What's the right way to fire a sales leader who isn't working out?

Document performance misses 30 days in advance (missed quota, hiring gaps, forecasting errors, management issues). Do not surprise them at exit meeting. Have the conversation: "You're on a 30-day performance plan. Here's what success looks like. Here's what happens if we don't see it." Then either they perform or you exit cleanly. No drama, no cliffhanger.

The performance plan (30 days)

Write down three specific metrics:

1. Revenue metric (e.g., "Hit $1.2M in new bookings by July 31")
2. Team metric (e.g., "Hire 2 AEs + maintain <10% attrition")
3. Process metric (e.g., "Weekly forecasts ±10% of actual, zero Salesforce data quality issues")

Set check-in cadence:

• Weekly 1:1s with CEO (not the person they report to)
• Friday scorecard (metric + color: green/yellow/red)
• CEO decides success/failure on day 30

What success looks like

• Metrics are hit (even partially)
• Team morale is up (reps believe in the leader again)
• Quality feels better (not just volume)
• Leader is engaged and humble (not defensive)

If they hit the plan: Extend 60 more days, reduce check-ins to biweekly. You may have your leader back.

If they miss: Proceed to exit (see below).

The exit conversation

1. Set the meeting location: Conference room, not their office. HR present. 15 minutes max.

2. Lead with clarity: "We committed to seeing you improve [metrics] by day 30. We didn't see that. I've made the decision to exit you from the company, effective today."

3. Cover logistics:

• Final paycheck (immediate or next cycle?)
• Severance (if applicable; usually 2–4 weeks for director+)
• Equipment return
• Reference policy
• Non-compete / NDA confirmation

4. Do NOT:

• Debate whether the metrics were fair
• Offer them a chance to "resign gracefully"
• Negotiate the severance in the room
• Ask them how they "want to leave"

Messaging to the team

Within 2 hours (before rumors start):

"[Leader] is no longer with the company, effective today. We all appreciate the contributions they made. [Interim leader] is now running sales. We'll have a team meeting in 30 minutes to answer questions. If you're concerned about your role or our direction, I'm available all week."

Do NOT overshare: The "why" is between you and that leader. The team doesn't need a play-by-play.

TAGS: firing, performance-management, sales-leadership, difficult-conversations, organizational-health, hr