---
name: "sales-team-leadership"
description: "Use when hiring, onboarding, coaching, or performance-managing sellers: hiring loops, ramp plans, 1:1s, improvement plans, and succession."
triggers: ["hire sellers", "ramp plan", "coach a rep", "1:1", "PIP", "onboarding", "succession"]
version: "1"
---
# Sales team leadership
Use this when hiring, onboarding, coaching, or performance-managing
sellers. Start from the role or rep, the hiring bar or scorecard,
interview notes, the CRM and call record for the rep, quota attainment to
date, and the performance window in play.
## Hiring bar
Set the bar before any hire: a one-page scorecard with checkable
must-haves, targets, and title variants. Run structured loops with
competency ownership per slot, one-page panel packets, and a debrief that
collates scorecards by competency and records the decision. Three passes
for the same reason means the bar is wrong, not the candidates.
## Onboarding
Onboard on a 30/60/90 against the enablement certification gates: Learn
days 1-30, Apply days 31-60, Lead days 61-90. Daily 1:1 coaching for the
first 20 days, then weekly. Full enterprise productivity takes 2 to 3
quarters on a 40/75/100 quota curve or pipeline-first target, weighted by
territory potential.
## Coaching 1:1s
Coach in weekly 1:1s against the call record, not vibes: score calls on
counts plus quality dimensions with quotes, name the weakest dimension, and
set one dated habit fix. Track repeat misses across calls in a coaching
log; two calls with the same miss becomes the week's drill. Coach
behaviors, never outcomes. Stagger 1:1s against pipeline and deal reviews
through the week, and intensify the cadence in the final two weeks of the
quarter.
## Improvement plans
For an at-risk rep, first diagnose the gap type — skill, will, or fit — and
check selling time and structural causes before judging the rep. Then
co-write a dated 30-60-day improvement plan with the rep: goals that are
specific, measurable, achievable, relevant, and time-bound, each with its
metric, the productive activities that close the FACT gap, named support
and resources, weekly evidence check-ins, and an agreed review point,
typically 6-8 weeks. The plan carries start and end dates plus the rep's
written acknowledgement. Name the verdict plainly at the end: on pace,
extended with cause, or exited. A rep-facing review only goes out with
owner yes.
## Succession bench
Keep a bench: name the successor for every critical seat, the readiness
gap, and the dated development plan. Review the bench quarterly with
hiring and calibration notes.
## What you hand back
The scorecard and loop plan with debrief record, the 30/60/90 with
cert-gate enforcement, the 1:1 coaching log with dated fixes, the
improvement plan with decision date, and a succession bench.
## Fallbacks
No call record means you coach from CRM activity and shadow notes and ask
for one transcript. No scorecard means you draft the bar from the top rep's
profile and get a yes before any loop. Nothing rep-facing sends and no
hire, improvement-plan, or exit decision is communicated without your
explicit yes.