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Former Employee The SMB organization is experiencing extremely high attrition driven by unrealistic expectations, weak management, and a culture that creates unnecessary stress. Quotas are widely seen as unachievable, with only a small number of reps hitting annual targets. Success depends heavily on territory assignment, and compensation plans continue to change in ways that reduce earning potential, without adjustments for cost of living.
Reps consistently provide feedback about these issues, but leadership rarely acts on it. The same concerns are raised year after year, yet the same explanations and excuses are repeated. This lack of responsiveness makes employees feel unheard and drives even more talent out of SMB.
Management is often perceived as out of touch, applying top-down pressure instead of offering real coaching, enablement, or support. Communication can feel condescending, and decisions—such as the continued push for return-to-office—lack transparency or a clear business rationale.
Benefits also lag behind industry standards, further limiting retention.
To reduce turnover, leadership must take employee feedback seriously, modernize compensation and benefits, invest in effective management and enablement, and create a healthier, more supportive culture for sellers.
1.9
Nov 21, 2025
2 Useful
