If there is an area of ​​the company that is not known by the organization, it is undoubtedly commercial. Usually, salespeople look only at their goals and do everything to reach them.

That’s not bad as a whole, after all, if she hits the targets, everyone wins. The company increases its revenue and the seller receives a higher commission.

But the problem with this is that, without organization, the salesperson loses a lot of efficiency. When we stop to analyze, we realize that the negative result generated by the lack of discipline is absurd.

Team of Blue World City will give you an example: sellers prefer to make calls to emails. This happens due to the effectiveness of the contact and greater possibility of closure. But the problem is that, depending on the time, the calls will have little success and in the meantime he could have fired up to 20 emails.

An organized and well-disciplined salesperson divides his hours well and knows the best time to carry out each of these activities. Therefore, he does not face this type of problem and always acts more with his head instead of his heart.

You can already get a sense of the negative results generated by the lack of discipline, right?! But let’s go a little deeper into the topic.

Seller’s Discipline: How It Affects Your Company’s Sales Outcome

Capital Smart City really like to use analogies with sports to exemplify various situations and in this case it won’t be different.

Anyone who has followed football for a long time knows who the Portuguese star Cristiano Ronaldo is. Several years ago, however, he was not half the player he is today.

Of course, he already had a natural talent, but without the many hours of training, he wouldn’t be one of the great names in world football today. What took him so far was discipline.

Yes, discipline had a big influence on his career. If he didn’t train to exhaustion, perform all the activities of a day, in addition to taking care of his body, I have no doubt that today he would be just another wet rocket.

C Ronaldo

And for the seller, the situation is similar. I gave the example at the beginning of the text of how the lack of discipline to define a schedule of activities can make a difference, but let’s think now from the perspective of training.

If your sales executive does not study constantly and follows the proposed routine with discipline, he will hardly generate results. It is not possible to sustain a predictable and scalable business process on the basis of talent.

Therefore, there must be organized processes and culture that force the emergence of discipline in your salesperson.

Salesperson discipline is the way for you to build a successful trajectory and quickly scale your results. It’s no use having a hustler salesperson (one who makes calls and sends exhausted emails to hit the target), if he does the job in a disorganized way.

Sending 30 poorly written emails out of hours or using an unscheduled communication in a call will undoubtedly affect the results.

Now imagine that your company has 30 undisciplined hustler salespeople. You could already see that a lot of things would be wrong in a VERY short time, right?

And since it is the brand of your business that is at stake, it would be very difficult to reverse the situation. That’s why I’m going to show you step-by-step how to build an environment that forces your sales team to discipline itself.

This step by step is:

  • Designing a well-structured process;
  • Construction of a cadence stream;
  • Construction of a daily activities schedule;
  • Implementation of daily meetings and weekly iterations.


So, let’s go through each of these themes:

Designing a well-structured process

Before demanding discipline from your sales team, it is necessary to create the ideal scenario for this to happen. Your salesperson is unlikely to be able to follow a well-defined routine if there is no clear process to guide him.

So, it is necessary to carry out that step by step we always talk about:

  • Segment your entire process;
  • Conduct an analysis of your personas and design a new commercial discourse;
  • Define all necessary inputs and outputs for each of the steps.

Want to understand better? So let’s go!

Segment your entire process

We defend here on the blog that it is necessary to segment the entire commercial process. It is impossible for the seller to perform all steps perfectly!

Imagine a CLT sales executive. He has 8 hours a day to prospect, qualify and close deals and receives commission only for one of the parts of the process. What do you think will be your biggest focus?

Even if he wears the company shirt and is quite disciplined, in the end it’s his pocket that weighs heavily.

So the segmentation of your commercial area serves to align your company’s expectations with those of your employees. In the end, what’s good for your cash should also be good for the people who help you build your success.

Always remember to build your process as follows:

  • Commercial intelligence: generates a constant flow of leads for your prospectors;
  • Prospector: generates a constant flow of MQLs for your SDR team;
  • SDR: qualifies MQLs until they are at the time of purchase, transforming them into SQLs and passing them on to the sales executive team;
  • Sales Executive: responsible for closings.

You saw how well the work was divided. Now the seller has only one concern, which is to close new deals. It’s much easier to demand discipline from him, isn’t it?!


Construction of a cadence flow

Now that you have a well-segmented process, it’s much easier to structure a winning culture. But one thing that should not be 100% in the hands of your sales team is the amount of contacts they must make to close a deal.

It is clear that experienced sellers already have a well-formed notion of the amount of contacts needed, but it is necessary to define a parameter for your market.

Remember that it is very difficult to find two similar markets and, even if you hire that sensational salesperson from SAP, Oracle and etc., it is necessary that he adapts to the reality of your company.

So, the cadence flow serves to guide the order of contacts that must be made, starting, for example, with calls, then emails and defining the space between the realization of each one of them.

Having this well constructed, it is even easier to define how your team’s work is performed and to charge those salespeople who are not following what was proposed. Do you agree with me?

It’s a simple measure that, in addition to maximizing your team’s efficiency, also favors the creation of a winning culture!


Building a daily activity schedule

The gain that a well-structured routine brings to any salesperson and company is impressive. It’s common to see many salespeople defining how they want to do their day-to-day activities their way.

What many people confuse is the concept of flexibility and total autonomy. It is not ideal to give autonomy to your entire team to manage their time as they see fit.

They must carry out the proposed work, but within their process. They have the flexibility to define the best way to carry out an activity according to the company’s structure.

This is where the activity schedule comes in. And oddly enough, even it must be data-based.

For example, we know that in many markets the email open rate is higher when it is sent late in the day, preferably Friday night. Yes, if managers and executives don’t have a lot of time during the week to clear their email inboxes, they end up doing it on weekends.

So what’s the point of freeing up your salespeople to go out emailing during the day without having a clear definition of what time they should be sent? It is clear that in many situations it is necessary to deviate a little from the proposed agenda.

If the sales executive talks to a SQL and he already wants to evolve the conversation, it is not necessary to wait until the end of the day to send the email. The agenda serves to give direction, but in the end common sense always prevails.

But now that you have a well-defined process, cadence flow, and schedule of activities, what’s the next step in increasing your company’s salesperson discipline? It’s simple: make him have the power to change the process!

Implementation of daily meeting

This is the last part to be implemented in the process. With the daily meeting, your sales team will basically give you feedback on the activities that are being carried out on a daily basis.

We know that on paper the process is very beautiful and easy to be done. But it is necessary to check the necessary adaptations to your market. And with the feedback from your sales team, you will be changing it little by little, to adapt perfectly to your reality.

The positive aspect of the process is that it will have maximum performance. But on the motivational side, the importance it generates is the integration between your team and the company’s strategy.

I’ve noticed in several customers the satisfaction of the sales team when they see that their suggestions are changing the process. This makes it easier to integrate them into your culture.

With this process, your entire team will wear your company’s shirt. See how a simple change can strongly affect your salesperson’s discipline?

But why is the commercial area so disorganized?

We’ve already talked a lot about the points that must be changed for your company to implement discipline in the commercial teams. However, let’s get back to the cause a bit.

Why are commercial teams so disorganized? An experience that has added a lot to me in recent times is providing services to one of the largest technology companies for HR in Brazil, Solides.

They sell a solution that assesses the profile of each employee in your company. Of course, the solution is much more elaborate than that, but if I were to talk more about it, I would need at least 3000 words (sorry, Monica and Alessandro! I swear we’ll do a more in-depth text on the topic!).

But my point is that there are 4 professional profiles. Are they:

  • Analysts;
  • Executors;
  • Planners;
  • Communicators.

And what I started to notice in almost all of our clients is that the best salespeople they had, or the commercial manager, have the Executor, Communicator profile or both.

The problem with this is that both are often disorganized and prefer to get their hands dirty before planning. Of course, this is not an absolute rule, but in everyday life we ​​find that this happens with frightening frequency.

Executors and communicators usually generate very good results, but when they work within a well-structured and disciplined process. That’s why it’s necessary to implement a structure that makes them yield the most.


Your business will not grow consistently without a well-designed structure

Culture is essential to the success of any company. And discipline comes alongside that!

We at Outbound Marketing, for example, place great value on a relaxed and flexible work environment. But that’s not why we don’t demand discipline to the activities performed by the team on a daily basis.

The point that many companies confuse is: the fine line between relaxed and functional environment with mess! And it is this mistake that your company cannot make.

Remember that there is no point in imposing military discipline within your company. Soon, the talents you have will feel suffocated and will ask you to leave. You wouldn’t want to give up talent, would you?


So think about it: discipline should come from the process and not the hierarchy. If it comes from the latter, your business is doomed to fail.

And your company? Is it struggling to implement a culture of results? What do you think about chatting with our team of consultants? I have no doubt that they can help you a lot to reduce your learning time and improve your results!