On this episode, we’re speaking about what actually causes gross sales efficiency to say no and what leaders can do to assist their reps bounce again with readability and confidence. 

Stephanie Downs, SVP/Senior Advisor at The Middle for Gross sales Technique, joins Matt to assist break all of it down. She expands on key concepts from her article within the 2025 Expertise Journal, the place she shares a framework for diagnosing underperformance and reigniting momentum by way of strength-based management. 

Stephanie delivers highly effective takeaways, corresponding to: 

• Why, too usually, suggestions from gross sales managers is just too imprecise 
• The way to distinguish between a expertise hole and a motivation concern 
• And, lastly, why you must deal with a rep’s strengths (even when outcomes appear to be lagging)

Obscure Suggestions Is a Silent Killer

Stephanie and Matt agree: most suggestions from gross sales managers is both too imprecise or too rare. Whether or not it’s reward or constructive criticism, reps want particular, actionable enter, not generalities like “run sooner” or “do extra.” Efficient teaching contains mentioning what is working, not simply what wants to enhance.

Know the Distinction: Expertise Hole vs. Motivation Drawback

One of many greatest challenges leaders face is figuring out why somebody is underperforming. Is it a scarcity of expertise or a scarcity of effort? Stephanie emphasizes the significance of diagnosing the foundation trigger.

Leaders should assess:

• Whether or not expectations have been clearly communicated

• If correct coaching and sources are in place

• Whether or not accountability is constant

• If non-performance is being tolerated

Merely telling somebody to “improve exercise” isn’t the identical as setting clear, measurable expectations, and that disconnect can harm efficiency.

Energy-Based mostly Teaching Isn’t Delicate. It’s Good.

Stephanie makes a compelling case for specializing in a rep’s strengths even once they’re not hitting their numbers. Backed by Expertise-Targeted Administration ideas, she explains that leaning into somebody’s pure skills can generate considerably higher outcomes than attempting to “repair” their weaknesses.

Nonetheless, that does not imply leaders ought to decrease the bar. The hot button is combining strength-based teaching with clear expectations and constant accountability.

Don’t Wait to Act: Transfer Quicker Than the PIP

Too usually, the Efficiency Enchancment Plan (PIP) is seen as a final resort, or worse, a precursor to termination. Stephanie challenges that mindset. As an alternative of ready six months (or a 12 months!) to handle poor efficiency formally, she recommends appearing earlier.

For instance: If a rep is anticipated to set two new enterprise appointments every week and so they miss that objective two weeks in a row, a dialog ought to occur instantly… not months later.

Higher but, Matt suggests reframing the PIP completely. What if each rep had a quarterly Efficiency Plan or Success Plan, no matter how they’re doing? Tied to assessment/preview conferences, these collaborative conversations may normalize efficiency planning and take away the punitive stigma of conventional PIPs.

Teaching Excessive-Potential Reps Takes Additional Effort

If a rep has clear potential however remains to be underperforming, leaders ought to go all-in. Stephanie’s teaching recommendation contains:

• Diagnosing the true obstacles to success

• Specializing in 1–2 high-impact areas to enhance

• Using alongside on calls and reviewing proposals collectively

• Working towards gross sales situations and training by way of every stage

Changing a rep is dear. In the event that they’re coachable and succesful, they’re well worth the effort.

The One Dialog You Ought to Have This Week

To wrap up the episode, Matt asks Stephanie what one dialog a frontrunner ought to have this week with an underperforming rep. Her reply is easy, but highly effective:

• Lead with empathy

• Use knowledge to floor the dialog

• Be clear about what’s anticipated

• Ask for the rep’s personal evaluation

• Supply tangible assist and sources

And, most significantly, don’t assume they know they’re underperforming. You owe it to them to make that clear and assist them course appropriate.