If I Had to Build a High-Performance Sales Team, Here’s Exactly What I’d Do

High Performance is 90% Mental

Studying sport psychology, working with elite performers, and being obsessed with what separates the best from the rest has taught me one thing:

Skill alone is never enough.

My favorite athlete of all time is Kobe Bryant.

I’ve been watching a documentary on him and they've been interviewing people who knew Kobe through the years. What’s fascinating is that no one is talking about his dribbling, his shooting form, or his athletic ability.

They’re all talking about his mindset.

His focus. His obsession with getting better. His ability to outlast everyone else.

That’s what made Kobe, Kobe.

And it’s not just him.

When you look at the best in any field —sports, business, music — the difference isn’t usually talent.

Think about pro athletes. Once they make it to the league:

? They all have access to the best coaches.

? They train in world-class facilities.

? They have nutritionists, recovery teams, and every resource they need.

So why do some still outperform the rest?

Because they’ve developed the mental skills that set them apart.

• The ability to focus when no one is watching.
• The discipline to stick to a plan—even when they don’t feel like it.
• The desire to keep getting better everyday.
• The resilience to keep going when things get tough.

When you see someone talented not maximize themselves, it’s rarely a skill gap.

It’s a mental gap.

Sports teams are starting to realize this. That’s why they’re investing in sport psychologists and mental performance coaching.

And sales is no different.

Sales is a competitive sport. Other companies are actively fighting for your prospects’ attention and money.

Yet most sales teams are spending 90% of their time training the 10% (tactics, scripts, objection handling)… while ignoring the 90% that actually leads to having a high-performing sales team.

That’s the real problem.

So, how do you fix it?

Oh... I'm glad you asked.

It starts with creating an environment BUILT for high performance.

How I’d Build a High-Performance Sales Team

1. Shift Focus to Process Goals

Sales professionals focus way too much on outcomes.

Close more deals! Hit quota! Increase revenue!

And I get it. Without sales, the business doesn’t exist.

And for reps? When your personal income depends on results, it’s hard not to obsess over them.

But here’s the thing: Focusing on results doesn’t create results.

If you don’t believe me, try this: For the next three months, tell your team to just think about closing deals all day. Nothing more, nothing less. Just think. Focus hard!! See how that works out.

Instead, I’d shift focus to process goals — the daily actions that actually drive results:

? Help Each Rep Set Process Goals. Process goals are different from outcome goals like “close 3 deals this month.” Process goals are action-based. If a rep needs to make 50 cold calls and 10 follow-ups per day to hit their target, those are the goals we focus on. I'd make sure each rep is CRYSTAL CLEAR on their process goals.

? Reward Process, Not Just Outcomes. You might be thinking, "This is a lot of rewarding! I don’t have time for this!" I get it. But humans? We repeat the behaviors we’re rewarded for. So why fight human nature? And this doesn’t mean throwing bonuses around — it can be as simple as acknowledging effort. Another trick? Teach reps to reward themselves. Over time, they won’t even need external validation. They'll be self-sufficient.

? Process Support. I’d spend a lot of my time making sure my team felt supported in hitting their process goals. Regular weekly or bi-weekly check-ins. Making sure they have the tools, resources, and coaching to stay on track. Everyone has different needs. I’d take the time to understand what those are and adjust accordingly.

Because the reality is: If sales reps don’t grow, the business won’t make sales. If the business doesn’t make sales, the business doesn’t grow... or even stay alive.

2. Build a Growth-Oriented Culture

Sales reps don’t grow in environments that don’t support growth.

Sure, some might push through on their own. But that’s usually because of their personal drive, not the company culture.

As a leader, you set the tone.

If I wanted a growth culture, I'd start with:

? Rewarding effort, not just closed sales. I know, that might sound counterintuitive, but look at it plainly — results come from effort, not the other way around. So, I'd focus on rewarding the effort I see my team making daily. If a rep bombs a sales call but immediately asks for feedback and jumps back on the phone? I’d acknowledge that. Show my excitement. That kind of behavior leads to long-term success.

? Leading by example. If you avoid feedback, resist change, and get stuck in old ways of thinking—your team will too. I’d start by modeling the behaviors I want my team to adopt. Ask my team for feedback on how I can be a better leader. Keep learning. Show that I'm adaptable. The team will follow suit.

? Encouraging learning and growth. I’d run call reviews, reward reps who actively seek feedback, create role-play environments, and build space for ongoing development. If the environment itself encourages learning, growth becomes inevitable.

Sales is a set of skills—both mental and tactical. And skills get better with practice. If your environment isn’t built for learning, your team—and your revenue—will feel the consequences.

3. Create a Competitively Collaborative Culture

Sales is competitive. But competition alone won’t make your team better.

The best teams balance competition and collaboration. They push each other while sharing what works.

Here’s how I'd build that environment:

? Accountability Partnerships. We all do better with accountability. You’re more likely to work out if you have a trainer. You’ll push harder if someone is watching. I'd pair reps together to track progress on daily behaviors (follow-ups, outreach, etc.). But I’d be strategic with pairings — not just throwing an A-player with a C-player and calling it a day. I wouldn't risk my top performers' performance for the sake of trying to make a C-player into an A-player.

? Peer Coaching. I’d set aside time for reps to learn from each other — sharing call recordings, swapping stories, breaking down what’s working and what’s not. Your team is out there every day, hitting the phones, meeting prospects—they have insights. Let them share them.

? Competitive Challenges. I’d create incentives for behaviors that drive success — like rewarding the rep who has the most quality conversations in a day. Or running a challenge to see who can get the most NO's before lunch. Get creative! If something doesn’t work? I’d iterate. Learn what gets your team going!

TL;DR

You can’t force your reps to perform at a high level.

But you can create an environment where high performance becomes inevitable.

Imagine having a team that's growth-oriented, process-driven, collaborative, and resilient? They'll consistently improve over time. Their results will continue to compound. They'll consistently outperform the competition.

Would I make all of these changes tomorrow? Probably not. One change I would make immediately is shifting focus to process goals. This is the highest leverage change that can produce increased action immediately.

So, if I were building a high-performance sales team? This is exactly where I’d start.

Question is: what kind of environment are you creating? Let's talk about it in the comments.

If you'd like help building a high-performing team, I'd love to connect.

?? DM me or email [email protected] to learn more about our Mindset Mastery workshops for sales teams and leadership.