You hire a rep, spend weeks getting them started, and they are gone in a month. Then you do it again.
New reps learn by shadowing whoever has time, so everyone is trained differently. Leads and appointments get lost between the setter, the rep, and the office. Nobody can say who is hitting their numbers without a spreadsheet built by hand. Deals get sold, then stall or cancel before anyone delivers. Everything slows down when the owner or one manager steps away.
It is easy to blame the people: the wrong hires, no work ethic, a weak market. In field sales, the cause is often the operation behind the reps. Training depends on who is free, handoffs have no owner, and the numbers live in someone's head. Hiring harder does not fix that. A team of any size keeps losing people until the basics run the same way every time.
Try it: rep retention check
Tap what is true today. Nothing is saved or sent.
0 of 8 in place
Tap what is true to see where reps may be leaving from.
1. Onboarding that does not depend on who is free
A written path from a rep's first day to their first solid week.2. Clean handoffs
Every lead and appointment has one owner and one next step.3. Numbers you can see
Reps, pipeline, and cancellations in one view, without a manual scramble.4. A team that runs without you in the room
Written steps and clear owners, so work does not wait on the owner.You do not need new software to begin. These five steps cost time, not money.
1. Find out why they left
Ask every rep who left in the last six months what made the job harder than expected. Write the answers down and count the repeats.2. Write a one-page first week
List what a new rep does each day, who they shadow, and what they should be able to say by Friday.3. Make pay readable
Give each rep a plain statement showing how every payout was worked out. Unclear pay drives more people out than low pay.4. Meet weekly for eight weeks
A fifteen-minute check-in with every new rep catches problems while they are still small.5. Record every exit
Keep a simple log of who left, when, and the reason. After a quarter the pattern will be obvious.Stay or exit conversation: five questions
1. What was harder than you expected when you started?
2. Where did you feel lost in your first month?
3. Was anything about pay or leads unclear?
4. Who helped you most, and what did they do?
5. What one change would make the job easier for the next person?
JG looks at where reps, leads, and handoffs break down, then builds the structure that holds: onboarding, clear owners, and one view of what is late or at risk. The goal is a sales team that does not depend on one person to keep it running.
Answer 15 short questions. See your score and your weakest spot.