There is a female sales champion in the store, with a monthly target of 8 cars, and she always exceeds it.

A year later, the sales champion got pregnant and went home to have her baby. The company agreed to keep her position, but honestly, it didn’t really matter whether they kept it or not—sales positions are always recruiting.
Three months later, the sales champion returned, still performing at the top, but after another month, she left.
The reason was that the performance metrics changed. Previously, selling ten cars a month earned over ten thousand dollars, and now it’s the same ten cars, but the threshold to meet has increased.
For example, test drive conversion rate, installment finance rate, used car trade-in rate, and so on.
After she left, the boss said that a team wouldn’t disband just because one person leaves.
He wasn’t wrong—people can be replaced, but since then, sales performance has not improved.
Newcomers are passionate and motivated but lack negotiation skills.
Veterans have skills but lack passion—they just get by with the five social insurances and can sell one car if they sell one.
As for the sales champion, she still leads in sales at her competitor’s company, sometimes having meals and chatting together.
She said, “Working either for money or for people.
If I don’t have people, and they’re not paying me, where can I go?”
So, why do outstanding people leave? It’s simple—either the pay isn’t enough, or the support isn’t in place.