Area 3 · Team and method

Team and method

How do we get the team selling consistently?

One shared method for the whole team and routines that lead to decisions, so new hires don't start from scratch and sales doesn't depend on a single person.

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Shared process
Routines that decide
Sales onboarding

What it solves

When every salesperson sells their own way, or everything goes through the CEO

The team grows, but everyone qualifies, presents and follows up differently.
Good practice depends on the most experienced people and isn't a shared method.
Everything goes through the top: sales meetings put out fires instead of making decisions.

Area 3

First we look; then we choose what to do

What we look at in the diagnosis

How each person sells: meetings, proposals and follow-up
Sales routines and meetings
Gaps in method and training

Possible actions, chosen after the diagnosis according to what you need

A shared sales process, from identifying an account to close and handover
A living sales playbook: messages, questions, scripts, objections and evidence
Team cadences and one-to-one reviews on real opportunities
An onboarding plan for salespeople and workshops with the team

What's included

Build work (segmentation and ICP, playbooks, pipeline design in the CRM, forecasting model, dashboards, customer onboarding) isn't included by default. It's defined after the diagnosis, based on what your company needs, with scope and time commitment agreed before we start.

Outcome

A shared way of selling the team learns and improves

The team gains a shared way of selling, learns faster and relies less on informal knowledge or on one person constantly stepping in.

How it can continue after the diagnosis

We recommend starting with the diagnosis (roughly 3–4 weeks); if your company already has a recent diagnosis or analysis, we start from it. You can then choose between two cumulative levels: Level 1 · Action plan oversight (your team carries out the plans and we oversee) or Level 2 · External sales leadership (includes all of the oversight, and we also lead sales). The 30, 60 and 90-day milestones are counted from the start of execution. Cross-functional responsibilities are only taken on with an explicit mandate.

Compare the levels in How we work →External sales leadership →

When it fits

Signs this area may be a priority

✓You're about to hire your first salespeople and there's no process to inherit.
✓The team has grown and results depend on who's selling that month.
✓The CEO has become the sales bottleneck.

Frequently asked questions

Doesn't a sales playbook go out of date quickly?+

Yes, if it's treated as a closed document. That's why we approach it as a living system, with owners, regular review and learning from real opportunities.

Does professionalising mean adding more process?+

It means making explicit only the criteria and practices that help people sell better. The aim is less improvisation and wasted effort, not control for its own sake.

Does it include team training?+

Workshops and sales onboarding are possible actions after the diagnosis. Their format and scope are agreed before we start, depending on team size.

Ideas