In my experience, high-performing sales teams are built on three key pillars: trust, data and adaptability. Most salespeople are already strong communicators, and as a leader, your job is to empower them with the tools and growth opportunities to help them shine.

According to our latest State of Sales report , sales leaders say that changing customer demands is their biggest challenge, with buyers increasingly expecting personalised experiences, clear ROI, and more education before making purchasing decisions.

Despite this, there are more opportunities than ever to support your team. New technologies, including agentic AI, can take care of low-value tasks like admin and surface deal insights. This gives your team more time to connect with customers, lifting morale and improving close rates.

In this article, I’ll cover these tools, plus the roles and techniques that help sales teams perform at a higher level, whether you’re optimising the sales function you have or building it from scratch.

• Key characteristics of a high-performing sales team
• 7 examples of how winning sales teams do things differently
• How to build a team of motivated and talented salespeople
• Training and development strategies for sales teams
• How to motivate and retain top sales talent
• Common mistakes to avoid in sales team management
• Using technology to supercharge sales team performance
• How Salesforce helps Australian sales teams win
• Why a strong sales team is key to success
• FAQs

Create an environment where information flows freely. Set up weekly "win-share" meetings where reps discuss successful strategies. Also, implement a no-blame policy for sharing mistakes. This openness allows the team to solve problems together and learn from each other.

The best sales teams collect data and use it well. In fact, 46% of sales professionals say data quality issues hurt their sales performance.

I recommend having your team spend daily time analysing their sales dashboards, particularly looking at metrics such as customer engagement patterns and pitch effectiveness.

For example, if you notice that certain email templates lead to higher response rates, adjust your outreach strategy to focus more on those successful templates. You can then use these insights to continually refine your approach.

Markets change, and your team needs to be able to adapt. I once saw a team completely pivot their strategy within a month when faced with a market shift. They reorganised target accounts, adjusted their pitch and redefined their ideal customer profile. Sales is about change, so stay agile.

It’s important to foster teamwork. You can do this by setting up mentoring programmes where experienced reps guide newer ones. Have them share playbooks and sit in on calls to provide feedback. This knowledge sharing can dramatically improve your whole team's performance.

Train your team to really understand client needs. Spend extra time researching a prospect's industry before a pitch. Conduct regular check-ins with existing clients. The goal is to solve problems, not just make sales.

Your software should be more than a glorified address book. Training your team to use it for planning and forecasting helps them to identify patterns, prioritise leads and make smarter decisions. This leads to better sales predictions and more focused efforts where they matter most.

The best teams are always looking to get better. In fact, 82% of sales reps say that they believe developing skills with new technologies such as AI will improve their career prospects.

Set up regular training sessions. Bring in outside experts. Create internal competitions to spur innovation in your sales approach (without fostering cutthroat competition). Make continuous upskilling a priority.

In sales, not every pitch will result in a win, and the best teams know how to bounce back quickly from disappointments. They view rejections as learning opportunities rather than failures.

For example, I once worked with a team that implemented a "rejection reflection" process. After each lost deal, the rep would analyse what went wrong, share their insights with the team and collaboratively develop strategies to improve. This approach not only helped individual reps grow, but also strengthened the team's overall resilience and adaptability. Over time, this practice led to a noticeable increase in their win rates.

The questions most leaders have are: how do I take a team of energetic, charismatic salespeople and direct their attention to the right place? And, even harder than that, how do I keep these same teams motivated through sales slumps?

I want to run you through what I’ve seen work and what often falls flat. These differences are what separate teams that merely scrape by from those that are a true tour de force.

Average teams

These teams focus on anything and everything that comes in the door. They work hard to convince the wrong customers to buy the wrong solution. Despite long days, their quantity over quality approach leaves them burnt out and unmotivated.

Winning teams

Winning teams actually follow up with fewer leads. They have the tools and empowerment to make lead qualification decisions. This falls back on having a strong ideal customer profile (ICP) that your team has been trained on. It allows your people to instantly identify who is worth their effort and pursue the high-value deals.

Average teams

These teams call large volumes of people and stick to the script. They share all 20 features of the product and then wonder why people are dragging the chain or don’t get buy-in from the rest of the business.

Winning teams

Winning teams call customers who are a strong fit, listen to the challenges they are facing and can articulate a clear value their product can provide.

Instead of “it offers 20 features”, it’s “for companies with the same challenges as yours, they see an average of 10 hours a week saved, and get a return on their investment in only three months”.

They might take this a step further by making one-pagers with real customer stories and value stats that you can send through after the meeting for the prospect to share with their team.

Average teams

This team is focused on getting as many prospects as possible into the start of their pipeline. Their managers may impose KPIs that track metrics like the number of calls made or emails sent.

When they do get prospects further down the pipeline, their months become unbalanced, with all their focus on signing deals at the end of the month, then starting the new month with nothing in the pipeline.

Winning teams

Winning teams know that they need to continuously nurture a full pipeline of qualified leads. They have software that allows them to see deal insights, so they know what needs to be done at each stage, and they automate some of the nurture process. They are in their pipeline every day, keeping it accurate and splitting their time evenly between stages.

Average teams

These teams operate as lone rangers, both within their own team and across departments. They rarely stay connected with customers after signing or collaborate with marketing to access the materials that could support their sales.

Winning teams

Winning teams stay closely connected with product, customer support and marketing. This keeps their product knowledge sharp, and helps them learn what kind of customers risk churning or are a good fit. Having a close connection with marketing allows sales to advocate for content that supports their process.

Average teams

These teams are full of salespeople who are overly competitive and cagey. Their knowledge is kept close, wins aren’t shared, and people are more focused on beating their teammates than improving as a group. It creates a tense (and sometimes toxic) environment where some people succeed individually, but the team never really lifts, and turnover is high.

Winning teams

Winning teams compete, but not at the expense of each other. They share what’s working, help each other unblock deals, and treat wins as something to learn from, not protect. One way I’ve seen leaders encourage this lift in quality across their team is by offering a fixed quarterly team bonus on top of individual commissions.

Average teams

These teams don’t have time for coaching and view it as a nice-to-have extra. Managers save up all their negative feedback for reviews, based on memory, and rarely tied to real deals. This leaves people feeling bad about their performance, without a clear path for how to improve.

Winning teams

Winning teams see coaching as a non-negotiable. They build it into the day-to-day without taking too much time from managers. They use tools like Agentforce to review real interactions, surface patterns, and deliver timely, specific feedback. This gives salespeople clear guidance on how to improve, along with scenarios they can practise without the pressure of a live call.

Average teams

These teams keep the same software that was state-of-the-art in 2002. Processes are rarely revisited, and despite complaints from down the chain, managers don’t see it as a priority. Salespeople spend hours every day messing around with admin, copy-pasting text from different tools and looking for their long-lost emails. The “it’s just how things are” mentality is not only frustrating, but also demotivating.

Winning teams

Winning teams are always questioning their processes and noting the parts of their process that are slowing them down. They don’t settle for good enough, and invest in tools that reduce their admin and offer next-generation features like AI agents.

I've found that you can teach someone to sell, but you can't teach drive or curiosity. Look for candidates who are naturally inquisitive and resilient. In interviews, I like to ask candidates about times they've faced rejection or solved complex problems. Their responses tell me a lot about their attitude.

Don't throw new hires into the deep end. Think about what they need to know to succeed in the role. From there, develop a structured onboarding programme that covers your product, industry and sales process. One team I worked with paired new hires with experienced reps for the first month. The newbies shadowed calls, got real-time feedback and ramped up much faster.

Everyone should know what success looks like. Identify weekly and monthly goals and then make these visible. I've seen teams use dashboards that update in real time, keeping everyone focused and motivated. If you're not sure where to start, read up on the KPIs every sales team should be tracking.

The sales landscape is always changing. Set up regular training sessions on new products, industry trends and sales techniques. Bring in experts from other departments or even from outside your company. One team I know does monthly "lunch and learn" sessions where they tackle a new topic each time.

Have a clear, repeatable process for moving leads through your pipeline. Document each stage and what needs to happen to move to the next. This gives your team a roadmap to follow and makes it easier to identify where deals are getting stuck.

Your software should be your team's best friend, yet we found that 42% of sales reps say they feel overwhelmed by the number of tools they use.

Make sure your tools are set up to track the metrics that matter most to your business, such as lead conversion rates, sales cycle length and customer engagement. Teams can dramatically improve their performance just by using their tools more strategically.

Encourage your team to share wins and losses. Set up regular team meetings where reps can discuss challenging deals and get input from their colleagues. Create a knowledge base where your team can share successful pitch decks, email templates and objection-handling techniques.

Training and development are the backbone of a thriving sales team. That means onboarding new hires, continuously sharpening skills and adapting to market shifts. Here are some effective strategies.

One size doesn't fit all in sales training. I've had a lot of success creating individualised learning plans based on each rep's experience level and specific needs.

This might mean focusing on prospecting skills for one rep and negotiation tactics for another. Some programmes, such as Sandler Sales Training, emphasise ongoing discovery throughout the sales process, which can be particularly useful for reps struggling with qualification.

Mix up your training methods to keep things engaging. I like to combine self-paced online modules with live instructor-led sessions.

This gives reps flexibility while still providing opportunities for real-time feedback and discussion. Many modern training programmes, such as RAIN Group's Insight Selling, offer this kind of multi-channel approach.

There's no substitute for practice. Set up regular role-playing sessions where reps can work through challenging scenarios in a safe environment. I've seen this dramatically improve confidence and performance in real sales situations.

AI agents can also support role-playing by simulating customer conversations and providing real-time feedback. Tools like Agentforce allow reps to practise handling objections, refine their messaging and experiment with different approaches before speaking with real customers.

Use your software as a training tool. By analysing data from successful deals, you can uncover valuable insights, such as which messaging works best, how top performers manage their pipelines and common customer objections.

Some platforms even offer built-in sales training modules or certifications that help your team learn best practices and improve their skills directly within the system.

Regular one-on-one coaching sessions are essential. I make it a point to review calls or emails with each rep at least monthly, offering specific feedback and actionable advice. Some training programmes, such as Richard Harris's N.E.A.T. Selling, incorporate regular sales coaching tips for both managers and reps to reinforce skills.

Don't be afraid to bring in outside perspectives. I've found that occasional workshops with industry experts or sales trainers can inject fresh ideas and energy into the team.

Programmes such as Dale Carnegie Sales Training can be particularly effective for improving interpersonal skills and relationship-building.

Regularly assess the impact of your training efforts. Look at key performance indicators before and after training sessions. If something's not working, be ready to pivot and try new approaches.

While product knowledge is important, don't neglect soft skills such as active listening and emotional intelligence. These often make the difference in building strong customer relationships.

Finally, foster an environment where continuous learning is valued and expected. Celebrate when reps gain new skills or certifications. Make it clear that growth and development are priorities in your sales organisation. Some training providers offer ongoing access to content libraries, which can support a culture of continuous learning.

As of 2025, lack of advancement opportunities is the #1 reason sales professionals want to change jobs. Offering your reps a competitive salary is key, but retaining and motivating top sales talent takes more than that.

Sales leaders need reasons to stay. You have to build an environment where your best people feel valued, supported and challenged to grow. Here are a few proven strategies to keep your top performers engaged and loyal.

High-performing sales reps want to know there's room to grow. Offering clear, achievable career paths gives them something to strive for and helps retain top talent.

For example, I worked with a sales organisation that created a "Fast-Track Leadership" programme, offering mentorship, leadership training and project leadership opportunities. This gave high achievers a sense of progression, reducing turnover and boosting long-term commitment.

Reps thrive on recognition. At one company I consulted with, real-time leaderboards displayed deal closings as they happened, sparking friendly competition and driving continuous effort across the team.

Recognition focused not only on big wins but also on consistent performance, keeping motivation high across all levels.

Talented reps are eager to grow their skills, and offering regular development opportunities demonstrates that you're invested in their professional growth.

I've seen this work particularly well at a company that provided a "skill development stipend", which allowed reps to attend conferences or enrol in sales courses. This kind of investment in personal development helped keep reps engaged while also improving overall team performance.

Compensation should be transparent and reward both individual and team performance. One team I worked with revamped their compensation structure to include quarterly bonuses based on personal and team successes. That fostered both individual accountability and collaboration.

This change can go a long way, with 76% of sales reps saying they wish there was more transparency in how their compensation is calculated.

A supportive and positive work environment is essential for retaining top talent. This includes offering the right tools and resources, as well as promoting work-life balance. I've seen success with initiatives such as "wellness days", where teams were encouraged to take time off after big pushes, reducing burnout and boosting long-term job satisfaction.

Continuous feedback is key to keeping sales reps on track. Consider implementing something like "Feedback Fridays", where each rep receives tailored, helpful feedback on their week's performance. This not only improves sales skills but also helps maintain a positive outlook by addressing issues in real time rather than waiting for annual reviews.

High-performing sales reps often have valuable insights into customer needs and market trends. By including them in strategic discussions or product development meetings, you not only benefit from their frontline perspective but also make them feel more invested in the company's success.

I've seen this work wonders in a tech company where top-performing reps were invited to quarterly strategy sessions with the executive team. This not only led to more informed decision-making, but it also significantly increased the reps' job satisfaction and loyalty. They felt their expertise was truly valued beyond just hitting sales targets.

Mismanaging a sales team can lead to high turnover, disengagement and underperformance. Here are some common mistakes I've seen and tips on how to avoid them:

Sales teams thrive on clear, measurable goals. One of the biggest mistakes in managing a sales team is failing to provide clear targets or making them too vague. Without specific, trackable metrics, it becomes difficult for reps to gauge their progress or know if they're succeeding.

Break down annual goals into monthly and weekly targets that are specific and achievable. Use your software to track performance and provide reps with real-time data on how they're doing. For example, one team I worked with used daily scorecards that highlighted each rep's progress toward their weekly goals, keeping everyone on track.

Salespeople typically thrive when they have the autonomy to handle their accounts in their own style. Over-managing every aspect of the sales process can kill creativity and lower morale, especially for top performers who prefer independence.

Set clear expectations, but give your team the freedom to experiment with their methods. Trust your reps to manage their day-to-day activities and focus on offering support when they need it. In one case, a team I consulted with adopted a "coach, don't control" mentality, where managers focused more on removing roadblocks than overseeing every detail.

Some sales managers make the mistake of encouraging a hyper-competitive atmosphere where reps are pitted against each other. However, research shows that 81% of sales reps say participating in a sales community improves their performance.

While competition can drive performance, too much of it can prevent teamwork and knowledge sharing, which are essential for long-term success.

Promote collaboration through team-building activities, mentorship programmes and shared resources such as playbooks or best practice guides. One company I worked with encouraged reps to share their successful strategies in weekly team meetings, which boosted both individual and team performance.

Don't make the mistake of assuming that once a sales rep is fully onboarded, they don't need further training. This mindset can lead to stagnation and missed opportunities for improvement.

Implement ongoing training programmes that keep reps updated on industry trends, new technologies and advanced sales techniques. Regular workshops, webinars or even short weekly sessions on specific skills can make a big difference.

Sales is a high-pressure job and burnout is common. The workload is significant, with many reps spending more than half their time on non-selling tasks such as prospecting, planning and data entry.

Ignoring the signs of burnout can lead to decreased productivity and high turnover. Managers often make the mistake of pushing for more without considering the toll it takes on their team.

Check in regularly with your reps to acknowledge their workload and listen to how they're feeling. Offer flexibility in working hours or time off after busy periods. Again, "wellness days" give reps a break after major sales pushes, helping to prevent burnout and maintain morale.

Technology can make or break a sales team's success. Over the years, I've seen how the right tools can transform performance, making reps more efficient, helping them make smarter decisions, and ultimately boosting results. Here's how I've used technology to enhance sales teams.

Without doing much extra work, sales teams generate huge amounts of information every day. This includes customer conversations, deal progress, account activity, and product performance.

With Agentforce, this data can be analysed by agents who surface insights and recommend next steps. This helps teams spot stalled deals, identify new opportunities, and decide where to focus their efforts next. Already, 94% of sales leaders using AI agents say they’re critical for meeting business demands.

Sales enablement tools help reps stay focused on what matters — selling. These tools ensure reps have easy access to everything they need, from product info to training materials.

I've seen teams dramatically reduce the time it takes to onboard new reps just by having a solid sales enablement platform in place. Instead of new hires wasting time hunting for resources, they can jump right in, accessing a library of training videos and materials whenever they need them. It's a huge win for efficiency and for keeping the team sharp.

Sales reps should spend their time selling, and not be bogged down with admin tasks. That's where automation comes in. Automating repetitive tasks‌ such as follow-up emails or meeting scheduling‌ ‌frees up valuable time for your reps to focus on closing deals. I've witnessed firsthand how automation can boost productivity.

AI agents can trigger follow-ups at key points in the sales process, keeping prospects engaged without requiring manual effort from reps. This reduces administrative work while helping teams maintain that much-needed communication with potential customers.

Data is one of the most powerful tools at a sales team's disposal, but only if you know how to use it. Our research shows that data and analytics leaders estimate that 19% of their data is inaccessible because it’s trapped in siloed systems, limiting the insights teams can generate.

I've seen teams totally change their approach just by digging into their data. For example, one team used analytics to track customer engagement patterns and found that emails sent at certain times had much higher response rates.

Armed with that information, they adjusted their outreach strategy and saw a big jump in conversions. It's all about using the data to drive decisions and constantly refining your approach.

Sales don't always happen behind a desk; your outside sales reps are in the field, meeting with clients and prospects. That's why having mobile access to your software is so important.

Teams can become dramatically more productive just by giving reps the ability to log meeting notes and update deal statuses right from their phones. It cuts down on back-and-forth, keeps everyone on the same page and ensures the most up-to-date information is always available.

Sales teams don't work in a vacuum. They need to be able to collaborate with marketing, product and customer service teams. Collaboration tools make it easy for everyone to stay in sync and share important insights.

I've worked with teams that improved their results just by using integrated collaboration tools to loop in marketing for support. When everyone's working together, the whole team performs better.

Across Australia and beyond, organisations are using Salesforce and Agentforce to improve their sales processes and build stronger customer relationships.

Here are a few examples of how businesses have partnered with Salesforce to improve their win rates.

EasyPark is a digital parking app used by more than five million Australians. They work with businesses and local governments to simplify parking payments.

As its B2B customer base grew, the company found its sales data and processes scattered across spreadsheets, making it difficult to track leads and respond quickly to customer inquiries.

To solve this, EasyPark implemented Agentforce Sales and Service to bring customer information and pipeline activity into one connected platform. They also introduced an AI-powered SDR agent through Agentforce to automatically qualify and nurture leads around the clock, then hand them over to a real SDR to work their magic on.

As a result, EasyPark has achieved 40% year-on-year growth and improved their response times to sales inquiries by more than 50%.

As Canva expanded to enterprise customers, it needed a better way to manage complex and long customer journeys and support a rapidly growing sales team. Without a single system for the team to work from, tracking engagement and coordinating sales tasks across teams became increasingly difficult.

To solve this, Canva implemented Agentforce Sales to create a single source of truth for every customer interaction and stage of the sales pipeline. They also integrated this with Slack workflows, giving their reps automated insights before meetings so they have all the information to build relationships with customers.

As a result, Canva has been able to double the size of its enterprise sales team in the past year, while expanding adoption to the point where 95% of Fortune 500 companies now use Canva.