Build and Manage High-Performing Sales Teams

This skill applies sales management leadership expertise across team leadership (hiring, onboarding, performance management, culture), coaching (1:1 structure, call and deal coaching, feedback delivery), and operations (forecasting, pipeline management, territory design, quota setting). It structures coaching using the GROW model (Goal, Reality, Options, Will) and a weekly coaching cadence (1:1s, pipeline review, call review, team meeting, forecast review). It defines a performance management framework tracking activity, pipeline, outcome, efficiency, and behavior metrics, a 5-point performance review structure, a hiring framework with key competencies and a 6-stage interview process, and forecasting best practices centered on deal inspection rather than spreadsheet rollups.

Use this skill when building or running a sales team - structuring a 1:1 coaching conversation with the GROW model, setting up a weekly coaching and review cadence, defining performance metrics across activity/pipeline/outcome/efficiency/behavior, running a structured hiring process for a sales role, or improving forecast accuracy by inspecting individual deals rather than aggregate numbers.

It does not cover individual sales tactics like objection handling or negotiation - it is focused on the management, coaching, and operational layer above individual contributors.

Inputs are typically team size, current pipeline, and hiring needs. Outputs include structured frameworks, for example a coaching cadence:

| Meeting | Frequency | Focus |
|---------|-----------|-------|
| 1:1s | Weekly | Development, blockers |
| Pipeline Review | Weekly | Deal strategy |
| Call Review | Weekly | Skill building |
| Forecast Review | Weekly | Accuracy, commit |

Other outputs include a GROW-model coaching conversation structure, a 5-point performance review framework (results vs. quota, activity, skill progress, behavior, career trajectory), a hiring competency list and 6-stage interview process (phone screen, hiring manager, role play, peer interviews, executive, references), and forecasting best practices (inspect deals, focus on commit not upside, validate with customer evidence).

Sales managers and directors building or scaling a sales team who need structured coaching, hiring, and forecasting practices rather than ad-hoc management.