One of the most rewarding yet challenging aspects of leading a sales organization is building a team that not only meets its targets but is also positioned for sustainable, long-term growth. As someone who has spent decades leading and scaling sales teams across various industries, I’ve come to understand that the secret to success lies in a blend of hiring the right people, setting clear and actionable metrics, and creating a culture that fosters both collaboration and healthy competition. At the same time, leveraging technology to ensure alignment and efficiency has become increasingly important as teams grow larger and more diverse.

Hiring the Right Talent

The foundation of any successful sales team is talent. Over the years, I’ve learned that hiring people who are not just good at selling but who also align with the broader culture and values of the organization is crucial. Sales is a high-pressure job, and the best salespeople are those who can thrive in a fast-paced, target-driven environment while also being team players.

When scaling a sales team, it’s important to look beyond just experience and skills. Attitude, adaptability, and resilience are equally important. In my experience, the individuals who succeed in the long run are those who embrace continuous learning, are open to feedback, and can pivot when market conditions change. At Cornerstone Building Brands, for example, I’ve seen firsthand how fostering a growth mindset within our team has helped us navigate challenges and maintain a high level of performance, even during uncertain times.

Setting Clear and Actionable Metrics

Another critical factor in scaling a high-performance sales team is establishing clear, measurable metrics that everyone can align with. Salespeople are naturally driven by targets, but those targets need to be realistic, attainable, and aligned with the overall business objectives. Early in my career, I made the mistake of focusing solely on top-line revenue without giving enough attention to other key performance indicators (KPIs) such as customer retention, deal size, and time-to-close. As I’ve evolved in my leadership roles, I’ve come to realize the importance of a balanced scorecard approach.

A strong set of metrics should encompass not only revenue but also the quality of customer relationships and long-term pipeline health. For instance, at PlyGem Corporation, we developed a set of KPIs that focused on customer satisfaction and repeat business, in addition to sales volume. This shift in focus not only improved our relationships with clients but also led to more sustainable growth over time, as we were no longer chasing short-term wins at the expense of long-term partnerships.

Leveraging Technology for Alignment

In today’s digital age, technology plays an increasingly important role in ensuring alignment across large, geographically dispersed sales teams. As a leader, one of the most significant challenges I’ve faced is maintaining consistent communication and alignment as teams scale. When you’re managing teams across different time zones and regions, it’s easy for silos to form, and for that reason, implementing advanced CRM systems has become an invaluable tool for maintaining cohesion.

I’ve seen the benefits of integrating CRM technologies into daily operations. At Simonton Windows, for example, we invested heavily in a CRM system that allowed us to track customer interactions, sales cycles, and deal progress in real time. This not only provided greater transparency but also allowed us to identify bottlenecks in the sales process and address them before they became bigger issues. More importantly, it fostered a sense of accountability and ownership among the team, as everyone had clear visibility into both their own performance and that of their peers.

Fostering a Competitive Yet Collaborative Culture

Sales teams, by their nature, are competitive, and that’s a good thing. Healthy competition drives people to push harder, think creatively, and strive for excellence. However, it’s equally important to foster collaboration, particularly as a team scales. Too much internal competition can lead to a “me-first” mindset, which is detrimental to long-term success.

In my experience, creating a culture that balances competition with collaboration is key to sustaining high performance over time. One of the ways I’ve done this is by encouraging cross-functional teamwork between sales, marketing, and customer service teams. This holistic approach ensures that everyone is aligned with the same goals and that the customer experience is seamless from the first touchpoint to post-sale.

For instance, during my time at USG Corporation, we established regular meetings between the sales and marketing teams to ensure that everyone was on the same page regarding product launches, market trends, and customer feedback. This not only improved internal communication but also helped us deliver more consistent messaging to customers, which in turn drove stronger results.

Leading by Example

Finally, no discussion about building a high-performance sales team would be complete without mentioning the importance of leadership. Salespeople look to their leaders for guidance, motivation, and inspiration, especially during challenging times. In my role as Vice President of Sales, I’ve always made it a point to lead by example, whether that’s by jumping on a difficult sales call or providing support to a team member who’s struggling to meet their targets.

Leadership isn’t just about setting direction—it’s about being present, approachable, and invested in the success of your team. At Cornerstone Building Brands, I’ve worked hard to create an environment where people feel empowered to take risks, speak up, and bring new ideas to the table. When people feel supported and valued, they’re more likely to go above and beyond, and that’s what ultimately drives long-term success.

Scaling a high-performance sales team is no small feat, but it’s entirely achievable with the right strategy. By hiring the right people, setting clear and actionable metrics, leveraging technology, fostering a competitive yet collaborative culture, and leading by example, you can build a team that not only hits its targets but is also positioned for sustained growth. Throughout my career, I’ve seen firsthand how these principles can transform a sales organization, and I’m excited to continue applying them as we move forward at Cornerstone Building Brands. The journey to success is a long one, but with the right team and the right mindset, the possibilities are endless.