Navigating a sales turnaround isn’t just about fixing numbers; it’s about transforming the business. It’s about realigning expectations, rebuilding internal trust, and creating a structured, sustainable path forward.
If you’re a CEO, sales manager, or a key salesperson in your organization, the pressure to reverse a sales slump can feel overwhelming. However, the truth is that turnarounds aren’t made in a sprint; they’re built through clarity, consistency, and effective communication.
Too often, sales leaders make the mistake of focusing only on the downward trend. They get caught up in the urgency of the numbers and forget that the real challenge lies in managing upward, setting expectations with executive leadership, and aligning them with reality.
If your sales team is underperforming, your internal stakeholders are your new audience. Just as with external prospects, you need to manage their expectations with a clear, actionable plan.
The process starts with a shift in mindset.
Instead of viewing upper management as critics, think of them as clients. What do they need to believe in this turnaround? What information do they need to trust your leadership? Start by building a high-level outline. Avoid over-engineering the details in the early stages. Focus on where you want to go, then reverse-engineer the steps to get there.
Every turnaround starts from a rear position. That means your first job is to stop the downward momentum. Before you can scale revenue, you need to stabilize it. That requires a clear definition of success, agreed upon by everyone involved.
- Are you trying to double revenue in 12 months?
- Or just return to last year’s baseline?
- Is that goal realistic given your market, team, and resources?
If not, revise it. A stretch goal is fine. A fantasy is not.
Once you’ve set a practical target, break it down into phases. What does success look like in 30, 60, or 90 days? What behaviors and activities will lead to those outcomes? Internal alignment doesn’t come from spreadsheets; it comes from transparency. Share your plan early, and communicate progress often. Don’t wait for quarterly check-ins. Use weekly or bi-weekly updates to show traction, even if it’s small.
Behavioral metrics are just as important as performance metrics. In a turnaround, it’s not just about how many deals close. It’s about the number of calls made, the number of demos scheduled, the alignment between marketing and sales, and the level of engagement among your team in the mission. These leading indicators tell the story before the financials do.
If you’re stepping into a sales leadership role for the first time, especially during a downturn, this is where you prove your value. Don’t just manage your team, manage your peers and executives. That means consistent internal communication, structured reporting, and visible activity. Turnaround leadership is as much about perception as it is about execution.
But let’s not ignore the internal dynamics of the sales team itself. If results are down, morale probably is too. Your people are worried. Some may already be looking elsewhere. Others may have mentally checked out. The longer the slump continues, the greater the risk you face of losing your top performers to burnout or external offers.
You need to lead laterally, not just upward.
This involves reinforcing team cohesion, celebrating small victories, and acknowledging progress. You don’t need to wait for a record-breaking quarter to acknowledge effort. Find the base hits and make them visible. Sales is a team sport. One plus one plus one can equal more than three, but only if the team believes in the mission.
Retention is a strategic priority during a turnaround. If you lose key players mid-process, your recovery timeline stretches.
- Invest in your people.
- Train them.
- Coach them.
- Give them reasons to believe that the plan will work.
If some aren’t aligned with the new direction, it’s better to know that early. A turnaround isn’t the time to carry quiet quitters.
This also applies to cross-functional alignment. Sales doesn’t operate in a vacuum. Marketing, product, and customer success all play a role. If you’re trying to enter a new market or reposition existing inventory, you need support across the business. That means syncing with marketing on persona development, with product on messaging, and with operations on fulfillment. A siloed sales team will collapse under the weight of a turnaround.
One practical strategy is to establish an internal communication cadence that aligns with your external sales process. Think of your executive team as a key account.
- What’s the pipeline of updates?
- What do they need to hear to stay engaged and supportive?
Use internal meetings to report not just on revenue, but on milestones. That could include new meetings booked, new verticals entered, or even new team members hired.
And if you’re facing resistance from leadership, it’s likely because they don’t see the plan. No one wants to bet on hope. They want to bet on a system. Give them one. Show them the roadmap. Show them the metrics. More importantly, show them the trend line, even if it’s early. Direction matters more than distance in the first 90 days.
If you’re still stuck, you may need to revisit your sales motion entirely. Is your pricing still aligned with market expectations? Have your buyer personas shifted? Are your reps equipped to sell in this new context? In some cases, the problem isn’t the activity itself, but rather its relevance. Ensure your team has the necessary messaging, tools, and training to succeed in today’s environment, not last year’s.
Examples to learn from
One example worth noting: a company sitting on excess inventory during a market slowdown. The goal wasn’t just to sell the product; it was to do it without undercutting the brand or alienating loyal customers. That required a new go-to-market plan, new customer profiles, and retraining of the sales team. It took six months just to stabilize, and another nine to return to growth. The key? Clear internal alignment and consistent execution.
Another example: a software company facing a post-crisis buyer freeze. The sales team wasn’t the problem; the market was. But the leadership still needed results. So the sales manager focused on what could be controlled: rep training, pipeline quality, and deal qualification. They stopped chasing deals that would never close and focused only on real opportunities. That shift alone reduced wasted effort and improved close rates.
Both cases had one thing in common: the turnaround started with internal leadership, not external pressure. Sales leaders took control of the narrative, communicated clearly, and managed expectations. They didn’t promise miracles. They promised progress. And then they delivered it.
If you’re in a similar position, don’t overcomplicate it.
- Start with a plan.
- Define success.
- Align your team.
- Communicate upward.
- Track behaviors.
- Celebrate progress.
- And keep going.
You’ll need perseverance. You’ll need clarity. But most of all, you’ll need to lead.
And if the path forward still feels unclear, ask yourself: what would success look like in 90 days? What activities would support that outcome? Who needs to be aligned internally for that to happen? Start there. Then work backward.
Every turnaround starts with one decision: to lead. Not react. Not wait. Lead. And if you’re the one reading this, that’s probably your job. Let’s get to work.
HERE ARE SEVERAL ACTIONABLE STEPS YOU CAN IMPLEMENT TODAY TO INITIATE A SUCCESSFUL SALES TURNAROUND
- Define Clear Objectives: Sit down and establish a realistic sales goal for the next 30, 60, and 90 days. Whether it’s regaining last year’s revenue levels or achieving a specific percentage increase, ensure that everyone involved agrees on these targets. This clarity will serve as a roadmap for your team, helping to align internal expectations.
- Improve Internal Communication: Develop a communication plan that mimics your external sales process. Schedule regular updates with your executive team to keep them informed on progress, milestones, and challenges. Aim for weekly or bi-weekly check-ins to maintain transparency and encourage support from leadership.
- Engage Your Sales Team: Hold a team meeting to discuss the current state of affairs openly and transparently. Acknowledge the challenges, but also highlight small wins and progress. Encourage team cohesion and reinforce the idea that each member plays a crucial role in the turnaround process. Consider implementing recognition programs for achievements, regardless of their size.
- Identify Development Needs: Assess your team’s skills and training needs. Are your sales reps equipped with the latest tools and messaging required for today’s market? If gaps are identified, initiate immediate training sessions or workshops to boost their competence and confidence, setting the stage for improved performance.
By taking these actionable steps today, you can start creating a structured path forward for your sales team and lay the groundwork for a successful turnaround.
