Two weeks ago in the Drift I invited readers who'd changed jobs in the past two years (or thought they might in the next six months) to participate in our "Exit Interviews" poll . With this short five-question survey, we aimed to find out why they left and what might have induced them to stay longer. Clearly, we struck a nerve with: within 72 hours 102 digital sellers and 32 sales leaders (CROs, EVPs, etc.) completed the survey. And while I'll sharing the full results with attendees at tomorrow's sold-out Upstream Seller Forum, there's one big theme I want to pass along to Drift readers this afternoon.
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I'd like to call these disengaged, lightly managed sales people "the Walking Wounded." Looking back over the attrition on your team, how many might you have lost over the past couple of years? What if you'd kept them all for just six more months of productive selling? Since losing a seller usually involves a six-to-nine-month period of transition and reinvestment, the financial impact of all these unnecessary and premature departures is appallingly costly.
As my good friend and mentor Mark McLaughlin commented here two weeks ago, "People join companies but they leave managers." Money may talk, but lack of management insight or action may be what's ultimately making them walk.