Research consistently shows that sales success is driven more by disciplined activity than personality. Studies across multiple markets indicate that top-performing salespeople typically generate 30–50% more prospecting activity than average performers, and organisations with strong pipeline discipline achieve materially higher revenue growth than those that rely on end-of-month pushes. In short, activity and visibility matter.
Revenue is a lag indicator. The real levers sit in the leading indicators: calls made, meetings secured, conversion rates, proposal value, and pipeline coverage. When these are reviewed weekly, you see issues early. If activity is high but conversion is low, the issue is capability. If conversion is strong but pipeline is thin, it’s effort and focus. Data removes emotion from the conversation.
So why do salespeople fail? In our experience, it’s rarely because they “can’t sell”. More often it comes down to inconsistent prospecting, poor time management, weak qualification, or simply drifting without clear accountability. A lack of structure leads to optimism replacing evidence, and hope is not a strategy. Left unchecked, the pipeline becomes what I call a “happy ears” forecast: deals that feel good but don’t close.
Incentive plans also play a significant role. If you reward only revenue at month end, you’ll get short-term behaviour. If you reward margin, you protect profitability. If you reward new business, you’ll drive acquisition. Incentives shape behaviour, sometimes unintentionally. We’ve worked with clients who were frustrated by underperformance, only to discover their commission structures were driving the wrong activity. In several cases, adjusting incentive measures to include leading KPIs or strategic objectives shifted behaviour almost immediately. People follow the money, so make sure it’s pointing in the right direction.
My approach is straightforward: encourage first, challenge second, and use evidence in every conversation. Most salespeople want to perform. They don’t need motivational fluff. They need clarity, consistency, and a fair system.
Manage the inputs well. Align incentives properly. Use the data. Cut the bullshit early.
The results tend to follow.
Written by
Steve Kennedy
Managing Director
