CROs are often blamed for missed targets, but the root cause is often a flawed hiring plan from the CEO. Rushing to hire reps without adequate ramp time leads to B-player hires, immense pressure from managers, a toxic "horse whipping" culture, and ultimately, missed numbers.

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.

When CEOs set revenue targets without consulting the CRO on hiring realities, it creates a cascade of failure. Rushed hiring of B-players, ignored ramp times, and unrealistic quotas lead to missed targets, high costs, and plummeting morale, creating a 'horrible board meeting.'

Failing to hire senior leaders 6-9 months ahead of need creates a leadership capacity gap in hyper-growth. This forces last-minute, high-effort plays to barely make the number, when a well-staffed team would have exceeded it. Plan for the long lead time of finding and ramping senior talent.

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.

Don't hire more reps until your current team hits its productivity target (e.g., generating 3x their OTE). Scaling headcount before proving the unit economics of your sales motion is a recipe for inefficient growth, missed forecasts, and a bloated cost structure.

The long-term cost of a bad hire—in time, morale, and opportunity—far outweighs the short-term pain of a missed headcount target. Figma's CRO would rather leave a seat open for months than fill it with a candidate he's not truly excited about, even a "solid B player."

Failing to train sales teams incurs hidden costs that dwarf the training budget. These include lost revenue from missed quotas, wasted marketing leads, and the high expense of recruiting and onboarding replacements for unsupported reps who inevitably leave.

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.