My Sales Team Is Not Performing: A Practical Guide to Getting Back on Track
You have a product that works. You are generating leads. The market opportunity is there. Yet revenue is falling short. Deals are stalling, targets are missed, and there is a growing sense of frustration across the business.
Before you start changing personnel or questioning motivation, pause. In most cases, underperformance in sales is a symptom, not the root cause. This is where the real work starts: diagnosing the issue properly, and rebuilding with clarity and consistency.
Here is how to do just that.
1. Separate Fact from Frustration
It is easy to jump to conclusions: “The team lacks urgency”, “We need more closers”, “No one is following up properly.” But unless you are working from accurate sales data, you are reacting to noise, not insight.
Ask yourself:
Are we tracking the right performance metrics (pipeline coverage, win rates, conversion rates, activity per stage)?
Can we see individual and team-level performance in a clear and consistent format?
Is this data being reviewed regularly to support coaching and decision-making?
Without a clear view of what is happening at each stage of the sales process, you are flying blind.
2. Qualify Harder at the Top of the Funnel
One of the most common reasons for underperformance is spending too much time on leads that were never going to convert in the first place.
This is where qualification becomes critical. The BANT methodology is a simple but effective framework to apply during early conversations:
Budget: Do they have budget authority and availability?
Authority: Are we speaking to the decision-maker or just an influencer?
Need: Have they articulated a real, active business problem we can solve?
Timeline: Is there urgency, or are we heading into an endless cycle of “check back in a few months”?
If your SDRs or BDMs are passing leads without proper BANT qualification, you are setting your Account Executives up to fail. Strong sales outcomes start with disciplined qualification.
3. Check the Sales Process: Are We Using MEDDICC or Just Hoping for the Best?
Once leads are qualified, they enter the sales pipeline. But a bloated pipeline filled with "hope deals" is worse than no pipeline at all. This is where the MEDDICC framework comes in. It gives structure and rigour to opportunity management, ensuring deals are properly understood and forecasted.
Key questions to ask for each opportunity:
Metrics: Do we know the measurable outcomes the customer wants?
Economic Buyer: Have we identified and engaged the person who signs off the budget?
Decision Criteria: Do we understand how the decision will be made and what matters most?
Decision Process: Do we know the steps and approvals needed to close the deal?
Identify Pain: Is the customer clear about the problem they are solving and why now?
Champion: Is someone internally championing our solution?
Competition: Who else is involved, and what is our plan to win?
Using MEDDICC consistently helps move deals through the funnel more effectively and reduces the risk of surprises at the end of the quarter.
4. Sales Tools Are Not a Substitute for Sales Discipline
Many teams rely on CRM platforms, sequencing tools, and dashboards but fail to apply the right methodology underneath. Technology should support the process, not define it.
Ask:
Is our CRM structured around our sales process and frameworks?
Are we using it to coach reps and track meaningful progress, or just to generate reports?
Do reps understand how to apply BANT and MEDDICC in real conversations?
A disciplined sales process, powered by the right tools and frameworks, will outperform any tech stack built on hope.
5. Coaching and Enablement: Not Just for New Starters
If performance is dipping, it is not always about hiring new people. Often, it is about investing in the team you have.
Are we reviewing calls and giving actionable feedback?
Do reps understand the ICP, value proposition, and how to handle common objections?
Are managers spending enough time coaching versus firefighting?
Even experienced salespeople need support and structure to perform at their best.
Final Thought
When a sales team underperforms, it is tempting to blame people or morale. But more often than not, the issue lies in qualification, structure, or process.
Fix the system. Apply proven frameworks like BANT and MEDDICC consistently. Build a culture of clarity and accountability. Then watch performance follow.
Would you like help auditing your sales process, reviewing your qualification criteria, or getting your team aligned on MEDDICC?
Let’s have a conversation.