power to do differently. Ultimately, the salesperson owns both the make and the miss of their quota.

Many leaders mistakenly manage their team as a single entity, delivering one-size-fits-all messages in team meetings. This fails because each person is unique. True connection and performance improvement begin by understanding and connecting with each salesperson on a one-on-one basis first.

After setting a 100-year company sales record, a salesperson was harshly rebuked by his manager for letting his future pipeline run thin. The mentor's message, 'This is not acceptable, not from you,' wasn't about numbers but about upholding professional standards, even at the peak of success.