How do we structure performance-based comp (quotas + bonuses + accelerators) to encourage team selling over individual heroics?

Use team-based accelerators + individual team-contribution modifiers. AE hits 120% quota individually but team hits 90%—reduce her accelerator payout by 20%. This incentivizes account collaboration, not quota hoarding. Most comp plans measure individuals in isolation. Top rep hits 150% quota, gets max accelerators. Meanwhile, account-based selling is dying because she's not sharing accounts. Fix: tie portion of individual bonus to team performance.

The Individual vs. Team Problem:

Standard comp: Rep earns commission 100% on her quota attainment (and accelerators above 120%). This incentivizes her to own all accounts, do all deals, and share nothing ("if I involve a peer, they get credit; I keep 100% of deals I source").

Result: One rep at 150% quota; peer at 70% quota. Team average is 110%. You look healthy on paper. But the 150% rep is burning out (doing all the work), 70% rep is disengaged (has no deals), and customer relationships are fragile (only one rep knows them).

Team-based comp fix: 80% of bonus is individual (her quota), 20% is team-based (team quota or team metrics). Now, if she hits 150% quota but team hits 85%, her bonus is 150% × 0.8 + 85% × 0.2 = 120% + 17% = 137% vs. 150% without team modifier. She loses 13% upside, incentivizing her to help peers hit quota.

Team Comp Models (Pick One):

Model 1: Individual Quota + Team Modifier (Simplest)

• AE has $1M individual quota. AE gets 15% commission on her own ACV.
• Team has $5M collective quota (5 AEs × $1M). Team gets 2% bonus pool if team hits $5M (shared equally across team).
• Payout:
• AE at 100% individual + Team at 100% collective = $150k (base $100k + ind comm $50k + team bonus $0 since at target).
• AE at 150% individual + Team at 80% collective = $190k (base $100k + ind comm $75k + team bonus $15k × 0.8 = $12k). Reduced team bonus due to team miss.

Model 2: Weighted Team Performance (More Complex)

• 60% of variable comp is individual quota (AE's personal close rate).
• 40% of variable comp is team metrics (team quota attainment + NPS + retention).
• AE can't maximize earnings without team succeeding.

Model 3: Account-Based Team Comp (Most Collaborative)

• Accounts are assigned to "pods" (1 AE, 1 CSM, 1 SE). Pod quota is $1.2M. Individual rep's commission is 80%, pod's commission is 20%.
• If pod hits $1M but AE's slice is $700k, AE earns commission on $700k (her part) + 20% of $300k (pod's collective achievement above her piece).
• Forces collaboration because pod is incentivized unit, not individual.

Red Flags & How to Fix Them:

Problem 1: Top rep avoids helping peers to keep bonus concentrated.

• Fix: If she avoids collaboration, it's visible in peer feedback ("Sarah doesn't share accounts; doesn't teach new people").
• Consequence: 360 feedback is 20% of annual comp review. If peers rate her low on collaboration, her bonus is reduced even if quota is high.

Problem 2: Weak peer drags down top rep's team bonus.

• Example: Top rep at 150%, weak rep at 60%, team is 105% (dragged down by weak rep's 60%). Top rep's team bonus is only 5% (near target).
• Fix: Use team median or mid-point, not average. If team is 60%, 75%, 100%, 120%, 150%, use middle performer (100%), not average (81%).
• Benefit: Top rep's bonus isn't destroyed by one weak rep; weak rep's weight is reduced.

Problem 3: New/ramping rep drags team down; gets little individual bonus; stays demotivated.

• Fix: Ramp quota for new rep (80% of full quota Year 1, 100% Year 2). Team quota accounts for this weighted approach.
• If new rep is at 80% quota (ramp rate) and full-quota team is $5M, new rep's weight is 0.8, so team quota adjusts to $4.8M for purposes of team bonus calculation.

Model 4: Tiered Team Bonus (My Preference)

Math example (AE's variable comp = $100k at 100% individual quota):

• AE hits 120% individual quota. Base bonus: $120k.
• Team hits 85% collective quota. Multiplier: 0.9x.
• Final bonus: $120k × 0.9 = $108k. AE earns 90% of her potential bonus because team slightly missed.

This is gentler than Model 1 (which would give $12k team bonus separately). Model 4 integrates team performance into individual bonus, simpler to administer.

Preventing Comp Gaming:

Gaming Move 1: "Top rep" steals deals from weak rep to hit team quota.

• Top rep sees weak rep has two $100k deals stuck in "proposal" stage. Top rep convinces customer to let her take over the deal. She closes it, gets commission.
• Fix: If deal was originally attributed to Weak Rep (in CRM), only Weak Rep gets commission credit, regardless of who closes it. Incentivizes actual handoff, not theft.

Gaming Move 2: Reps coordinate fake "team" activities (cross-referrals that don't happen).

• Top rep and weak rep agree: "I'll do a fake customer meeting where I 'introduce' your deal to them, you give me credit, we both earn team bonus."
• Fix: Audit team bonus claims. If two reps claim same customer meeting from different angles, spot-check with customer/calendar.

Gaming Move 3: End-of-quarter collusion (deals pushed to next quarter to reset team baseline).

• Team is at 110% quota EOQ. Top rep could close 3 more deals, pushing team to 130%. Instead, she delays closes to Q2 (when team baseline resets lower) to make hitting quota easier.
• Fix: Commission is on revenue recognized, not deal closed. If deal is recognized in Q1, commission is Q1, regardless of when it closes. This removes push-pull incentive.

Communication (Why Team Comp Matters):

"You earn commission on your quota. You also earn bonus on team performance. This means your success is tied to your peers' success. Strong team = strong earnings for everyone. Let's build collaboration into how we reward ourselves."

Most reps hate team comp initially ("I shouldn't be penalized for peers' performance"). But once they see it works (top performer helping peer close deals, team hits collective quota, everyone earns more), they buy in.

Example Scenario (Model 1):

TAGS: compensation,team-selling,bonus-design,collaboration,cro-ops