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sales-playbook-foundations

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Use this skill when a sales team has no written playbook, when success lives in one leader's head, when onboarding is inconsistent, or when the user says "we need a playbook", "document our sales process", "what should be in our playbook", or "reps ramp too slowly". It produces the playbook skeleton — the five P's in the right order — and a fully drafted People section, the part almost every playbook is missing.

skills/kevin-kd-dorsey/sales-playbook-foundations/SKILL.md

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Use this when the team's definition of success is undocumented. A playbook is a book of agreed-upon best practices for success — what good looks like (WGLL), written down. It exists for better onboarding, better scaling, and for when the leader isn't there anymore: not in the call, not in the meeting, or gone from the company entirely. The output is the playbook skeleton plus a complete People section drafted with the user.

## 1. Frame the five P's

Structure the playbook as five sections, in this order: **People, Prospect, Problem, Process, Product.** Order matters — most playbooks start with product and never get to people, which is backwards: people are the ones who execute the plays. Draft the skeleton first so every later section has a home.

## 2. Draft the People section

This is the section almost no playbook has. Work through four blocks with the user:

**Expectations.** Daily, weekly, monthly: activity, call reviews, trainings, team meetings, key targets including ramp. Break every target down into its math — "$100K per quarter" becomes: average deal size $10K, so 10 deals; at a 25% close rate, inbound and SDR support covers it if the rep self-sources 5 opportunities. A rep should be able to re-derive their number. Then map what qualifies for a promotion and what qualifies for a termination — both known from day one.

**Standards of excellence.** The org's own virtues and vision, separate from the company values on the wall. Virtues are how you behave; values are what you believe. Define each behavior, give a real example of it, and end with a signature page — everyone signs that these are the standards they'll uphold and be held to. That signature is what the first hard conversation points back to.
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