Stop Sabotaging Your Sales Team: Patience Is the Key

So, you’ve hired a new sales rock star. Their resume looks like it was crafted by a team of Pulitzer Prize-winning authors. Their track record? Impeccable. You’re thinking, "This is it. They’re going to hit the ground running, and we’ll be swimming in revenue by the end of the quarter." Hold up. You might want to dial back that expectation before you find yourself disappointed and wondering, "Did I hire the wrong person?"

Here’s the reality: no matter how experienced or high-performing your new sales hire is, expecting immediate, blockbuster results is setting both you and them up for failure. As tempting as it may be to want instant ROI, the long game is where your new hire is going to shine.

Let’s talk about why patience and proper onboarding can make or break this new relationship.

The Myth of the Instant Sales Win

You’ve likely been there before—your company needed fresh blood, and you found the perfect candidate. Maybe they came from a competitor, maybe they’ve got deep industry knowledge, and their LinkedIn is packed with glowing recommendations. Naturally, you expect them to perform right out of the gate.

Here’s the thing: no one, and I mean no one, can jump into a new role at full speed on Day One. Every company has unique systems, cultures, and processes that take time to learn, no matter how experienced the person is. Assuming otherwise is just wishful thinking.

According to Mercer’s 2024 US and Canada Turnover Surveys, sales professionals face a turnover rate of 8.3%,which is higher than management roles (7.6%) but still lower than white-collar professionals (12.8%). These numbers aren’t random. The turnover rate in sales is often tied to unrealistic expectations and poor onboarding processes. You don’t want to be part of that statistic.

Think Long-Term, Not Quick Wins

Let’s get real for a second. If you’re hiring a seasoned sales professional, you’re investing in long-term growth, not short-term magic tricks. The first three months should be about learning and adapting, not delivering record-breaking sales. You’re making a long-term investment, so don’t expect significant ROI for at least 6-9 months. Anything before that? Consider it a bonus.

During these months, your new hire will be figuring out your company’s systems, the intricacies of your product or service, and the nuances of your culture. They’re not just selling; they’re learning how to sell your way. This learning curve is essential. The quicker they adapt, the quicker they’ll start closing deals, but pushing them to perform too soon will only lead to burnout.

The Consequence of Unreasonable Expectations

Here’s something CEOs often forget: your new hire isn’t a machine. They’re a human being, navigating a new company and a new role. Expecting them to turn water into wine in the first three months is not only unrealistic but can turn them off quickly. They’ll start thinking about how the old job wasn’t so bad after all—at least they knew the ropes there. You want them to move forward, not backward. Don’t make the new and unknown so intolerable that the familiar, old job becomes appealing again.

In fact, the first three months are crucial. Push too hard, and you’ll not only fail to see results, but you’ll lose the confidence of your new hire—and potentially lose them altogether. The stakes are high, but it’s in these early months that you build the foundation for long-term success.

Don't Let Them Go It Alone

Let me tell you what will almost guarantee failure: hiring a new sales professional and then tossing them into the deep end with zero support. It’s a rookie mistake, but CEOs and sales leaders do it all the time. Don’t assume that just because they were successful at their last company, they’ll automatically know how to be successful at yours.

Co-own their transition. Help them find their groove in your organization. Teach them the ins and outs of your company culture, your sales org, and your sales programs. Make sure they know how to navigate your systems, understand your KPIs—both leading and lagging—and are crystal clear on what’s most important for success in your company. Set them up to win, not to guess.

Set Realistic Early Goals

To help them get up to speed, set some early goals. But these aren’t revenue targets just yet. These are goals designed to desensitize your new hire to your systems, products, and processes. Focus on exposure and experience—those are the keys to building confidence and momentum.

Early wins can look like:

• Understanding your product or service from top to bottom
• Building relationships with internal stakeholders
• Mastering the sales software and tools your team uses
• Getting comfortable with your company’s unique selling points

These goals aren’t about driving revenue immediately but about setting a foundation that will lead to big wins down the road.

Coach From Day One

Here’s a fact: coaching isn’t optional, especially in the first few months. If you’re not actively coaching your new sales hire—if not daily, then at least weekly—you’re leaving success up to chance. Sales professionals need feedback, direction, and accountability right from the start.

And if you start to see signs of trouble, act on them immediately. Don’t wait until month six to realize they’re struggling. You should know by 90 days if you made the right hire. If things aren’t working out by then, it’s okay to cut ties. Do it professionally and supportively, and most importantly, ask yourself what you missed during the hiring or onboarding process.

Red Flags to Watch for in the First 90 Days:

• Struggling to understand or engage with the sales process
• Not building relationships with key team members or stakeholders
• Lack of enthusiasm or engagement with learning about the company’s products or services
• Falling behind on early goals or not hitting basic activity metrics

If you see these signs early, don’t just sit on them. Address them head-on. You’re investing time and resources into this hire—make sure they’re on the right track.

The Bottom Line: Play the Long Game

The takeaway here is simple: play the long game. You didn’t hire this person to fix your revenue issues in a single quarter. You hired them because of their experience, network, and proven ability to deliver results in the long term. Expecting immediate, high-level performance from a new hire—especially one transitioning from another company or industry—isn’t just unreasonable, it’s counterproductive.

If you push too hard too soon, you’re likely to end up frustrated, wondering if you made the wrong decision. But if you give them the time, support, and guidance they need to succeed, you’ll be rewarded with a high-performing sales professional who adds value to your company for years to come.

The first three months are crucial. Use them wisely.

Sources: Mercer’s 2024 US and Canada Turnover Surveys

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