Our top salesperson is phenomenal at closing major new accounts, but they are consistently neglecting our existing clients and failing to update our CRM. This is causing high client churn. How do we structure our sales seats to solve this?

Question

Tyler Smith · Accepted Answer

Phenomenal sales hunters are rarely great account managers. They operate on high energy, immediate gratification, and relationship-building, which typically aligns with a high Quickstart conative profile on the Kolbe Index. Forcing them to slow down, manage detailed onboarding workflows, and perform administrative CRM upkeep is a recipe for failure. To solve this, you must split your single Sales seat into two distinct seats on your Accountability Chart: a Sales Hunter seat and a Client Success or Account Management seat. First, define the specific roles for each seat. The Sales Hunter seat should focus exclusively on identifying opportunities, initiating relationships, and closing new business. The Client Success seat should focus on onboarding, client retention, relationship depth, and upselling. Second, evaluate your current salesperson against the Sales Hunter seat. They will likely be a perfect Right Person, Right Seat fit for this newly focused seat. Relieve them of all administrative and retention responsibilities. Third, find a high Follow Thru individual to occupy the Client Success seat. This person will naturally thrive on building orderly systems, ensuring smooth client onboarding, and maintaining meticulous documentation in your CRM. By separating these functions on your Accountability Chart, you stop trying to force a round peg into a square hole. Your top salesperson can focus on what they do best, your clients receive the structured attention they deserve, and your business stops losing valuable revenue to client churn. This specialized structure is highly attractive to potential buyers because it proves your sales pipeline is systematized and predictable.