⏳ tighten onboarding

Systematic flows are the missing outbound piece

Elric Legloire discusses why most outbound programs fail before reps ever pick up the phone. Outbound attempts doesn’t work because it was made on the wrong foundation:

1. Treat outbound like a side project

➤ You hire a couple of SDRs, training with new mechanisms

➤ But outbound needs executive ownership and strategies

→ If you treat outbound like a test, expect small results in advance

2. Waiting until pipelines are needed

❖ Most teams wait until they need outbound to start building it

❖ But outbound works like farming as results take 9–12 months

→ Alway start outbound early, or you’ll always get left behind

3. Non-existent outbound cultures

✱ Outbound needs to get baked within your company

✔ Implement strategic weekly practices

✔ Message testing, company updates

✔ Coaching advice with feedback loops

→ Without that, your reps drift and pipeline dies

4. Hiring AEs before pipeline exists

✱ Adding headcount doesn’t create revenue

✱ AEs can’t just be moving what doesn’t exist

→ Hire closers only after predictable stream of meetings

5. Confusing different TAM with ICP

⇢ Going after massive lists with no focus kills efficiency

⇢ Prioritize customer high-pain, early-adopter accounts

→ Right-fit is more significant than building high-volume

6. Outbound’s impact on demands

➤ It’s not easily just about booking demo

✔ Outbound can gradually make sales demand

✔ Reps can educate markets, build awareness

→ Start thinking like a marketing-focused rep

7. Ignoring data & automation

⇒ Reps waste hours on manual tasks

✘ That’s not “hustle”, it’s wasted time

✔ Invest in automation workflows to move quick

What to actually do instead:

Treat outbound like a strategic go-to-market engine:

↳ Assign reliable executive owner

↳ Align with your GTM strategies

↳ Define ICP and outbound wedge

↳ Automate research and workflows

↳ Create rituals and feedback loops

↳ Scale when systems are repeatable

Diagnose their sales problems like engineers

Alex Znamensky breaks down how sales leaders can gradually improve team performance by focusing on their diagnostics and conversion analysis, not just the end results:

Diagnosing by conversion stages

Like inspecting machines, you can’t improve what you don’t break down.

✔ Map your sales process into specific, trackable stages

✔ Analyze each step to find where productivity drops

Example:

→ If rep A has more leads and calls but same closed deals as rep B, rep B might have stronger closing skills

→ If rep B has fewer calls, it may be an execution issue, either volume or focus

You need to isolate certain stages for effective training and coaching.

Apply “production logic” in sales

➤ If one machine produces 10 sandals and another 15, you don’t just replace machines, you check where it’s falling short.

➤ Maybe the blade is dull. Sharpen it. Maybe it needs grease. Fix problems.

Sales leaders must think similarly:

→ Find weak points in the system

→ Experiment solutions by testing

→ Move directly to the next stage

The more granular your breakdown, the easier for specific improvements.

Build performance feedback loop

Here’s an efficient 3-stage funnel example to analyze:

1. New clients taken into work

2. Successful calls are finished

3. Deals now are being closed

Even this simple model reveals a lot:

⇢ If rep A takes 20 clients → makes 18 calls → closes 4 deals

⇢ Rep B takes 15 clients → makes 11 calls → closes 4 deals

That shows you:

→ Rep A has better work ethic

→ Rep B is more call-efficient

⇢ Each needs a different coaching plan

Without this step-by-step view, both would look “equal” closers

You'd end coaching them wrong because of strength differences

What this looks like in practice:

Ask these questions:

✔ Where exactly is the drop-off happening?

✔ Is it due to effort, skill, tools, or structure?

✔ What needs changing before moving on?

Repeat this process stage-by-stage through your funnels.

The result? Better rep-focused training, consistent performance, and healthier teams.

Creating high-quality teams without killer budget

Mike Pinkel explains why startups that build effective sales teams, not flashier products will win in 2026. Here’s what early-stage companies does without using all their budget:

1. Don’t go chasing flashy resumes

➤ Big-name reps don’t want to work at your startup

➤ And even if they decide joining, they underdeliver

→ You’ll burn resources chasing people who see you as backup plan

2. Look for hidden sales rep gems

✔ Early-career reps with talent but no huge logos on their resume

✔ Motivated, coachable, and hungry to prove themselves in sales

→ They're undervalued and want opportunities you’re offering

3. Test for skillset, not job history

❖ Ditch those resume screenings and behavioral interviews

❖ Run simulations: objection handling, discovery, sales demo

→ Talent shows up quick when they’re being given real work

4. Design rep-focused onboardings

⇒ Use scripted mock calls with realistic scenarios for practice

⇒ Cover discovery, sales demos, proposals tied with your ICP

→ Good reps improve faster and bad hires slump quicker.

Build systems for developing reliable, and underrated talent.

TO-GO

James Bissell: Use peer coaching for driving rep accountability

Holly Allen: Replace guesswork with ready-made prospect list

Sean Gentry: Coach your future managers before they drown

Louie Bernstein: Reward self-management to upgrade quicker