The secret sauce in the goal-setting formula is accountability. If salespeople feel like they helped shape the overall plan, they have a personal stake in the outcome. “By including your salespeople, you give them added motivation to succeed,” says Deceuster. “But without inclusion, salespeople will figure out the best excuses in the world why they can’t achieve.”

The Numbers Game
But what happens when upper management devises a wildly unrealistic sales target and drops it down from above? What should a sales manager do? Some managers who have been in this position say it is impossible to push back against management without losing their jobs. Likewise, it is imprudent to force the number on salespeople and expect them to perform.

“You work for the company, so it’s your obligation to reach the goal, no matter how unrealistic,” says one sales manager. “But it’s also your obligation to protect your salespeople from arbitrary numbers.” This manager suggests figuring out other ways to remunerate your salespeople other than simply quota-based commissions. That might mean convincing management to offer greater incentives or a higher base salary.