Years ago, I managed an outstanding sales rep. One day, she had a run in with a teammate that caused some tension. Literally the next day, she was approached about another role. Even though she hadn't been out and about looking, that one conflict pushed her over the edge and she decided to leave. The tension between these two had been building for months, and I should have stepped in earlier, and my inaction taught me a valuable lesson in leadership. The reality is, salespeople usually don’t leave for just one reason; it's usually a combination of things. Sometimes you see the warning signs, and sometimes you don’t but right now there are warning signs everywhere that a significant number of salespeople are feeling unsettled and restless.
In the latest Mood of the Sales Leader survey across New Zealand and Australia, approximately half of salespeople indicated they were open to leaving their current role in the next 12 months. In New Zealand the reasons given centred on seeking more money, a better manager, and an environment that offered more growth and development opportunities. Amongst the Australia respondents the reasons were once again more money, followed by a better company, and a more certain career path.
Imagine for a moment if 50% of your sales team decided to up sticks and leave in the next 12 months! Worse still, what if that 50% was your best talent? Whether you are a salesperson or a sales leader you know better than anyone how long it takes to bring a salesperson from onboarding to fully up to speed and knocking it out of the park. Add in the time and cost that it takes to find a good person and you are looking at a significant backward step before you can go forward.
Losing your best people is not just an hr problem it is a massive revenue risk. Right now, many leaders are sitting on exactly that risk without realising it. I think most leaders would be surprised by just how often their top talent is being approached about new jobs. As always, your best talent is your competitors best targets.
The gap between what salespeople (not limited to salespeople) want and what companies are willing or able to give has been widening for a while. Post Covid the power sat firmly with the employee. In a tightening labour market that has shifted back towards the employer but not as far as many think. According to the survey, 93% of salespeople received either no salary increase or less than 5% last year, following a 2024 where the numbers were almost identical. The desire for more base salary and not just more on paper commission is strong and frustration appears to be rising.
But it is not only about money. Salespeople want to see a pathway for their careers, and they want their company to invest in their development too. Improving and being challenged is what makes them feel like they are growing, not just stagnating, which makes this next number particularly alarming. Investment in sales training and development dropped by 50% in 2025, and four in ten salespeople received no training or development at all.
The companies who kept investing in their people during the tough years should expect to be the ones with lower turnover and stronger performance this year. Considering that 35% of sales teams are looking to increase their team size and an improving economy we may find some talent shortages in 2025.
5 ways to avoid being caught off guard with surprise resignations:
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Don’t be like me in the opening paragraph by ignoring or hiding from the warning signs
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Every team member is unique, be aware of what motivates them, what drives them and what they love and don’t love about their roles
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Have open and regular informal conversations
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Be willing to invest in development even in harder times
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Pay them what they are worth and if you can’t right now then be open about the reasons why
