Building a team starts with understanding the work. Before you write a job description, get clear on what the team needs to achieve and the skills it will take to get there. More people will not solve a problem that nobody has defined.
In sales, that means looking beyond confidence and a strong CV. Research, listening, questioning, clear writing and disciplined follow-up all matter. A good team brings those abilities together and gives people a way to keep improving.
Hire for the work, not just the interview.
Define what good looks like in each role. Then give candidates a realistic task: research an account, write an opening message or work through a discovery conversation. Look at how they think, how they listen and what they do with feedback. Experience matters, but so does the willingness to learn.
Build complementary strengths.
You do not need a team of identical people. One person may be excellent at spotting an opportunity; another may turn a difficult conversation into a useful next step. Make those strengths visible and clarify who owns what. Shared standards help different approaches work towards the same outcome.
Make skill development part of the week.
Training should connect to the conversations people are having now. Review a call together, practise an objection or rewrite a message for a real prospect. Focus on one skill at a time, give specific feedback and make room to try again. A one-off workshop is a starting point; regular practice is how the learning becomes useful.
Measure progress beyond activity.
Calls and emails show effort, but they do not tell the whole story. Look at the quality of questions, the relevance of outreach and the clarity of agreed next steps. Ask people where they feel confident and where they need support.
A capable team is built through clear expectations, thoughtful hiring and consistent development. Give people the skills to do the job well, and the support to keep getting better.