How To Create a Truly Transformative Sales PIP
In 60 Days
There are a few things sales representatives dread more than being placed on a PIP. Getting fired is tough. But it’s often the fear and uncertainty surrounding a PIP that causes the most anxiety.
For many SDRs, Sales PIP is essentially code for “we want you out”. It is an “invitation to leave,” a precursor to firing.” After all, they’ve heard stories of colleagues who, despite completing their PIP, were let go anyway.
So, rather than engage and fight to improve, most SDRs emotionally check out. They polish their resumes, update LinkedIn, and quietly start planning their exit—even if leadership genuinely intends to help them improve.
The challenge, then, is this:
How do you design a truly transformative Sales PIP? How do you reposition it from a warning sign to a turning point—a tool for genuine performance improvement?
In this article, we’ll explore what most sales PIPs get wrong, why they often fail, and how to build a performance improvement plan that SDRs believe in—and benefit from.
Why sales PIPs fail
Performance Improvement Plans often fail, not because the rep can’t improve, but because the plan doesn’t address the root causes shaping the rep’s perception and motivation. When SDRs see the process as a dead end rather than a second chance, disengagement is inevitable.
Below are the most common issues that undermine the effectiveness of sales PIPs:
- Negative perception of PIPs: Many SDRs don’t view the PIP as a chance to improve—they see it as a soft exit strategy. That’s why some jokingly call it the “Paid Interview Period”. They use the PIP period to apply for new roles while still drawing a paycheck. If this perception isn’t challenged early and explicitly, reps will unlikely engage meaningfully with the process.
- No clear, trusted data: Too often, PIPs are built on hunches instead of hard numbers. Without clear diagnostic data on activities, conversion rates, or territory challenges, you risk addressing symptoms instead of root causes. That not only wastes time but also erodes credibility.
- Unrealistic or vague goals: Ambiguous or overly ambitious sales goals make a PIP feel like a trap. If the SDR believes there’s no way to succeed, they’ll check out before the plan begins. Expectations must be clearly defined, measurable, and attainable for a PIP to work.
- Little to no support: A performance plan without frequent coaching, structured check-ins, or access to tools signals to the rep that they’re on their own. They’ll assume that leadership may already have made up its mind. Support must be visible and consistent to build trust in the process.
- Overlooking external factors: Not all poor performance issues are within the rep’s control. External factors like territory saturation, CRM limitations, broken handoffs from marketing, or broader market headwinds can significantly impact output. Ignoring those external factors leads to an unfair and ineffective plan.
- Skipping earlier interventions: A PIP should be the last step in a larger performance improvement strategy, not the first. If you haven’t first tried structured coaching, mentorship, or clarified expectations, the PIP feels punitive rather than developmental. Taking earlier steps shows good faith and builds psychological safety.
When these foundational issues go unaddressed, PIPs fail to motivate—or worse, they accelerate disengagement. But with the right structure, mindset, and data, a PIP can become a pivotal moment in a rep’s career.
Here are the key elements of a successful PIP in sales:
Sales performance improvement strategy: The seven key elements
- Clear and specific goals and metrics
- Partnership and support
- Focus on habits, not just results
- Defined timeline and review process
- A mindset for development rather than punishment
- A clear post-PIP alignment plan
- Use the right tech to help reps grow faster
Let’s explore them in more detail.
1. Clear and specific goals and metrics
PIPs only work if the goals are transparent and fair. If the targets feel arbitrary, the rep will quickly disengage, considering the plan as simply a justification for termination rather than a genuine improvement process.
Imagine assigning a struggling SDR a goal of 20 booked demos per week without considering the team’s overall conversion rates. Perhaps they’re receiving 80 leads a week, with a conversion rate of only 20%. That puts them at 16 demos per week.
Without changes to lead quality, messaging, or sequencing, the target of 20 demos might be unachievable, and it sends the wrong message.
2. Partnership and support
An effective sales Performance Improvement Plan (PIP) should be a two-way process, rather than solely the employee’s burden.
PIP plans should evolve from manager-driven to collaborative, where sales leaders work alongside their reps to identify sales challenges, set realistic goals, and create flexible frameworks.
This partnership is much more effective at driving long-term performance improvement. Here’s how you can make Sales PIP a two-way process:
- Clearly explain the level of support you’ll provide. Will it be meetings or extra training? Ensure they understand the rationale behind the PIP.
- Hold weekly or daily check-ins to track progress toward set metrics, gradually reducing the frequency. You could also provide constructive feedback on their outreach, including calls, messages, and emails.
- Enroll the SDR in extra training. Consider one-on-one practical training, shadowing top performers, and access to relevant sales enablement resources.
A two-way PIP process helps the SDR understand that the plan is instituted in good faith. It signals your investment in their growth and begins to rebuild trust, though consistency over time is required.
3. Focus on habits, not just results
Sales is a skill. Persistence is a habit.
When an SDR’s performance declines, it’s often due to a breakdown in one or both. A truly transformative Sales PIP doesn’t just push reps to hit short-term numbers; it helps them build the skills and systems they need to sustain performance over time.
Without that foundation, you risk short-term gains followed by repeat underperformance later. Your plan should go beyond lagging KPIs and start with activity-based goals that directly address limiting habits.
- If a rep struggles to follow up on time, help them restructure their calendar and implement a follow-up system they can reliably stick to.
- If they generate many leads but struggle to close, focus on skill-building in objection handling, qualification, and negotiation.
Tie goals to specific behavioral issues, not just outcomes. Fix what’s driving the performance gap. That way, you’re not just treating symptoms but reinforcing the mindset needed to improve and maintain acceptable performance consistently.
4. A defined timeline and review process
A clear, time-bound structure is critical to making a Sales PIP feel fair, transparent, and action-oriented. It creates alignment between you and the SDR on how long the plan will run, what’s expected, and when progress will be reviewed.
While shorter timeframes (e.g., 30 days) may work for addressing minor performance gaps, a longer duration, such as 60 or 90 days, is often more effective. It signals that you’re invested in the rep’s growth, not just ticking a box on the way to termination.
Defining progress checkpoints along the way is just as important as the total duration. Outline what success looks like at each stage so the rep can track improvement and managers can provide timely support.
For example, you could plan that:
- By week 2, the SDR consistently should meet daily activity targets (e.g., calls, emails, and follow-ups).
- By week 4, early-stage conversion metrics (e.g., meetings booked, responses received) must begin to improve.
- By week 6, there’s clear momentum toward quota attainment, measured by pipeline value, forecast accuracy, or closed deals.
When timelines and review criteria are specific, reps are more likely to stay engaged because they know exactly what’s expected and when. This shifts the plan from feeling like a trap to a structured path toward recovery.
5. Develop rather than punish
A Sales PIP should be a developmental tool, not a disciplinary one. Yet, too often, it’s framed punitively, focused on punishment rather than growth.
To drive engagement, the process must be positioned as an opportunity to improve, not a verdict on past performance. This begins with how you frame the conversation.
For instance, avoid language like:
- “You failed to hit your target in Q1.”
Instead, use growth-oriented framing:
- “This plan is designed to help you improve your outreach volume and conversion rate to meet your targets consistently.”
These subtle shifts in language can have an outsized impact. When reps feel supported instead of scrutinized, they’re far more likely to stay engaged, take ownership of their development, and work collaboratively toward improvement. It builds psychological safety, which is critical for performance recovery.
6. Post PIP alignment
Many SDRs have seen colleagues meet their PIP goals, only to be let go shortly after. That lived experience creates skepticism, regardless of what’s said upfront. So, even when your intentions are genuine, uncertainty about what happens after the PIP can quietly undermine the entire process
To maintain trust and engagement, define the post-PIP path early.
Be clear about:
- What success leads to: Does the rep return to full responsibilities immediately? Is there a phased reintegration or additional support to ensure continued progress?
- What continued sales challenges trigger: If performance still lags, are there options for internal role changes, additional training, or skill gap reassessment before making final decisions?
Establishing this clarity at the start gives reps a reason to engage with the plan. It reinforces the belief that the PIP is truly about development, not dismissal.
7. Use the right tech to help reps grow faster
Let’s face it – a PIP is only as effective as the tools your reps have access to.
When SDRs are struggling, the right technology can bridge the gap between their current performance and where they need to be. Plus, good tech gives managers the visibility they need to coach effectively while providing reps with productivity boosters that help them hit their targets.
Without proper sales tools, both managers and reps face frustrating challenges:
- Managers fly blind without real-time data, making it tough to spot problems early or coach effectively
- Reps waste precious hours on manual tasks instead of high-value selling
- Performance discussions rely on memory rather than hard data
- Coaching becomes reactive when patterns aren’t caught early
Outbound sales software that tracks activity, analyzes performance, and increases productivity can transform a stressful PIP into a genuine growth opportunity.
How tech helps you run a better PIP
Good sales technology does three important things during a performance improvement plan:
- Makes performance visible: Dashboards that show real-time data on outreach volume, engagement, and conversion create transparency and accountability. This makes coaching sessions more productive because everyone’s looking at the same numbers.
- Increases productivity: Sales automation tools that handles repetitive tasks—like scheduling follow-ups, automating sequences, and personalizing content at scale—free up reps to focus on what matters: meaningful conversations with prospects.
- Highlights skill gaps: Tech can pinpoint exactly where reps need improvement (like low response rates or poor call-to-meeting conversion) and provide systematic ways to address those weaknesses.
4. Use what’s already working: Tools like Crono let you quickly see which sequences and templates your top-performing reps are using. Make sure your SDRs on PIP implement a similar strategy, simply by duplicating sequences that are generating the most sales meetings.
Real results: How Crono transformed Odda's sales performance
The right tech investment can completely change a team’s trajectory. Take Odda, a Talent Hub connecting IT professionals with leading companies across Europe.
Before using Crono, Odda’s team struggled with scattered outreach efforts and couldn’t easily identify decision-makers in target companies. Their sales reps were spending too much time on manual prospecting and administrative tasks instead of engaging qualified prospects.
After implementing Crono’s platform, Odda saw:
- 37% increase in sales effectiveness by automating repetitive tasks and focusing rep time on high-value activities
- 50% faster decision-maker identification using AI-powered contact finding that eliminated manual LinkedIn searching
- 3x more efficient outreach through synchronized email, LinkedIn, and phone sequences with personalized messaging
- Higher-quality pipeline through better prospect qualification and real-time engagement tracking
The team used Crono’s Web extension for direct prospecting and lead qualification, while the platform’s email integration kept messages highly personalized without hurting their domain reputation.
By bringing everything into one dashboard, Odda’s reps could focus on strategy rather than switching between multiple systems—creating exactly the kind of performance boost that struggling SDRs need during a PIP.
When designing your next Performance Improvement Plan, think about how your current tech stack might be holding your reps back. Adding the right tools could transform your PIP from a warning sign to a turning point in your rep’s career.
What does a Sales PIP entail?
What should your PIP cover?
A Sales Performance Improvement Plan (PIP) should be a structured, written document that outlines a clear path toward performance recovery. While formats may vary based on your sales organization’s policies, every effective PIP should contain the following key components:
- Reason for the plan: Begin by concisely explaining why the PIP is being initiated. Clarify expectations that have not been met and reinforce that the goal is to address concerns constructively.
2. Identified performance gaps: Clearly define the specific areas where performance falls short. Support this with objective data, such as current performance, historical pipeline coverage, conversion rates, or outbound activity trends, wherever possible.
3. Improvement goals: Set clear, measurable goals that align with the rep’s role and broader sales objectives. For example: “Increase outbound calls to 50/day” or “Achieve a 15% meeting-to-opportunity conversion rate.”
4. Timeline: Define a specific timeframe for the plan (typically 30, 60, or 90 days) based on the severity of the issue and the time realistically needed for change. Milestones at regular intervals (e.g., biweekly reviews) help track momentum.
5. Action plan & development activities: Outline the specific actions the rep is expected to take. These may include:
- Participating in sales coaching sessions
- Completing product knowledge refreshers
- Role-playing objection-handling scenarios
- Implementing a new time-blocking strategy for follow-ups
- Participating in sales coaching sessions
6. Key performance metrics: Identify how progress will be measured. Metrics should tie directly to the improvement goals, such as daily activity volume, response rates, qualified pipeline generated, or quota attainment.
7. Outcomes & consequences: State the possible outcomes based on the rep’s progress. Be clear about what happens if goals are met, partially met, or missed—whether that’s a return to regular duties, reassignment, or termination.
8. Signatures & acknowledgements: The document should be reviewed and signed by:
- The sales rep
- The manager
- A representative from HR
Signatures acknowledge that the plan was received and discussed. Additionally, documenting all conversations, commitments, and progress throughout the PIP period is essential for transparency.
Here are some examples of sales PIPs you can copy for different use cases:
Sales PIP examples: Addressing common performance issues
Below are examples of how a PIP could be structured for three common sales performance issues, acting as a template for your plans. Remember, each PIP should be tailored to the representative’s needs and circumstances.
1. Sales PIP example for reps consistently missing sales targets/quota
|
Sales Performance Improvement Plan
|
Name of Employee |
[Insert employee name] |
|---|---|
|
Manager Name |
[Insert manager name] |
|
Start Day |
[Provide start date] |
|
Performance Issue |
Low conversion rate (e.g., Lead-to-Opportunity) |
|
Overview |
[Provide an overview of the rep’s performance issues] |
|
Goal |
|
|
Action Plan / Development Activities |
|
|
Support and resources provided |
|
|
Timeline |
90 days |
|
Performance metrics |
[Provide performance metrics] |
2. Sales PIP example for reps with low conversion rates (e.g., lead-to-opportunity)
|
Sales Performance Improvement Plan
|
Name of Employee |
[Insert employee name] |
|---|---|
|
Manager Name |
[Insert manager name] |
|
Start Day |
[Provide start date] |
|
Performance Issue |
Low conversion rate (e.g., Lead-to-Opportunity) |
|
Overview |
[Provide an overview of the rep’s performance issues] |
|
Goal |
|
|
Action Plan / Development Activities |
|
|
Support and resources provided |
|
|
Timeline |
60 days |
3. Sales PIP example for reps with low activity numbers
|
Sales Performance Improvement Plan
|
Name of Employee |
[Insert employee name] |
|---|---|
|
Manager Name |
[Insert manager name] |
|
Start Day |
[Provide start date] |
|
Performance Issue |
Low conversion rate (e.g., Lead-to-Opportunity) |
|
Overview |
[Provide an overview of the rep’s performance issues] |
|
Goal |
|
|
Action Plan / Development Activities |
|
|
Support and resources provided |
|
|
Timeline |
60 days |
The 60-day sales performance improvement plan in 4 phases
Phase 1: Assessment and goal alignment (week 1)
The first week is where you lay the foundation for everything that follows. During this period, your role is to audit the SDR’s recent activity to uncover where performance is lagging and why.
Performance audit
Build your report on performance indicators such as:
- Consistency: How consistent were they across different channels?
- Opens: The number of times their emails or LinkedIn messages were opened.
- Reply rate: The number of times prospects responded.
- Activity levels: Whether the SDR maintains a steady, healthy cadence, or shows inconsistency or burnout.
With these data points, highlight exactly where the representative is struggling and develop a targeted improvement plan in those areas.
A sales automation tool like Crono makes reviewing and exporting performance data for specific reps easy.
You can access outreach volume, reply rates, and overall activity across various outreach channels in one place. That way, it’s easier to report on lagging factors, especially if you’ve been tracking performance in a spreadsheet.
Communicate your findings
Schedule a one-on-one meeting with the underperforming sales rep. Use the meeting to:
- Share your findings candidly but supportively.
- Frame the plan as an opportunity to close performance gaps with your full support.
- Reaffirm your confidence in their ability to bounce back by citing past successes,
- Set SMART goals directly tied to the gaps you identified.
Once the goals are in place, you need to track the SDR’s execution in real time so you can catch potential issues early and address them. You want to do this without pinging the rep constantly for updates or micromanaging, which adds unnecessary pressure to an already stressful situation.
Crono helps track SDR progress in real-time. Instead of tirelessly waiting for status updates, you can quickly view:
- Completed and overdue tasks.
- Progress toward specific weekly activity targets.
- The rep’s current outreach volume and engagement rates across email, LinkedIn, and phone.
That way, you can proactively spot patterns that could signal the SDR is falling behind, such as a drop in emails sent or missed follow-up opportunities.
Phase 2: Skill enhancement and initial implementation (weeks 2-4)
Focus on implementation and recording tangible results. You want to closely monitor activity and guide the sales rep toward small wins that rebuild their confidence.
Using the plan you’ve created, share materials and set up one-on-one coaching sessions to plug the gaps you identified in the first phase. These sessions should be hands-on and as practical as possible.
For example, if the rep struggles with personalization, reference high-performing sales templates to show them what good looks like. Or better yet, co-create custom messages on the spot so they learn what good personalization looks like in practice and leave with examples.
Crono’s A/B testing can help you refine messaging. Test and rewrite subject lines, email content, and sequences to see what resonates. Use that data to coach the rep on creating messages that elicit responses, rather than relying on opinions.
Keep a steady cadence of check-ins throughout this phase to monitor progress. Ensure each session celebrates even small gains—an uptick in reply rate, a stronger demo pitch—and reinforces that progress.
Phase 3: Consistent application and performance monitoring (weeks 5-7)
In this final phase, the focus shifts from learning and adjustment to sustained execution. By now, the rep should apply new strategies consistently and demonstrate measurable improvement.
Your goal is to help them maintain momentum, address remaining blockers, and build confidence in their ability to deliver independently.
- Reinforce Accountability Through Dialogue
Encourage open conversations around any remaining challenges or recurring blockers. Invite the rep to proactively surface issues and, when appropriate, share how you or others have overcome similar obstacles. This reinforces psychological safety, builds trust, and highlights that growth is a process, not a performance test.
- Track Progress Transparently
Continue documenting:
- Shifts in performance expectations
- Two-way feedback exchanges
- Observable progress or persistent misalignments
This record becomes a shared source of truth that ensures clarity, supports fair evaluation, and makes post-PIP decisions easier to justify and communicate.
- Gradually Step Back
If consistent improvement is visible, begin scaling back the frequency of check-ins. This signals confidence in the rep’s autonomy while leaving the door open for support. Be explicit about your continued availability so they know they’re not being left to fend for themselves.
Phase 4: Performance review and future planning (Week 8)
At the end of the 60-day PIP, it’s time to step back and evaluate the progress. A sales reporting dashboard, like Crono’s, provides a comprehensive view of the representative’s activity across all channels over the entire 60-day period.
From the dashboard, you can evaluate:
- Activity and consistency — How consistently did the rep meet their outreach and follow-up goals? Did they maintain a steady cadence of activity?
- Engagement metrics — Did key engagement metrics—reply rates, call connection, or LinkedIn responses—show tangible improvement over time?
- Task completion — Did the rep stay on top of assigned activities, like follow-ups or daily outreach tasks, and complete them on time?
This provides a transparent and measurable objective for evaluating whether the SMART goals were met, keeping the process transparent and fair.
Once you’ve reviewed the performance data, communicate what comes next. Will the coaching program continue? Is the rep ready to return to full autonomy? Or, unfortunately, will the decision be made to let them go?
[Template] 60-day Sales PIP Checklist
This actionable 60-day plan gives managers a day-by-day roadmap to get struggling SDRs back on track—fast.
Key considerations for effective sales PIP
Throughout the PIP, it is essential to address the skepticism that often surrounds performance plans proactively. Let’s look at the key things you should remember during the PIP period.
- Rename it: Performance Improvement Plans often have a negative reputation that can undermine the process before it begins. That’s why we recommend flipping the script and calling it a Sales Success Plan or Performance Growth Initiative. This will tell your team this is your commitment to their development, not a signal that you’re preparing to cut them loose.
- Documentation is crucial: Document all aspects of the plan, including sales goals, support provided, progress updates, and feedback given. This not only protects you and the rep but also ensures transparency.
- Consider a third party: Involve someone from HR or people ops to provide an outside perspective. This reinforces the idea that the plan is being handled fairly.
- Recognize the employee’s perspective: Many employees view PIPs negatively and may be actively seeking alternative employment. Counter this perception by demonstrating genuine support and a clear path to success.
- Avoid ambiguous end dates or shifting goals: The plan should have a fixed time frame—ideally 60 days—with clear milestones. Continually changing KPIs or creating a PIP with an undefined end date can suggest you’re not truly concerned about the representative’s improvement.
Frequently Asked Questions about Sales PIP
How long does a sales PIP typically last?
Generally speaking, sales PIPs are short-term processes, lasting between 30 and 90 days in most organizations. It is considered rare to see a sales PIP last more than 90 days. Some PIPs can extend beyond the initial period. However, it is important to note that a sales PIP must have an agreed endpoint.
Are sales PIPs usually successful?
Despite the dominant negative view, sales PIPs can and do work when managers genuinely use them to turn around performance, and the rep is willing to improve. Success is more likely when the PIP is well-structured, clear, and measurable objective, provides adequate support and resources, and involves regular follow-up and two-way feedback.
