Every sales team has a playbook. In most companies it lives in the heads of the two or three best sellers, which means it walks out the door when they do. A written playbook captures what works so everyone can repeat it.
What belongs in it
- Who you sell to: your ideal customer profile, buyer roles, and the problems each role cares about.
- How deals move: your stages, exit criteria, and the artifacts required at each step.
- What to say: discovery questions, value props, and answers to the five objections you hear most.
- What good looks like: a short example of a strong discovery call, proposal, and follow-up.
Keep it short
A 60-page binder will not get read. Aim for something a new seller can absorb in an afternoon, with links to deeper material. One page per stage is a good rule.
Build it with the team
Interview your top performers, listen to their best calls, and write down what they do differently. Then review the draft with the whole team. Sellers adopt what they helped create.
Use it every week
A playbook becomes real when managers coach against it in pipeline reviews and one-on-ones. Update it every quarter as you learn what wins.
We start by understanding where revenue is stuck, then scope the work to fit.
