Accelerating Accountability in Sales Teams

Accelerating Accountability in Sales Teams- Road Runner

Accelerating Accountability in Sales Teams is putting power behind the idea that individuals and teams take explicit steps daily towards being more accountable so that at the end of the quarter, everyone is on the same page. These six ideas below are tangible basics. You can expand on these or pick just a couple, but we hope that even a few are useful. Radical accountability is honesty in sales, Demo Solutions is a champion of accountability because it is honest. Sales get a bad rap. We want to change that, clean it up, and accountability is one of the ways to do it. Want to collab? Contact us. 


Design a transparent qualitative and quantitative rubric of what you expect from your sales team. Use certifications for individuals, have a budget for more education and growth and be clear about how completing these affects the rubric. If something is expected, say it, if there are some choices, say it. Don’t “suggest” growth certifications if you are going to use it in a rubric. Reps need to understand what they are being measured against, in clear language, with steps. 

Stop Stepping In 

Let reps solve their own problems. You can help them with structuring time to run hypotheticals and undergo training that particularly address conflict resolution, relationship building, and script writing, but don’t underestimate the creative potential of your reps and your team. Stepping out is actually leaning in, because it is empowering. 


In line with what we offered above with stepping out, be sure that your team is armed with the best data and tools to succeed. This includes software, research tools, and anything data related that will help them add value to presentations and demos. A good toolkit should be evaluated annually also. What starts as a good toolkit can get expensive and unnecessary if you do not audit your tech regularly. 

Metrics That Matter 

If you are not strictly measuring by numbers or targets, define the metrics that are going to matter and that you will be judging progress against. We have clients whose deals can take many months to close and technologies that are so new, metrics do not readily exist. But you need metrics to measure effort and offer rewards. Figuring out the metrics that matter can even be an activity you do with your team during SKO. You can have the revenue you need to hit, then other metrics that you think will make everyone better. 

Hold Yourself Accountable 

Hold yourself accountable to the same standards, modify the rubric, and modify the metrics. As a leader, you need to openly be accountable the same way you would like your team to be accountable. If you are unafraid of the feedback, have your team create a nonsense management rubric for management and the executive. This really helps instill a culture of success rather than the feeling like feedback and contribution is like the top leeching from the bottom. Everybody succeeds is what you are looking for and mistakes happen, but be prepared to succeed. That is the ethos this looks to achieve. 

Redraft the Process 

If you are so far away from being able to apply any of these suggestions, maybe you need a hard reset. Sometimes you need to try unplugging and plugging back in the sales process. Get a fresh set of eyes and bring in the consultants. Consultants can get a bad rap, but you need to have them, especially if you are considering redrafting your processes. We offer process consulting on everything from adding digital demos to reconsidering when they are being delivered, to straight up sales coaching. 

Accelerating Accountability in Sales Teams, TODAY 

This is how we suggest you accelerate accountability. You have to show your team first, then you have to offer the tools they need to succeed. Lastly, create the type of process that supports accountability. If you are looking for more training on accountability in the sales process and in revenue organizations, give us a call. We would love to help.

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