A client said something to me recently that I hear all the time:
“My sales team is busy all the time…so why aren’t we growing faster?”
Revenue was steady. The team was working hard. Deals were closing.
But growth? Inconsistent.
Some months were strong. Others felt flat. The pipeline felt unpredictable.
So we started looking at what the sales team was actually doing day to day.
They were:
- managing existing accounts
- responding to inbound inquiries
- handling customer issues
- following up on active deals
And somewhere in that mix, they were also expected to:
- prospect
- build new relationships
- create new opportunities
In other words, they were doing everything.
And that was the problem.
The confusion most companies don’t see
In many organizations, sales and business development are treated as the same thing.
On paper, it looks efficient.
In reality, it creates conflict.
Because sales and business development require different mindsets, different skills, and different rhythms.
Sales is about:
- closing deals
- managing relationships
- responding to opportunities
- driving near-term revenue
Business development is about:
- creating opportunities
- opening new doors
- building relationships before there’s a deal
- driving future growth
A simple way to think about it:
Sales works on what already exists.
Business development creates what doesn’t exist yet.
What happens when you combine them
When one person or team is responsible for both, something predictable happens.
They focus on what’s urgent.
And what’s urgent is:
- closing deals
- responding to customers
- managing what’s already in front of them
Business development, on the other hand:
- takes time
- requires proactive effort
- doesn’t produce immediate results
So it gets pushed aside.
Not because the team is lazy.
Not because they don’t understand the importance.
Because the system is set up that way.
And over time, the impact shows up:
- the pipeline becomes reactive instead of intentional
- growth slows or becomes inconsistent
- the business becomes overly dependent on existing customers
Why separating the roles creates growth
When sales and business development are treated as distinct functions–even in a small way–things start to change.
1. Focus improves performance
Sales can focus on closing and expanding relationships. Business development can focus on creating new ones. Each gets better at what they’re responsible for.
2. Accountability becomes clear
Who owns pipeline creation?
Who owns conversion?
When that’s unclear, gaps appear. When it’s clear, progress follows.
3. Growth becomes intentional
Instead of hoping new business shows up, you’re actively building it.
That shift alone changes how a business grows.
What this looks like in practice
This doesn’t mean you need a large team or a complicated structure.
It can start simply:
- one person focused on business development
- or even carving out protected time for someone to focus only on creating new opportunities
The key is that this work is:
- clearly defined
- measured differently (meetings, introductions, relationships–not just revenue)
- protected from getting pulled back into day-to-day sales activity
Because if leadership doesn’t protect business development time, it will disappear.
Every time.
The pushback I hear
“I can’t afford a separate role.”
Maybe. But can you afford inconsistent growth?
“Our sales team should just do both.”
In theory, yes. In practice, one will always win–and it’s almost always short-term work.
“We’re too small for that.”
That’s usually when it matters most. Early habits become long-term patterns.
Three things to think about
1. Sales closes business–business development creates it
If you want consistent growth, you need both working effectively.
2. If everything is owned by sales, business development gets neglected
Urgency will always beat importance unless you structure it differently.
3. Growth doesn’t happen by accident–it’s built intentionally
Someone has to wake up every day focused on creating new opportunities.
A final thought
If your pipeline feels unpredictable, it’s worth asking a simple question:
Is anyone truly responsible for creating new opportunities–or are we just hoping they show up?
Because hope is not a strategy.
And if you’re thinking about how to structure your sales and growth efforts more effectively–or wondering whether your team is set up for the kind of growth you want–I’m always happy to be a sounding board.
Sometimes a small structural shift creates a very big impact.
Onward and Upward,
Executive Coaching and Consulting for business CEOs, Owners and Presidents
If you are looking to grow your business or amplify your personal leadership skills, I would love to have a conversation with you. You can email me at karen@karencaplan.com for a no obligation conversation.
