How to build a performance improvement plan
A PIP has a bad reputation because many are used as a paper trail before firing. A good one is a genuine, structured attempt to turn a rep around.
Fairness and clarity are the point: specific targets, real support, and honest consequences so the rep knows exactly where they stand.
Short answer
Build a performance improvement plan (PIP) with specific, measurable targets tied to the real gap, a realistic timeline, genuine support and coaching, and clear consequences. A good PIP gives the rep a fair, well-supported chance to succeed, not a box-checking prelude to termination. Approach it as a real attempt to save a rep, documented properly.
Step by step
Define specific, measurable targets
Tie the targets to the actual gap, whether activity, pipeline, or closed revenue, and make them concrete and achievable. Vague targets are unfair and unactionable.
Set a realistic timeline
Give enough time for the improvement to be real given your sales cycle, typically 30 to 90 days. Too short is a setup to fail; too long drags out a bad fit.
Provide genuine support
Pair the plan with real coaching, resources, and check-ins. A PIP with targets but no support is a formality, not a turnaround effort.
Be clear on consequences
State plainly what happens if targets are met and if they are not. The rep deserves to know exactly where they stand and what success requires.
Document fairly
Record the plan, the support given, and the progress. Proper documentation protects both the rep and the company and keeps the process honest.
Make it genuine
The goal of a PIP should be to save the rep, not to build a firing file. Approaching it genuinely, with real support and a fair chance, is both more ethical and more effective. Reps often turn around when a PIP is specific, supported, and honest, and even when they do not, a fair process protects everyone.
How Ardovo runs this
Ardovo turns this from a slide no one opens into how the work actually happens. The stages, exit criteria, and plays live in the deal object, and Rook flags any deal that skips a step, drafts the next artifact, and keeps the data honest, so improvement plans are specific, supported, and fair gets followed instead of forgotten.
Frequently asked questions
What should a sales performance improvement plan include?
Specific, measurable targets tied to the real gap, a realistic timeline given your sales cycle, genuine coaching and support, and clear consequences for meeting or missing the targets. A good PIP is a fair, well-supported chance to succeed, documented properly, not a box-checking prelude to termination.
How long should a sales PIP be?
Typically 30 to 90 days, long enough for real improvement to show given your sales cycle. A cycle that takes 60 days to close means a 30-day PIP cannot fairly measure closing improvement. Set the timeline so the rep has a genuine chance for the targeted change to materialize.
Is a PIP just a way to document before firing?
It should not be. The goal of a good PIP is to save the rep with specific targets and real support, and reps often turn around when the plan is fair and genuine. Even when they do not, an honest, well-documented process protects both the rep and the company, unlike a box-checking exercise.