The Sales Manager's Quest

Sales managers and organizational executives often refer to the people they manage as their sales “team.” But are they really a team? And does it matter? In this episode, Tommy explores how managers can unlock the "team within" their sales group, even when they don't meet the textbook definition of a team.

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Transcript

You know, there’s nothing quite like being part of a group where trust, respect, and a shared goal bring out everyone’s best. Whether it’s winning a game, reaching a goal, or overcoming a challenge together — the exhilaration of shared success is just unmatched. 

And that brings us to a tricky situation many sales managers find themselves in. 

They talk about their "sales team" all the time. But… is it really a team? And does it matter if it’s not? 

Let’s take a look. 

One of my favorite definitions of a team comes from an article in Harvard Business Review called “The Discipline of Teams” by Jon Katzenbach and Douglas Smith. They define a team as — and stick with me here — 

“A small group of people with complementary skills who are equally committed to a common mission, subscribe to a cooperative approach to accomplish that mission, and hold themselves accountable for team performance.” 

Now, here’s where things get interesting: a team isn’t a team when it’s actually a work group. 

Here’s what I mean: 

First, teams are made up of people with complementary skills. Think of an orchestra: different instruments coming together to create one incredible sound. In most sales groups, though, everyone pretty much has the same skillset — like an orchestra made entirely of flutes. 

Second, teams are committed to a common mission. Like a drug development team all working together to discover a new medication. Their success is shared. But in sales? Each salesperson has an individual goal — their quota — and the manager has a group goal that’s basically the sum of all those individual quotas. 

Third, teams use a cooperative approach. Success is shared. Think about Benjamin Franklin’s line: “We must all hang together, or most assuredly we shall all hang separately.” In sales? It's usually more about competition than cooperation. 

And fourth, teams hold each other accountable. Like in baseball, when the catcher walks out to the mound to get the pitcher back on track. In sales groups, though, accountability usually flows from the manager, not from peer to peer. 

So what should a sales manager do? 

Here’s the good news: even if your group doesn’t check all the official boxes of a "team," you can still tap into the spirit of teamwork. Because work groups and teams have something powerful in common: They’re both systems — interconnected parts that affect each other. 

Sales managers can boost both individual performance and group results by leaning into two key system dynamics: 

First, the ripple effect. 
When one person succeeds, it can inspire others to up their game too. Success is contagious — but so is mediocrity. 

Second, synergy.
That magic where a group’s performance is actually greater than the sum of its parts. Think about an underdog sports team that beats a superstar team because they’re connected, energized, and playing for each other. 

So even if your group isn’t a technical "team," you can help them act like one. Here’s how: 

1. Encourage a “We” Orientation 

This one’s tough with high-performing sales pros — but it’s possible.
The key is in the emotional tone, the communication climate.
If success is seen as beating the guy next to you, you create a “me” climate.
But if you highlight personal improvement — where my success doesn’t have to come at your expense — you shift the climate toward “we.”
(And funny enough, simply calling them a team helps too.) 

2. Create a Communication Cadence 

Set up a regular rhythm — a daily huddle, a weekly meeting — that’s not just about reporting numbers, but sharing intelligence. 
What’s happening with customers? What’s working in the field? What’s not? 
Once there’s trust, these meetings stop feeling like a chore and start fueling real learning and growth. 

3. Encourage Joint Problem-Solving 

When the group feels safe, you’ll start hearing things like, “Hey, I’m struggling with this objection. Has anyone else run into it?”
And now, instead of just the manager solving problems, the group brings its collective wisdom to the table. 

4.. Foster Optimism 

Sales managers must remember two truisms: selling is tough, and emotion is contagious. One sales rep having a difficult month or quarter can develop a toxic attitude that infects the entire organization. Sales professionals always face adversity; how they deal with it is what separates those who experience sustained success from those who do not. The leader’s role is to foster optimism so the group member can reconnect and recharge when the group comes together. It’s not about cheerleading! Optimism is about reminding people that their skill and talent outlasts a periodic loss or a customer saying “no.” An optimistic attitude nourishes a group’s spirit and inspires people to give their best. 

5. Remove Toxicity — As a Last Resort 

Sometimes, despite your best efforts, one person’s bad attitude poisons the group. 
When that happens, you owe it to the others — and to the system as a whole — to act. 
It’s a last resort, but it's necessary. Healthy groups need healthy relationships. 

Bottom line:
Whether or not your salespeople fit the textbook definition of a team doesn’t matter as much as helping them act like one. 

If you embrace system dynamics — and lead with intention — you can unleash the “team within” your sales group. 
And when you do? You’ll create not just better results, but a stronger, more energized, and more connected group of sellers.