Get Smart










For instance, I worked with a colleague, Larry, who received a quota he didn’t believe was realistic. He briefly pleaded his case with the sales manager, but when the manager outlined how he could make the number and reinforced that the quota was not negotiable, Larry started scheming. He didn’t believe he could make this year’s number, but knew that he would need to make next year’s quota for job security.

Larry delayed his sales process and proposals to move the close into next year expecting that quota attainment circumstance would change. Alternatively, rather than provide his best projection for sales, he held back some information to hopefully drive a lower quota. Larry thought he had set up the perfect sandbag.

Missing quota this year was unavoidable because the goal was “unattainable” but next year he was set with a pre-prepped sales pipeline that would make for a monstrous first quarter and a quota that was more manageable. That first quarter would guarantee he met quota the following year. The trouble with these tactics is such delays or manipulation can cause a sale to be lost.

While Larry’s sandbagging produced a good first quarter, it wasn’t the windfall he was expecting. He rapidly tried to make up the lost ground, but ended up missing quota for a second year.

When Larry’s evaluation came up, it showed an abysmal performance followed by a mediocre showing. Any plans Larry had for sandbagging the following year went unfulfilled as he was let go.
