How to Spot Underperforming Salesforce Users

5 Signs Your Salesperson Isn’t Actually Selling (And What to Do About It) 🔎 Not all salespeople bring results. Here are the warning signs to watch out for and how to address them: 1️⃣ Empty Funnel   ↳ Sign: No new opportunities? They may be skipping prospecting.   ↳ Solution: Set measurable weekly goals for lead generation, track progress in your CRM, and spend a day with them to understand their challenges. 2️⃣ Low Activity   ↳ Sign: Few calls, emails, or visits mean they aren’t actively engaging.   ↳ Solution: Use a CRM like CallProof to track all activities automatically. Clear daily/weekly activity goals can help—but spend a day in the field to reinforce it. 3️⃣ Excuses, Excuses   ↳ Sign: Constant blame on “market conditions” suggests avoidance.   ↳ Solution: Shift their focus with performance reviews and objection-handling training. And yes, get in the field with them for a day. 4️⃣ Deals Aren't Closing   ↳ Sign: Effort without results often signals follow-up issues.   ↳ Solution: Role-play to refine their pitch, track follow-ups in your CRM, and set reminders for warm leads. Better yet, spend a day by their side to boost their closing skills. 5️⃣ Focused on Non-Sales Work   ↳ Sign: Too much time on admin work means less selling.   ↳ Solution: Delegate admin tasks so they can focus on sales. And if field time isn’t happening, they might need a new environment. Spend a day with them to see where they need support. ⚠️ Final Note:   ↳ Field time is essential for success—don’t skip it. Taking a day to observe and guide can make all the difference. ↳  If you want the truth behind why a salesperson isn’t performing, spend time with them in the field. You’ll see if they’re truly engaging or just avoiding real sales work. Often, a little hands-on support can make all the difference. #SalesTips #SalesManagement #OutsideSales #SalesPerformance #SalesSuccess #Prospecting #LeadGeneration #CRM #CallProof #SalesLeadership #BusinessGrowth #B2BSales

After hiring 3,000+ employees across 3 companies, I can spot dead weight in 5 minutes. Most founders can't see it in their own teams. I look for someone always in meetings. Always "busy." Always has a reason their project isn't done. But when you ask "what did you deliver this week?" they give you effort, not outcomes. "I've been working on the strategy." "I've been coordinating with the team." Translation = Nothing measurable happened. Hard work without results is expensive theater. At Quest, I built a system I call The Public Scorecard. It makes it impossible for underperformance to hide. Every role gets 3-5 KPIs that everyone can see. No ambiguity. No interpretation. Just numbers. Each KPI must be: - Measurable (a number, not a feeling) - Owned by one person (no shared accountability) - Updated weekly (real-time visibility) Make them public. Slack channel. Dashboard. Weekly all-hands. At Impact Theory, each team member has a 90s style thermometer posted by their desk. Then tie consequences to the numbers: Green = crushing it → promotion track Yellow = inconsistent → 30 days to fix Red = failing → 90 days or out Some KPIs by department… Sales: - Monthly revenue closed - Pipeline value added - Close rate percentage - Average deal size - Days to close Marketing: - Qualified leads generated - Cost per lead - Lead-to-customer conversion - Content pieces published - Campaign ROI Customer Success: - Retention rate - Net revenue retention - Ticket resolution time - Customer satisfaction score - Upsell revenue Operations: - Fulfillment time - Error rate - Cost per unit - Inventory turnover - On-time delivery Product/Engineering: - Features shipped - Bug resolution time - System uptime - User-reported issues - Sprint velocity When everyone sees everyone's numbers: - Underperformers can't hide behind "I'm working hard." - Top performers get recognized instead of overlooked. - Peer pressure enforces standards without micromanaging. Politics die. The scorecard decides. Your culture should make underperformers uncomfortable and high performers excited. If you're running a business doing $1M+ in revenue and you can't tell who's actually performing vs. who just looks busy, I'm hosting a free leadership workshop. I'll show you how to build scorecards that expose underperformers, reward top talent, and create a meritocracy where the best people win. Register here: https://buff.ly/Kd2mb41

How are you measuring your sales team's activity and capacity to boost outcomes? Our analysis shows that top-performing sales reps allocate 20% more time to direct customer interactions than their peers, while the least effective reps spend up to 45% of their day in fragmented, non-productive tasks. These disparities in time management and capacity utilization are key factors driving sales performance and outcomes. Our data has revealed clear patterns that People leaders should consider: 📊 Top Sales Reps Spend More Time with Customers: The highest-performing reps dedicate more time to direct customer interactions, with the top 25% spending around 20% more time in client meetings than their peers. 📈 Capacity and Efficiency Vary Widely: Sales teams in the top 10% of performance work longer hours, but critically, they spend a greater proportion of that time on high-impact sales activities, with 65 total actions per day versus 25 for under-capacity AEs. ⏳ Time Fragmentation is a Key Obstacle: Reps with lower performance spend 45% of their day in fragmented time, compared to only 20% for top performers. This significantly reduces selling time and customer touchpoints. 👥 Territory Coverage Matters: AEs with high coverage of their clients (90%) see far more frequent interactions than those with low coverage (~45%), impacting overall account management and outcomes. 🕒 Selling Time Influences Performance: Reps in the top quartile spend nearly twice as much time selling (10 hours per week) compared to underperforming reps, leading to significantly better outcomes. 📅 Internal Meetings Consume Valuable Time: Teams that log more than 8 hours per week in internal meetings see reduced customer touchpoints and lower performance. Limiting internal meetings to less than 4 hours per week drives better results. 🏆 Effort and Efficiency Must Align: While some reps are high-effort performers, focusing on time spent in the right activities (i.e., client meetings) is what sets efficient achievers apart. 🔍 Benchmarking Shows Clear Gaps: Comparing sales teams to industry benchmarks can highlight disparities in workday length, customer touchpoints, and meeting intensity, helping teams identify areas for improvement. 💬 Manager Involvement is Key: Teams where managers spend more time supporting reps in strategic customer interactions show higher success rates, while too much involvement in non-client-facing activities can hinder productivity. 📊 Focus on Quality Over Quantity: AEs with fewer client touchpoints but deeper, more meaningful interactions (as shown in top-performing reps) tend to see better results than those who prioritize quantity over quality. Explore more of our detailed findings and sales activity benchmarks at Worklytics in the comments below. How are you optimizing your sales team's capacity and activity to improve outcomes? #PeopleAnalytics #SalesEffectiveness #HRAnalytics #DataDrivenSales #TalentAnalytics