Building a great sales team from scratch

If you're a founder trying to build a sales team, here's three easy things you can do to get you off to a good start. One, you need to make all the sales at first, maybe 5–10 sales. And as you make those sales, document everything that you've done, whether it's the cold calls, the scripts, the objections that you had to answer, the closing questions, everything you did to make those sales documented. That's the beginning of your sales playbook. The second thing you need to do is then role play with your salespeople. You can't expect them to know what you want, and you have to provide a good example. By you making all the sales and then role-playing with them, you give them the tools and the confidence to succeed. The third thing you need to do is watch them in action. Listen in on their calls. Go on their sales calls. See how they're doing and give them feedback. So those three things: make the first sales yourself, document what you did, role play with your team, and then watch them in action and coach them. If you do that, you’ll have a great start at building a sales team. The 3 Biggest Takeaways There is a Fine Line Between "Friendly" and "Friend" In the service business, especially in training or consulting, you must be likeable. However, the moment you try to become "one of the gang," you lose your authority. The instructor in this story crossed the line from being a respected expert to a drinking buddy. Once that line is crossed, it is nearly impossible to regain control of the room or the professional relationship. Your Team’s Behavior Is Your Brand The client didn't just see a hungover instructor; they saw a vendor who lacked discipline. When the students showed up late and sleepy-eyed because they were partying with your employee, the quality of the product (the training) immediately degraded. As a founder, you have to realize that your employees are walking billboards for your company's values. If they bring a bottle of Jack Daniels to a client engagement, they are torching your reputation. The "Cool Guy" Syndrome Kills Contracts Steve wanted to be the "cool instructor." It feels good to be liked, but clients don't pay for "cool"; they pay for results. By prioritizing his own social validation over the students' readiness to learn the next morning, the instructor failed his primary duty. Founders need to hire for character and professionalism, not just technical skill. You can teach IT; it's much harder to teach someone why they shouldn't hop in a jacuzzi with a client. Frequently Asked Questions (FAQs) Q1: Is it never okay to socialize with clients? A: You can socialize, but you must remain the "designated driver" of the relationship. Go to the dinner, have a conversation, build rapport. But when the shots come out or the party moves to the hotel room (or jacuzzi), you go home. You need to be sharp at 8:00 AM to show them why they hired you. Q2: How did you handle the instructor, Steve? A: While the video cuts off the specific resolution, the lesson for founders is swift action. You cannot have loose cannons in the field. A conversation must be had immediately to reset boundaries. If they don't understand why it was wrong, they aren't a fit for your company. Q3: The clients invited him, so isn't it their fault? A: No. The client is the customer; they can do whatever they want. You are the professional. It is your job to set the standard. If the client wants to stay up all night, that’s on them. If your representative joins them and compromises the delivery of the service the next day, that is on you. Q4: How do I screen for this during the interview process? A: Ask situational questions. "Tell me about a time a client invited you to do something social that might have conflicted with your work duties. How did you handle it?" You want to hear that they prioritize the job over the party. Q5: Doesn't partying build faster trust than a boardroom meeting? A: It builds a false sense of intimacy, not professional trust. Professional trust is built on competence and reliability. "Drinking buddy" trust evaporates the moment something goes wrong with the project. You want to be the Trusted Advisor, not the guy they have a funny hangover story about.