Why Your “Good” Sales Team Isn’t Good Enough (And What To Do About It)

NOTES FROM NORTHWOOD 

I got a text from a client last Tuesday that made me stop what I was doing:

“We hit 94% of goal this quarter. Team’s celebrating. But honestly? I’m frustrated. We should be crushing these numbers, not barely hitting them.”

This CEO runs a $30M company with what most would call a “solid” sales team.

Good people. Decent processes. Consistent results.

But here’s the thing: “Good enough” is the enemy of breakthrough growth.

And if you’re reading this, chances are you know exactly what I mean.

The “Fine” Sales Team Problem

Most sales organizations exist in what I call the “fine zone.”

They’re not failing. They’re not in crisis mode. They hit most of their numbers, keep the lights on, and everyone stays employed.

But they’re also not unlocking the growth potential sitting right in front of them.

The symptoms are everywhere:

You hit 85-95% of goal consistently (but never blow it out)

A few reps carry the team while others just exist

Your pipeline looks full but close rates stay flat

New hires take forever to ramp up (if they ramp up at all)

You keep thinking “better people” will solve everything

Here’s what’s really happening: You’ve optimized for mediocrity without realizing it.

The Hidden Cost of “Fine”

Let me paint you a picture of what “fine” actually costs.

I worked with a manufacturing company that was “doing fine” with their sales team. Hitting about 90% of goal each year. Everyone thought they just needed better leads.

Then we did the math:

Their average deal size: $45K

Their close rate: 22%

Their sales cycle: 4.5 months

If they could just get their close rate to 35% (totally achievable) and cut their sales cycle to 3.5 months, they’d add $2.8M in annual revenue.

Same leads. Same market. Same products.

Just better execution.

That “fine” sales team was leaving nearly $3M on the table every single year.

Why Most Sales Teams Stay Stuck

After working with 150+ sales organizations, I’ve identified the real culprits that keep teams trapped in mediocrity:

1. The Talent Delusion Most leaders think they have a “people problem” when they actually have a “development problem.”

They keep hiring for experience instead of capability. They assume 10 years in the industry equals high performance.

Reality check: I’ve seen 20-year veterans who couldn’t run a proper discovery call, and college grads who became top performers in six months.

2. The Process Myth Companies obsess over having the “perfect” sales process, then wonder why results don’t improve.

Here’s the truth: Your process doesn’t matter if people can’t execute it.

Most sales processes look great on paper but fall apart in real conversations because nobody knows how to actually implement them.

3. The Management Gap Sales managers spend 80% of their time on reporting, forecasting, and administrative work.

Only 20% goes to what actually drives results: developing their people.

The result? Reps plateau after their first year and stay there indefinitely.

What High Performance Actually Looks Like

The sales teams that break through to consistent 110-130% of goal operate completely differently:

They hire for potential, not just experience.

They screen for drive, coachability, and mental toughness.

They can spot the difference between someone who’s failed versus someone who’s learned.

They understand that the right person with less experience often outperforms the “experienced” hire.

They treat sales as a skill to be mastered, not a talent you’re born with.

Managers spend real time coaching, not just reviewing numbers.

They practice scenarios and role-play difficult conversations.

They track skill development, not just outcome metrics.

They optimize for excellence, not comfort.

They set standards that push people beyond their comfort zones.

They create accountability systems that drive growth.

They’re willing to make difficult decisions about underperformers.

The Framework That Changes Everything

When I work with companies stuck in the “fine zone,” we focus on four critical areas:

1. Talent Assessment

• Who on your current team actually has the capability to perform at a high level?
• What specific gaps are preventing breakthrough performance?
•  Which people are worth investing in versus cutting loose?

2. Hiring Methodology

• What should you actually screen for in interviews?
• How do you identify potential versus just experience?
•  What questions reveal someone’s real capabilities?

3. Management Transformation

• How should sales managers actually spend their time?
• What does effective coaching look like in practice?
•  How do you create accountability that drives excellence?

4. Process Optimization

• Is your sales process aligned with how customers actually buy?
• Are you measuring the right activities and behaviors?
•  Can you predict results based on early indicators?

When these four elements align, “fine” teams become exceptional teams.

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Questions our sales training programs? Email me at adam@thenorthwoodgrp.com