A company reliant on a single charismatic closer cannot scale. To build a repeatable process, identify one or two key, effective actions your top performer takes and build a systemized framework around them for the entire team to adopt.

When asked about their sales process, weak candidates brainstorm a long list of activities. Strong candidates have a concise checklist for the key "moments of truth" in a deal, like discovery or proposal calls. The brevity and clarity of their answer signal true process discipline.

Blings hired talented salespeople early on, but they couldn't close deals without a repeatable process. The founder learned the true signal to scale the sales team is when the playbook is so refined that even a mediocre rep can succeed, proving the process works, not just the person.

Salespeople who focus on being likable can still lose deals if their process is difficult. Buyers may enjoy interacting with them but will ultimately avoid purchasing because slow follow-ups, unclear next steps, and disorganized communication create an exhausting and frustrating buying experience.

Don't force a new rep to build relationships by playing golf just because a veteran does. Instead, codify the process goal (e.g., build rapport for deeper conversations) and empower reps to find their own authentic methods (the art) to achieve it.

Salespeople are professionally trained to be liked, a skill crucial for their role but often over-weighted in interviews. This rapport doesn't indicate discipline or process-orientation. Hiring managers must test for performance skills beyond mere likability to avoid this trap.

Inconsistent sales performance is often a cultural problem where process is not respected. To create consistency, mandate that the sales script is followed verbatim. The process must always be valued above the individual player, with no exceptions for top performers.

Founders who sell intuitively often can't explain their methods. Instead of expecting new hires to "just do what I do," they need someone who can translate their talent into a teachable process, effectively acting as an interpreter for the rest of the team.

Veteran salespeople attribute success to 'instinct,' but it's a learned process from vast experience. Leaders must use probing questions ('How exactly?', 'Give me an example') to codify these implicit behaviors into a trainable system for the rest of the team.