Want to know how to manage a sales team when everyone sells differently? Let’s get into it.
As a results-driven sales leader, you probably have a soft spot for quick wins and visible momentum, but you also know the real payoff comes when your team learns how to sustain it. And you know that nothing gets you closer to your goal faster than a team that’s on board with your vision and works in sync.
But what do you do when one of your reps sells with poise, another presents with persuasion, and someone else lacks fundamental skills?
When it comes to your sales team, let’s agree that it’s different strokes for different folks.
On the surface, this might seem like a recipe for disaster. However, with some ingenuity, an understanding of a common sales process followed by all, and a willingness to drop the script, you’ll be coaching up your diverse team of reps in no time.
Here’s how to manage a sales team even when they all seem like odd pieces from different Lego sets.
And no: building scripts and practicing your pitch won’t be the unlock you think it is.
Why Uniform Scripts Fail, and What To Do Instead
Do you typically default to the oldest trick in the book? You know…teaching your sales team “the script?”
Sure, there’s always a place for a sales script. However, here’s something you ought to think about:
Put yourself in a sales rep’s shoes for a second. Get into the zone.
When you’ve done that, imagine yourself having to memorize a spiel, repeating it over and over, and practicing it on a co-rep or, down the road, a customer.
This dynamic sounds great on paper. The problem is that all you’ve learned is what to say.
What do you do when you’re hit with an objection? Do you repeat a memorized pitch that sounds like a ChatGPT-written cover letter? Or, do you know how to push the bruise?
Instead of a script, try something that gives your reps some idea of what to say and how to handle situations — not a script, but a blueprint.
Our sales blueprint teaches you how to manage a sales team by embodying the buyer facilitator mindset, providing you with a solid foundation of knowledge on what successful selling (and, more importantly, relationship building) looks like. In it, your sales reps will be able to use flexible models that fit their individual styles and for a variety of situations.
Building a Shared Language Without Killing Individuality
Now, note that we said “blueprint” earlier — this means you don’t need your reps saying the same thing. While we don’t specifically cover this in our training, this is an approach you should take when determining how to manage a sales team more effectively:
Your sales team needs to have a shared mindset where they “mean” the same thing, even if they say it differently. For this, you’ll need a shared language, such as the one found in our Buyer Facilitator sales training framework.
Having a shared language in sales gives your team a reference for:
- What buyer needs must be addressed
- What types of questions you should be asking
- The desired outcome of each interaction
- Words to listen for to determine where a buyer is on the customer journey
As you can see, there’s no script, no pitch. A shared language is, instead, a sort of anchor that guides instead of prescribes.
It consists of agreed-upon terms that anchor how your team sells, providing much-needed clarity even if your team is as diverse as the ingredients in trail mix.
Of course, you might need something to emulate when you’re finding a shared language for your team — and Topaz Sales Consultants can provide you with a model to follow.
Our consultants are trained to walk the line between individuality and synchronicity day in and day out. They model flexibility with discipline, adapting to rep style while reinforcing the same standard.
Now, let’s talk about how to manage a sales team with effective sales coaching (and how to deal with your sales team’s unique personalities, quirks, and backgrounds).
How To Coach Reps Who Sell Differently (Without Losing Your Mind)
You already know you’ve got different personalities on your team. What you might not realize is that each of them listens, responds, and facilitates differently as well. This is where most managers typically make mistakes.
To effectively manage a sales team with diverse selling styles, begin by observing how each representative interacts with buyers. Don’t just rely on call notes or pipeline updates.
Sit in. Listen. Then, coach based on how your team actually facilitates, not how you assume they do. Get in the trenches with them. Seriously, it’s worth it.
There are various types of styles, and each requires a distinct coaching approach. Let’s take a closer look at each style and how to best coach for it.
The Storyteller
This rep leans into narrative. The storytelling rep is excellent at drawing the buyer in but often buries the ask. Don’t cut the story.
Instead, the best approach is to teach the rep to tie it back to the buyer’s pain and move the conversation forward.
The Technician
Technicians lead with logic, details, and features. When they lose the buyer, it’s usually because they skipped the emotional component of the sales process.
If you’ve got a technician on your team, ignore the temptation to turn that rep into a “people person.” Instead, your job is to help the rep slow down, ask more questions, and let the buyer talk first.
The Overthinker
These reps are stuck in their head chasing perfection, and they’re more common than you think. But let’s face it: perfection slows deals down. So, coach them to focus on progress, not polish or overnight success. You may need to be patient here, and that’s okay.
Set Standards Based on Process (Not Personality)
When you’re unclear about how to manage a sales team, you’ll likely gravitate toward the loudest voices in the room.
After all, it’s easy to notice the high-energy closer. And the rep who just “knows how to talk people up” will likely grab your attention.
Unfortunately, if these qualities are your baseline, you’re coaching for style and not substance.
As a sales leader, celebrate the behaviors that build trust and progress, not just the big wins, but the consistent steps that earn them.
If you want to create a team that moves you closer to your targets despite their differences, here’s how you do it:
- Track process adherence, not flash: Did the rep follow the discovery structure? Did they surface beliefs? Were they clear about next steps?
- Measure buyer engagement, not talk time: Who owned the conversation — the rep or the buyer? The more the buyer talks, the closer you are to the truth.
- Treat style as a delivery method, not a success metric: One rep might be theatrical. Another might be methodical. It doesn’t matter. If they’re doing the work underneath, they’re winning.
Where Most Sales Managers Go Wrong (And How To Course-Correct)
When you’re figuring out how to manage a sales team in the way that works best for you and your company, don’t fall prey to these common mistakes. Do so, and bad habits will be baked in faster than you can say, “Panna cotta.”
Panna cotta is an Italian dessert made from sweetened cream that’s thickened with gelatin and chilled until set. The name means “cooked cream” in Italian. It has a silky, custard-like texture but without the use of eggs. In short, it’s well-crafted, results-driven, and deceptively simple. A little like sales training done right.
Coaching High-Performers Like They’re a Problem
So you’ve got a sales rep who’s hitting numbers but not doing it your way. Instead of learning how they win, you try to fix them.
That’s not coaching.
If your sales reps are uncovering pain and moving deals forward for the right reasons, let them breathe.
Letting Low-Performers Off the Hook
Being nice isn’t the same as improving. You don’t need to be cold, but you do need to be clear.
If someone’s “trying hard” but still fumbling in conversations, effort isn’t enough, and some additional coaching may be necessary.
Coaching the Deal, Not the Rep
Pipeline reviews won’t tell you why a deal slipped.
But a call will, and so will a shadow session. When you’re fixing something, a great place to start would be to discover how your reps think, speak, and listen in the moment.
How to Manage a Sales Team: What Success Looks Like When You Get It Right
Your team will never sound the same — that’s the point. After all, your reps will be different, so why pretend like that’s a plague?
When you coach the process and not the personality, you get reps who still sound like themselves but sell with more purpose. They’ll be able to push when it’s time to and pull back when a buyer isn’t feeling it.
As a result, you’ll also get more buy-in. How? Trained reps are more likely to be on board when the process respects their style. And buyers respond to reps who stop performing and start listening.
Final Takeaway: Manage the Sales Process, Not the Personality
If you’re still trying to mold your team into mini versions of yourself, you’ve already lost. Learning how to manage a sales team means learning to coach clarity, curiosity, and consistent outcomes regardless of how each rep gets there.
That’s why we offer numerous tried and tested training programs for getting your team of sales leaders and sales reps selling towards the same outcomes (despite their differences).
Contact us today and discover how we can get your team marching to the beat of the same drum.
FAQs
Should I still use sales scripts?
Sure. As long as you’re using them only as guides and not as something to regurgitate verbatim! Provide your sales team with all the resources they need, but encourage them to lean into their individual personalities, approaches, and preferences (while staying within the guidelines/boundaries you set).
How can I tell if a rep’s “style” is hurting performance?
You can always listen in on calls or customer interactions.
If your sales reps are skipping steps, missing buying cues, or confusing buyers, even with flair, it’s a style problem.
You can tolerate style if it leads to a sale. However, sloppiness is something that should be addressed.
How do I coach a high-performing sales rep who resists feedback?
The best way to do so is to coach to the impact and respect results, but zero in on missed opportunities in buyer engagement, clarity, or belief-shifting.
How do I manage a sales team with limited resources?
Focus on high-impact activities, such as targeted coaching sessions, leveraging shared team knowledge, and optimizing existing tools, rather than investing in new ones. Prioritize clear communication and a strong team culture to maintain high motivation.
