How I Transformed Underperforming Sales Teams into Insanely Successful Ones

As a sales leadership team coach with over two decades of experience, I've witnessed firsthand the seismic shifts in the business landscape that have rendered traditional sales leadership methods obsolete. In today's hyper-competitive market, where customer expectations are constantly evolving, and technological disruptions are the norm, sales teams need more than just motivation – they need a transformative approach that inspires, empowers, and delivers exceptional results.

Through years of working with diverse sales teams across industries, I've developed a framework that consistently turns underperforming sales teams into revenue powerhouses. This framework, which I call "The Five Pillars of Outcomes-based Sales Leadership," has helped my clients achieve revenue growth while reducing sales team turnover. Today, I'm sharing these insights with you.

1. Goals and Purpose: Beyond the Numbers

While sales targets are crucial, I've found that goals beyond mere numbers drive the most successful sales teams. Salespeople are more motivated when they understand and buy into the "why," "what if," and "so what" of their goals.

While setting goals, let's rethink SMART goals. Instead of starting with 'Specific,' let's begin with 'Relevant.' Why is this goal important to you? What are the consequences if it's not achieved? Once we've established the 'why,' we can shift to 'Achievable.' It's not about setting easy goals but about breaking down ambitious ones into actionable steps. What roles does each team member play in this process?

Next, ensure our goals are 'Measurable' - quantifiable, observable, and tangible. Finally, we need a 'Time frame' with clear milestones. What happens if we fall behind? By making everything specific, we create a clear roadmap to success.

When coaching sales teams, I usually implement a "Team/Leader Contracting" exercise with the sales team, where the sales leader and team members explicitly state their expectations and commitments. This mutual understanding fosters better trust and collaboration between leaders and team members.

2. Methodology: Selling is a Science, not Just an Art

One of the most startling statistics is that less than 15% of superstar salespeople succeed in management roles. This underscores a critical truth: knowing how to sell doesn't automatically translate into knowing how to lead a sales team.

To bridge this gap, I've developed a four-stage approach to B2B selling that aligns with the buyer's journey:

1. Prospecting and Preparing
2. Meeting with customers
3. Following through
4. Negotiating

Each stage requires specific skills and approaches. I train sales leaders to be adept at coaching and modeling these methods for their teams. Leaders must know what behaviors and responses are effective in their sales environment and then teach their teams to follow those proven methods.

Many sales leaders tend to rely on gut feeling to determine which methods are effective instead of getting data-driven feedback on what works better for them. Teaching sales methods based solely on gut feel can be detrimental.

Sales leaders can now use our situation judgment test (the Sales MapTM) to get data-driven perspectives on their sales team's strengths and weaknesses and what must be done to improve their sales abilities.

3. Measurement: What Gets Measured, Gets Managed

In my experience, traditional metrics often fail to provide actionable insights. I advocate for a balanced approach focusing on leading and lagging indicators.

Leading indicators are like the breadcrumbs on the path to success, illuminating the journey before reaching our destination. Imagine tracking the percentage of time spent on selling activities or the lead-to-opportunity ratio. These metrics are not just numbers; they are early whispers of potential outcomes, guiding us toward where we need to focus our energy and innovation. They empower us to make proactive decisions, ensuring we are not just watching the clock but actively shaping our future.

On the other hand, lagging indicators serve as the rearview mirror, reflecting our past performance with metrics like pipeline velocity and market penetration. They reveal the successes we've achieved and the lessons we've learned, providing invaluable insights into what worked and what didn't. Understanding both indicators helps us forge a path forward, balancing immediate actions with a deep appreciation of our history. In this dance between the leading and lagging, we find the rhythm of growth and the pulse of true innovation.

Review your current metrics. Are you tracking both leading and lagging indicators? If not, identify the key metrics that will give you a balanced perspective of your sales performance.

4. Guidance: The Power of Coaching

In my work with sales teams, I've observed that the most influential sales leaders are coaches, not commanders. To facilitate this shift, I've developed a "10-Minute Power Coaching Framework" that includes:

1. Establishing psychological safety
2. Framing the issue
3. Exploring the team member's intended solutions
4. Addressing challenges
5. Co-creating solutions
6. Establishing accountability

By prioritizing psychological safety, we create an environment where salespeople feel secure to express their challenges without fearing judgment or repercussions. This openness fosters genuine dialogue, allowing team members to share vulnerabilities that might otherwise go unspoken. When individuals know they can be candid about their struggles, they're more likely to seek help, share insights, and collaborate with their peers. This process strengthens team bonds and builds a culture of trust where innovation can flourish, and ideas can flow freely.

Coaching in this manner leads to better sales performance by transforming challenges into opportunities for growth. When sales leaders engage in meaningful conversations around obstacles, they empower their teams to take ownership of their solutions. The co-creation aspect of the framework encourages accountability and commitment; team members are not merely receiving directives but actively participating in the problem-solving process. This sense of involvement increases motivation and enhances the effectiveness of the strategies developed. Ultimately, salespeople who feel supported and valued will perform better and develop a deeper resilience and adaptability that drives success in an ever-changing market.

5. Motivation: The Science of Driving Performance

Through my research and practical experience, I've come to understand motivation as a formula:

Motivation = (Expected Payoff x Chances of Success) / Amount of Effort

This equation underscores the importance of not just offering rewards but also ensuring that goals are achievable and that the path to success is clear and manageable. If salespeople feel that the chances of success are slim or that the amount of effort required is immense, they will be demotivated.

Without paying or rewarding salespeople more, leaders can motivate their sales team through coaching and training so that salespeople feel more confident of success with the right skills and support to reach their goals.

Embracing the Future of Sales Leadership

The business world is evolving at an unprecedented pace, and sales leadership must evolve with it. Adopting these five pillars of outcomes-based sales leadership allows you to create a high-performing team that consistently exceeds expectations.

In my career, I've seen this approach transform struggling sales teams into market leaders. The journey to revolutionary sales leadership is challenging, but the rewards are immense. It requires a commitment to continuous learning, a willingness to challenge conventional wisdom, and the courage to lead change.

Are you ready to transform your sales team? The future in sales leadership is happening now. Are you on board yet?