We have a sales process, but reps don’t follow it. Why?
The surface symptom
You’ve defined a process. But reps work around it, ignore parts of it, or use it inconsistently.
Updates feel incomplete. You don’t have predictability around future revenue. Nobody fully trusts the system.
The usual explanations
“Reps resist structure.”
“They need more training.”
“We need stricter enforcement.”
Those explanations rarely solve the problem.
What’s actually happening (two possibilities)
1. The process doesn’t help reps win.
It doesn’t make conversations easier, objections clearer, or next steps smoother. So it feels like overhead.
2. The process could help, but it isn’t embedded.
Reps don’t see how it improves outcomes, and managers don’t reinforce it consistently.
Why this shows up at your stage
Early teams optimize for speed. As you grow, coordination and consistency start to matter, but only if they actually support the work.
Processes that don’t reflect real buyer conversations and journeys quickly get bypassed.
Where things usually break
The process tracks activity, not progress
It’s easier to “do the work” outside the process
Best reps succeed despite the process, not because of it
Managers rely on it for visibility, but reps don’t trust it
What to examine first
Where do reps consistently struggle or slow down in live deals?
Which parts of your process feel like reporting, and which parts actually help reps move conversations forward?
What do your best reps do differently when a deal gets complicated or uncertain?
Does the process make it easier or harder for reps to decide what to do next in a real conversation?
Where, if anywhere, does your process genuinely reduce buyer uncertainty?
The key insight
People don’t resist process. They resist process that doesn’t help them win.
