Why Sales Team Performance Is Inconsistent: 3 Blind Spots & 6 Actions to Fix It
I'd love to tell you there's some super technical reason why your sales team's results are all over the place. After working with hundreds of sales reps, teams, and mentees over 5 years, I've discovered the real source of the problem: short-sightedness and low self-image.
But here's what most CEOs, technical founders, and sales directors don't realize—this isn't happening at the leadership level. It's happening on your team, right now, in ways you can't see.
Whether you're:
A technical founder struggling with sales management and wondering why your sales process feels chaotic
A sales director trying to eliminate performance variance across your team while C-suite pressure mounts
A CEO who's become the bottleneck in your business and worried about burning out
The root cause is the same.
Let me be clear—this isn't about motivation. This is about the fundamental belief system driving every decision your team makes every single day.
The Self-Image Problem (And Why It's Killing Your Revenue)
Self-image is defined as your team's belief in what they can accomplish.
Here's the difference that changes everything:
Low self-image says: "I want that."High self-image says: "I can get that."
Notice the shift? Most of your team members see the big number, the big deal, the big goal—everything that would truly push their performance forward and give them energy—and they say, "I want that." It's a hope. A wish. Something that only those people achieve.
But the top performers? They're the ones who know they can (without evidence) and START THE PROCESS of figuring out the how.
Most people dream in bites they've already taken and steps they've already walked—and they get just that. Steps.
Those who know they can? They take flights.
Same amount of time. But flights allow you to cross more terrain in less time.
And here's the problem: You can't see this happening. Your team shows up to meetings, nods along, submits their reports—but internally, they're operating from "I want that" instead of "I can get that." And that's why your sales team performance is inconsistent.
Steps vs. Flights: What's Actually Happening on Your Team
Let me show you what this looks like in practice—and why you're not seeing it in your weekly meetings.
Team Members Operating from "I Want That" (Taking Steps):
Test the waters: "Let's see if I can make money with this approach"
Wait for perfect conditions before taking action
Need proof before they believe it's possible
Ask themselves: "Can I do this?"
Move cautiously, one small action at a time
Stop when they hit resistance (but don't tell you)
Team Members Operating from "I Can Get That" (Taking Flights):
Test products, marketing campaigns, and markets aggressively
Ask: "Which approach will I take?" (not if they'll succeed)
Build now and prepare for conditions to align—they make sure they're ready
Don't wait for perfect circumstances
Move with certainty, even without complete evidence
Adjust course when they hit resistance, but keep moving forward
The key difference? It's not whether your team can execute. It's a matter of which flight they believe they can take. Your top performers know one will take off—they're just testing strategies to see which one gets there fastest.
Your middle and bottom performers? They're still asking permission to board the plane.
Here's What Most CEOs Don't Understand About the Difference
Both approaches will see results. But only one way will see inspirational results.
Results that make the late adopters and the less competitive members of your team buy in and dig in. Those are the types of results that make people feel like they're actually missing out on something.
It shifts from "Can I do this?" to "I've GOT to figure this out."
That's the goal: For your team to produce inspirational numbers that keep people engaged.
Right now, according to Gallup, only 21% of your employees are engaged. They aren't lazy. They aren't stupid. They're bored.
Only inspirational results and intentional development will bring them out of this slumber.
When you do this—and it can be done; I help organizations do this every day—everything becomes simpler, more peaceful, and more productive:
Easier to recruit (word gets around)
Easier to train (because they can't wait to get a bite of the action)
Easier to promote new ideas (because they want more income sources)
Easier to retain (because they KNOW other companies aren't growing at this rate and this HEALTH)
This is what happens when your team takes flights instead of steps.
What's Happening on Your Team Right Now (The 3 Silent Revenue Killers You Can't See)
Here's what I see constantly when I work inside sales teams—and it's costing you more than you realize. These are the blind spots most CEOs, technical founders, and sales directors miss because they're not in the day-to-day trenches.
1. Your Team Is Distracted by Things They Can't Control (And It's Draining Their Energy)
Your sales reps and managers are consumed by things outside their control: the surprise bill, the news cycle, everything happening on social media and in culture that they have either zero ability or zero desire to actually do something about.
They're spending mental energy on things that don't move the needle.
What you see: They show up to meetings. They're "present."
What you don't see: They're mentally and emotionally drained before they even start prospecting. They're reacting to the world instead of building their pipeline.
Here's what high-performing team members do differently: They build. They execute. They focus on what they can control. They measure their time on the basis of ROI:
Does this activity give me greater peace?
Does it provide provision (financial results, network growth, skill development)?
Does it connect me closer to my goals and the role I play on this team?
If not, they don't do it.
Your top performers are merchants and builders. Your struggling performers are consumers—and you can't see the difference until you look at how they spend their time outside of meetings.
2. Your Team Is Checking Boxes Without Checking In on Strategy (They're Just Trying to Keep Their Jobs)
Here's the truth most leaders don't want to hear: Most of your team doesn't know they need to be introspective about their results.
They show up to meetings. They submit their reports. They try to keep their jobs. But they're mentally clocked in for maybe 1 or 2 days a week, and the rest of the time is just rote behavior.
They're checking boxes without actually checking in on strategy. They call zero timeouts. They never pause to ask:
What's working?
What's not?
What should I do differently?
What you see: Activity. Reports. Attendance.
What you don't see: Zero strategic thinking. No self-correction. No proactive problem-solving.
I've never found someone who magically ended up at the top of Mount Everest. And if you do, let me know.
Consistent performance doesn't mean busy. It means intentional, strategic action every single day—with regular check-ins to make sure they're still climbing the right mountain.
But most of your team? They're just hoping they don't get fired for missing quota.
3. Your Team Has No Career Roadmap (And They're Quietly Looking for the Exit)
Here's what most leaders don't realize: fewer and fewer of the people working with you have received—or are receiving—career guidance and leadership development. Even fewer have had hands-on mentors in their careers.
What you see: They're doing their job. Performance is "fine."
What you don't see: Many of them are pushing for more because it feels like a dark hole. They need to know what their next career steps are, how to get there, and what they can focus on in their current role that will help them gain the skills to get there.
It's about capacity building—and they have no idea how to do it.
I meet sales representatives and managers who are frustrated about where they are, but they have no idea what type of skills they want to develop BEFORE arriving at their next destination. Why? Because no one has explained it to them.
They don't know the pitfalls. They don't know the skills they'll need to leverage. They don't know what "good" looks like at the next level.
Also, remember that you're developing intrapreneurs. Although you may be inclined to take risks and learn how to mitigate them (going the road less traveled), most people are very risk-averse. And in this generation, very self-critical.
Meaning it's not so much about the risks—it's the fear of someone watching them fail that's the problem.
What you see: Steady performance, no complaints.
What you don't see: They're already mentally checked out. Or worse, they're quietly interviewing elsewhere.
Here's what this costs you: retention and energy.
People do not leave growth environments. They invest more of their energy in places where they can see themselves get a return on their investment. When your team doesn't see a clear path forward, they're already looking for the exit—or worse, they're staying but mentally checked out.
You're losing your best people before you even know they're unhappy.
Why This Creates Inconsistent Revenue (The Compounding Effect)
Here's where this gets dangerous.
When your team operates from "I want that" instead of "I can get that," they make short-sighted decisions every single day:
They chase quick wins instead of building pipeline
They react to this month's numbers instead of building systems for next quarter
They avoid difficult conversations with prospects because they fear rejection
They don't invest in skill development because they don't see the path forward
They show up to meetings to "not get fired" instead of strategizing to win
This keeps your revenue inconsistent because your team is constantly starting over. They're taking steps in different directions instead of boarding flights with clear destinations.
And the worst part? You can't see it happening.
You see the activity reports. You see them in meetings. You see the effort.
What you don't see is the internal belief system driving every decision—and that's what's killing your revenue growth.
How to Fix Inconsistent Sales Team Performance: 6 Data-Driven Actions
This isn't about micromanaging. This is about creating the environment and systems that shift your team's belief system from "I want that" to "I can get that."
1. Audit Your Team's Goals—Are They Based on Actual Potential or Survival Mode?
Most of your team sets goals based on what they have to accomplish to keep their jobs, industry averages, or last year's numbers. That's not a goal—that's survival mode.
Here's what you need to do instead:
Sit down with each team member and help them:
Look at their personal best performance
Understand that they likely haven't even touched the rim, especially if they haven't done the development work
Look at your industry's top 10-15% of performers—that's the standard of excellence
Here's the reality: The average person is distracted and addicted (social media, feeding their ego, etc.). Your team isn't competing against excellence—they're competing against distraction.
Help them set goals based on what's possible when they're fully engaged, not what's comfortable or what keeps them employed.
What this fixes: The "I want that" mindset. When they see their actual potential (with your help), they start believing "I can get that."
2. Require Your Team to Start Each Day with Long-Term Goals (Not Their Inbox)
What are we accomplishing here over time? What can I do today that will give me a return on my investment?
Make this the standard for your entire team.
You are working on the business and prioritizing activities that pay you. That is everyone! Everything else fits around those things.
This is the difference between teams that build and teams that react. Builders wake up with their destination in mind. Reactors wake up to their inbox.
What you see when this isn't happening: Busy team members who are always "working" but never moving the needle.
What you'll see when you implement this: Intentional action that compounds over time. This is how you stop being the bottleneck in your business.
3. Mandate After-Action Reviews (Daily, Weekly, Monthly)
If your team wants to grow, they have to get introspective and proactive rather than reactive.
Make after-action reviews non-negotiable:
What was the plan for the day/week?
What happened?
What will we continue?
What will we do differently?
Here's what most leaders don't realize: Your team doesn't know they need to do this. They think showing up and working hard is enough.
It's not.
Effective progress is about making quick adjustments. This will allow your team to see more wins in a shorter period of time.
Half the battle is getting used to winning and expecting to win. Eventually they begin to train and operate like they plan to dominate. This is how you train your team to play to win instead of playing not to lose.
Here's a quick hint: Most teams and people are playing to not lose. Ask me how I know. That is the center of my work.
What this fixes: The "just trying to keep my job" mentality. When your team regularly reviews their performance, they shift from survival mode to optimization mode. This is sales team accountability without micromanaging.
4. Make Data Review a Daily Ritual (Not a Monthly Surprise).
Your team needs to know that they KNOW they can do it. Therefore, they aren't testing the waters—they're testing strategy.
Data lets them know what's working and what's not.
Once they know what's not working, they know exactly the type of information they're looking for and who to look for to help.
This is how your team moves from hope to certainty. Data removes the guesswork and shows them exactly which flight to board.
This is the foundation of a predictable sales process and data-driven sales management.
What you see when this isn't happening: Team members repeating the same mistakes month after month, hoping for different results.
What you'll see when you implement this: Strategic pivots, faster learning cycles, and compounding improvements.
5. Invest in Career Mapping and Leadership Development (Or Lose Your Best People)
Take some time—or find someone who can help your team career map.
Here's what career mapping actually looks like:
For each team member, answer these questions together:
Where do they want to go next in their career?
What skills do they need to develop NOW to be ready for that role?
What pitfalls will they face, and how can we prepare them?
What can they focus on in their current role that builds capacity for their next step?
This isn't just about promotions—it's about capacity building. You're developing intrapreneurs who can take calculated risks, mitigate challenges, and lead with confidence.
Address the fear factor: Most people aren't afraid of the work—they're afraid of failing publicly. Create a culture where experimentation is expected and failure is part of the learning process.
Why this matters for your revenue: People don't leave growth environments. When your team sees a clear path forward and feels invested in, they bring more energy, creativity, and commitment. You stop rebuilding and start compounding growth.
Retention isn't about ping pong tables—it's about showing people they can get a return on their investment of time and energy.
This is how you develop next-generation sales leaders and build an autonomous sales team.
What you see when this isn't happening: "Sudden" resignations from people you thought were happy. Quiet quitting. Mediocre performance.
What you'll see when you implement this: Loyalty, energy, proactive problem-solving, and people who recruit other A-players to join your team.
6. Create a Culture of Acknowledgment (Not Just Annual Reviews)
There are too many sad successful people for my taste. If I meet another sad success, I'll throw up.
Some of your team isn't getting ahead because they refuse to celebrate. They aren't growing because their mind isn't convinced that everything is good.
I love the creativity and influence that comes from being grateful for what we have and hopeful for the future. Your team's attitude should have enough overflow for the people around them.
Remember: as a leader, you are setting the emotional atmosphere for your team, business, and their minds.
Be intentional about setting it and stop letting your team be sore winners.
A Note for CEOs, Founders, and Owners
There's this idea going around that the CEO, Founder, and Owner doesn't know their team or care anything about their growth. I'm going to say for most of you, that isn't true.
You know what it's like to build something from the ground up and are likely experiencing such a great life that you DO want to see those around you experience the same.
The reason why they believe this? Infrequent acknowledgment.
I know you have a lot of emails to respond to and a lot of meetings to attend. But I promise you, the silent but tangible returns you will receive from your sales team will surpass the others.
Acknowledgment isn't soft leadership—it's strategic leadership. When your team knows you see them, they perform differently. They believe differently. They win differently.
What you see when this isn't happening: Disengagement, lack of initiative, people doing the bare minimum.
What you'll see when you implement this: Energy, creativity, people going above and beyond without being asked.
The Truth About Sustainable Revenue Growth
Consistent, predictable revenue doesn't come from better tactics. It comes from building a team that operates with the self-image of people who know they can achieve it.
When your team knows they can get there:
They build systems, not quick fixes
They invest in long-term capacity, not short-term relief
They make decisions from their destination, not their current location
They eliminate distractions and focus on ROI
They develop their own capacity and see clear career paths
They take consistent, strategic action—not rote behavior
They take flights, not steps
Your revenue results are all over the place because your team is operating from "I want that" instead of "I can get that."
And you can't see it happening because they show up to meetings, submit reports, and look busy.
The question isn't whether your team is capable. The question is: Are you creating the environment that helps them believe they can take flight?
Frequently Asked Questions
Why is my sales team so inconsistent?
Your team is operating from "I want that" (low self-image) instead of "I can get that" (high self-image). This creates short-sighted decision-making, reactive behavior, and inconsistent results. The 3 blind spots outlined above show you exactly what's happening on your team right now.
How do I stop being the bottleneck in my business?
Implement the 6 actions above, especially #5 (Career Mapping and Leadership Development) and #2 (Long-Term Goal Focus). When your team operates autonomously with clear development paths, they stop depending on you for every decision. You build a business that runs without constant founder involvement.
Should I hire a sales manager or salesperson first?
If your sales process is chaotic and you can't explain why results vary, build the system first—or hire a sales consultant to help you build it. Then hire a manager who can execute that system. Otherwise, you're hiring someone to manage chaos, and the inconsistency will continue.
How do I turn B-players into A-players on my sales team?
Focus on the mindset shift from "I want that" to "I can get that." Use Action #1 (audit goals based on potential, not survival), Action #3 (after-action reviews for strategic thinking), and Action #5 (career mapping to show them the path forward). Most B-players aren't lacking ability—they're lacking belief and direction.
What's the fastest way to create a predictable sales process?
Start with Action #4 (weekly data review) to identify what's working, then Action #3 (after-action reviews) to make quick adjustments. Predictability comes from consistent strategic action and rapid course correction—not hope or motivation.
How do I scale my sales team without burning out?
Build systems that create autonomy: clear processes (Action #2), regular reviews (Action #3), career development paths (Action #5), and a culture of acknowledgment (Action #6). Your team should produce inspirational results that attract and retain talent without your constant involvement. This is how you transition from founder-led sales to a self-managing team.
How do I eliminate performance variance across my sales team?
Performance variance happens when some team members operate from "I can get that" while others operate from "I want that." The 6 actions above—especially goal auditing, after-action reviews, and career mapping—create the environment where your entire team shifts to high self-image thinking. When everyone believes they can achieve it, performance becomes consistent.
What's Next?
If you're a technical founder struggling with sales management, a sales director trying to eliminate performance variance, or a CEO who's become the bottleneck in your business—this is exactly the transformation we create in our coaching programs.
Not motivation. Not tactics. Fundamental recalibration of how your team sees themselves and what they're building.
We help you develop:
Career mapping frameworks that retain your best people
Leadership development systems that create autonomous teams
Data-driven processes that eliminate guesswork
Capacity-building strategies that turn your team into intrapreneurs who stay, grow, and win
We help you see the blind spots that are silently killing your revenue—and fix them before you lose your best people.
Because the leaders who know they can? They're the ones who do.
Ready to see what you've been missing? Schedule a Strategic Consultation
