If you were my leader and I’m in my second year of getting highly successful across the board in my review, going over my KPIs, being at the top for percentage for my region all while being the only staff doing the work in the territory…and I said in my review “As we start another year asking for a 20% increase can we spend the next year considering strategies to increase staff or other resources as I’m concerned I’m reaching my capacity,” how would you respond?

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If you don't think you can make a case for a full-time duplicate of your role, you still have quite a few options.

Can you hire an inexpensive/offshore/nearshore Inside Sales resource to take the cold calling or rote outreach work off your plate to then free up X hours of your time, which would result in Y amount more sales (paying for the junior or part-time resource many times over).

Can you increase your incentive compensation somehow (increase the cap or increase the % you receive or just change the model altogether)?

Can you ask for a promotion just in title so it's clear to future employers that you're succeeding?

Can you receive additional equity in the company instead?

I think there are several creative options you could come up with for your leadership team. Ultimately they're not going to want to lose a good salesperson, but it also sounds like they don't think increasing goals without any corresponding increase in support is necessary, so you have to make the case to them for an increase in a different area.

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I think this is a great approach.

If don’t know your company but if you were my employee I’ll be honest about what I am thinking in that scenario: if I pitch additional personnel to my board I better have an expectation of how that will generate additional revenue needed to justify those funds. E.g spending $100k will net x increase in revenue and it better be at least $100k (should be a multiple). Personnel adds are very challenging for many companies right now.

I would be more likely to give you a raise and hire contractors (who don’t require health insurance and other overhead) to help you.

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That’s tough. It’s good you said you’re reaching capacity and expressed that concern.

I’ve had a similar situation with direct reports and it can be quite challenging as a leader when the options your employee proposes are simply not feasible for the business.

What I did was had them look at the job description they were hired for and make sure they’re not doing anything outside of that. Then I have them stack rank their priorities and we meet to discuss what they can stop doing with minimal impact or offload to external contractors or vendors.

You’re doing a lot of things right I’m just giving the other side of the coin if your leadership is under pressure to do more with less right now.

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