When that happens nobody is underperforming.
They are executing the structure they were given.
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Work on the target structure itself, rather than on the people working to it.
We translate a revenue goal into objectives and key results a frontline manager can coach against week to week, instead of a number reviewed once a quarter with no connection to a live deal.
The diagnostic phase runs about two weeks. Where a restructure follows, most engagements move from diagnosis to an agreed new structure within four to six weeks, depending on how many levels it touches.
Working sessions with leadership, onsite or live online.
Sales leadership, the people who set targets, and where relevant finance, HR and compliance.
A senior consultant, working directly with your leadership team.
A written analysis of the current structure, a recommended structure, and the leading indicators a manager can actually coach.
The targets reward the behaviour the strategy needs.
Whatever hits the number by the easiest available route. The incentive wins. It always does.
Some engagements never touch a training room.
If the diagnosis finds that targets and behaviour have quietly drifted apart, adding a workshop on top of a target structure that is already wrong will not move anything. The incentive wins. It always does.
Nobody in your team is doing anything wrong. They are doing exactly what the structure pays them to do.
Targets that reward the behaviour your strategy needs, so hitting the number also grows the business.
Leading indicators a manager can coach every week, instead of a revenue number reviewed once a quarter.
New business visible separately from existing revenue, so growth is measured rather than assumed.
A structure your approval process will actually accept.
Individual targets are met and the business is not moving.
Your stated strategic priority and your incentive structure point in different directions.
Your targets are lagging revenue numbers with no leading indicators underneath them.
Managers review the number because the number is the only thing defined.
Your target structure has not changed in some time and nobody can say what would trigger a change.
Particularly where compliance and risk mean structures are designed centrally and changed infrequently. A network can be executing a structure that was correct eighteen months ago, is fully compliant today, and points at a priority the business has already moved on from.
Where a team is measured on meetings fixed or quotes issued, those numbers stay healthy while qualification quietly degrades, because nothing in the structure rewards disqualifying.
The most reliable early test is whether a leadership team can say, in one sentence, what the sales organisation is optimising for this quarter, and whether that sentence matches what the compensation plan pays for. The gap, where there is one, is usually the whole story.
That conversation tends to surface disagreement within the leadership team itself, which is worth knowing early.
Redefining what success measures, so a target cannot be hit through the easiest available shortcut.
Building leading indicators into the structure rather than only lagging revenue.
Splitting new business from existing revenue so growth is visible rather than assumed.
Aligning what managers review to the same measures.
Any recommendation has to survive your approval process. A restructured target that is theoretically correct and cannot be approved is worthless, so the analysis includes how targets are currently approved and by whom.
Whether a manager can state what the team is optimising for, and whether it matches the board’s answer.
Leading indicators present in the structure, against lagging ones.
New business revenue measured separately from existing.
Coaching conversations held against the new measures.
Product or segment mix against the stated strategic priority.
This sits alongside the five phases rather than inside them. It is what the diagnosis recommends when the constraint is the structure rather than the people.
Yes, and the analysis includes them from the start. How any change is implemented has to work inside your approval framework, not just be theoretically correct.
Then that is the constraint and we would say so. Where the structure is fixed, the honest answer is often that behaviour cannot move far, and you should know that before spending on a programme.
A sales engagement. We are not redesigning your commercial strategy. We are establishing whether your target structure asks for the behaviour that strategy requires, and fixing it where it does not.
A compensation review asks whether people are paid fairly and competitively. This asks whether the structure produces the selling behaviour the business needs. Those are different questions and they are usually owned by different people.
Either. This is the least proven of our five services and we say so. Where a restructure is the finding, it often precedes training rather than replacing it.
Can every person on your team hit their target this quarter without the business growing?
If you asked a frontline manager what matters most this quarter, would their answer match the board’s?
Who in your business decides when a target is wrong, and when did they last decide it?
If those are uncomfortable to answer, twenty minutes on the phone is a reasonable place to start.
Book a 20-Minute Diagnostic CallYou tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
Sales OKR consulting gives every level of your sales organisation clear objectives, key results and the activities that achieve them. It is the right answer when targets, not skills, are holding the business back, and it gives managers something concrete to coach every week.
Not sure where to start? Twenty minutes on the phone is a reasonable first step.
Book a 20-Minute Diagnostic Call
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