# When (and How) to Let a Salesperson Go.

The metric tells you there's a problem. It rarely tells you whose problem it is.

## Why this decision drags out

- The CEO waits for a "clean" moment that never comes.
- One bad month gets treated the same as six.
- The real cause never gets diagnosed, skill, fit, or system.

## Before you decide: four questions, answered honestly

- Has this rep been coached on a specific, named behavior in the last 60 days?
- Is the shortfall isolated to this rep, or systemic across the territory or segment?
- Would a manager who inherited this rep today, with no history, make the same call?
- Has the rep been told clearly, in writing, what specifically needs to change and by when?
- If this person quit tomorrow, would it be a relief or a loss?

## Frequently asked questions

### How long should a performance improvement plan run before deciding?

Thirty to forty-five days for a sales role is usually enough to see a real behavior change if one is coming.

### What if it turns out to be a systemic problem, not the person?

Fix the system, territory, lead flow, comp plan, before making any people decisions, or you'll repeat this conversation with their replacement.

### Is it different for a top performer having one bad quarter?

Yes. A proven track record earns a longer look. This checklist is for the pattern, not the exception.