They almost never say the quiet part out loud. They build a “paper trail” that makes it look like performance… even when the numbers don’t line up.
Common plays:
Inflate quotas to levels nobody in the territory has ever hit.
Move accounts or shrink territory potential, then blame you for lower output.
Suddenly start documenting “issues” after years of no issues.
Switch you from retention-heavy to acquisition-heavy segments with no rationale.
Push older reps into PIPs, even when metrics are objectively normal for the segment.
Put you under a manager who’s “resetting the team culture” code for turnover.
Replace you quietly with someone 20 years younger at half the comp.
On paper it’s “performance.” In reality it’s engineered.