Mar 16, 2021
The Value of Culture in Retaining Great
Continuing our series on sales culture and talent, we’re talking
with Luke Allen about retaining great talent on the heels of our
discussions about attracting and developing that talent.
Aligned is built and designed for executives of emerging
middle-market companies; executives who are looking for new ways to
leverage sales and marketing for more revenue.
- If a typical sales rep is worth $1.5 million, we can assume
that 30 percent of that goes to the bottom line. So every good
salesperson is worth about $500,000 to an executive. If you
multiply that times 10 salespeople, that’s about $5 million. That
makes this an important conversation.
- The biggest pain point Luke hears is that companies invest
resources into people who get trained and then they leave for a
competitor or a different job.
- If you’ve brought in top talent and you have a good onboarding
strategy, you must first have a development plan for where that
person is going within your company, and you meet with that person
often to review it.
- Bring up professional development with your sellers. Discuss it
weekly or monthly, over lunch, or while you’re traveling together.
Use a calendar or a tool like followupthen to remind yourself
to revisit the topic at some point in the future.
- Keeping these topics in mind communicates to your team that
they are valuable to you.
Building a connected culture:
- Culture and retention are directly connected. If your people
feel connected to their coworkers and to the bigger purpose of the
company, retention goes through the roof.
- If you fail to build this kind of culture, you’ll fail to
retain top talent, and that will impact your ability to make
- Change your focus to developing new technology and new products
instead of making sure your people are engaged and working hard.
These steps will drive business and grow the company.
- Great culture will encourage people to hold each other
accountable so you don’t have to.
- Finances aren’t necessarily the most important consideration
for your team members.
- “A talent” people are upwardly mobile. Most of them want to
grow, so you’ll eventually have people who are all competing for
similar spots. If you don’t run into the issue of your team members
looking to grow and develop, you may have “B,” “C,” or “D” players
who aren’t concerned about the upward push.
- Out-compete your competitors with culture and human capital in
addition to good pay.
- You can measure culture through the retention of your
higher-rated employees. Look at the top 20 percent of your
employees and see how well you’re retaining those people. Look
beyond money to consider whether they love working for you and your
managers and whether they love the job. Those results will give you
the hard truth about your culture.
- FitzMartin is all about a sales-first culture and a solid sales
culture as well. We want you to find new ways to leverage marketing
- Aligned is a
podcast for executives of emerging middle-market companies;
executives who are pursuing growth and looking for new levers to
- To connect with Sean Doyle, find him on LinkedIn, or learn
more about FitzMartin on the company web page.
You can also connect with Luke
Allen on LinkedIn.