You’ve just hired a new salesperson. You’re excited. They’re excited.
Then comes the fun part… targets. Revenue numbers. KPIs. Forecasts. Expectations.
But… are these targets actually achievable?
One of the fastest ways to lose a good salesperson is to give them goals they never had a fair chance of hitting.
Unrealistic targets create frustration. They kill confidence, crush motivation, and make commission feel like a fantasy. And when people feel like they’re constantly “behind” from day one, they don’t stay.
It’s a retention killer.
So what should you be thinking about instead?
First, ramp-up time is real.
No one walks in on day one knowing your product, your clients, your systems, your pricing, your objections, and your USP. Even if they are coming from a direct competitor. In most industries, proper ramp-up takes 3 to 6 months. Your targets should reflect learning first, selling second.
Then there’s the market.
Is it hot? Flat? Tight? Competitive? Targets that ignore market conditions are disconnected from reality.
Next is your sales cycle.
If you sell capital equipment, infrastructure solutions, or into large projects, deals don’t close in month two. Early success should not be measured in revenue. Activity, conversations, and deal progression matter more before dollars do.
Tip: Look at your own data. How long did it take past hires to become productive? What did “good” performance actually look like in their first 6–12 months? Your history is your best forecasting tool.
And finally, balance matters.
Yes, targets should stretch people. But stretch and snap are two very different things.
Targets should create momentum. A salesperson who feels like success is achievable will push harder, stay longer, and perform better.
Whereas a salesperson who feels the game is rigged from day one will start looking for the exit before they even finish onboarding.