Pomio CRM keeps targets next to the pipeline: a target can be set per user or per team, for a month, a quarter or a year, and the scoreboard compares it with won revenue from the same deals the team works on every day.
Why a team target alone is not enough
A team target tells everyone where the business needs to land, but it does not tell anyone what their own part is. When the quarter goes well, nobody knows who carried it; when it goes badly, everyone assumes someone else was going to close the gap. A personal target turns the shared number into a concrete question each salesperson can answer on Monday morning: how far am I, and which of my deals gets me there?
Why personal targets alone go wrong
The opposite mistake is setting personal targets without a team number above them. People then optimise their own score: they fight over who owns a deal, stop helping colleagues and hide deals until the next period. A team target above the personal ones keeps the shared goal visible and makes helping a colleague worth something. It also shows a manager quickly whether the personal targets together are actually enough.
Start with the team number, then split it
Agree the team target first, based on what the business needs and on what the pipeline realistically supports. Then divide it over the people who own deals. Many teams let the personal targets add up to a little more than the team target, so that one person having a quiet month does not sink the whole team. Write down how the split was made, so a new colleague or a manager can follow it later.
Measure both on the same won deals
A target is only as reliable as the data it is measured on. Count won deals in the CRM, with the date they were won and their actual amount, not a separate list someone keeps up to date by hand. That only works when every deal has a single owner and an amount, and when the expected close date is kept honest. When two people really worked a deal together, use a deal split so the revenue is shared instead of counted twice.
Pick one period rhythm
For most small sales teams a quarterly target with a monthly check works best: a month is too short for larger deals, and a year is too long to correct course. Use the same period for the team target and the personal targets, otherwise the numbers can never be compared. Look at progress in the weekly pipeline review, but judge the target at the end of the period.
Who gets a personal target, and who does not
Give a personal revenue target only to people who own deals and can influence whether they are won. Roles that support sales, such as an assistant who books meetings, are better measured on their own work than on revenue they do not control. New colleagues get a lower target for their first months, because their pipeline still has to be built. When someone leaves, reassign their open deals and adjust the targets of the people who take them over.
How Pomio CRM supports team and personal targets
In Pomio CRM a target can be set per user or per team, for a month, a quarter or a year. The scoreboard shows revenue, won deals, funnel, sources and a leaderboard per period. Sales reps see their own scope by default, while sales managers see their team or the whole organisation, depending on their role. Commission rules, bonus scenarios and deal splits sit in the same CRM, so the reward logic follows the same won deals as the targets.
A practical checklist
Set one team target per period; split it into personal targets for the people who own deals; let the personal targets add up to at least the team target; use the same period for both; measure on won deals in the CRM, with a deal split for shared deals; give new colleagues a lower target at first; adjust targets when deals are reassigned; review progress weekly and judge the target at the end of the period.
Go deeper
Should personal targets add up to exactly the team target?
Not necessarily. Many teams let them add up to a little more, so one quiet month for one person does not mean the team misses its target. Agree the margin openly, so it does not feel like a hidden increase.
Should targets be based on revenue or on the number of deals?
Revenue for most teams, because that is what the business needs. The number of won deals is a useful second view for teams with many small deals of similar size.
Should a sales manager have a personal target?
Only if the manager also owns deals. Otherwise the manager is measured on the team target, which is the number they steer.
Can targets change during a period?
Only for a clear reason, such as a colleague starting, leaving or taking over a group of deals. Write down the change and the reason, so the end result can still be compared fairly.