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Sales team performance: when the team grows, but revenue doesn't
Your IT or software company has hired extra salespeople, but revenue isn't growing at the same rate. Two top performers carry most of the results, new people take months to become productive, and marketing and sales blame each other for poor leads. Hiring more people won't solve that, a shared approach for the whole team will.
Why a growing sales team doesn't always mean more revenue
Everything hangs on a few top performers
If one leaves, you see it in the numbers straight away.
Nobody knows what's expected of them
There are revenue targets, but no clear goals for what you need to do every week to get there.
There's little coaching
Salespeople are only corrected once a deal has already been lost.
Marketing and sales work past each other
Marketing counts leads, sales complains about the quality, and good leads are left untouched.
What gets a sales team performing
Your top performers' approach as the standard
Your best salespeople do something different from the rest, but usually they don't know exactly what themselves. Record their calls with an AI notetaker, with the prospect's permission, and have it written out which questions they ask, how they handle an objection and when they ask for a next step. That becomes the basis of a playbook the whole team follows.
Fixed KPIs per salesperson
A revenue target alone doesn't tell a salesperson what to do this week. Also give each salesperson goals for their activity, such as the number of first conversations, demos and proposals per week, and track them individually. That way you see weeks in advance who's falling behind, not only at the end of the quarter.
Weekly 1-to-1s on real deals
Schedule a 1-to-1 with every salesperson every week. Discuss the deals that need to sign this week and next, and ask concrete questions: who decides, how does the decision work, what's the next step? How to use those conversations for a reliable forecast as well is explained on our page about improving your sales forecast.
Coaching on real calls
A meeting about numbers shows what's happening, not why. So regularly listen to a recorded call together, and pick one skill per salesperson to work on this quarter. That's where a salesperson learns the most, and it's how the middle group of your team takes the biggest step forward.
Discipline in the pipeline
Agree that everyone updates their deals and forecast every Friday, and that everyone prospects in two fixed blocks of about two hours a week, even when the pipeline is full. The sales lead checks this every week. Without that discipline, no number is right.
Sales and marketing on the same page
Agree together on one definition of a qualified lead, and both steer on the same number. On top of that, schedule a meeting between sales and marketing at least once a month, where both teams explain what they're working on and what it can mean for the other. That ends the debate about lead quality, and marketing knows which campaigns actually produce deals.
New salespeople who get productive fast
With a playbook, an onboarding plan for the first 90 days and clear interim goals, a new salesperson closes deals independently sooner. You can read more about this on our page about building a sales team.
How we tackle this with you
Step 1
Sales Analysis
In the Sales Analysis we sit in on calls from different salespeople, compare their numbers and find out what the top performers do differently. We also look at how sales and marketing work together. You get a clear picture of where the team is leaving revenue on the table.
Step 2
90-Day Sales Sprint
In the 90-Day Sales Sprint we turn your top performers' approach into a standard for the whole team. We set up the KPIs, the 1-to-1s and the meeting with marketing, and we coach the salespeople and the sales lead during real deals, until the team keeps it up on its own. We always work with your sales leadership, not instead of them.
How is your sales team performing? Take the free sales scan
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Meet the founder
Frequently asked questions
We already have a sales manager. Why would we bring in Techsellr?
Because we work with your sales manager, not instead of them. Day-to-day operations leave little time to properly set up KPIs, coaching and the collaboration with marketing. We bring that time and an outside view, the sales manager stays in charge and carries it forward themselves afterwards.
Which KPIs should a salesperson hit?
Combine result metrics with activity metrics. Besides revenue and signed deals, you track for example the number of first conversations, demos and proposals per week. Activity metrics show weeks in advance whether someone is on track.
How often should you coach a salesperson?
Ideally every week, in a 1-to-1 of half an hour to an hour, on real deals and conversations. Coaching that only happens when a deal is lost comes too late.
How do you get sales and marketing on the same page?
By agreeing together on one definition of a qualified lead, both steering on the same number, and sitting down together at least once a month to discuss what works and what doesn't.
Book a 45-minute call
Free and with no obligation. Pick a time that suits you, or leave a message and we'll get back to you within one working day.
Your call is with Yassine AkhayadFounder of Techsellr, 8+ years in B2B tech sales
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