114 progression, and a fun positive culture in the workplace." Remember, in the recruitment and selec- tion phases, respondents made a point of mentioning they needed challenges to over- come. This is a key part of development and retention as well, as is providing opportu- nities to utilize their talents in new ways. The intrinsic need in top performers for in- creased challenges, ongoing career growth, increased commissions and rewards, follows a similar pattern. To retain your best peo- ple, you must help them grow. Often that growth can happen within their current sales role, but sometimes it leads to upward movement in the company. "I would be interested in more growth opportunities: that could be an opportunity to work across our platforms." Factors for Leaving Whilea failure to meet a seller’s expectations and diminished job satisfaction plays an obvi- ous role in why they might leave a company, there are also distinct factors that inherent- ly cause a salesperson to start considering a new employer. This can range from a nega- tive company culture (i.e., not just failing to provide the desired culture, but sustaining a toxic one) and undercutting benefits like PTO, to serious professional concerns like dishonesty, overly harsh and unrealistic ex- pectations on their performance, and having accounts taken away from them. "I don’t wish to work in a workaholic environment. I want to excel at my job, which requires me to have a life outside of work. I never want to dread coming to work or feel overwhelmed by my clients. I need to remain present and committed in order to feel rewarded in my job." Compensation is also a critical factor in leav- ing, or to be more specific, reducing their pay by cutting into their commission or altering the pay structure in a way that significantly impacts their income. While they expect to be paid extra for putting in extra time and working harder, they also expect to depend on a certain amount of income to support themselves and their loved ones. Depreciat- ing their investment into the company is de- moralizing and frustrating, which will whittle away at their productivity even as they con- sider different opportunities. "What would make me leave this company? 1. I believe if they become unreasonable in their practices and expectations. 2. If the work culture does a long- term negative down turn. 3. If there was a significant decision that grossly impacted the compensation structure." Are They Just Leaving a Company? People join a company but they leave a boss. In almost every case that a top performers leaves, we have learned that it was direct- ly related to a failed relationship with their