// Blog

The 8 Categories of the Sales Performance WheelSM

People often ask us, “What should we do to drive our sales success?”

It’s a complicated question. It’s not easy to decide what to tackle, when to tackle it, what results the organization should be targeting, where you can get the biggest bang for your buck, and what it really takes to get those results without further analysis.

This kind of analysis stymies many a company leadership team. Walk into any conference room after a sales strategy meeting, and you might find something like this on the bulletin board:


When we began analyzing sales forces two decades ago, we saw the need for an organizing framework to cut through all the complexity, and provide a lens through which to view a sales organization with a clear eye. The result: the Sales Performance Wheel.

A Framework for Sales Performance Analysis: The Sales Performance WheelSM



Based on over 70 years of sales research and behavioral science, the Sales Performance Wheel provides a guide to help leaders analyze where they are now and where they need to be, and to make the decisions on how best to get there. The Wheel has been the central model in hundreds of sales organization performance analyses.

The Sales Performance Wheel categorizes the various influences on sales success into eight buckets. The first four concern the organization itself and the performance environment for the sellers. The second four categories relate directly to the people in sales and sales management roles.

The 8 Drivers of Sales Performance

  1. Strategy focuses on the factors that most affect the direction of the sales organization. To achieve long-term success, leaders must develop the right overall strategy, streamline it, and execute it. You can take all sorts of action, but without the right strategy and leadership, it may simply be, as Sun Tzu said, the noise before defeat.

  2. Structure relates to the organization of selling at the company, including sales compensation, territory design, and territory, account, and lead assignment. If you don’t get the structure right, you might not attract or keep the right people, and you leave significant revenue-growth opportunity in the market untapped.

  3. Operations refers to how efficiently the sales organization runs, how activities and outcomes are tracked, and how information is communicated to management for decision making. Without a good handle on operations, sales organizations are inefficient and cost too much. Leaders have no visibility into how the organization is doing or what metrics need to change to drive performance higher.

  4. Enablement is what allows sellers to sell at their potential, including sales management and coaching, sales process, sales method, and all technologies, tools and resources. Where lack of operations makes sales organizations inefficient, a lack of enablement ensures sales organizations are much less effective than they could be.

  5. Talent Management is the organization’s overall strength of people including the competencies of sellers and sales managers, recruiting, selection and assignment, and onboarding. Sales organizations need the right people in the right roles to succeed.

  6. Training focuses on the development of sellers as well as the organization’s culture and investment around training and education. It includes effectiveness overall and in specific areas such as filling the pipeline, driving opportunities, driving account growth, and managing sellers. Sales teams need the skills to be able to succeed. Without effective training, they don’t get them, and results suffer.

  7. Capabilities refers to the skills and knowledge needed to drive sales performance such as filling the pipeline, driving opportunities, developing executive relationships, consultative selling, managing sales, growing accounts, and more. Sellers need these skills to succeed, but many have significant skill deficits.

  8. Motivation includes seller attitudes, their energy and focus, leadership’s ability to create and sustain selling energy, and the organization’s culture with respect to selling. To optimize your sales force, you need to have a highly motivated team bringing their “A game” day in and day out.

These 8 categories are all deeply interrelated. Many leaders look for that one thing they should be doing to drive sales success. But there is no silver bullet. The secret is in finding the right mix of factors specifically relevant for you that will drive your results to the next level.

Additional Reading
Maximizing the Effectiveness of Your TIME - How to Keep an Activity Log

If you want to maximize time, you must find more of it, and choose what you do with it carefully. We all have the same 168 hours a week to work with. Some people make the most of them, others don't.

4 Categories of Time - How to Get More Done Every Day

Time is but the stream I go a-fishing in. I drink at it; but while I drink I see the sandy bottom and detect how shallow it is. Its thin current slides away, but eternity remains.
- Henry David Thoreau

Almost everyone at some point in their career will toy with adopting some kind of time-management system. Few stick with it. The challenge is that too many time-management systems focus too deeply on the activity level—what to do first, what to do next, what the priority order is—without paying enough attention to the bigger picture. Simply viewing the world through the lens of urgent vs. important is not enough.

[On-Demand Webinar] Win Labs: A Comprehensive, Repeatable Process for Winning More Sales

When you look at your pipeline, do you see opportunities that just won't move?

Do days, weeks, and even months go by with the same opportunities staring back at you?

Worse yet, are you losing more of your opportunities than you'd like?

No doubt, these are the same opportunities that would make the biggest difference to your quarterly results if only you could crack the code.