This blog brought to you by Ep #358 of The Sales Hunter Podcast with Simon Hares.

Why So Many Salespeople Fail at Strategy

Do you actually have a sales strategy—or are you just winging it?

Far too many salespeople skip the strategy part altogether. They talk about their goals and where they want to go, but nothing is written down. Nothing is concrete.

As sales trainer Simon Hares points out, most reps carry tons of knowledge about their clients and market in their heads. Managers, too, have big ideas about where they want to lead their teams. But the problem is this: very few ever put it into a clear, actionable plan.

Without a strategy, you don’t have direction. You’re reacting, not leading.

Strategy Doesn’t Have to Be Complicated

Here’s the good news—you don’t need a 50-page plan to have a sales strategy.

Even a few notes jotted down on a scrap of paper can work as a starting point. Because once you have something, you can refine it, measure it, and build on it.

As Simon says, “If you’ve got nothing, then we have nothing to work with. But if you’ve got something, we can build on it.”

The Five Parts of a Strong Sales Strategy (V.A.U.L.T.)

Simon Hares calls his framework the V.A.U.L.T. Strategy—a simple, powerful way to build clarity into your plan.

Here’s what it looks like:

V – Vital Priorities

Start by identifying what’s most vital for your success in the next year.

That might be a target sector, key accounts, or a recruiting and training initiative. Whatever it is, list it. But keep it focused—don’t let “vital” turn into a laundry list.

To determine what’s truly vital, ask:

What’s the consequence if I don’t do this?
If the answer is painful—lost clients, missed targets, damaged credibility—it’s probably vital.A – Achievable Outcomes

Now link measurable objectives to each vital priority.

What does success look like? It might be a revenue number, a market share gain, or a client retention goal.
Use the SMART model (specific, measurable, achievable, relevant, time-bound) to define it clearly.

U – Understanding: Lessons Learned

Next, take a hard look at what you already know.

What have you learned from past deals, clients, or strategies? What worked? What didn’t?
This “lessons learned” log helps you avoid repeating mistakes and double down on what’s proven.

As Mark Hunter points out, this step becomes easy if you’ve kept your CRM updated—because your data tells the story.

L – Linked to Time

A plan without timing is just a wish list.

Assign a timeframe to each priority. That might be three days, three months, or a full year. What matters is that you attach deadlines and checkpoints to drive accountability.

T – Threats and Exceptions

Finally, identify your potential roadblocks—the things that could derail your plan.

These aren’t excuses; they’re informed predictions. If you understand what could get in your way, you’ll be better equipped to navigate challenges and adjust quickly.

For example, if your industry average for client renewals is 25% and your goal is 30%, you can list that benchmark as an exception—so when results come in at 26%, you’re still performing within industry norms, not failing.

The Real Challenge: Choosing What’s Vital

The hardest part of the V.A.U.L.T. strategy? Deciding what’s truly vital.

Salespeople tend to label everything as urgent. But if everything’s important, nothing is. Start by identifying the few priorities that will make the biggest difference—and be honest about past lessons.

As Simon puts it, “Sometimes we have to face some ugly truths. Maybe we didn’t follow up. Maybe we dropped the ball. But that honesty is what builds a real strategy.”

Growth Isn’t Always the Goal

Too often, companies toss around the word “growth” as if it’s the only strategic outcome.

In reality, your strategy might be about maintenance, improvement, or change—the precursors to growth. During the pandemic, most businesses weren’t chasing growth; they were focused on survival. The key is understanding where you are and setting goals that make sense for that stage.

Stop Overcomplicating It

Strategy doesn’t need to mean endless PowerPoint slides and buzzwords.

If your plan doesn’t explain why you’re doing something and how you’ll do it, it’s not a strategy—it’s a wish list.

Start simple. Simon’s own business strategy used to be a few inches thick. Twelve years later, it’s just a few pages. Because it’s a living document—he updates it with every change, version after version, always building on what came before.

That’s the key. Strategy isn’t something you file away in a drawer. It’s something you work from every day.

Want the V.A.U.L.T. Strategy Worksheet?

Simon Hares has a simple one-page worksheet to help you map your own strategy.
You can connect with him through SerialTrainer7.com or on LinkedIn to get your copy.