Hiring top sales performers is hard. Keeping them? Even harder.
In today’s competitive sales landscape—especially across Canada and the United States—companies are investing heavily to recruit quota-crushers, only to lose them within 12 to 24 months. Many leaders think it’s all about compensation, but the truth is more nuanced.
High-performing Account Executives (AEs), SDRs, and BDRs often leave not because they want more money, but because they don’t feel supported, challenged, or recognized. At Quota Crushers Agency, we’ve spoken to thousands of top sales reps across industries like tech, cybersecurity, logistics, fintech, and advertising. Here’s what they tell us behind closed doors—and what your company can do to keep them long-term.
Why do top salespeople leave even when they’re paid well?
This is one of the most common questions we hear. The answer? High pay doesn’t guarantee high loyalty.
While competitive compensation is critical to attract strong candidates, retention depends more on leadership, culture, enablement, and growth. A $200K OTE isn’t enough if the day-to-day feels stagnant, unsupported, or political.
1. Lack of Career Progression Is a Dealbreaker
Top reps are wired for progress. If they don’t see a clear path forward, they’ll look elsewhere—even if they’re overperforming.
What to do:
Create transparent sales career paths with benchmarks. Outline how a BDR becomes an AE, and how an AE moves into strategic accounts, sales leadership, or partnerships. Companies in Toronto, Vancouver, New York, and Miami are increasingly building progression plans into onboarding—and it’s paying off.
2. Poor Onboarding and Enablement
Even the best sellers struggle in a bad system. No playbook? No product training? No access to the right tools? That’s a fast track to burnout.
What to do:
Set up a 30-60-90 day ramp plan, and make sure every rep has access to CRM training, product decks, call recordings, and clear quota expectations. In both U.S. and Canadian markets, fast-growing SaaS companies with strong onboarding programs are outperforming peers in both retention and revenue.
3. Toxic or Inconsistent Management
Sales leaders are the single biggest factor in rep turnover. A manager who’s unclear, reactive, or absent will send even your best closers to a recruiter’s inbox.
What to do:
Invest in your frontline managers. Train them on coaching techniques, emotional intelligence, and how to run performance reviews with clarity and compassion. In large cities like Chicago and Montreal, we’re seeing a direct link between high-performing managers and low rep churn.
4. Internal Friction Slows Them Down
Endless approvals. Commissions delayed. CRM fields that don’t make sense. The best reps want to spend time selling—not navigating red tape.
What to do:
Ask your sales team this question: “What’s blocking you from selling more?” You’ll get answers you can act on immediately. Then, remove the friction and give them time back.
What are the signs a top rep is about to leave?
Early warning signs include:
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Quiet disengagement during meetings
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Missed internal deadlines, even when deals are on track
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Hesitation to commit to long-term initiatives
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Suddenly updating their LinkedIn or attending “industry events” more frequently
If you spot these signs, have a candid conversation fast.
5. They Don’t Feel Valued or Recognized
Hitting 120% of quota should mean more than just a paycheck. If there’s no recognition—no shoutout, no reward, no appreciation—your rep will assume no one cares.
What to do:
Celebrate not just the number but how they got there. Highlight creative outreach, team support, and great discovery calls. Whether you’re hiring in Calgary or San Diego, remember: culture is retention.
How do I retain top sales talent in a competitive hiring market?
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Offer ongoing coaching and training, not just at onboarding
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Build a culture that values input, not just output
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Ensure compensation and commissions are paid accurately and on time
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Provide opportunities for advancement, learning, and autonomy
Companies in competitive metros like Los Angeles and Toronto are now pairing top-tier comp plans with meaningful culture perks to stay ahead.
Final Thought
Top salespeople aren’t just looking for money—they’re looking for momentum. If they feel stuck, underappreciated, or unsupported, they’ll take the recruiter’s call.
If you want to keep them, treat them like the high-performance engine they are. Remove roadblocks. Celebrate wins. Invest in their path. Because in a market this competitive, the cost of replacing top talent is far greater than the effort to keep them.
