115 manager, and often communicated as “my manager didn’t care about me.” In fact, ac- cording to Gallup, more than half of employ- ees who don’t feel they have the support of their managers or other leaders plan to leave their company in the next year. It’s important to contextualize the sales- person’s experience. They don’t work for a faceless corporate entity, after all, they work for their sales manager and support the other members on their team. While some turnover will have nothing to do with the manager whatsoever, when one of your team decides to leave, you need to take a long hard look at why they left. "I would leave if I felt that my boss was undermining me or if they cut my commissions unfairly." Do You Understand the Cost of Failing to Understand Why They Leave? If you don’t regularly review and improve your management skills, or if you put no effort into identifying and changing other factors responsible for talent leaving your company, then your turnover rate will either remain the same or get worse. This is more than just a hassle – it actively harms your company. Replacing an average employee costs be- tween 1.5 and 2 times their annual salary. Take a moment to do the math, because if your turnover rate is as high as the 17.8% we mentioned earlier, the actual burden to your company becomes very steep, very quickly. That cost is further compounded if the salespeople leaving are high perform- ers, or if they have specialized skills. While