Sales-Team Foundation Checklist
Build a sales department around training, measures, feedback, and repeatable systems
- Difficulty
- Advanced
- Time to result
- ~months to results
- Steps
- 6
- Confidence
- 90%
The Sales-Team Foundation Checklist organizes a new sales department around six mutually reinforcing elements. Begin by deciding whether external training or consulting can shorten the learning curve. Define key performance indicators so each role has explicit outcomes, then assign a team leader who can review calls and deliver feedback while details remain fresh. Document standard operating procedures during implementation instead of postponing documentation until habits become inconsistent. Protect closer performance by supplying a steady flow of warm, prepared leads rather than expecting salespeople to overcome weak demand or poor positioning. Finally, hire for mission and culture as well as closing ability, because sales conversations represent the business directly. Together these inputs create an observable, coachable, and repeatable sales system rather than a collection of individually talented sellers.
Origin
Jasmine assembled this checklist after discussing her planned in-house sales department with Jenna Kutcher, Amy Porterfield, Stacey Tuthill, and Bonnie Christine during an informal Nashville mastermind.
Core principles
- 01Specialist training can compress the path to competence.
- 02Clear KPIs turn expectations into manageable performance.
- 03Real-time feedback improves calls faster than delayed reviews.
- 04SOPs should be documented while the system is being built.
- 05Strong closers need warm leads and cultural alignment.
How to run it
- 1
Assess the Training Gap
Compare the team's current sales-building experience with the speed and quality required. Evaluate consultants or structured training when expertise could prevent expensive trial and error.
Pro tip Request evidence about implementation support, prior results, and expected time to value.
Watch out Do not treat a high consulting price as proof of quality or return.
- 2
Define Role-Specific KPIs
Set measurable indicators for setters, closers, and leaders before judging performance. Clarify definitions, reporting cadence, and acceptable ranges.
Pro tip Balance activity measures with conversion and quality measures.
Watch out Poor lead quality can distort individual sales metrics.
- 3
Install Real-Time Coaching
Assign a leader to review sales calls and provide prompt, specific feedback. Use recurring patterns to refine messaging and team values.
Pro tip Review both won and lost calls instead of studying failures alone.
Watch out Feedback without clear standards can become subjective micromanagement.
- 4
Build SOPs in Parallel
Document workflows, scripts, handoffs, and decisions while the team is actively creating them. Update the documentation as real calls reveal better practices.
Pro tip Make the person performing each process responsible for capturing its current version.
Watch out Waiting until later increases knowledge loss and inconsistent execution.
- 5
Prepare Warm Leads
Create a reliable flow of prospects who understand the problem, offer, and next step before speaking with a closer. Align marketing and sales on readiness criteria.
Pro tip Track conversion by lead source and preparation stage.
Watch out Do not blame closers for systemic weaknesses in demand generation.
- 6
Hire for Mission Alignment
Assess whether candidates understand what the business wants to achieve and can represent its values in sales conversations. Combine cultural alignment with demonstrated sales competence.
Pro tip Use realistic call scenarios to test judgment and communication.
Watch out Culture fit must not become a vague proxy for similarity or bias.
In the wild
Jasmine initially planned for her team to build the department independently. After peer discussions, the plan expanded to include a possible $20,000, 90-day training program, defined KPIs, a leader providing call feedback, SOPs written during implementation, a steady supply of warm leads, and explicit cultural alignment for closers.
→ The business adopted a more structured foundation before recruiting setters and closers into the new division.
A course company hiring its first two closers defines call-booking, show-rate, conversion, refund, and quality KPIs. A sales lead reviews sample calls twice weekly, while the team records scripts and handoffs as they evolve. Marketing supplies prospects who completed a qualifying webinar, and interviews test both closing skill and ethical alignment.
→ New hires enter a measurable and coachable system instead of inventing separate sales practices.
Common mistakes
Hiring Before Defining the System
Recruiting closers without KPIs, coaching, lead criteria, or SOPs makes performance difficult to interpret and improve.
Writing SOPs After the Build
Delayed documentation allows critical decisions and working knowledge to disappear. Capture the process as it develops.
Expecting Closers to Fix Cold Demand
Even strong sellers struggle when leads are poorly prepared or misaligned. Treat lead readiness as part of the sales system.
Is it for you?
Best for
It is best for established businesses creating or formalizing an in-house team of setters, closers, and sales leaders.
Not ideal for
It is not ideal for businesses without validated demand, a clear offer, or enough lead volume to support dedicated sales roles.
From the transcript
“Number two, they told us quickly to set up KPIs, key performance indicators around what we're expecting our team to do and achieve.”
“What we're doing now from the ground up is we're building the SOP right now with us as we do it, so that we're not…”
“You want a steady flow of warm leads.”
From the episode
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