A sales team that only performs when the business owner is watching is not really a sales team. Building people who manage themselves, and act proactively rather than reactively, is what separates a sustainable sales function from one built entirely around the founder.
Mark Keating, CEO and founder of SalesGuru, says reactive salespeople put themselves on the back foot because they wait for feedback rather than taking initiative, which shows up directly in a weaker sales pipeline.
Do
- Have a one-on-one with each salesperson to clearly define company, managerial and personal expectations.
- Set out the rules of engagement clearly, along with the consequences for not meeting them.
- Define minimum acceptable standards for each individual, and hold them accountable to agreed targets.
- Be specific about what is required every week for effective coaching to happen.
- Coach consistently, not only when performance slips.
- Lead by example.
Don’t
- Skip the consequences when standards are not met.
- Change the rules of engagement or expectations without clearly communicating why.
- Tolerate non-performance.
- Treat individuals differently based on personal favour rather than company standards.
- Let commitments made in one-on-ones go unaccounted for.
Frequently asked questions
Why do reactive sales teams underperform?
Reactive salespeople wait for direction rather than taking initiative, which slows their response to opportunities and typically results in a weaker sales pipeline.
How often should a sales manager coach their team?
Consistently, not only when performance drops. Regular coaching, built around clearly defined weekly expectations, is what makes proactive behaviour stick.
What is the biggest mistake a manager can make with sales targets?
Setting clear standards and then failing to apply the agreed consequences when they are not met. Inconsistent follow-through undermines the entire system.
Build a team, not a dependency
The goal is a sales function that keeps performing whether or not the owner is in the room, built on clear expectations, consistent coaching and real accountability.
Further reading: Negotiation Tactics for Dealing with Suppliers, Customers and Employees | Department of Trade, Industry and Competition for official small business support information
Originally published in July 2019. Updated September 2026 to tighten this sales management guidance from SalesGuru’s Mark Keating. The core dos and don’ts remain sound.
