Why Do We Only Build Sales Teams with Salespeople?

Reading Yes to the Mess by Frank J. Barrett sparked an intriguing thought:

Would you build a football team with only defenders? Or a jazz band with only saxophonists? Of course not—it would be absurd. Even in business, you wouldn’t construct a finance team entirely from accountants.

So, why do sales teams consist solely of salespeople?

Initially, I considered the roles that often orbit the sales function—back office, finance, service, product experts. These individuals frequently interact with customers, often shaping their experiences as much as the sales team does. Yet, they remain on the sidelines, relegated to “support” rather than being recognized as integral to the sales process.

Rethinking the Sales Team

What if we reimagined sales teams as multifaceted ensembles, integrating diverse roles into a cohesive unit?

This idea isn’t just theoretical. Reflecting on my early career, when I was tasked with building subsidiaries from scratch, I inadvertently created such teams out of necessity. With limited resources, I couldn’t afford the luxury of separate, siloed departments for sales, marketing, finance, and service. Instead, I blended roles into a unified team, bound by a shared mission: driving customer success.

By the end of our first year, my “sales team” looked like this:

• 2 Field Salespeople: The traditional customer-facing roles.

• 1 Prospecting Role: Focused on phone outreach and appointment setting.

• 1 Finance Role: Managed reporting, bookkeeping, and payments.

• 1 Sales Admin Role: Streamlined quotes, shipments, and customer interactions.

Later, we added service and marketing roles, all of whom became active participants in weekly sales review meetings.

This diverse structure not only worked but thrived. Everyone had a voice. Everyone contributed to strategy. And as trust grew, the team began operating in a more self-organizing manner—adapting quickly to challenges and opportunities alike.

The Power of Integration

Reflecting on this experience, I realize that the structure wasn’t just a response to resource constraints; it was a prototype for a more resilient and dynamic sales organization.

Why? Because integrating diverse roles into a sales team creates several advantages:

1. Enhanced Customer Insights: Different perspectives lead to richer understanding of customer needs.

2. Faster Problem Solving: With all relevant expertise in the room, solutions emerge quicker.

3. Stronger Relationships: Customers feel supported by a team, not just an individual.

4. Empowered Teams: Self-organizing groups are more motivated and agile.

Who Belongs in a Sales Team?

Imagine if sales teams were designed not as silos but as ecosystems. Beyond traditional sales roles, they could include:

• Marketing Specialists: To provide real-time insights on campaigns and customer segments.

• Customer Service Representatives: To deepen relationships and address concerns proactively.

• Product Experts: To bring technical knowledge directly into customer conversations.

• Finance Professionals: To navigate pricing and payment complexities.

Such teams wouldn’t just sell—they’d co-create value with customers.

If this integrated approach worked for a small subsidiary, why not for larger organizations? Instead of compartmentalized departments, we could empower sales managers to lead multifunctional teams. Imagine a company structured like a network of jazz bands, each team improvising and collaborating to meet the unique needs of their customer base.

As you consider the structure of your own sales organization, ask yourself:

• Are you building teams or silos?

• How can you integrate diverse expertise to enhance customer value?

• What would happen if you redefined the sales team entirely?

Perhaps it’s time to step away from tradition and embrace the mess of a jazz band. After all, when everyone plays a different instrument, the music becomes infinitely richer.