Imagine this: you’re managing a team of technicians in a repair shop. One tech consistently sends out vehicles in worse condition than when they arrived. Would you let it slide? Or picture this in finance: an accountant consistently produces incorrect reports, leading to calls from the bank questioning your numbers. Would that be acceptable? Of course not. So why, in sales, do we let underperformance go unchecked for months—even years—without action?
It’s a conversation we need to have, especially if you’re in sales leadership. Because the reality is, letting underperformance linger is hurting your team, your culture, and your bottom line.
Sales Underperformance: The Elephant in the Room
Sales is one of the most results-driven functions in any organization. And yet, it’s here that underperformance often gets the longest leash. Month after month, you see the same people falling short of their targets, but there’s an odd tolerance, a “maybe next month” mentality, that keeps kicking the problem down the road. This creates a snowball effect, dragging down morale and frustrating your top performers.
What makes sales different? Maybe it’s because sales performance feels more ambiguous. A struggling salesperson can seem “almost there,” always promising that the next deal will turn things around. There’s also this belief that “sales is hard” and “good people are hard to find,” which, while true, sometimes becomes an excuse to hold onto underperformers longer than we should.
The Real Impact of Underperformance on Your Culture
Let’s be real: when you ignore underperformance in sales, it’s not just the lagging numbers that hurt your organization. You’re sending a message to your team—especially your high performers. Every month you let underperformance slide, your top performers notice. And they’re wondering why they’re putting in the work when others aren’t held to the same standards.
Imagine this in a sports team. If the coach keeps playing a struggling player while others are benched, what does that do to team morale? The team’s trust in the coach starts to crumble, and resentment builds among the players who are pulling their weight. In sales, this tolerance erodes your culture and sends top talent looking for a team where their efforts will be valued.
What Other Departments Do Differently
Think about the accountability in other departments. If an engineer consistently fails to meet project deadlines or an HR professional mishandles payroll, action is taken quickly. Why? Because these departments have clear expectations and timelines, making underperformance easier to identify. When an accountant messes up, it’s black-and-white. When a customer service rep gets negative feedback, there’s a record. And when they don’t meet the mark, they’re coached or moved on.
Sales, by contrast, often operates with more flexibility. There’s this idea that selling is an “art,” that success is tough to measure until the end of the quarter. But while selling requires skill, creativity, and resilience, it’s also about results. Results that, frankly, can be measured.
Moving from “Prisoners of Hope” to Proactive Managers
A huge factor holding sales managers back is a “prisoners of hope” mentality. It’s human to want to give people a second (and third, and fourth) chance, especially if they’re a good fit culturally. And sales reps are often charismatic—they can convince you that things will turn around. But this hope is what traps so many sales leaders, keeping them from making the hard calls.
In other departments, managers are trained to act quickly on underperformance. But in sales, many managers get caught up waiting for that one big deal that’ll redeem everything, hoping it’ll “fix” the issue. This approach wastes time and resources, not to mention the morale of your high performers who are working hard and watching others coast.
Here’s the truth: if a salesperson isn’t producing and you’ve done everything you can to support their success, it’s time to take action. That’s not cold-hearted; it’s effective management. And it’s essential if you want to protect your culture and retain your top talent.
Strategies to Tackle Sales Underperformance Like Other Departments
If you’re ready to bring more accountability to your sales team, here are some ways to start:
- Implement Regular One-on-One Accountability Meetings
Weekly or monthly one-on-ones can make a world of difference. In these meetings, you discuss the past month’s performance, current pipeline health, and progress towards targets. These aren’t just check-ins—they’re opportunities to catch underperformance early. When you’re sitting face-to-face with someone and seeing no progress month after month, it’s clear where action is needed. - Set Clear, Measurable Goals
Sometimes, sales feels ambiguous because the targets are too vague. Set specific, achievable goals and outline the activity metrics that support them (calls made, demos held, proposals sent). By breaking down what success looks like, you make it easier to identify when someone is falling behind. - Use a “Coach Up or Coach Out” Strategy
Not everyone is a fit for every role, and that’s okay. Start by investing in the underperformer’s development—coaching sessions, field training, shadowing a top performer. Set a deadline and make it clear that improvement is expected. If you see progress, keep supporting them. If not, it’s time for a tough conversation about fit. - Give Top Performers the Support They Deserve
By spending more time and resources on top performers, you protect your culture and your bottom line. Your best reps deserve mentorship, recognition, and opportunities for growth. And by focusing on them, you show the team that excellence is rewarded. - Hold Yourself Accountable as a Leader
Underperformance is often a reflection of leadership. Ask yourself if you’re providing the support and structure your team needs. Are you clear in your expectations? Are you having those hard conversations? It’s on you to make sure your team knows where they stand and to take action when needed.
Let’s Bring Accountability Back to Sales
Sales is an incredibly challenging role, no doubt about it. But it’s also one where results matter, and where accountability needs to be stronger, not weaker. By taking action on underperformance instead of letting it slide, you’re doing right by your top performers, protecting your team’s culture, and ensuring your business succeeds.
Let’s get out of the “prisoners of hope” mindset and start managing sales the way we manage other departments. Your team—and your bottom line—will thank you.
