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.

New SDRs get overwhelmed when forced to learn industry nuances first. A better approach is to prioritize mechanics (CRM, scripts), then knowledge (personas), and finally the 'art' of sales, which develops over time. This builds confidence and allows them to execute quickly while they learn.

Instead of telling a rep to "book more meetings," analyze their process and identify the specific micro-step where they are failing, such as getting past the first 15 seconds of a cold call. Focus all coaching efforts exclusively on improving that single, specific action to fix the larger outcome.

Salespeople often skip creating a process and jump to making calls because it feels more productive. This is a mistake. Allocating time to build a repeatable framework for prospecting is the highest-leverage activity, as it prevents the constant "chasing the month" cycle.

Have new SDRs draft their own cold call script very early in onboarding. Although the script isn't final, the act of writing it makes them listen to subsequent live calls with a more focused, analytical mindset, accelerating their learning as they compare their draft to real conversations.

To build conviction for a cold call, reps can use a simple framework: What does the target company do? How do they make money? What is their customer's user experience? This quickly uncovers potential pain and creates a strong outreach hypothesis.

Instead of hiring generic sales trainers, identify your best salesperson, document their unique process—especially for discovery calls, demos, and proposals—and use that as the basis for your internal sales certification program. This creates a highly relevant and proven playbook tailored to your specific product and market.

Sales processes become bloated over time, killing rep productivity. Instead of asking what to add, leaders should constantly ask what can be removed to achieve the same outcome. The best way to identify this friction is to be a rep for a day and experience the workflow firsthand.

Create a defined process for every sales activity, from weekly planning to discovery calls, with clear exit criteria. This provides a repeatable playbook, removing guesswork about "what's next" and allowing the sales team to operate faster and more efficiently as it scales.