Sales challenges today don’t look the same as they did just a few years ago. Budgets are tighter, buyer behavior is shifting, and teams are expected to do more with less. However, the real obstacles holding sales teams back are not always visible on a dashboard. They’re rooted in how people feel, how processes are built, and how performance is managed across the board.
A recent LinkedIn study found that more than 70 percent of sales managers believe internal breakdowns like misalignment, lack of clarity, and inconsistent leadership are having bigger impacts on team success than any market factor.
To move forward, leaders need to understand what’s happening inside the team, not just outside in the market. The most persistent sales challenges fall into three areas: People, Process, and Performance. Let’s look at what’s slowing teams down and what can be done about it.
#1 People: Where Sales Momentum Starts or Stalls
1. Reps feel disconnected from their goals
Many reps are given targets with little say in how to reach them. When goals feel distant or disconnected from their daily work, it becomes harder to stay invested.
What can be done: Involve reps in planning and show how their actions ladder up to results. When people have a sense of ownership, they approach their targets with more energy and initiative.
2. Burnout feels normal
Sales has always been a demanding role, but now the pressure rarely lets up. Between back-to-back meetings, constant updates, and the emotional weight of missed targets, burnout is becoming the baseline rather than the exception.
What can be done: Build buffers into the system, both in time and expectations. Leaders who recognize early signs and rebalance workloads proactively help protect long-term performance.
3. Sales culture isn’t evolving fast enough
Newer generations entering sales bring different expectations. They want to grow, feel seen, and contribute to something meaningful. Cultures that rely too heavily on pressure and performance rankings often struggle to connect.
What can be done: Adapt the culture to be more human-centered. Recognition, career conversations, and visibility into impact go a long way in building trust and retention with younger reps.
4. Coaching is inconsistent
Many managers want to coach, but day-to-day demands often push it aside. Coaching becomes reactive; something that happens after problems arise, rather than a regular part of the rhythm.
What can be done: Make coaching part of the routine. A short check-in with feedback and reflection, done consistently, can be more impactful than the occasional long-form review.
5. Team energy is dropping
When wins are only shared privately, and feedback stays behind closed doors, sales can start to feel like a solo sport. The result is a lack of team momentum, even if individuals are doing well.
What can be done: Create moments for shared recognition. Whether it's a group message, a team huddle, or peer shout-outs, reinforcing collective success builds stronger team identity and energy.
#2 Process: The Engine That Should Power Sales, Not Complicate It
6. Too many tools, but not enough clarity
No matter the industry, salespeople now work with multiple platforms every day. When those tools don’t talk to each other or require manual updates, they become distractions instead of enablers.
What can be done: Streamline where possible and focus on systems that support decision-making. Tools should make it easier to sell, not harder to stay focused.
7. Onboarding focuses on process, not readiness
New hires often go through systems training, compliance walkthroughs, and admin overviews, but come out unsure how to approach real conversations. The outcome is longer ramp times and delayed confidence.
What can be done: Prioritize practical exposure and mindset building during onboarding. Shadowing, early wins, and coaching sessions can create confidence faster than checklists.
8. Activity overload without prioritization
Many teams reward volume; calls made, emails sent, meetings booked - but don’t always help reps understand what’s actually effective. The result is effort without direction.
What can be done: Give reps clarity on which activities drive real outcomes. Help them prioritize quality engagement over surface-level activity.
9. Metrics that don’t lead to decisions
Dashboards can be overwhelming. Too many numbers, not enough meaning. Reps and managers alike struggle when they see the data but don’t know what to do with it.
What can be done: Focus reporting on decision points. Use metrics to guide actions, not just reflect history.
10. A rhythm that feels reactive
Sales teams often run on urgency. Leaders are pulled into last-minute questions, and reps jump from one task to the next. This creates a reactive environment where strategic focus gets lost.
What can be done: Establish a simple, repeatable weekly rhythm. Check-ins, goal reviews, and planning moments help shift from reacting to leading.
#3 Performance: Turning Individual Effort Into Consistent Results
11. The middle 60 percent is often ignored
Top performers get recognized. Struggling reps get attention. But the middle majority, the people with potential to grow often fly under the radar.
What can be done: Build support around the middle. Recognition, light coaching, and targeted encouragement can turn solid reps into consistent producers.
12. Success is measured too narrowly
When the only thing that gets celebrated is closed revenue, reps lose sight of the steps that lead there. This can lead to burnout and disengagement, especially in longer sales cycles.
What can be done: Recognize progress, not just outcomes. Call out key behaviors, effort, and milestones along the way to build momentum.
13. Execution varies widely across the team
Different reps use different approaches, often with wildly different results. Without shared practices, performance becomes hard to scale or troubleshoot.
What can be done: Establish simple frameworks for outreach, follow-ups, and engagement. Leave room for personal style, but ensure consistency in the essentials.
14. Recognition is too rare or too generic
Salespeople need to know their work is seen and appreciated. Generic “good job” messages don’t move the needle, especially when they come too late or too broadly.
What can be done: Make recognition specific, timely, and tied to behaviors that drive results. The closer it is to the moment, the more powerful it becomes.
15. Wins across the team aren’t shared
If reps don’t hear about others’ individual successes, they miss the learning that comes with team awareness. This can slow down collective growth and create a competitive atmosphere.
What can be done: Use team meetings or internal platforms to share what’s working. A short win story can teach, inspire, and drive consistency across the team.
How are you dealing with sales challenges in your org?
Solving sales challenges isn ’t just about fixing what’s broken. It’s about recognizing the subtle things that slow teams down -misalignment, missed coaching moments, unclear focus, and bad habits. Great sales teams are built on rhythm, ownership, and trust. They keep things clear, celebrate progress, and never lose sight of the people doing the work. That’s what turns challenges into growth, and pressure into performance that lasts.
If you’re seeing any of these challenges in your own team, it’s not a sign of failure, it’s a sign of opportunity. The best sales leaders aren’t the ones with the flashiest dashboards or the loudest kickoffs. They’re the ones who create space for reps to grow, simplify what matters, and stay close to the people doing the work every day.
