As time went on, the door to door team grew too quickly leaving the “base fiber” team out of luck. From there, the high performers cornered themselves a large piece of the pie and the managers were incentivized to give them all the good leads while everyone else struggled and knocked the same doors every 3 months. As a supervisor this left me powerless to motivate my team or reach my goal, which was based on budgeted headcount. This meant my goal was completely unobtainable and even mid performers on my team made more $$$ than me when I was pulling hard for my team.
On top of this, layoffs in support happened which meant that 40-50% of my time was spent using tools that were technical in nature and left me spread thin for actually focusing on sales performance and instead I played sales support to my team who was disgruntled at my ability to quickly give them the essential answers they NEEDED to complete their installs. On top of this, offline sales teams would steal sales from my team members creating more work and unnecessary drama.