Approaching the end of 2025; what are the learnings for creating a strong sales start in 2026?

As the final quarter of 2025 comes into focus, many commercial leaders are already thinking about how to set themselves up for a strong start in 2026. Experience tells us that the teams who enter January with energy, structure, and pipeline already in motion are the ones who end the year stronger. Yet too often, Q1 is wasted on planning and catching up rather than capitalising on early momentum. 

Here are some lessons from 2025 and actions that can help in creating strong sales in 2026 and make the difference between a slow start and a fast one in 2026. 

Build pipeline in Q4, not Q1 

January is often treated as a “fresh start”, but in sales there is no reset button. Waiting until the new year to prospect means deals are unlikely to close until well into Q2. The highest-performing organisations begin their Q1 pipeline build during Q4. That means: 

• Booking discovery calls and demos before the holidays. 

• Running end-of-year campaigns while decision-makers are still setting budgets. 

• Using December as a bridge month, not a downtime month. 

Momentum at the start of the year depends on action taken now. 

Secure budgets early to avoid delays 

Budget delays are one of the silent killers of Q1 performance. If marketing, sales, or product allocations are still being finalised in February, the pipeline stalls. The lesson is clear: secure approvals early. 

The faster campaigns are launched, tools rolled out, and initiatives funded, the quicker your revenue engine begins to move. An organisation that has a January campaign live in week one has a material advantage over a competitor who waits until March. 

Learn from 2025 with structured analysis 

Reflection without structure often leads to vague insights. Applying a stop, start, continue framework to your 2025 sales performance can cut through the noise: 

• Stop investing time in channels or offerings that consistently underperform. 

• Start pursuing new opportunities where the data shows promise, such as emerging industries or buying patterns. 

• Continue doubling down on profitable solutions and segments that deliver sustainable growth. 

Look at win rates, sales cycle lengths, seasonality, and engagement trends. A data-driven approach makes your 2026 strategy sharper and reduces the temptation to simply “repeat last year”. 

Motivate with meaningful kick-offs and achievable KPIs 

January kick-offs are not box-ticking exercises. They are cultural reset points that shape morale for the year. A kick-off that combines strategic vision with practical enablement builds excitement and trust. 

Avoid over-ambitious KPIs that demotivate. Instead, set targets that are stretching yet achievable, with commission structures that reward both consistency and overachievement. The most engaged salespeople are those who can see a clear path to success and feel rewarded for surpassing it. 

Invest in enablement and balance priorities 

Enablement should be viewed as a revenue lever, not an optional extra. Equip teams with the skills to cross-sell and upsell confidently, while also training them to split time effectively between new customer acquisition and renewals. Neglecting customer retention in the hunt for new logos is one of the fastest ways to leak revenue. 

In 2026, the balance between acquisition and retention will be more important than ever as many markets continue to tighten. 

Reaffirm the power of the phone 

Digital channels have exploded in the last decade, but the human voice still cuts through. Teams that shy away from the phone risk missing opportunities to build trust quickly. 

Set explicit KPIs for dials, run structured call-out sessions, and encourage managers to lead by example. Calls should be complemented by social outreach and email, not replaced by them. The best-performing sales reps treat the phone as their most direct and impactful tool for opening doors. 

Align sales and marketing on meaningful campaigns 

The old friction between sales and marketing still exists in too many organisations. A strong 2026 start requires collaboration. Marketing should be aligned with sales objectives, providing content and campaigns that open real conversations rather than generating vanity metrics. 

Joint planning sessions in Q4 can ensure campaigns are live in January, aligned with sales priorities, and capable of generating qualified leads from day one. 

Harness AI to accelerate sales activity 

2025 has shown us that AI is no longer experimental in sales, it is foundational. The winners in 2026 will be those who integrate AI into their workflows without losing the human touch. 

Automating lead scoring, follow-ups, and outreach sequences gives sellers more time to focus on conversations and closing deals. AI-driven insights can also highlight patterns in customer behaviour, helping salespeople prioritise the right accounts at the right time. 

The takeaway 

The end of 2025 is not simply the closing of one chapter, it is the preparation for the next. By building pipeline now, securing budgets early, learning from this year’s patterns, and equipping teams with the right tools and motivation, sales leaders can ensure 2026 starts not at a jog, but at a sprint. 

Times are tough, and budgets are often tighter than teams would like. But this cannot become an excuse for procrastination. The organisations that will achieve growth in 2026 are those that use the resources they do have wisely, make disciplined choices, and execute early. 

The yardstick of delay and hesitation has cost too many teams valuable momentum in the past. Do not carry that habit into the new year. Instead, turn Q4 into your launchpad and give your sales and marketing teams the chance to start 2026 already ahead. 

👉 Creating strong sales in 2026; what actions are you taking now to ensure you do not fall into the trap of a slow January?