The Balance Between Accountability and Autonomy
Commission sales agents are not employees, and treating them like employees is the fastest way to lose good ones. At the same time, you need some way to evaluate whether an agent is actively working your product or letting it gather dust in their portfolio.
The answer is clear expectations communicated upfront, measured objectively, and enforced consistently.
Activity Versus Outcome Expectations
Resist the temptation to set activity targets like "make 50 calls per week." Agents are independent operators who manage their own process. Instead, set outcome expectations. How much pipeline should they build in the first 90 days? What's a reasonable target for deals closed per quarter?
These outcome targets should be based on data from your existing sales process. If your average sales cycle is 60 days and your close rate is 25%, an agent who books 8 qualified meetings per quarter should close 2 deals. Use these numbers to set realistic expectations.
The Ramp Period
Give new agents a reasonable ramp period before applying full expectations. The first 30 days should focus on learning the product and booking initial meetings. Days 30 to 90 are about building pipeline. Full performance expectations should kick in at the 90 day mark.
Communicate this timeline during onboarding so agents know exactly what's expected and when.
Minimum Performance Thresholds
For exclusive territories, set a minimum performance threshold below which the territory may be reassigned. This protects you from agents who claim territory and then don't work it. A reasonable minimum might be one closed deal per quarter or $25,000 in pipeline value.
Document this in your agent agreement so there are no surprises.
Recognition and Rewards
Top performers should be recognised and rewarded beyond their standard commissions. Share rankings (with agent permission) to create healthy competition. Offer bonuses for milestone achievements. Give your best agents first access to new products or expanded territories.
Having the Difficult Conversation
When an agent isn't meeting expectations, address it directly but respectfully. Ask what's getting in the way. Is the product hard to sell? Are the materials inadequate? Is the commission not motivating enough? Sometimes the issue is fixable. Sometimes the agent and product simply aren't a good fit.
Zepys gives you the data to have these conversations objectively. You can point to pipeline activity and results rather than relying on subjective impressions. Data driven conversations are less confrontational and more productive for everyone involved.