ASK JOHN

Hi Mitchell,

Thanks for the question.

Before I get into the details, let me state up front that:

(a) I have a strong opinion about this, and my answer is “Hell, Yes!”

(b) I have qualified for amazing trips to Hawaii (2), Puerto Rico (2), Paris, Bali, London, and a few other places as a SE leader.

(c) A large proportion of companies (almost 60% as of 2025) do allow their SEs to qualify, or hold a separate SE achievement trip.

I had a conversation with a Sales EVP, brokered by the SE leader on this subject last week – and this is how it went: The discussion with the Sales EVP started from the standard position of “if presales wants the rewards of being a sales rep, then they should move into sales.” We then had a long, 90-minute conversation about the following:

1. Teamwork. His company heavily promoted the concept of the sales team. I asked him what the answer would be if he asked his top ten sales performers who had most helped them kill their quota. For example, would it be their “presales partner” or their sales manager? He called three of his top performers on the spot and asked them directly. All three replied, “The Sales Engineer Team”. You cannot say it’s all about the team, until it isn’t!!

2. Recognition Versus Reward. To me, the President’s Club is about recognition and appreciation. It signifies to an SE that they are one of the best. You look at most SEs’ online resumes on LinkedIn – if they made a sales club, it’s listed. It is something to be incredibly proud of and is recognized as a significant achievement. I know most SEs couldn’t care too much (although it’s nice) about any monetary award that may come with it – it’s the invitation that is important. Coming home to a spouse or loved one and saying “pack your bags…” makes up for those 60-hour weeks we sometimes put in.

3. Meritocracy. I always believe in rewarding the absolute top performers. If you have ever worked for me, you know I say, “You eat what you kill“. This company had a problem hanging onto its top SEs. It wasn’t compensation – it was the way they were treated and the culture that went with it – an SE couldn’t really stand out. If they did, they got promoted into management!

4. Parity. I have never begrudged the commission a sales rep earns for exceeding quota. They deserve it, and all the recognition that goes with it. After all, the rep takes the burden of the risk. If a district or country fails miserably, the reps get canned, the sales manager usually follows, but the majority of the SEs stay on. (This point is primarily to defuse the “if you want the rewards…” viewpoint.)

How do you determine which SEs qualify for the club and establish the criteria for membership? Rather than rehash a prior post, I’ll point you to my old blog.

Good luck with the conversation – and make sure to get some of the first- and second-line sales managers on your side before you start. They can help you win the argument.