Sales Gravy: Jeb Blount

Here's a problem that'll tie you in knots: You've got a killer software solution that saves companies massive money on employee benefits. You know exactly who needs it. Fortune 1000 companies with self-insured health plans. But you can't get a single meeting with the people who matter. That's the situation Peter Kleinman from Provo, Utah, found himself in. As the sales and marketing guy for his dad's startup, he was tasked with landing enterprise clients while juggling full-time classes at BYU. He had LinkedIn, Sales Navigator, and a burning desire to make it work. He also had virtually no chance of success using his current approach. If you're nodding your head right now, keep reading. Because Peter's problem is your problem if you're trying to sell into enterprise accounts without the business acumen, social proof, or strategy to break through. The 100-Foot Wall Problem Let me be brutally honest: Fortune 1000 CHROs and C-suite executives have built a wall around themselves that's about 100 feet high. Their entire job is keeping people like you from wasting their time. And if you're young, inexperienced, or new to enterprise sales? That wall might as well be 1,000 feet high. Peter was doing everything the sales books tell you to do. He was going straight to the top. He was messaging decision makers on LinkedIn. He was targeting the right titles. He was also getting absolutely nowhere. Here's why: It has nothing to do with age and everything to do with business acumen. You can't speak the language of enterprise buyers if you've never lived in their world. You don't understand their buying process, their risk aversion, or the organizational politics that determine whether your deal lives or dies. Most critically, you're trying to sell something they don't even know they need. And you have zero social proof to back up your claims. That's not a recipe for success. That's a recipe for frustration, burnout, and a pipeline full of nothing. The Bottom-Up, Top-Down Strategy If you can't get to the top, start at the bottom. I'm not talking about giving up on enterprise accounts. I'm talking about running a multi-threading strategy that builds your business acumen while creating pathways into those massive organizations. Here's how it works: Find the amplifiers. These are the people in the trenches who actually deal with the problem your solution solves every single day. They're not directors or VPs. They're managers, analysts, and coordinators who feel the pain but lack the authority to fix it. These people are 100 times easier to talk to than C-suite executives. They'll take your call. They'll teach you. They'll tell you exactly what's broken in their organization and how decisions actually get made. Compress your experience. When you talk to these amplifiers, you're not selling. You're learning. You're asking questions like, "Help me understand how you make these decisions," and "What problems are you running into?" Every conversation compresses years of experience into hours. You learn the language. You understand the pain points. You gather insights that become ammunition for conversations with decision makers. Surface the insights upward. Now when you finally get in front of that CHRO or VP of Benefits, you're not some kid with a PowerPoint. You're someone who understands their organization better than they do. You can tell them stories about what their own people are experiencing and how you can close the gap. That's how you get meetings. That's how you build credibility. That's how you win deals when you have no business acumen and no social proof. The Insurance Broker Shortcut Here's another path Peter needed to explore: Insurance brokers. If you can't talk to the self-insured companies directly, talk to the people who advise them. Insurance brokers work with these organizations every day. They understand the buying process. They know the pain points.

The year was 1938. Families across America gathered, listening during the golden age of radio. On the eve of Halloween, a broadcast interrupted their evening: A live report claimed Martian cylinders had landed in Grovers Mill, New Jersey. Within minutes, panic erupted as citizens fled their homes, convinced Earth was under alien attack. The entire event was fake. It was a perfectly executed radio drama by 23-year-old Orson Welles. Here's the sales lesson tucked into The War of the Worlds sci-fi scare: Welles wasn't just reading a script. He was executing a masterful lesson in emotional engagement. He had listeners hooked, buying into his story emotionally before their brains had time to register, "Wait, this can't be real."  That emotional buy-in is a core tenet of sales: People buy on emotion and then justify it with logic and facts. If rational adults can flee their homes over a fictional Martian invasion, imagine the force of emotion you can unleash when you find your prospect's emotional trigger. Sharpen your emotional intelligence, and you deploy a powerful sales tool. Emotion Gets the Attention, Data Seals the Deal Welles sold tension, uncertainty, and gravity, not a product. His voice was calm yet urgent, delivered with the authority of a trusted news anchor. The audience felt an adrenaline surge—heartbeats rising, eyes widening—before they had time to check the facts. This is the non-negotiable first step in sales. Your passionate storytelling creates the emotional charge. Your tone carries more weight than any spreadsheet full of ROI data. Emotion gets your buyer leaning in and invested in the outcome. The data you provide simply helps them sleep well at night after they've already made their decision. If your message isn't landing, stop reviewing your product deck and start analyzing your delivery. Are you speaking with urgency, and are you connecting to their emotional state? Without that emotional resonance, even the best solution just adds to the noise. Authority Isn't Arrogance, It's Command Welles dressed his fictional story in familiar trappings like live news bulletins, eyewitness reports, and crackling radio static. Each detail made the unbelievable feel legitimate. He commanded belief by establishing immediate, undeniable authority. Bring that same presence to your sales interactions. Authority isn't arrogance; it's commanding belief. Sound like someone who's been there, knows the terrain, and has the solution. Communicate with unwavering authority, and you build trust before price discussions begin. This is how you sell the experience. Prospects must believe in you and your company; belief in your product comes next. They buy the experience of working with you before seeing the product. If you sound uncertain, you'll never build a foundation of trust. Stay Steady to Control the Chaos Welles predicted a strong reaction to his broadcast and stayed calm, controlled the narrative, and guided the audience through the panic he was creating. In sales, moments of crisis or uncertainty test your professionalism. When a prospect goes cold, objections arise, or a competitor attacks, do not panic. Do not mirror their anxiety—it only feeds chaos and cedes control of the deal. Control the process, control yourself, control the outcome. When deals wobble and emotions spike in your buyer, that is your moment to shine. Breathe, slow down, ask questions, and lead steadily. Be the calm voice that reassures, guides, and inspires confidence. Mastering internal composure is the essence of emotional intelligence in sales.  Your Action Plan: Develop Your Sales EQ Mastering composure under pressure is a skill, not a gift. It requires commitment to developing emotional intelligence so you can use logic while others react in fear. Start a 'Rejection Journal' Drill. Stop letting rejection or setbacks paralyze you. Create a Failure Log to immediately document your feelings (frustration,

AI in sales isn't coming soon. It's already here, and it's quietly separating the salespeople who will thrive from those who won't. On the Sales Gravy Podcast, sales expert and author Victor Antonio shares this quote: "You won't lose your job to AI. You'll lose your job to people who are using AI."  While everyone debates whether artificial intelligence will replace salespeople, the real shift is already happening. What you need to know is which parts of your job will still matter when a machine can do everything else. The Trust Formula Still Requires Humans Most people think AI in sales is about automation. It's not. It's about augmentation. Yes, AI can write your emails. It can analyze your pipeline. It can schedule your meetings and generate your proposals. But it can't build trust with a buyer who's about to make a six-figure decision they're terrified of getting wrong. Trust in selling comes down to three things: Understanding the buyer's point of view Demonstrating real expertise Keeping the buyer's best interest front and center When a buyer is staring at a purchase order that could make or break their business, they don't want a chatbot. They want a human being who says, "I've got you. This is the right move." Simple Sales No Longer Require a Sales Rep  Transactional jobs are disappearing. AI sales agents can already handle simple sales from start to finish. A customer calls about a broken window seal. The AI analyzes the image, checks inventory, schedules a technician, verifies the warranty, and puts the appointment on the calendar. No human required. This isn't science fiction. These systems exist today. AI handles simple tasks easily, but complex sales still require humans. Everything on the straightforward end—cold outreach, basic prospecting, routine follow-ups—is getting automated fast. But complex B2B sales are different. When deals involve multiple stakeholders, custom solutions, and high-stakes decisions, buyers still need salespeople. Humans don't trust machines with decisions that keep them up at night. Your job security lives in complexity. If you're selling simple products with simple processes, you need to start adding value now.  What You Should Be Doing Right Now Most salespeople are waiting while AI transforms the industry. Don't make that mistake. Here's how to start experimenting with AI today: Use ChatGPT, Google's Notebook LM, or your AI of choice to digest long articles and research reports in minutes instead of hours. Feed it information about your products and competitors to create your own custom knowledge base. Role-play objection handling by assigning it different buyer personas and practicing your responses. Ask it to critique your proposals before you send them to catch weak points you might miss. These tools aren't perfect. They'll feel clunky at first. But you're not trying to master AI today. You're building comfort with technology that will be 100 times more powerful in just a few years. The salespeople who are experimenting now will be the ones who know how to use AI when it really matters. The ones waiting for their leaders to force them to adopt AI will scramble to catch up. The Skills That Survive AI So what actually matters when AI handles the busywork? The biggest obstacle in complex sales isn't convincing buyers that your solution works. It's helping them trust their own judgment enough to decide. Buyers freeze not because of your pitch, but because of fear: What if I'm wrong? AI can show data, ROI models, and comparison charts—but building buyer confidence still requires human judgment. That's the skill that matters: Building buyer confidence. You need to get exceptional at reading hesitation—when a buyer goes quiet or starts asking the same questions in different ways. They're not confused about your product. They're uncertain about themselves.

Here's a question that'll keep you up at night: How do you take a company from $300K in annual revenue to $1.5 million in 18 months, then scale to $3-5 million within five years? That's the challenge facing Greg Hirschi from Colorado. He's the new executive leader of an 18-year-old company selling ethics assessment services to professional licensing boards. They've expanded from an entrepreneurial model to a small team with one salesperson and one customer service person. The goal is aggressive growth, and Greg needs to know where to focus his limited resources to get the biggest bang for his buck. If you're nodding your head right now because you're in a similar situation, pay attention. Because the mistakes you make at $300K will haunt you at $3 million. The Resource Reality Check Let's be brutally honest about what a $300K revenue company means: You have no money. You have a razor-thin budget. You have one salesperson and one leader trying to do everything. At this stage, you have exactly one priority: REVENUE. You don't have the luxury of fixing operations, perfecting your tech stack, or building elaborate systems. You need to sell. Period. But here's where most small companies screw this up. They think selling means taking anything with a pulse. If it can fog a mirror, they'll do business with it. That's a death spiral disguised as growth. The Operator's Dilemma Greg comes from an operations background. He's analytical, process-driven, and systematic. Those traits are incredible assets for building a business, especially when the goal is to scale fast. But they can also be a liability when managing salespeople. Here's what happens: Operators think in systems and logic. Salespeople think in relationships and emotion. Operators want everything organized and predictable. Salespeople throw deals on the table that are messy and unpredictable. If you're an operator trying to lead sales, you need to understand this fundamental tension. Your salesperson is out there getting hammered with objections every single day, building narratives in their head about why people won't buy. You're thinking, "Just brush it off and do it again. What's wrong with you?" They're thinking, "You have no idea what it's like out here." This is why reading New Sales Simplified by Mike Weinberg is non-negotiable if you're an operator managing sales. You need to learn how salespeople think, how they operate, and how to lead them effectively without losing your mind. Start With Your ICP or Die Trying The single most important thing Greg needs to do right now to scale is get laser-focused on his Ideal Customer Profile. Not kind of focused. Not "we have a general idea." I mean obsessively, precisely, ridiculously dialed in on exactly who they should be selling to. Here's why this matters so much at $300K: Greg's salesperson has a $600K pipeline and will close 50% of it. Sounds great, right? But if half those customers churn because they're the wrong fit, requiring constant re-education and hand-holding, Greg's salesperson will get stuck in account management mode. They'll stop prospecting for new business because they're too busy re-selling existing accounts. That's how you stay stuck at $300K forever. Your ICP drives everything. It determines your messaging, your marketing, your presentation materials, and which stakeholders you need to reach inside target organizations. It helps you build relevant social proof stories. It allows you to coach your salesperson on handling specific objections instead of generic brush-offs. Most importantly, it gives you guardrails. You can ask your salesperson in pipeline reviews: "Tell me the strategic reason why we should chase this account. How does it fit our ICP? Why is this worth our limited resources when our singular goal right now is growth?" When you're running a $300K company with one salesperson and one leader, you cannot afford to chase every deal.

I've been intrigued by all of the LinkedIn posts lately from sales professionals, leaders, and experts proclaimings the phone is back! Even the “phone-is-dead” evangelists seem to have had a change of heart and are encouraging salespeople to “phone a customer.”  My favorite posts are from salespeople who took this advice, called a customer, and were surprised—even stunned—to discover that their customer actually wanted to talk. It's more proof that buyers are starving for real, authentic, human-to-human conversations with their sales reps and account managers.  When Sellers Make Their First Call in Years I saw one post yesterday from an account manager who said that, for the first time in years, he had picked up the phone and called a customer. In his post, he described how rewarding it was to have a real, live conversation—as if this was some new revelation. He said that even though the phone was “old school,” he had given it a try because his customers weren't responding to his emails anymore.  Although I'm super pleased to see that salespeople are rediscovering the power of the humble phone, I was bothered by this particular post because it is an indictment of just how far the sales profession has fallen over the past few years. It also exposes the malpractice of this guy's leadership team. Seriously, how is it possible that his leaders and company allowed him to avoid having actual conversations with his customers for years?  Pick Up the Phone and Talk to Your Customers Account managers who are not talking with their customers, the ones who keep their customers at digital arm's length and send random “just checking in emails,” are swinging the door open and inviting competitors in. When you fail to proactively manage relationships—when you don't talk with your customers—those customers end up talking to your competitors and considering other options. Nearly 70 percent of customers are lost due to neglect. Not prices, not products, not the economy, not aggressive competitors. Neglect! They feel the sting of being taken for granted. If you've ever been taken for granted (and I bet you have), you know that it makes you feel unimportant, small, and resentful, which can lead to the feeling of contempt. Resentment and contempt are the two most powerful negative emotions in the pantheon of human emotions. They are the gangrene of relationships, festering below the surface, slowly rotting away the connections that bind people together until the relationship is destroyed. The good news is the secret to defending accounts is completely in your control. It's simple. Pay attention to your customers. And guess what? A simple, regular  phone call can make all the difference. Just pick up the phone, dial their number, and ask or say: How are you doing? What can I do to help you? I have an idea for you.   Have a great weekend. Thank you for your business. Regular telephone contact ensures that you are top of mind with customers. Hearing your voice lets them know that you care. It doesn't need to be anything particularly special. You don't need to schedule it on their calendar. You don't need a reason to tell your customers that you appreciate them.  Pick up the phone and say “hello” because it doesn't cost a thing to pay attention to your customers. A “How AI Will Replace You” Reality Check But it's not just that account manager and his company. Rather than picking up the phone and talking with people, sales professionals everywhere have replaced this beautiful, synchronous sales communication tool with email. This aversion to talking with people by phone has become so acute that at least half of Sales Gravy's training and consulting engagements have focused on one thing: Teaching and compelling salespeople to pick up the damn phone and just have real-time human conversations.  So, let's start with a reality check: The telephone is not old school. 

Your sales team has the tools. They know the pitch. The CRM is full of leads. So why are half your reps still missing quota? Randy Wilinski spent 15 years building high-performance sales teams before joining our training team at Sales Gravy. His answer to this question cuts through the usual explanations about territory problems or skill gaps. The real issue? Most sales leaders are managing activity instead of developing people. They're applying pressure instead of addressing the mental blocks that sabotage performance before reps ever pick up the phone. The Real Problem Holding Back Sales Teams Walk into any sales bullpen and you'll hear the same beliefs on repeat: “I'm not good at cold calling.” “Nobody wants to hear from me.” “I don't know if I can hit these numbers.” Most leaders dismiss this as an attitude problem or lack of confidence. So they fire up the team with a motivational speech, send everyone back to their desks—and nothing changes. Here's what's being missed: These aren't attitude problems. They're belief systems that determine behavior. And behavior determines results. Nobody was born knowing how to sell. Your top performer didn't start with the ability to handle objections or close deals. They learned it. But the reps who believe they can't learn it won't put in the work to improve. They'll make half the calls, avoid the hard conversations, and prove themselves right. The real work of building elite performers is getting inside your reps' heads and rooting out the thought processes that are killing their performance. That's where true coaching separates managers from leaders. Why One-on-One Coaching Unlocks Growth Group training builds skill, but addressing mental blocks requires one-on-one coaching—where you can dig into patterns, ask uncomfortable questions, and challenge unhelpful thinking. Why does this rep always sabotage themselves right before closing a big deal? Where did this idea that "people don't like being sold to" come from? What past failure is creating this blind spot? Good coaches shine a light on the patterns that people fail to recognize or flat-out avoid. They name the behavior that's been there all along, but no one wanted to confront. Awareness alone doesn't create change. Your rep can have that breakthrough moment where they realize they are the problem, and still fall back into the same habits. Real coaching means holding people accountable to the change they commit to making. It means checking in, following up, and not letting them slide back into old patterns when things get uncomfortable. That's the difference between feel-good conversations and actual performance improvement. The Coaching Gap in Sales Leadership Most sales leaders don't actually coach. They manage activity, review numbers, and deliver pep talks. But managing metrics does not build high-performance sales teams. Developing people does. Coaching starts with curiosity. It means sitting down one-on-one and asking questions that uncover what is really holding a rep back. Not "why didn't you make enough calls?" but "what made those calls hard to make?" Sometimes the barrier is a belief. Other times, it is a communication issue between the rep and the leader. If you do not understand how each person communicates and processes feedback, you will keep missing the mark. When you tailor your coaching to match how a rep thinks and responds, conversations become more productive and performance starts to shift. That is how coaching turns from another meeting on the calendar into a catalyst for real growth. Creating an Environment Where New Reps Actually Develop The best thing you can do for your team is lower the pressure on outcomes and increase the focus on process. This doesn't mean accepting mediocrity—it means being relentless about the activities while being patient with the results. Your new reps are going to struggle. It's a reality you have to accept,

Here's a question that'll make your head spin: How do you train MLM recruits who have zero sales experience to actually sell instead of just posting on social media and hoping for the best? That's the question Andrew Osborne from Pittsburgh brought to me. Andrew works in direct selling and network marketing, specifically health and wellness nutrition supplements. Like most MLM leaders, he's frustrated watching new recruits default to the guru-approved strategy of posting on Instagram and waiting for the magic to happen. Spoiler alert: The magic never happens. If you're nodding your head right now, you're not alone. The "social media is the new cold calling" myth is one of the most damaging lies being sold to new direct sales representatives today, and it's costing MLM organizations their best potential talent. The Social Media Trap: When Easy Becomes Impossible Remember that story in Fanatical Prospecting where I went head-to-head with someone who swore their social media guru had all the answers? I said, "Great, you do yours for a week, I'll do mine for a week, and we'll test it out." Guess who won? Here's the brutal truth: Posting on social media feels easy because it lets you keep people at arm's length. You don't have to face rejection. You don't have to interrupt strangers. You don't have to have uncomfortable conversations. But here's what actually happens. After two months of posting videos that get one view each and zero sales, your recruits quit. They're demoralized, broke, and convinced MLM doesn't work. The real problem? They were never taught how to actually sell. Why MLM Sales Training Is Harder Than You Think When Andrew recruits someone into his network marketing organization, they're making two types of sales: selling the product and recruiting new team members. Most of these people have never sold anything in their lives. They came from every background imaginable except sales. Something happened in their life that made them say, "I want more." That motivation is critical, but motivation without skill is just frustration wrapped in hope. The things they need to do are really hard. Nothing in their life has prepared them for what sales prospecting actually requires. They have to sacrifice what they want now (ease and comfort) for what they want most (their goals). That's why the first question I ask every new recruit is this: What are your top five goals in the next twelve months? Not company goals. Not team goals. Their goals. Because if they don't want something bad enough to go through the pain of rejection, nothing else matters. The Only Formula That Actually Works In MLM, there's one simple formula that works every single time: Go talk with people. The more people you talk with, the more you recruit. The more product you sell. It's that simple. Think about it this way. If you had a marketing strategy that could create all your product sales and recruiting automatically, you wouldn't need an MLM. You'd just have an e-commerce business. The reason network marketing exists is because a network of people can spread the word and sell better than online ads. But here's the problem. Talking with people means getting past your discomfort. It means interrupting a stranger in line at Walmart. It means seeing someone at church who mentions financial problems and saying, "Hey, what if I had a way to help you out?" Most people would rather post on TikTok than have that conversation. What to Teach Your MLM Team If I'm building an MLM sales training program for recruits, here's exactly what I'm teaching them, in this order: First, teach them how to open conversations. Not pitches. Conversations. With strangers and with people they know. What's the first question they ask? How do they approach someone in line at Walmart? How do they bring up their network marketing business with friends without being weird? Run drills on this. Practice it until it becomes muscle memory.

You've probably heard it a hundred times lately—AI is coming for your job. Every week, there's a new headline about another role being automated, another company replacing people with bots, another “AI agent” that can do the work of ten humans in half the time. And if you spend too much time reading those headlines, it's easy to start wondering, What happens to me? What happens to salespeople like us in a world where machines can do almost everything we used to do? AI is Here to Stay You can't escape the truth. AI is going to change everything and impact almost every part of our lives. The train has left the station, and it will not be turning back. AI is going to displace a lot of people and jobs, but it's not going to replace everyone. Because no matter how smart machines get, they can't feel or connect the way you and I can. Sales is, and always will be, the ultimate human profession. It's the one job built entirely on human emotion, human judgment, and human connection. What You Can Do That AI Can't Just think about it: AI can write words. But it can't create belief. It can predict who might buy. But it can't build trust. It can score a lead. But it can't lead a human being through uncertainty, fear and doubt while giving them confidence to make the right decision in complex situations.  That's what you do. That's what we do. That's what salespeople have always done—long before there was technology, long before there was AI, and long before algorithms tried to simulate emotion. In sales, it's not about the product. It's about the person. People buy you. What you sell might get you to the door, but it is how you sell that determines whether they let you in.   Every sale is a transfer of emotion from one human being to another. It's the transfer of  belief and confidence and trust. When a customer says “Yes,” they're not just saying yes to a proposal or a price. They're saying 'Yes' to you. No matter how powerful technology becomes, that moment—that human moment—will never be replaced by a line of code. As modern sellers, what we need to understand is that AI isn't the end of selling. It's just the next leap forward in our incredibly resilient profession.  Keeping it Real AI will replace some salespeople, so we need to keep it real. There are reps who are lazy, transactional, and just go through the motions and never bother to think, adapt, or grow. Those reps will get left behind. So AI will not make sales professionals less valuable, but it will absolutely make the gap between poor and exceptional salespeople wider and more pronounced.  But the top performers—the ones who combine human empathy with AI-powered insight—will be unstoppable. Because when you merge the intelligence of machines with the intuition of a human being, it becomes a force multiplier.  How to Become Irreplaceable with AI Right this moment, top sales professionals and high-earners are elevating their performance with AI tools that do the grunt work. It'll build your lists, do your research, automate your follow-ups, and write every sort of draft.  It will give you more time for human-to-human connections: to listen, discover, develop creative solutions, persuade, and see the emotional context behind the data. The question isn't whether AI will replace you. The question is whether you'll use AI to become irreplaceable. It's simple. AI can give you the right words to say. But only you can make someone feel something when you say it. AI can pull the data, do the research, and build your presentation. Only you can look someone in the eye and say “Trust me. We can solve this together.” and close the sale.  Your Emotional Intelligence Seals the Deal That's The AI Edge. It's not about the tools. It's about using the tools to amplify your humanity. In the age of AI, your #1 competitive advantage is emotional intelligence. It's your ability to understand how people feel,

The gap between average salespeople and elite performers lies in process. While most reps chase quick wins and hope something sticks, top producers follow proven sales strategies that consistently deliver results. They've mastered the fundamentals that turn prospects into customers and customers into advocates. If you're ready to finish the year strong and blow past your quota, these five battle-tested sales strategies from previous podcasts will transform how you sell. 1. Deliver an Unforgettable Customer Experience by Mastering Your Emotions Your prospect doesn't care about your bad morning or the three deals that fell through yesterday. When you walk through the door or dial their number, you're the only conversation they're having with your company today. Elite salespeople know emotional consistency separates closers from pretenders. Think of it like a pro golfer staying calm and cruising forward regardless of what happened on the last hole. As Jeb Blount explains: How your customer feels about you is more predictive of outcome than any other variable. They buy you first, and then they buy your product. They buy you because they feel safe, heard, and confident you will deliver. This means you have to compartmentalize every interaction. Your fifth appointment of the day deserves the same intensity and professionalism as your first. When you show up desperate, prospects sense it immediately. When you rush through discovery, they feel undervalued. Jeb emphasizes this critical point: Buying a house, car, or service is deeply emotional for the customer. Before every interaction, take sixty seconds to reset. Acknowledge whatever is bothering you, mentally file it away, then walk in focused entirely on their world and their goals. 2. Commit to the Day One Follow-Up Mindset Ask yourself: How many times do you attempt to reach a prospect before quitting? If you answered three or four, you are leaving money on the table. Most reps quit after just three or four attempts, and sometimes without ever hearing a ‘No.' They just stop and let leads rot in the CRM instead of risking rejection. As Jessica Stokes reminds us, top producers understand this: While you are tracking your sixth or seventh outreach attempt, for the prospect, every touchpoint feels like day one. They are busy running their business—not waiting for your call. The problem is not just the number of attempts; it is the spacing. When you leave a voicemail and wait a month to "give them space," you lose momentum and start from scratch every time. The winning sales strategy is persistence with velocity. That means touching base every few days or weekly. When you maintain momentum, prospects remember you. The real failure is letting quality leads die because you are afraid to pick up the phone and risk hearing "No." 3. Turn Your Empathy Into a Weapon, Not a Weakness If you have ever hesitated before making a cold call because you thought, "I don't want to bother them," you are dealing with what Jeb Blount calls projection, and it is costing you deals. Projection happens when you assume prospects hate being interrupted as much as you do. You start deciding for them before you've even made the call. Successful salespeople recognize interruption is a professional necessity. Your job requires it; your income depends on it. Letting empathy paralyze your prospecting is dangerous. The internal conflict is real: You want to be an empathetic person, but you also have to be an interrupter. The mindset shift: Understand that projecting is the most dangerous thing in sales because you are deciding for your customer in advance what they want or need. Real empathy means showing up, asking sharp questions, and letting them tell you what they need. You cannot solve problems you never discover because you were too afraid to start the conversation. 4. Build a Velvet Rope Around Your Business What if your clients felt less like transactions and ...

How do you prepare your mindset and create the discipline to be effective every single day? That's what Jeff Velez asked on a recent Ask Jeb episode, and it's the question that separates the pros from the amateurs in sales. Sales is the hardest profession in business. It's the only job where you have to go out and find rejection and bring it home every single day. Every ask you make carries the potential to be rejected at a deep, painful level. That's why we get paid so well. And that's why most people can't hack it. But the ones who do? They've figured out the secret. Find Your Carrot My friend Will Fratini from ZoomInfo nailed it when he talked about what motivates him, or his carrot. His five-year-old daughter once bought him a carrot Christmas ornament, and he carries it with him everywhere as a reminder of why he shows up every day. But here's what matters: Your carrot needs to be specific and tangible. Not some vague "I want to be successful" nonsense. I'm talking about something real. A commission check of X dollars. A boat. Generational wealth through real estate. A college fund for your kids. Think of it like an old-time horse and carriage. You put a carrot on a stick in front of a stubborn horse, and suddenly it'll go forward even when it thinks it can't. That's what your carrot does for you when everyone else is giving up. Your carrot is what pushes you past the point where giving up would be completely justified. It's what separates the best from the rest. The Hard Truth About Sales Discipline Let's be clear about what sales discipline actually means. You have to show up every day and do a certain number of activities. Every. Single. Day. Consistently. And in order to do those hard things consistently, you need that carrot. It's about sacrificing what you want now (which is easy) for what you want most (which requires doing hard things). I want to do things that are easy. But in order to get what I want most, I've got to do things that are hard. That's the entire game. The Scottie Scheffler Example Look at Scottie Scheffler, the PGA golfer. When he makes a bogey, he bounces back with a birdie or better 62 percent of the time. The rest of the field? Less than 18 percent. Why? Because Scheffler is crystal clear about what's important to him. He knows his carrot. He understands what fulfillment means. When something goes wrong, there's no cascade of "everything is wrong." His ego doesn't take a hit because he's focused on what matters most. He picks himself back up, brushes himself off, and keeps moving. But here's what most people don't know: It wasn't always this way. When he first brought on his caddie, Ted Scott, Ted told him straight up: "I'm not working for you unless you get the attitude, temper, and anger under control." Think about that. The caddie refused to work with him unless he fixed his mindset first. That's how important mindset in sales really is. Everything else comes after. Your Visual Cue Go get yourself a carrot ornament. Seriously. Find one on Amazon, hang it in your office, and use it as your visual cue for what matters most. When you're sitting at your desk in the morning trying to get started, or when something has gone wrong and you're trying to bounce back, that carrot will remind you why you chose this soul-sapping profession in the first place. Because maybe the only thing harder than sales is golf. But you chose it. Now own it. The Secret Superpower Here's the bonus that Will dropped that's pure gold: Sometimes your carrot isn't even about you. Sometimes the ultimate sales superpower is genuinely helping someone else be the star of the show. The best sellers in the world don't care about how great their product is. They care about making their customer the hero. If you genuinely believe you're there to help someone else's day get better, you're going to come through. And when you have that extra little carrot hanging th...

Here is an undeniable truth: The No. 1 reason for failure in sales is an empty pipeline, and the No. 1 reason you have an empty pipeline is that you are not doing enough prospecting. In sales, everything rests on putting qualified opportunities in your pipeline. Prospecting is the beginning and the end, alpha and omega. If you don't prospect, you will fail. That is a guaranteed truth. Each and every sales day, you must connect with prospects, engage them in meaningful conversations, and convert them into pipeline opportunities.  It's a Noisy World The problem is that we live in a noisy world in which those same prospects are being inundated with prospecting messages from dozens of other salespeople who are also attempting to get their attention.  So, if you don't stand out, you lose.  But I doubt I'm telling you anything that you don't already know. It's freaking hard to get attention when prospecting, and it's not getting easier. There are days when it feels like you could be jumping up and down in front of your prospect in a pink bunny suit while throwing hundred-dollar bills in the air, and they'd still ignore you.  The Sledgehammer Approach Is Dead One of the key reasons so many salespeople fail to break through is that their entire prospecting strategy is pounding away at prospects through a single communication channel—typically a series of automated emails sent through a sales engagement platform like Outreach or SalesLoft.  Sadly, this sledgehammer approach just doesn't work anymore. Recent data reveals that salespeople are sending as many as eight times more emails today than they did five years ago and getting just a tenth of the results.  A big reason prospects are tuning out is that AI-powered sales automation tools have scaled email prospecting activity to an extraordinary level.  In the past, writing a prospecting email involved strategic thought and taking time to craft a message that was unique to each prospect. It was a slow process, which meant salespeople sent fewer but better prospecting emails. Today, AI engines can pump out hundreds of cold email variations in seconds with shallow, and often cringeworthy, personalization that, more often than not, turns prospects off. And as AI-generated prospecting emails flood inboxes, the sheer volume of this outreach has eroded any impact from the improved efficiency.  Constant exposure to this irrelevant, repetitive AI-generated crap has left business executives exasperated. They are overwhelmed and have tuned out, turned off, and are ignoring all prospecting messages—good or bad, human or AI-generated. Break Through the Noise Most sales professionals today are desperate to find new techniques to help them break through the noise and get attention when prospecting so that they can engage in more meaningful conversations.  Most salespeople want a bigger, stronger pipeline filled with qualified opportunities. Yet many overlook one of the most powerful prospecting tools right at their fingertips: LinkedIn. Why LinkedIn, Why Now It can be argued that the moment the sales profession changed forever and the door opened to modern selling as we know it was when Alexander Graham Bell said on the very first telephone call, “Mr. Watson, come here, I want to see you.” The telephone's impact on the sales profession was profound and lasting. Then, as now, the phone remains the most efficient and effective means for conducting real-time, synchronous human-to-human conversations with prospects. Bell made his call to Mr. Watson 150 years ago. Since then, only a handful of pivotal technologies have advanced the sales profession with such impact: The automobile gave sellers the freedom to cover wider regional territories more efficiently. Air travel literally gave sales professionals wings, expanding their reach nationally and globally. The internet put unimaginable data at the fingertips of both sales professionals and buyers.

Cold calling terrifies most salespeople more than losing their biggest account. The rejection. The hang-ups. The voice telling you that you're bothering people who don't want to hear from you. Before transitioning into sales, Steve Munn spent nine years as a professional hockey defenseman. As a hockey player, his job was to make life difficult for the other team and absorb whatever they dished back.  "Part of it was getting punched in the face," he said on a recent episode of the Sales Gravy Podcast. "If I get a no from a prospect, that's maybe a bad day, but it's certainly not as bad as getting a concussion or a broken nose again." That perspective shift, understanding what actually constitutes a threat, changes everything about how you approach cold calling. It goes beyond being tougher or having thicker skin. Your Fear Isn't About the Call Most sales professionals will do anything to avoid call blocks. They'll update their CRM. Reorganize their pipeline. Respond to emails that could wait three days. Anything but pick up the phone. The problem isn't the person on the other end of the line. You don't want to be the one who fumbles, doesn't have the right answer, or proves you don't belong in that conversation. Imposter syndrome thrives in sales because every call is another opportunity to prosecute yourself. Every objection becomes evidence that you're not cut out for this. Every hang-up confirms what you secretly suspected: You're bothering people who have better things to do. That internal narrative is all in your head, and it's costing you deals. Get Your Mind Right First You can't make effective cold calls when you're living in your head. Anxiety, overthinking, or trying to sound perfect makes every conversation feel forced. Nothing bad actually happens on a sales call. Your life isn't in danger, and a hung-up phone or curt “not interested” barely registers as a problem. The best cold callers aren't fearless. They're prepared mentally before they start dialing. Find what gets you into the right frame of mind: review recent wins, remind yourself that you're solving real problems, or call a colleague for perspective. The goal is connecting with another human, not executing a perfect pitch. People can tell the difference. Separate Message From Delivery When someone says "we're all set" and hangs up, they're not making a judgment about your worth as a salesperson or a human being. They're communicating one thing: They're not interested right now. The delivery might feel harsh, and the tone might sound dismissive. But the message is simple and impersonal. Athletes learn this early. Coaches scream. Teammates criticize. Opponents talk trash. If you react emotionally to how something is said rather than hearing what's actually being communicated, you become ineffective. In sales, the same principle applies. When you stop taking the delivery personally, you can actually hear what's being said. Sometimes what sounds like a hard no is actually "you haven't given me a reason to care yet" or "call me back in six months." You Don't Need to Know Everything One of the biggest barriers to cold calling is the belief you must have all the answers. You hesitate because you think, "What if they ask something I don't know? I'll look like a fool." Here's what that thinking misses: You have a team. No salesperson operates in a vacuum. You've got service teams, technical experts, partners, and colleagues who collectively know far more than you do individually. The expectation that you should show up with encyclopedic knowledge is self-imposed and unrealistic. What matters on a cold call isn't demonstrating expertise. It's demonstrating curiosity and commitment.  When you release yourself from the pressure to be perfect, cold calling becomes about investigation rather than performance.  Ask Questions Nobody Else Does Most salespeople treat cold calls like a race to present their solution.

Here's a question that keeps startup founders up at night: How does a first sales hire build pipeline and prospect effectively when there's zero technology, no tools, and absolutely no data resources available? That's the challenge Matthew Russell brought to the table, and it's a scenario that's far more common than you'd think. Companies transitioning from founder-led sales often throw their first sales hire into the deep end with nothing but a laptop and a "good luck" pat on the back. If you're nodding your head right now, you're not alone. But here's the good news: some of the most successful sales teams were built from exactly this position, and there's a proven playbook for making it work. The Hook Is Everything When Will Frattini joined his boss Jane in Austin back in 2011, they had zero presence in the market. No reputation, no established relationships, no fancy tech stack. Just two people and a mission to build from scratch. The first lesson? Your job isn't to reinvent the wheel or create some elaborate sales process. Your job is to figure out what hook the founder used to close their first deals, then ruthlessly replicate it. This means getting the founder to show you exactly how they won business. Listen to their calls. Shadow their meetings. Mirror their approach. Don't try to be clever or add your own spin yet. Just learn what actually works. Here's the critical part: you need the founder to be brutally honest with you about your early meetings. Will's boss Jane had the right to refuse any meeting he set. If it didn't qualify, she'd tell him exactly why. That feedback loop is gold because it teaches you the difference between a meeting that sounds good and a meeting that actually advances the sale. Master the fundamentals before you try to optimize. The Metrics That Actually Matter Forget about creating a complex sales process with seventeen KPIs. In the beginning, you need exactly one metric that matters: qualified meetings that convert to next steps. Will's early goal was 20 to 30 worthwhile meetings per month. Eventually they scaled that to 60 per rep. But notice the word "worthwhile." These weren't just any meetings. They were conversations with real potential that the founder or sales leader validated. The qualifier matters because it forces you to get better at targeting and messaging, not just activity for activity's sake. You can't game this system by booking junk meetings. When Victoria Walker asked how long it takes to build metrics in a niche market, the answer is simple: you'll have metrics after day one. How many calls did you make? How many connections? How many appointments set? But here's what trips up most new outbound teams: they expect instant results, don't see them, and quit before the cumulative impact kicks in. The 30-Day Rule Changes Everything The prospecting you do today pays off somewhere in the next 90 days. This is the rule of cumulative impact, and it's why most outbound efforts fail. Companies start strong, don't see immediate results, and abandon ship. Then they restart six months later with different reps, different messaging, and the cycle repeats. This is death by fits and starts. Your commitment has to be ironclad: we're doing this every single day for at least 90 to 120 days before we make major changes. You'll make small tweaks to messaging and targeting along the way, but you don't stop the engine. Think of it like an elite sports team watching game film. You're looking for incremental improvements. Last month you closed five good deals. This month you're aiming for six. You're not rebuilding the entire playbook every two weeks because the metrics look scary. Handling the "How'd You Get My Number?" Objection D'elvis Huerta raised a challenge every salesperson faces: prospects who are surprised or even concerned when you call their cell phone. They ask how you got their information, and it throws you off your game.

Cicero once said, "Cultivation of the mind is as necessary as food to the body." Sales is fundamentally a mental game. Your capacity for understanding your prospects at a deeper level and developing creative solutions that solve their problems – that's your winning edge. In a profession where you need to outwit and out maneuver your competitors in order to win,  your ability to think, to truly contemplate and reflect, might be the most underutilized competitive advantage in your sales arsenal. Always Responding. Never Reflecting. Yet most salespeople these days are starving their minds. They're constantly in motion, constantly busy, constantly doing, constantly in front of screens – but rarely thinking.  We've created a culture where being busy equals being productive. Most salespeople spend their days reacting – to emails, to phone calls, to urgent requests, to the latest fire that needs to be put out. We are always responding, never reflecting. Always moving, never thinking strategically about where we are going. Noise Kills Your Ability to Think William Penn wrote, "True silence is the rest of the mind; it is to the spirit what sleep is to the body, nourishment and refreshment." Think about that for a moment. You wouldn't dream of going weeks without sleep because you know your body would break down. But you regularly go weeks, maybe months, without giving your mind the silence and space it needs to just think and function at its highest level. We live in the age of noise. Constant noise. Digital noise, physical noise, mental noise. Your phone is buzzing with notifications. Your email is pinging every few minutes. Your CRM is demanding updates. Your manager wants reports. Your prospects are texting. Your colleagues and customers are interrupting.  We have so many things going on at once and so much noise in our lives that it has become almost impossible to think. All of this noise is killing your ability to think clearly, to make good decisions, to see the big picture, to be the creative and thoughtful professional you were meant to be.  Schedule Thinking Time That's exactly why scheduling thinking time is so important. Most people don't take the time to think because they don't feel like they can afford to. Sitting quietly and thinking doesn't feel like work. It feels like you're being lazy. Our culture has programmed us to believe that if we're not visibly doing something, we're not being productive. Likewise, constant stimulation has become a drug. Silence feels uncomfortable because we've forgotten how to be alone with our thoughts. I passionately believe that we must schedule, on our calendars, for thinking. No distractions, no music, no TV, no laptop, no phone – just you and your thoughts, alone. Notice I said "schedule" it. If you don't put it on your calendar, it won't happen. You'll always find something more "urgent" to do. Thinking Time Taking time to just think is powerful. It slows you down, helps you relax, and frequently generates incredible ideas and inspiration.  Thinking time isn't meditation, though it shares some similarities. It's not prayer, though some people find it spiritual. It's simply dedicated time for your mind to process, reflect, and contemplate. The beauty of thinking time is that it can take many forms.  The Quiet Corner Think  Find a quiet space – your office with the door closed, a park bench, your car in an empty parking lot, or a corner of your home. The location doesn't matter as much as the lack of distractions. Start with just 15 minutes. Don't try to go for an hour right away. Build the habit first, then extend the time. The Walk and Think This is my personal favorite. Take a long walk – alone, without music, podcasts, or phone calls. There's something about the rhythm of walking that unlocks creative thinking. Steve Jobs was famous for his thinking walks. Many of his best ideas came while walking around Apple's campus or thro...

Most salespeople lose a sales meeting before they ever open their mouth. They show up with decks of slides, lists of discovery questions, or AI-generated talking points, thinking preparation is about having more material.  But while they're busy organizing, their prospects are mentally checking out—and the meeting hasn't even started. Lee Salz, bestselling author and founder of Sales Architects, has observed this pattern for decades. "If you want to win more deals at the prices you want, you need a better first meeting strategy. Everyone says I want to win more deals, so they focus on closing at the end. But that's not where the opportunities are. The opportunities to win more deals start in that first meeting." The Sales Meeting Problem Hiding in Plain Sight Ask any salesperson: "If a prospect agrees to meet with you, what do they get out of it?" The response is usually stunned silence. That silence reveals the problem. Too many sales professionals approach the first sales meeting with an extraction mindset, focused on what they can learn instead of what they can give. Think about how you prepare. Do you make a list of questions to gather information? Do you pull together slides about your company, products, and clients? That might feel productive, but here's what it communicates: This meeting is about me. When prospects can't see immediate value in the conversation, they resist. They may decline the meeting altogether, or worse—they show up already skeptical, arms crossed, counting down the minutes until they can escape. Why Traditional Discovery Is Failing You Sales training has conditioned reps to believe that discovery meetings are the foundation of the sales process. In theory, this makes sense: You need information to qualify opportunities. But here's the problem—buyers don't experience value when they educate you. They already have suppliers, vendors, and service providers. Another salesperson asking them to “tell me about your challenges” just feels like more work. Worse, traditional discovery feels like an interrogation. You're pulling data without leaving anything behind. And prospects are savvy enough to sense when you're there to take rather than give. The Emotion Gap in Every Sales Meeting You already know people buy on emotion and justify with logic. You've heard it in every sales book, every training, every keynote. Walk into the average first meeting, and you'll see the same setup: a rep armed with facts, features, processes, and pricing structures. All logic, zero emotion. The result? Buyers nod politely, take notes, and then ghost you. Not because your product isn't good enough, but because you failed to make them feel anything. Your competitors who are consistently winning aren't necessarily better at selling features. They're better at weaving emotional connection into the very fabric of their meetings. They create trust, credibility, and resonance in the first 15 minutes. The Three Non-Negotiables of Every Winning Sales Meeting High-performing sales professionals understand that every first meeting must accomplish three core objectives: Meaningful Qualification: Determine whether this opportunity aligns with your ideal customer profile while also helping prospects better understand their situation.  Clear Differentiation: Prospects need to understand what makes your approach unique, but not through feature comparisons. Real differentiation comes from your methodology, philosophy, and approach. Show them how you think about solving problems, not just what you sell. Emotional Foundation: Establish the connection that energizes deals. This involves demonstrating genuine interest in their success while positioning yourself as a trusted advisor rather than just another vendor. How to Prepare for Sales Meeting Success The outcome of the meeting is decided long before you show up. Top performers treat preparation like a competitive advantage.

Here's a question that'll make your head spin: You know AI is transforming sales, everyone's talking about it, but you're still staring at ChatGPT like it's some mysterious black box, wondering what magical question you should type in first. That's the reality for most salespeople in 2025. They know they need to embrace AI, they've heard the success stories, but they're paralyzed by the complexity and overwhelmed by the options. If you're nodding your head right now, you're not alone. The biggest barrier to AI adoption isn't technical—it's mental. Salespeople are asking the wrong question entirely. The Wrong Question That's Keeping You Stuck Most people approach AI like it's some mystical oracle they need to appease with the perfect question. They think there's some secret prompt that will unlock AI's full potential, like finding the right combination to a safe. Here's the brutal truth: There is no perfect first question for AI. The real problem isn't what to ask—it's how you're thinking about the problem. Instead of asking "What should I ask AI?" you need to flip the script entirely. The Mental Shift That Changes Everything Twenty minutes before recording our latest Ask Jeb episode, I was working on a new training program for Sales University. I had a slide deck and workbook that needed proofreading, and my first instinct was to think, "Who can I get to proofread this thing?" That's how most of us think: "How can someone else do this?" or "How can I get this done?" But I caught myself and asked a different question: "How can AI do this?" I uploaded the slide deck to AI and asked it to proofread for me. Fifteen seconds later, I had a response—not perfect, but a starting point. I refined my prompt, asking for typos organized slide by slide, and boom—seven minutes later, the entire deck was cleaned up. What would have taken me 45 minutes and still resulted in missed errors was done in minutes, with better accuracy than I could achieve manually. Why You're Already Qualified to Use AI Here's what Will Frattini from ZoomInfo pointed out that hit me like a lightning bolt: You already know how to use AI. You've been doing it for years. If you've ever asked Siri for directions, told Alexa to turn up the music, or typed a question into Google, congratulations—you've been using AI. The only difference now is the sophistication and power of what's available. The barrier isn't technical competency. It's the mental block of overthinking it. You don't need to understand large language models or machine learning algorithms. You just need to ask a question and hit enter. That's it. That's the profound simplicity everyone's missing. Think Like a Conductor, Not a Solo Act Here's the game-changing mindset shift: Stop thinking of yourself as someone who needs to learn AI. Start thinking of yourself as a conductor standing in front of a symphony orchestra. You've got Claude for certain tasks, ChatGPT for others, ZoomInfo Copilot for prospecting intelligence, Gemini for research—each AI is like a different instrument in your orchestra. Your job isn't to play every instrument; it's to conduct them all to create something beautiful. The apex predators in sales aren't going to be the people who master one AI tool. They're going to be the conductors who know when to use which AI for maximum impact, iterating and refining until they get exactly what they need. This means developing your prospecting methodology becomes even more critical—you need to know what outcome you're trying to achieve before you can direct your AI orchestra to help you get there. Your Practical Starting Point Stop overthinking this. Here's your action plan: Step 1: Pick one AI tool you have access to. Your company probably already provides something. If not, start with ChatGPT, Claude, or any of the major platforms. Step 2: Identify one recurring task that eats up your time. Email templates, research,

Welcome to Grind Season. This week, we enter the most pivotal period of your entire sales year. From now until mid-December, how you choose to invest your limited time will determine whether you end your year strong, hit your income goals, make it to the winner's circle at President's Club, and start next year with a full pipeline OR wallow in mediocrity, miss your number, and damage your career.  Write Your Sales Comeback Story If you're ahead of your goals, this is your time to build an insurmountable lead and give yourself an unfair advantage as you enter next year. Do not rest on your laurels and coast. Grind it out and build a massive next-year pipeline. If you're on track, this is your time to accelerate, finish strong, and propel yourself into the President's Club.  If you're behind, this is the time to shift from being defense to offense. Most salespeople who are going to miss their annual quota already know it by now. They can feel it. See it in their pipeline. Sense it in their gut. But what separates winners from losers is that winners use this moment as a wake-up call, not a death sentence.  Stop making excuses about market conditions, difficult prospects, or bad luck. Start taking complete ownership of your results and your future. Stop thinking like someone who's behind. Start thinking like someone who's about to write their own sales comeback story.  Your energy and confidence level will directly impact your results during Grind Season. If you show up defeated and desperate, prospects will sense it. If you show up confident and focused, prospects will respond in kind, and you will sell more. But whatever your situation, this is not the time to coast. This is the time to get serious about finishing the year strong. The Grind Season Mindset "Grind Season" is more than just a motivational catchphrase – it's a winning mindset grounded in the unglamorous, but essential, embrace of this crucial period with intense focus, hard work, discipline, and consistent, intentional activity.  It's about ignoring distractions, drowning out the noise, being stingy with your time, and using every moment of your sales day to put new opportunities into the pipeline and actively advancing those deals through the pipeline. This isn't about activity for the sake of activity. It's about deliberately and proactively getting back to the basics and fundamentals of prospecting and sales at a time in the sales year when it matters.  Your Pipeline Reality Check Here's the key gut-check question you must look into the mirror and answer right now: Where do you stand relative to your year-end number, and based on that answer, what will be your next move? To fully answer that question, begin with a pipeline reality check. Your current quota attainment tells you where you've been. Your pipeline tells you where you're going. Far too many sales professionals look at their pipeline and see what they want to see, not what's actually there. This is especially true at this time of year when we allow baggage from the first half of the year to remain in our pipeline, hoping that somehow we might close it. But here's the deal, during Grind Season, hope is not a strategy.  The truth is, those deals have been dead for a long time. The stakeholders are ghosting you; they never commit to next steps, and most haven't returned your calls in months. In the words of Sales Gravy University trainer and author Kristie K. Jones, “stalled” is not a step in the sales process.  So start by getting brutally honest and ruthless with your current pipeline. First, clean house. Go through every opportunity and ask yourself: "If I had to bet my own money on whether this deal will close by the end of the year, would I take that bet?" If the answer is no, move it out of your active pipeline and replace it with something else. Stop lying to yourself and counting on it for this year's numbers. Second,

Most salespeople waste their careers fighting over the same crowded prospects. Meanwhile, untapped markets are sitting in plain sight. These are the industries, segments, and territories your competitors don't take seriously—or don't even notice. They're wide open, and they reward the salespeople willing to do the work. On the Sales Gravy Podcast, I spoke with Nicholas Lalla, an economic development expert who helped bring more than $200 million of investment into a market everyone else had written off. His blueprint for revitalizing a forgotten city is the same framework you can use to uncover and dominate untapped markets in sales. Why Untapped Markets Are Goldmines The best markets are often the ones no one is talking about. When the crowd decides a territory is “too small,” “too tough,” or “not worth the time,” they leave the door wide open. That's where the opportunity lives. And let's be clear: An untapped market doesn't have to mean a new zip code. It could be a niche industry your competitors dismiss, a customer population they ignore, or a vertical nobody's paying attention to yet. If you don't know much about a market, chances are your competitors don't either. That ignorance is your advantage—if you're willing to dig in. The Data-Driven Discovery Method Most salespeople gamble on gut instinct when picking new markets. That's why they waste time chasing “big name” logos that never buy, or avoiding prospects who look difficult but actually have massive potential. Top performers take a different path. They go where the data points. Before committing to a market, study the numbers your competition ignores: Industry growth rates – Expanding sectors often fly under the radar. Investment flows – Follow where capital is going before sales catch up. Labor market trends – Job growth exposes emerging business needs. Government spending – Public dollars usually spark private demand. Data doesn't close deals. But it stacks the odds in your favor and ensures you're hunting where opportunity actually exists. The 100-Conversation Rule Numbers tell you where to look. Conversations tell you what's real. Don't just study demographics—talk to 100 people tied to the market. Customers. Ex-customers. Prospects who should buy from you but don't. Even suppliers and partners. Ask them about their challenges, their frustrations, and the gaps they see. Don't pitch—listen. By the time you've had 100 conversations, you'll know more about that market than your competitors ever will. And you'll have built a network of early relationships that pay off down the line. Look for Adjacent Opportunities The breakthrough comes when you stop looking for completely new industries and start examining adjacencies. Instead of jumping into foreign markets, identify prospects that connect to your existing expertise. If you sell to manufacturing, explore adjacent industries like logistics or supply chain management. If you work in healthcare, consider medical device companies or pharmaceutical services. Adjacent markets let you leverage existing knowledge while expanding into less competitive territory. The Focus Formula  Most market expansion strategies fall apart because of a lack of focus. Salespeople chase every shiny opportunity and end up spread too thin. The result? Lots of motion, zero momentum. Domination beats diversification. Pick three or four high-potential segments and go all-in. Pour your time, energy, and relationship capital into saturating those markets. That density builds brand recognition, referrals, and trust. Scattershot prospecting creates exhaustion. Focused prospecting creates dominance. Building on Legacy Assets: The Hidden Accelerator Don't ignore what already exists—leverage it. The most counterintuitive insight about untapped markets is that the best ones build on foundations you already have. Your "legacy assets" might include:

Here's a question that'll keep you up at night: What do you do when you believe in "buy or die" but you're terrified of ruining future opportunities with annoying prospecting sequences? That's exactly what Angie Anderson asked during a recent Ask Jeb session, and it's a problem that's plaguing salespeople everywhere. Angie subscribes to the buy or die mentality but doesn't want to destroy her odds of winning in the future by becoming the prospect's worst nightmare. If you're nodding your head right now, you're not alone. The tension between persistent prospecting and respectful relationship building is one of the biggest challenges facing modern sales professionals, and getting it wrong costs you deals—both now and in the future. The Buy or Die Misconception That's Killing Your Pipeline Here's the brutal truth: Most salespeople completely misunderstand what "buy or die" actually means. They think it's about hammering prospects until they crack, but that's not persistence—that's harassment. Real buy or die mentality recognizes that the prospect is never not a prospect, but sometimes now is not the right time. The key is knowing when to push and when to pull back. Your sequence length and touch frequency should be driven by one critical factor: deal complexity and account size. Short Cycle Sales Need Short, Aggressive Sequences Run 10-14 touch sequences over 10-30 days with touchpoints every 2-3 days. These prospects have buying windows that are typically always open, and the stakes are relatively low. Complex Accounts Require Long-Term Relationship Building For massive, high-value accounts, you could run sequences that extend up to two years. Touch them monthly or quarterly to stay top of mind, waiting for the right opportunity window to open. The magic happens when you track meaningful engagement. In any properly executed sequence, 30-50% of prospects will give you some form of signal—yes, no, or even "go away." All of these responses give you something to work with. But here's the critical part: When you get complete radio silence from the other 50%, you stop. Pull them out of your sequence, slot in fresh prospects, and circle back in 90 days or six months. You have infinite time to go after them—use it strategically. Why Generic Messages Get You Blocked Every Time This brings us to the second major challenge facing modern salespeople: crafting relevant messages that actually resonate with busy prospects. James Baldwin perfectly captured this struggle when he asked about leveraging tools like ZoomInfo to create relevant messaging. He sees tons of information but doesn't know what to use or how to use it effectively. This is where most reps completely miss the mark, and it's costing them relationships. The Research Failure That Destroys Credibility Want to know the fastest way to get permanently blocked? Send a message that screams "I know nothing about you or your business." This happened to me recently with a rep from a major software company. They did everything technically right—multi-channel approach, proper timing, professional voicemails—but they failed at the most critical element: relevance. They prospected Sales Gravy without doing even basic research. My LinkedIn profile was right there. My content was everywhere. I've literally said thousands of times that if you mention my books when prospecting me, I'll almost always respond. But they were too lazy to look. That's not persistence—that's sales malpractice. How to Turn Data Overload Into Relevant Conversations The problem isn't lack of information—it's information overwhelm. Modern tools give you access to massive amounts of data, but most reps freeze up trying to figure out what matters. The solution is asking better questions of your data. Instead of just building lists, use AI-powered tools to ask specific questions: "What are three conversation starters that would make this CEO interested in talking with us?

I had intended for this Money Monday to be something powerful, a new message that would get you fired up for this week and this season. But last week, while delivering training to an amazing group of young salespeople with wide-open minds, I learned that Charlie Kirk had been assassinated. It disturbed me deeply and I feel compelled to deliver this message. The Assassination That Shook America On Sept. 10, 2025, Charlie Kirk was fatally shot while addressing an audience at Utah Valley University in Orem, Utah. A young man, thirty-one years old with his whole life ahead of him, was killed for no other reason than someone disagreed with him. After learning about the assassination, I found myself incredibly disturbed that a person in the public square could just be shot and killed like that—murdered right in front of everyone. So I did what I always do when I want to understand something: I started learning. I watched hours and hours, dozens and dozens of Charlie Kirk's videos to learn more about the man, his message, and why someone would think it would be okay to assassinate him. I still haven't found the answer to that last question. This Isn't About Politics Before I go any further, let me be crystal clear: This is not a political message. This is not a religious message. It is about how we treat each other as human beings. If you know me, if you've been to my events or training, you know I never talk about politics or religion. If you look at my social media feeds on any channel, you won't find much that would help you understand what my politics or religion are. Do I have convictions? Yes. Do I believe certain things? Yes. But they're my beliefs, and I keep them to myself because my job is to train salespeople. I'm a sales author, trainer, expert, and consultant. That's my lane. I train salespeople no matter what they believe. I train salespeople no matter what their religion. I train salespeople and help salespeople no matter where they're from or what their walk of life is. I don't care where you come from because my entire purpose, my reason for being on earth, is to help you sell more, help you gain confidence, and to help you with your biggest sales questions and challenges. What Charlie Kirk's Example Taught Me What I discovered in watching those videos was something that transcends political beliefs. Charlie Kirk's example was his willingness to go sit down face-to-face with people who disagreed with him, sometimes vehemently, and just have a conversation. And do it respectfully. I noticed something remarkable in his videos: More than once, he said, "You know what, I stand corrected." Someone would come to him with a different set of facts, and he would say, "Okay, that sounds right. I agree with you." In many cases, he would shake the person's hand after a debate. He was respectful. It was never about the person. It wasn't personal. He didn't hate the person. He had conversations about their ideas. How Charlie Kirk disagreed mattered. That is what we need to get back to. Not someplace in the future—today, right now. The Human Cost I watched his wife's, Erica's, message to the world, and I found myself on an airplane as a grown man with tears streaming down my face, trying not to let everyone see that I was crying. It was heartbreaking watching her pain. She has two kids; they are one- and three-years-old. That assassin changed their lives forever. I can't imagine when one of them gets older and either finds the video of their daddy getting assassinated or someone puts it in front of them. If you step into that frame for just a moment with your human empathy, it will make you hurt. Charlie's children will be raised with stories instead of memories, photographs instead of laughter, and silence where their father's voice should have guided and loved them. The Conflict We All Face Everywhere in our lives with other people, we have disagreement. Everywhere in our lives,

What if one simple discovery question could close your next big deal? Here's the one I used: “Tell me what's going on with your team?” Then I shut up and listened. The buying committee talked, debated, and worked their way toward their own clarity. By the end of the call, they had essentially closed the deal for me. I barely said a word. That's not a fairy tale—it happened. And it proves why most sales discovery fails: reps focus on their checklist and pitch instead of helping the buyer gain clarity. The Certainty Crisis Killing Your Deals Dr. Lorenzo Bizzi joined The Sales Gravy Podcast and revealed a simple truth: Buyer uncertainty kills deals. Traditional sales discovery often increases that uncertainty. Rigid qualifying questions, seller-centric agendas, and shallow data gathering make buyers feel misunderstood and cautious. When you approach discovery this way, you're eroding trust. Sure, buyers are evaluating your product—but they're also evaluating whether you understand their world. And if you can't help them gain clarity, even the best solution won't move the deal forward. The Science of Deep Sales Discovery The most effective influence tactic isn't charm, rapport, or even product demos. It's clearly displaying the arguments and reasons why your solution works for their specific situation. But you can't build rational arguments until you truly understand the problem. And you can't understand the problem until you master deep discovery. Deep discovery operates on two levels: The Organizational Level: What metrics matter to the company? What are the measurable business outcomes they're trying to achieve? What's the cost of inaction? The Individual Level: What's at stake for each stakeholder personally? How will this decision impact their performance review, their standing with leadership, and their career trajectory? Remember: Organizations don't make decisions. People do. The Power of One Question The most powerful discovery conversations start with one well-crafted, open-ended question that invites the buyer to tell their story—not your story about how great your product is.  The question I used—"Tell me what's going on with your team?"—worked because it was: Open-ended, with no leading assumptions. Centered on their world, not my product. Neutral, without judgment or bias. Broad enough to go anywhere. When you ask the right question and then listen, the buyer starts convincing themselves. They begin connecting the dots between their current situation and what they need to change.  And here's the key: If the buyer says it, it's the truth. If you say it, you're just another salesperson spinning a pitch. Cognitive Empathy Is The Difference Maker Dr. Lorenzo Bizzi defines several types of empathy. But for salespeople, the distinction that matters is simple: affective empathy pulls you off course, while cognitive empathy keeps you sharp, connected, and in control. Affective empathy—actually feeling what your buyers feel—will drain your energy and cloud your judgment. When they're frustrated, you get frustrated. When they're uncertain, you become uncertain. Cognitive empathy is different. It's the ability to recognize and understand what your buyer is feeling without taking it on yourself. You stay clear-headed and outcome-focused, while still connecting deeply with their situation.  In discovery, cognitive empathy shows up in the emotional nuance most salespeople miss—a pause before they answer, a change in tone, or hesitation in their voice. That's your cue to lean in, ask a clarifying question, and uncover what's really driving their hesitation. "You paused when I asked about your current system. What's on your mind?" "I heard some frustration in your voice when you mentioned the timeline. Help me understand what's driving that." Deals get won in the emotional subtleties that surface-level discovery never uncovers.

Here's a question that'll make you rethink everything about sales performance: What happens when your team has all the skills, tools, and training they need, but they're still underperforming because they can't regulate their emotions under pressure? That's exactly what Natalie Brooks from Charlotte discovered when she noticed how drastically emotions were impacting her team's performance during tough selling days. Meanwhile, salespeople like Jordan from San Diego are making decisions they later regret—pushing forward on deals they know are wrong just because they look good on paper. If you're nodding your head right now, you're witnessing one of the most overlooked aspects of sales performance: emotional regulation. And it's costing you deals, talent, and revenue. The Dysregulation Problem: When Emotions Hijack Performance Here's the brutal truth: When you're emotionally dysregulated or your nervous system is hijacked by stress, focusing on anything becomes nearly impossible. Your best discovery questions go out the window. Your qualifying discipline disappears. Your prospecting consistency evaporates. Think about it. You can have the perfect sales process, but if your rep is in fight-or-flight mode from a string of rejections, they're not executing that process effectively. They're just going through the motions while their emotional state sabotages their performance. This isn't just about "feeling better." This is about creating the mental and emotional foundation that allows elite sales performance to happen consistently. Why Most Sales Leaders Miss This Completely The reason most sales organizations ignore emotional regulation is the same reason they obsess over talk time metrics—it's easier to focus on activities than outcomes. It's much simpler to say "make more calls" than to create an environment where your team feels safe enough to regulate their emotions and perform at their peak. But here's what happens when you ignore the emotional component of sales: Your reps start making fear-based decisions. They chase deals they know are wrong fits because they're afraid of having an empty pipeline. They avoid difficult conversations because rejection feels personal. They burn out because they're running on adrenaline instead of sustainable energy. Meanwhile, your top performers aren't just skilled, they've learned to manage their emotional state in a way that supports peak performance. The Three Pillars of Emotional Regulation in Sales Personal Regulation: The Foundation Everything starts with personal habits that support emotional stability. Your "why" becomes your anchor during tough moments. When you're tired, exhausted, or questioning what you're doing, that purpose pulls you through. But purpose alone isn't enough. Your daily habits outside of work create the foundation for emotional regulation at work. Sleep, nutrition, exercise, stress management—these aren't "nice to haves." They're the infrastructure that supports your ability to stay sharp and focused when deals get challenging. Team Regulation: Creating Safety As a leader, you have a responsibility to create psychological safety where your team can regulate together. This might look like mid-day resets where everyone takes a few deep breaths or does a quick activity to release tension from difficult calls. The key is consistency. When emotional regulation becomes part of your team culture—not just something you talk about during tough times—it shows that peak performance includes emotional wellness. Process Regulation: Trusting Your System Here's where emotional regulation meets sales discipline. When you have clear qualifying standards and you trust your process, you don't have to make emotional decisions about which deals to pursue. Ultra-high performing salespeople show discipline by recognizing that they only have so many hours in the day. They create rules they can live by rather than relying on gut feelings in the moment.

While your competitors are stuck in voicemail purgatory, a small group of top performers has unlocked a secret pipeline of qualified sales leads. They've discovered how to stop chasing and start attracting, all by generating warm leads through podcast interviews. Not by starting their own shows, but by treating every podcast appearance as a lead generation machine built on conversation and credibility. As Molly Ruland, CEO of Heartcast Media, puts it, "You don't need a hundred new clients tomorrow. Two people who really like you and understand your business talking about you in rooms you're not in can change your pipeline."  This mindset shift transforms how you approach every conversation so that it compounds into trust, referrals, and revenue. The Real Problem with Your Pipeline You're sending out hundreds of emails, making dozens of cold calls, and hoping something sticks. It's exhausting—and it rarely produces the kind of relationships that lead to real opportunities. Your prospects don't want to be sold to. They're sick of transactional relationships. They want genuine conversations and solutions from people they trust. This is where most salespeople fail to find a qualified sales lead. They're focused on the sale, not the connection.  So what's the alternative? It's learning to treat every podcast appearance as more than just an interview. Done right, podcasts become a warm stage where you can demonstrate expertise, build credibility, and start relationships that turn into pipeline. To make this work, you need a simple, repeatable system—a four-step process that transforms a single podcast conversation into a flow of qualified leads. Step 1: Finding the Right Stage The process is about being smart, not getting famous. You don't need to get on the biggest podcast in the world. You need to get on the right podcast. The right podcast is where your ideal customer profile (ICP) is already gathered, listening, and learning. A show with 50 listeners who are all in your target market is a thousand times more valuable than a show with 50,000 listeners who will never buy from you. How do you find the right podcasts?  Ask your best clients what they listen to.  Research key influencers in your space.  Look for shows that specifically address the problems you solve.  Your goal is simple: Find and get on shows hosted by industry connectors, aggregators, and experts who have already earned the trust of your prospects. This allows you to skip the cold outreach and get a warm introduction to your next qualified sales lead. Step 2: The Introduction That Doesn't Sound Like a Pitch Once you've identified your target shows, the next step is getting invited. This is a crucial moment. A generic email won't cut it. You have to craft a message that offers value, not asks for a favor. Your outreach needs to be personalized and direct. Don't talk about how great you are. Talk about the host's audience. Explain why your expertise, insights, or unique perspective will provide undeniable value to their listeners. Reference a specific episode or a past guest to prove you've done your homework. And don't limit yourself to email. LinkedIn is one of the most effective platforms for securing podcast invitations. Sending a thoughtful, personalized LinkedIn message—paired with a strong profile that showcases your expertise—positions you as a credible guest. When a host sees you consistently sharing relevant insights on LinkedIn, your ask feels natural instead of opportunistic. When you offer to help them provide a great episode, you position yourself as a partner. You're not begging for airtime. You're offering a valuable conversation. This approach immediately sets you apart and begins the relationship-building process that is essential to finding a qualified sales lead. Step 3: Mastering the Conversation The interview itself is not a sales call. Your goal is to be a helpful,

A day in the life of a rep heading toward sales burnout: You wake up ready to crush your sales goals, skip breakfast to get an early jump on calls, grab fast food between appointments, and by 2 p.m., you're mentally checked out, struggling to focus on that critical prospect meeting.  That's the reality facing Angela Mendez from Austin and Marcus Taylor from Denver. Angela's crashing every afternoon when she skips meals or eats on the go. Marcus is burning out fast, juggling a packed pipeline and back-to-back Zoom meetings. If you're nodding your head right now, this article is your wake-up call. Because the energy crisis and burnout epidemic in sales isn't just about being tired—it's costing you deals, destroying your performance, and stealing your edge when you need it most. Why Sales Reps Experience Afternoon Energy Crashes and How to Fix Them Let's start with the key facts of energy management: Your brain is an engine, and like any engine, it needs the right fuel to perform. When you skip meals or grab whatever's convenient, you're essentially putting sugar water in a Ferrari and wondering why it's sputtering. Here's what happens when you don't fuel properly: Your blood sugar crashes, your focus evaporates, and your personality literally changes. You become irritable, indecisive, and ineffective—exactly when you need to be sharp, confident, and persuasive. The solution isn't complicated, but it requires preparation and discipline. Start with breakfast—period. This isn't negotiable. You need something that gives you a slow burn: oatmeal with fruit, protein like eggs, something that keeps you steady until lunch. If you don't eat protein in the morning, you'll be hungry by 10 a.m. and making poor food choices. Pack your day the night before. Get a cooler. Fill it with real food: apples and almond butter, walnuts, dried fruits without added sugar, vegetables and hummus. Keep fresh fruit and vegetable juices without added sugar in small bottles. This isn't about being a health fanatic—it's about maintaining peak performance when deals are on the line. Here's the game-changer: Don't wait for fatigue or extreme hunger. Stay ahead of it. The moment you feel your energy dipping, that's too late. You should be fueling consistently throughout the day, not rescuing yourself from a crash. And here's a pro tip that might sound simple but works: Carry apples everywhere. When you start getting hungry and your personality begins to shift, an apple gives you just enough sugar and energy without the crash that comes from processed snacks. It's your emergency reset button. How Back-to-Back Meetings Create Sales Burnout and What to Do Instead Now let's talk about Marcus's burnout problem, because this one hits close to home for every salesperson drowning in Zoom fatigue and calendar chaos. Being on camera wears you out way faster than face-to-face meetings. If you're scheduling yourself back-to-back-to-back without recovery time, you're your own worst enemy. There's no formula that's going to solve the problem of walking from one meeting directly into the next meeting into the next meeting. Your brain can't handle it, and your performance will suffer. Take control of your calendar. I know this sounds obvious, but how much of your scheduling nightmare did you do to yourself? How often do you say yes when you should say no? How many meetings do you accept because of FOMO—fear of missing out—when the meeting is actually superfluous? Audit your last 30 days of meetings. Really look at them. How many could you have declined? How many were necessary for moving deals forward versus just making you feel busy and important? Here's what's really happening: You're filling your calendar to prove your value and demonstrate how busy you are. But a packed calendar isn't a badge of honor—it's a recipe for burnout and poor performance. It takes confidence and self-ownership to say,

Leadership is the single most important factor in a sales team's success. You can have talented reps, strong products, and a solid sales process, but without effective leadership, performance stalls. As Duff Tucker, Sales Trainer, puts it on this episode of the Sales Gravy Podcast: "You have to model the behaviors that you want your team to live out. When you model those, you get a lot of credibility. You have respect. You have influence.” In today's hyper-competitive sales environment, your team has choices. Top performers can work anywhere. Average reps will coast if you let them. But the teams that consistently crush quotas, retain top talent, and create cultures where everyone wants to win all have one thing in common: a leader who has mastered the fundamental skills that turn potential into performance. Here are five leadership skills every sales manager must master to drive their team to the next level.  1. Clear Communication: No Confusion, No Excuses Sales teams don't fail because of a lack of talent—they fail because of unclear expectations. Leadership starts with communication. If your reps don't know exactly what you expect, how you measure success, or where they're falling short, you're setting them up to miss the mark. Clarity means: Defining priorities: What activities matter most (calls, meetings, proposals) and why. Eliminating ambiguity: No mixed signals, no “read between the lines.” Giving feedback in real time: Don't wait for quarterly reviews to correct course. Practical tip: After every meeting, send a short recap of agreed actions and timelines. It reinforces expectations and removes excuses. Vague leadership creates vague results. 2. Goal Setting & Vision: Building Direction, Not Just Numbers A sales leader isn't just a scoreboard watcher. Your job is to give your team something bigger to aim at than just “hitting quota.” Without a clear vision, teams drift into reactive mode and lack initiative. People perform better when they're chasing a clear, meaningful vision.  Effective goal setting requires more than revenue targets. It's about: Tying team goals to organizational strategy. Breaking big objectives into manageable activity benchmarks. Painting a picture of what winning looks like so reps can see themselves in it. Practical tip: Start every month by walking your team through why their goals matter and how success impacts the company, the customer, and their own careers. When reps buy into the vision, they push harder to achieve it. 3. Coaching: From Boss to Builder Micromanagers kill momentum. Coaches create it. Leadership in sales means shifting from telling people what to do to building people who can do it themselves. Great sales coaching involves: Observation: Ride-alongs, call reviews, pipeline inspections. Targeted feedback: Specific, actionable, focused on behaviors, not personality. Development mindset: Every interaction is a teaching moment. Practical tip: Block weekly one-on-one coaching sessions that focus on skills and pipeline health. Ask questions that uncover roadblocks instead of delivering lectures. Consistently coached reps outperform those left to figure it out alone. 4. Adaptability: Leading Through Change Markets shift, customers evolve, and strategies that worked yesterday won't guarantee tomorrow's success. The best leaders view challenges as opportunities. Adaptability looks like: Adjusting sales strategies with confidence. Staying ahead of industry trends, not reacting late. Modeling resilience when things don't go according to plan. Practical tip: Hold monthly “market pulse” sessions where you and your team discuss shifts in buyer behavior, competitor activity, and emerging tools. This keeps your team agile and ready to move, rather than stuck waiting for direction. 5. Accountability & Recognition: The Performance Balance Leadership is about balance, not being a cheerleader or tyrant.

Here's a question about sales territory disputes that'll make your head spin: What do you do when overlapping territories and shared relationships turn your sales team into a collection of lone wolves fighting over who owns what? That's the exact predicament faced by Kayla Lujan, VP of Sales at Down to Earth Landscape and Irrigation, in Orlando, Florida. Her team manages defined territories, but their business model creates inevitable crossover with HOA managers who oversee multiple properties spanning across different reps' territories. As she put it: "I've really seen the team kind of lose focus on working as one or team selling and more of … a what's mine versus working together." If you're nodding your head right now, you're not alone. Territory disputes are one of the most destructive forces in sales organizations, and they're costing companies their collaborative culture and their best deals. The Psychology Behind Sales Territory Wars Salespeople are wired to win. And when territories overlap, that competitive drive turns inward, creating internal battles that hurt everyone. I learned this lesson the hard way when I was a VP of sales managing local and regional account executives. We had big regional accounts sitting in local territories, and the fighting was relentless. Local reps would work around the system, hide opportunities, and go through back doors to protect "their" accounts. The result? We lost major deals because the wrong person with insufficient skills was working them solo, or we'd win the business only to have explosive commission disputes after the fact. But here's what shocked me most: When we gave people the choice between money or credit on the ranking report, they fought harder over the credit than the commission. They'd forgo 100% money but wage war over who got recognition for closing the deal. That tells you everything you need to know about sales psychology. It's not just about money—it's about winning, recognition, and status. The Real Cost of Territorial Thinking Territory disputes create uncomfortable team meetings and destroy your sales effectiveness in three critical ways: Lost Deal Value: When the wrong rep works a deal alone because they're protecting their turf, you lose the collective expertise that could close bigger opportunities. Relationship Damage: Customers get confused when multiple reps approach them without coordination, making your organization look disorganized and unprofessional. Top Performer Exodus: Your best salespeople get frustrated with the politics and infighting, leading them to seek opportunities at companies with better team cultures. The companies that figure this out win big. The ones that don't hemorrhage talent and revenue to organizations that actually know how to build high-performing sales teams. The Solution: Strategic Commission Pools and Clear Ownership For Kayla's HOA challenge—and similar overlapping territory situations—here's the framework that actually works: Assign Relationship Ownership: The rep with the core relationship (the HOA headquarters contact) owns account retention and expansion. They're responsible for keeping that account long-term and get compensated accordingly. Create Local Opportunity Roles: Local reps in each territory focus on building relationships with on-site contacts—facility managers, groundskeepers, community center staff. They get compensated for new project acquisition and spot opportunities within their geographic area. Implement Commission Pools: Instead of fighting over who gets what percentage, create a commission pool for each major account. The pool gets divided based on roles and contributions, not territorial claims. Force Up-Front Agreements: Here's the crucial part: Make involved parties agree on commission splits before any work begins. Post-deal disputes are exponentially harder to resolve than pre-deal agreements. The Leadership Mindset Shift

Sales activity is the lifeblood of your career. But for too many salespeople, it's the very thing holding them back. You're generating a ton of activity, your calendar is packed, your inbox is overflowing, and by the end of the day, you're drained.  But your numbers aren't moving. You're not gaining ground; you're just driving in circles. As Ron Karr, author of Velocity Mindset, says, the difference between amateurs and top performers isn't how fast they move, but whether they're moving with a clear, defined direction. The problem isn't laziness. It's that you're mistaking motion for momentum. And that's why you feel stuck. The Problem: Sales Activity Without Purpose Most salespeople today are trapped in a cycle of sales activity that leads nowhere. Instead of pursuing long-term, meaningful outcomes, they chase short-term wins: a quick meeting booked, a proposal sent, a Request for Proposal (RFP) answered. But those wins don't move the needle. They pull you onto a field controlled by competitors. You're responding to bids, filling out forms, and competing on price. That's not selling—it's order-taking. And order-taking will keep you broke no matter how much activity you pile on. The Real Cost of “Busyness” Busyness isn't just about wasted time. It's about emotional avoidance. The reason you bury yourself in low-value sales activity is that it feels safe. These tasks create the illusion of productivity while shielding you from what you're really afraid of: rejection. Instead of calling the prospect who's gone cold, you refresh your CRM. Rather then reaching out to the big account you've been circling, you tidy your inbox. Instead of pushing into a tough conversation, you polish the proposal one more time. You're not lazy. You're working hard. But effort without purpose is like a car spinning its wheels in the mud. Lots of noise, lots of energy, but no forward motion.  The Solution: High-Leverage Sales Activity Not all sales activity is created equal. Some actions produce a 10x return. Others are pure waste. Top performers know the difference—and ruthlessly prioritize the former. Here are three high-leverage sales activities that separate pros from amateurs: Proactive Prospecting Your sales pipeline is the fuel tank for your career. If it's empty, you're not going anywhere. Prospecting isn't a side task you do when you have extra time. It is the job. That means making outbound calls, sending personalized emails, and using LinkedIn to connect with people who aren't already in your orbit. Stop waiting for the phone to ring. Go make it ring. Meaningful Conversations Once you get a prospect's attention, the goal isn't to rattle off product features. It's to have a value-driven conversation. That means asking discovery questions that uncover their goals, their pain points, and their motivations. It means showing up as an expert and positioning yourself as a trusted advisor, not another vendor. When you consistently create conversations that center around the customer's needs, you become indispensable. Prospects should feel like they'd be foolish not to work with you. The Power of “No” Not every opportunity deserves your time. Amateurs say yes to every opportunity and demo request. Top performers say no. Qualify hard; disqualify fast. The hours you spend chasing a dead deal are hours you could invest in finding a stronger one. Being busy with the wrong opportunities makes you broke. Saying no to the wrong leads frees you up to say yes to the right ones. Your Action Plan To Go From “Just Busy” To Productive Breaking the cycle of wasted sales activity requires intention and discipline. Here's how to start: Step 1: The Activity Audit For one week, track everything you do—calls, emails, meetings, busywork. At the end of the week, review your log and ask: Which of these activities directly moved a deal forward or created new pipeline? Most of what you thought was productive won't make the cu...

Here's a question that'll flip your understanding of cultural intelligence in sales upside down: How do you win over a room full of skeptical Spanish teenagers when you're the obvious American outsider who barely speaks their language? That's exactly what Spencer Birmingham from Arkansas faced when he called into Ask Jeb. Fresh out of college with a marketing degree and an internship at International Paper under his belt, Spencer was heading to Spain for eight months as a language teaching assistant. His challenge? Figure out how to connect with Spanish students and "sell" them on American culture and the English language. What started as a simple question about gaining cultural perspective turned into a must-listen discussion of the universal principles of influence—principles that work whether you're closing deals in boardrooms or winning over teenagers in Spanish classrooms. The Universal Language of Human Connection Spencer had already absorbed one of the key lessons from Sales EQ—the brown paper bag of bread story about understanding what matters to your prospect. But he was struggling to see how those principles would translate across cultural and language barriers. Here's the breakthrough: The five core decisions people make before they buy into you—Do I like you? Do you listen to me? Do you make me feel important? Do you get me? Do I trust and believe you?—are universal. They transcend language, culture, and geography. Whether you're selling software to executives in Atlanta or teaching English to teenagers in Madrid, every human being makes these same emotional decisions before they'll open their hearts and minds to your message. The Listening Advantage That Trumps Language Barriers Most teachers (and salespeople) make the same fatal mistake: They walk in talking. They assume their job is to deliver information, share knowledge, and demonstrate expertise. Wrong approach. The secret weapon that works in every culture? Start by listening. Instead of walking into that Spanish classroom and immediately launching into English lessons, what if Spencer started by asking questions: "Tell me something about yourself that not many people know. What are your biggest challenges with English? Why do you want to learn this language?" This approach leverages what we know about human psychology in complex sales: When you listen first, you accomplish three critical things simultaneously. First, you demonstrate likability through genuine interest. Second, you prove you're actually listening—the foundation of all trust. Third, you make people feel important, which is the most insatiable human need. Speaking Their Language (Even When You Don't) Here's where it gets fascinating. Spencer worried about the language barrier, but that's actually his biggest opportunity. The language that matters most isn't Spanish or English—it's the language of being a teenager in Spain. It's the language of their challenges, their dreams, their world. When Spencer takes what they share about themselves and incorporates it into his lessons, suddenly he's not the outsider trying to force American culture on them. He becomes the person who gets them. "Remember when you told me about your soccer tournament? Let's practice describing that experience in English." Suddenly, English isn't a foreign concept—it's a tool for expressing what matters to them. This mirrors exactly what happens in complex sales. The most successful salespeople don't speak the language of their product features—they speak the language of their prospect's business challenges, industry pressures, and personal goals. The Power of Making People Feel Heard There's a reason why building trust through active listening is foundational to every sales methodology: It's the fastest way to move from outsider to trusted advisor. Spanish teenagers, like buyers everywhere, are drowning in noise. Everyone's talking at them—parents, teachers, social media.

In today's economy, being the account manager who keeps clients happy and renewals steady simply isn't enough. Every budget line item is under the microscope. Customers want proof of ROI, so you have to show measurable value while driving growth. Reva Pellerin, the #1 enterprise account manager at Vidyard, puts it bluntly: "If you simply renew your book of business at 100%, that's not your target. Your target is to grow the customer base." The best account managers aren't just order-takers. They're hunters—finding new opportunities, building pipeline, and actively selling within their own territory. They expand their influence before competitors slip in. So, how do you trade in your passive approach for a hunter's mindset?  The Three-Step Hunter's Playbook for Account Managers Top account managers share one thing in common: they work their accounts daily. They're intentional, consistent, and always looking for ways to help clients solve new problems. Here are three steps on how to adopt the same approach. 1. Prospect Your Own Accounts Prospecting isn't just for new business reps—your current accounts are the richest hunting grounds you have. You already have access and credibility; now you need to leverage them. Even a 30-minute weekly block can uncover new revenue. Map the organization: Use tools like LinkedIn Sales Navigator to map the client's company beyond your primary contacts. Look for new hires, promotions, or departures. A new executive often means new initiatives and budgets, creating a prime opening for you. Set alerts so you're the first to know. Search for adjacent pain points: Don't just focus on the problems your solution already solves. Talk to your contact and ask them about what other departments are struggling with. A simple question like, "I'm curious, what's the biggest challenge the operations team is facing this quarter?" can lead to an introduction to a new buyer and a new opportunity. Send targeted outreach: When you identify a new potential buyer, don't cold call them. Send a personalized email referencing your existing relationship with their colleague and the value you're already providing.  For example: "Hi [New Contact Name], your colleague [Existing Contact Name] and I have been working together to help their team achieve [Specific Result]. I wanted to see if the challenges you're facing in [Their Department] are similar, as we might be able to help." 2. Master the Expansion Sale Expansion sales aren't about pushing more products—they're about solving more of your customers' problems. The best account managers think like consultants: they uncover needs, tailor solutions, and connect them to strategic objectives. Ask penetrating questions: Instead of asking, "Do you need more licenses?" try asking questions that reveal a need. For example: "I know you're focused on improving efficiency. Where are your biggest bottlenecks, and what's the cost of those bottlenecks?" “What's the next big initiative you're planning?” “What are you under the most pressure to deliver this quarter?” Link to measurable outcomes. If your solution saves time, estimate the cost savings. If it improves output, quantify the gain.  Position the expansion as risk reduction. Many leaders will spend to avoid failure before they'll spend to chase success. Show how the additional product or service reduces operational risk, customer churn, or missed revenue. Collaborate with your champions. Work with your existing advocates inside the account to co-create the expansion pitch. They know how decisions get made internally, and they can help you frame the opportunity in language that resonates with leadership. 3. Leverage Your Success for Referrals Referrals are one of the most underused growth levers in account management. The key is asking at the right time—after you've delivered a clear, measurable win. Earn the right first. Advocacy follows impact.

Overcoming call reluctance starts with understanding why even seasoned sales pros freeze up when it's time to pick up the phone. They're paralyzed by one simple fear: interrupting a prospect's day. That's exactly what Kurt Roberts from Richmond, Virginia, brought to the table. Kurt's problem wasn't about not knowing what to say or how to pitch—it was the mental block around the very idea of interruption. He hated being interrupted by low-quality sales calls himself. And even though 99% of the time prospects were receptive to his message, he couldn't shake the feeling that he was being pushy just by dialing the phone. Kurt's got the skills. He knows what to say. His prospects love him once they're talking. But every time he reaches for the phone, his stomach knots up. Sound familiar? If you've ever stared at your phone, finger hovering over the dial button, worried about being "that pushy salesperson," you're not alone. The Projection Trap: Why Your Empathy Is Working Against You Kurt's challenge is rooted in something I call projection—deciding for your customer how they'll feel before you've even spoken to them. If you have a high level of empathy (and many great salespeople do), you naturally put yourself in the other person's shoes. You think: "I wouldn't want to be interrupted, so they won't either." Here's the brutal truth: That empathy is killing your pipeline. Because you don't actually know if your call will be an annoyance or the best thing to happen to them today. I've bought plenty of products from salespeople who "interrupted" me, because their timing and message were right. That wouldn't have happened if they'd let their fear of bothering me keep them from picking up the phone. The One Thing That Makes Interruption Welcome Nobody likes to be interrupted. But if you are going to interrupt, make it worth their time. Think about it: Would you rather get a cold call from someone who clearly knows nothing about you, or from someone who's done their homework and has a relevant, valuable reason for reaching out? There are two ways to make your outreach relevant: 1. Personalized Messaging for High-Value Prospects Do your research on the specific individual. Learn about their company, role, and current challenges. Use that to craft a tailored message that connects your solution directly to their world. This is essential for high-value, niche, or executive-level prospects. 2. Targeted Messaging for Scaled Outreach Build messaging that resonates with a clearly defined group—people who share the same role, industry, geography, or problem set. It's not as specific as personalized outreach, but it's still relevant to most people in your target list. Test it. If your calls fall flat, adjust the message until it clicks. Stop Confusing Prep Work with Prospecting Here's where most salespeople sabotage themselves: They spend their "prospecting time" researching LinkedIn profiles and crafting the perfect email instead of actually dialing. Let me be clear: Research is not prospecting. Building messaging is not prospecting. Prospecting is picking up the phone and interrupting people. Everything else is prep work. Block separate time for building your targeted or personalized messaging. Then protect your prospecting time like your mortgage payment depends on it—because it does. From Pushy to Helpful: Reframing Interruption Kurt's empathy makes him a sales rockstar once he's in conversation. But he was letting his concern for prospects' feelings rob them of the chance to work with him. That's not empathy—that's selfish. The shift is simple but not easy: You're not interrupting to take from them, you're interrupting to help them. You've earned the right to interrupt because you've done the work to make your outreach relevant. Missing a chance to help them because you didn't call? That's the real loss. 5-Step Action Plan to Crush Call Reluctance If you're struggling like Kurt,

In 1960, two brothers scraped together $900 and bought a failing pizzeria in Michigan, launching what would become a cautionary tale about sales incentive programs gone wrong. Within months, one brother traded his half of the business for a beat-up Volkswagen, leaving Tom Monaghan alone with his ambitions. By 1965, with three stores under his belt, Tom faced a naming crisis. He couldn't legally keep using the original name, DomiNick's, so an employee suggested "Domino's." The logo? Three dots, one for each store. Tom figured he'd add a new dot for every location. After opening store number five, he wisely reconsidered that plan. Because what happened next wasn't just growth—it was an explosion that would teach sales leaders everywhere a crucial lesson about the double-edged sword of powerful incentives. How One Sales Incentive Program Nearly Destroyed a Billion-Dollar Company Here's what America looked like in the early 1980s: Microwave ovens were revolutionizing kitchens, Federal Express was making overnight delivery an expectation, and Americans weren't just eating faster—they were living faster. Domino's fit perfectly into this new rhythm, but Tom Monaghan wanted more. In a move that bordered on dangerous, he made a promise so simple it would define the company for decades: "Pizza Delivered in 30 Minutes or It's Free." It wasn't just about pizza. It was about certainty. And America bought it—literally. Within a year, sales exploded. From 200 stores in 1978 to over 2,500 by 1985. Over 5,000 by 1989. Every store became a speed factory with slimmed-down menus, cookie-cutter layouts, and drivers who might as well have been sitting behind the wheel with engines already running. Competitors couldn't keep up. But here's the brutal truth about speed: you don't see the danger until it's too late. The Hidden Dangers of Performance-Based Compensation Here's what every sales leader needs to understand: Powerful sales incentives, pushed too far, create unintended consequences that can destroy company culture. This principle, that when metrics become targets, they cease to be good metrics, would prove devastatingly true for Domino's. At first, the cracks were small. A delivery driver rolling a stop sign here, a speeding ticket there. But this wasn't a system built to reward patience—it was built to reward speed at any cost. Inside Domino's stores, the pressure wasn't subtle. Drivers were expected to race the clock. If they missed the 30-minute mark, some franchises made them pay for the order out of their own pockets. The message was clear: make it fast, or make it up yourself. Rolling stops became running red lights. Neighborhood shortcuts turned into risky maneuvers through heavy traffic. What customers didn't see—and what Domino's executives refused to acknowledge—was that they'd created a ticking time bomb. Speed wasn't just a business model anymore; it had become a way of life that determined every employee's behavior, and smart sales leaders understand this connection between incentives and culture. By the late 1980s, insurance companies raised Domino's premiums by 15-20 percent. Reports surfaced of accidents tied to delivery drivers rushing to meet the 30-minute window. Then came the story that changed everything: A Domino's driver in St. Louis ran a red light, colliding with another vehicle. Inside that car was Jean Kinder, whose life was permanently changed. The jury awarded her $78 million in punitive damages. In 1993, Domino's officially ended the 30-minute guarantee in the United States. Here's what most sales leaders get wrong about incentives: they don't just shape what people do—they shape who people become. Sound familiar? It should. Because this same pattern plays out in sales organizations every single day. 5 Warning Signs Your Sales Incentives Are Backfiring Take Wells Fargo's aggressive cross-selling goals in the mid-2010s. Supervisors told bankers to open more accounts,

The transition from closer to coach is where most new sales leaders struggle. You've put in the work, made the calls, and closed the deals. Your numbers speak for themselves. You were the rainmaker. The top dog. The one everyone pointed to as the example of what a salesperson should be. Finally, you've earned the promotion you've been chasing: Sales Manager. The very habits that made you successful as a top-performing rep (moving fast, working independently, and ignoring administrative tasks) can work against you in a leadership role. Your win column is no longer personal; it's team-wide. As Kyle Jager, founder of Vendi Consulting, states in this episode of the Sales Gravy Podcast, “If you're transitioning from a sales or individual contributor into a leadership role, you probably are great at sales. But now you have to become a great leader. And that takes time. It takes practice, but it also takes some learning.” Why Most New Sales Leaders Fail Most new sales leaders crash and burn within their first 18 months. Not because they can't sell, but because no one ever taught them how to lead. They walk into the role thinking it's just sales, but with a nicer title and better commission overrides. So they default to what they know: chasing deals, staying in the weeds, and trying to be the hero. But leadership isn't about closing deals. It's about developing people. And if you don't make that shift fast, your team won't follow—and your results will suffer. Stop Being the Hero: Your New Job Description As an individual contributor, you were the hero of your own story. Pipeline looking thin? Hit the phones harder. Deal stalling? Jump in and save it. Commission check light? Work more hours. As a sales leader, your job is to make others the heroes of their stories.  That means: Your success is now measured by your team's results, not yours. You're only as good as the people you lead. You have to develop people, not just manage numbers. Your weakest performer deserves as much attention as your top gun. You become a multiplier. One great salesperson affects one quota. One great sales leader affects ten quotas, twenty quotas, or more. The Five Non-Negotiable Disciplines of Being a New Sales Leader 1. Master the Art of Sales Coaching Coaching is not cheerleading. It's not motivational speeches or rah-rah meetings. Real sales coaching is the systematic development of specific skills through observation, feedback, and practice. You cannot coach what you cannot see. Get in the field with your people. Listen to their calls. Watch their presentations. Most new sales leaders avoid this because it's time-intensive and uncomfortable.  Establish a consistent coaching cadence. Hold weekly one-on-ones to dig into deals, metrics, and skills.  Remember: your goal is not to create mini-versions of yourself. As a new sales leader, your goal is to help each salesperson become the best version of themselves. 2. Build and Maintain Pipeline Discipline As an individual contributor, you managed one pipeline. Now you're responsible for multiple pipelines, and pipeline discipline becomes exponentially more critical. Implement non-negotiable pipeline reviews. Weekly pipeline meetings should be sacred time where every opportunity gets analyzed. Teach your team to be ruthless about pipeline hygiene. Dead deals must be purged. Stalled opportunities need action plans or elimination. Every deal in the pipeline should have a clear next step, decision-maker involvement, and a realistic close timeline. Most importantly, never let your team's pipeline run thin. When pipeline gets weak, panic sets in, and desperate salespeople make desperate decisions.  3. Become a Hiring Machine Your success depends entirely on having the right people on your team. This means you must become obsessed with recruiting and hiring A-players. Stop hiring people you like and start hiring people who can sell.

Here's a question that'll drive you absolutely crazy: How do you sell professional services without giving away everything for free? That's the burning question from Laura and Adam, attorneys who are struggling with the classic professional services dilemma. Their intake team and attorneys want to showcase their expertise by giving away everything for free during sales conversations. Meanwhile, they're also trying to figure out what kind of salesperson they need to hire to sell high-value legal services effectively. If you're nodding your head right now, you're not alone. This is the most common trap I see professional service providers fall into, and it's bleeding them dry while their competitors who keep their mouths shut are crushing them in conversion rates. The Professor Problem: Why Being Smart Is Making You Broke Laura nailed it when she described their current approach as "professorial." They show their talents and knowledge, thinking, "How can they not want to hire us because we're so brilliant?" But here's the brutal, kick-you-in-the-gut truth: The more you teach on sales calls, the lower your closing ratio becomes. Period. No exceptions. The less information you give, the higher your closing ratio goes. This isn't just theory—it's what I've learned from years of training consultants and professional service providers. When practitioners get on sales calls, it's incredibly hard not to show all our cards or teach people during the conversation. But you're not running a free consultation. You're running a sales process. Why Information Is Your Leverage—Not Your Gift Here's what Laura and Adam's team needs to understand: Information is your leverage. Are you going to give your leverage away for free? The key is teaching your intake team how to ask questions and bring the person through a process. You're connecting with prospects, learning about them, getting them talking about their fears, helping them articulate what they want, and then building a quick value bridge to why they should sign with your firm. Then—and only then—do you ask for the commitment. When prospects start fishing for free legal advice, you shut it down fast with this exact response: "That's a really, really good question. And that's exactly why we need to get you booked with an attorney so that you can sit down with a professional who can walk you through that strategy. Let's go ahead and get you signed up." The High-Stakes Hire: What to Look for in Professional Services Salespeople When you're selling high-value services instead of products, you need a special type of salesperson. Here are the three make-or-break qualities that will determine whether your hire is a rockstar or a disaster: They Need to Be Street Smart - Not book-smart—street-smart. They need to think on their feet because you've got different types of people coming to you with different cases. If someone is used to just following a script, they're not the right person for you. High Emotional Intelligence with Outcome Drive - This is the tricky balance. They need high emotional intelligence to quickly connect with people and build relationships. But they also need enough outcome drive to ask for the commitment and not let people off the hook. You're essentially running a one-call close. A person comes in, you take them through the journey, and then you ask them to make a commitment. If they don't commit on that call, your chances of signing them as a client go down exponentially over time. The Goldilocks Zone - If you hire someone too far on the outcome-driven side, they'll be pushy schmucks who pressure people, strongarm prospects, and destroy your reputation. You'll end up with buyers' remorse and angry clients. If you hire someone too relationship-driven with too much empathy, they'll have great conversations and make wonderful friends—but they won't convert anybody into customers.

If you're only showing up in one place, you're not showing up at all, which is why top sales reps are making multi-channel prospecting a priority and leveraging LinkedIn to get ahead.  "The reality of buying and selling is that everyone has different preferences, and as a salesperson, we need to use as many tools as possible. If you are only making calls or sending emails, you're missing [prospects] that don't answer calls or reply to emails," says Daniel Disney, one of the world's leading social selling experts and founder of The Daily Sales. In today's sales landscape, understanding and navigating the "Prospecting Maze" is no longer optional—it's essential. The Prospecting Maze: Why Single-Channel Fails The modern buyer isn't linear. They don't follow a step-by-step funnel. Instead, they're zig-zagging across digital touchpoints: social feeds, emails, websites, calls, review sites, podcasts, webinars, and peer referrals. A prospect might first see your company mentioned in a LinkedIn comment, hear about you from a colleague, get a cold call later that week, and convert after reading third-party reviews.  This is where multi-channel outreach gives you a powerful edge. And in the world of B2B, LinkedIn often becomes your competitive advantage. Why Using LinkedIn in Your Multi-Channel Prospecting Works Among your core outreach tools—phone, email, social—LinkedIn stands out. It doesn't replace cold calling. It reinforces it. Used strategically, it extends your credibility, warms up cold conversations, and drives responses other channels can't. Here's what makes LinkedIn a powerhouse in your multi-channel approach: Professional Credibility: A strong LinkedIn presence builds instant trust. Prospects see who you are, what you've done, and how you show up in your industry. Deep Prospect Insights: LinkedIn offers unmatched visibility into a buyer's job history, interests, content, and network. That context powers personalization that cuts through the noise. Soft-Touch Engagement: You don't have to push. LinkedIn allows you to comment, share, and message in a way that builds rapport, without asking for time or commitment right away. Message Amplification: Your posts and interactions can reach 2nd- and 3rd-degree connections. That passive visibility compounds your prospecting efforts. The LINK Framework: Your Multi-Channel Prospecting System You don't need to spend hours scrolling LinkedIn. In fact, you can see results in just 15 focused minutes a day — if you have a plan. That's where the LINK Framework comes in. It's a repeatable system for integrating LinkedIn with your outreach strategy and making every touchpoint count. L – Leverage LinkedIn for Insight Your first call sets the tone. Before you pick up the phone, use LinkedIn to gather quick intelligence such as your prospect's role, recent posts, company news, and shared connections. Example Cold Call Opener: “Hi [Prospect Name], this is [Your Name] with [Your Company]. I'm calling because I saw [Your Company] recently [published an article on X / celebrated a milestone / hired new talent], and it made me think about how other leaders in [their industry] are grappling with [specific problem that your solution solves].” I – Integrate Channels with Purpose Don't silo your outreach. Each touch should build on the last, referencing LinkedIn in your emails, following up calls with connections, and weaving consistent messaging across every interaction. Example Touch Pattern: Touch 1: Phone call + voicemail Touch 2: Immediately after your call, send a LinkedIn connection request Touch 3: Email referencing LinkedIn or voicemail Touch 4: Comment on their recent post or share a relevant industry article Touch 5: Second phone call Touch 6: LinkedIn message with relevant insight or asset N – Nurture Through Engagement Your prospects see who shows up. Stay in their world by regularly interacting with their content.

Should you use sales scripts to close more deals? That's the question I get from salespeople who are struggling to hit their numbers and looking for that magic bullet that'll transform their results overnight. They want to know if there's a perfect set of words that'll make prospects say yes every time. Here's my answer: No. Not just no, but hell no. If you're using scripts, you're using a crutch that's actually crippling your ability to build the one thing that closes deals: trust. And worse, you're hiding behind that crutch instead of developing the real skills that separate elite performers from the pack. The Script Crutch: Why We Reach for It I get why scripts feel appealing. When you're new to sales or struggling with consistency, having something to fall back on feels safe. Scripts promise to eliminate the fear of not knowing what to say next. But here's the problem: That safety is an illusion. When you rely on a script, you're outsourcing your brain to someone else's process. You stop listening to what your prospect is actually saying because you're too busy figuring out what line comes next. You lose your ability to respond authentically to their real concerns, fears, and motivations. Scripts turn you into a talking brochure instead of a trusted advisor. And prospects can smell it from a mile away. Think about the last time someone called you reading from a script. You knew within 30 seconds, didn't you? That robotic cadence, the inability to deviate when you asked a question, the way they plowed ahead regardless of your responses. How much did you trust that person? How likely were you to do business with them? What Scripts Actually Do to Your Performance Scripts don't just fail to help you, they actively hurt your results. They Kill Your Authenticity - The moment you start reading lines, you stop being yourself. Your natural charisma disappears behind memorized words. They Prevent Real Listening - When you're focused on delivering your next line perfectly, you're not truly hearing what your prospect is telling you. You miss the real concerns hiding behind their surface objections. They Make You Predictable - Every other salesperson calling your prospect is probably using the same script. When you sound like everyone else, you become a commodity that competes on price, not value. They Create Dependency - The more you rely on scripts, the less you develop your own skills. Instead of learning to think on your feet and handle objections naturally, you become dependent on having the "right" words handed to you. What Elite Performers Do Instead The best salespeople I know don't use scripts. They use frameworks—a structure that preserves authenticity while ensuring they cover all the bases. Here's the framework that works: Connect First Start every conversation by building genuine rapport. Not with scripted small talk, but with authentic curiosity about who they are and what they do. Unpack Their Fears Early Most salespeople wait until the end to handle objections. Elite performers get them on the table immediately. "Tell me about a bad experience you've had with contractors before." "What are you most worried about with this decision?" You can't script these conversations because every prospect's fears are different. Understand Their Motivation Why are they really doing this? What's the trigger event that brought you together? What happens if they don't solve this problem? These insights come from skilled questioning and active listening, not memorized presentations. Explore Their Desired Outcome Get them talking about their aspirations. What does success look like? When prospects paint their own picture of a better future, they're selling themselves. Make Recommendations Like a Consultant When you've truly listened and understood their situation, making recommendations becomes natural. You tie everything back to what they told you: "You mentioned you're worried about quality....

You know the feeling. You're mid-pitch, and you watch your prospect's eyes glaze over—their mind somewhere else entirely. It's exhausting, demoralizing, and it's killing your close rate. But what if you didn't have to push so hard? What if you could create the kind of pull where prospects actually leaned in and said, “How do I get started?” In this episode of the Sales Gravy podcast, high-performance coach Kristin Andree shared her perspective: "If we put ourselves out there and let people know who we're looking for and be excited about it and excited about helping them, we attract them." The difference between top performers and everyone else isn't talent—it's their prospecting approach. Elite salespeople don't convince prospects to buy. They make prospects want to buy.  The Exhaustion of the Old Way If you feel like you're always running uphill, you're not imagining it. Most salespeople are stuck in a reactive mindset—constantly pursuing leads who haven't shown real interest. This is where the exhaustion creeps in. You follow up relentlessly, only to get ignored. You worry about being too aggressive. Your outreach starts to feel desperate instead of helpful. Prospects can feel that energy shift. When you're trying to close anyone, instead of helping the right ones, you come across as transactional. You sound like a pitch, not a person. You become just another vendor fighting for attention and pricing leverage. 4 Ways to Make Prospects Come to You Attraction in sales is about relevance and resonance. You stop pushing your solution on people who don't care and start showing up in a way that makes the right people take notice. That's the core of value-based selling. It's not about feature dumps, aggressive closes, or chasing "maybe" prospects. It's about clearly communicating how your solution solves urgent problems, accelerates outcomes, and makes your buyer's life easier or better. When done right, it flips the dynamic entirely. You move from interrupting to inviting. From being just another sales rep to someone your prospect actually wants to hear from. Here's how to put that into action: 1. Lead With Curiosity, Not Pitch Decks Before you ever think about pitching, dedicate time to genuinely understanding your prospect's world. Research their industry, their company, and their specific role.  Ask insightful, open-ended questions that uncover their true challenges, not just surface-level issues. Listen for the underlying pain, unspoken frustrations, and desired outcomes. When you truly listen, you gather the knowledge to position yourself not as a salesperson, but as an informed resource. Imagine a software sales rep for a project management tool. Instead of immediately launching into features, they might start by asking, "What are the biggest bottlenecks your team faces in project delivery right now?" As the prospect describes disorganized communication or missed deadlines, the rep then offers to share a related article. This positions the rep as knowledgeable and helpful, building rapport and trust before ever mentioning their product. 2. Use Content as a Sales Magnet You don't need to be an influencer to build credibility. Every rep can become a curator of insight—and that's often more valuable than always trying to create original content. Share relevant articles: Find industry news, research, or thought leadership pieces that address your ideal client's pain points and share them on LinkedIn with your own insightful commentary. LinkedIn Posts & Videos: Craft short, valuable posts offering tips, insights, or asking thought-provoking questions related to your niche. Short video tips addressing common challenges can be very impactful. Intelligent Commentary: Engage thoughtfully in industry discussions online. Your informed perspective demonstrates expertise and attracts like-minded professionals. Every time you share something helpful, you reinforce your value.

Here's a scenario that'll hit close to home: What do you do when you were crushing your numbers just months ago, but now you can't seem to close anything and your confidence is in the gutter? That's exactly what happened to Dhruv, a business development rep from Saint Louis. After figuring out his rhythm in Q1 and hitting strong performance numbers, he found himself in a two-month slump with low attainment and shattered confidence. If you're nodding your head right now, you're not alone. Every sales professional faces these valleys, and how you respond determines whether you bounce back stronger or spiral further down. The Confidence Crisis: When Success Breeds Complacency Dhruv's story reveals a pattern I see constantly in sales organizations. After a strong Q1, he got comfortable. His dials dropped. He thought he had it all figured out. Sound familiar? Here's the brutal truth: Success without discipline is temporary. The moment you stop following the process that got you there, you're setting yourself up for a fall. When things started going sideways in April, Dhruv did what most salespeople do—he panicked. He started questioning everything, looking for new scripts on LinkedIn, using AI to find the "perfect" approach. Everything except the one thing that would actually help: going back to basics. The Fundamentals Never Go Out of Style I told Dhruv about John Smoltz, the Cy Young Award-winning pitcher who spoke at an event I attended. Smoltz explained that when baseball players get into a slump, they start changing everything—looking for magic pills, new techniques, secret solutions. But here's what champions do differently: They go back to the fundamentals. Take Kobe Bryant. Every morning at 4 AM, he'd spend three to four hours working on the same basic skills he learned as a kid. The fundamentals that made him great in the first place. The same principle applies to fanatical prospecting. When you're in a slump, you don't need new techniques—you need to execute the proven process with precision and discipline. Process Goals vs. Outcome Goals: The Confidence Builder When your confidence is shaken, outcome goals become your enemy. Focusing on "I need to close three deals this week" when you're struggling just adds pressure and anxiety. Instead, shift to process goals: How many calls will you make today? Are you using your five-step framework consistently? Are you delivering your ledge statements with conviction? Are you following up with discipline? I shared with Dhruv my own experience from when I was 24 and going through a terrible quarter. I was so down I didn't want to come to work. Here's how I climbed out: I started with 10-minute call blocks. Call for 10 minutes, then read three pages of an inspirational sales book as a reward. Rinse and repeat. Within 30 days, I was performing well. Within 90 days, I was the number one rep in my region. The key wasn't finding a secret technique. It was trusting the process in shorter, manageable increments. The Economic Reality: When Markets Tighten, Double Down Dhruv's slump coincided with companies pulling back on spending. But here's what most reps get wrong: When markets tighten, you need to make more calls, not fewer. The prospects with budget and urgency are still out there, they're just harder to find. That means more activity, not less. More discipline, not shortcuts. This is exactly what I cover in Selling in a Crisis—when economic conditions get tough, the fundamentals become even more critical. Your Confidence Comeback Action Plan If you're in a confidence slump right now, here's your roadmap back: Stop Looking for Magic Solutions Get off LinkedIn. Stop asking AI for the perfect script. The answer isn't out there—it's in the process you already know works. Break It Down When confidence is low, work in shorter blocks. Fifteen-minute call sessions with quick wins and self-recognition for executing the p...

Will AI steal your sales team's jobs? It's the question haunting every sales floor conversation and keeping leaders up at night. But here's the crucial insight: The biggest threat to your team's sales careers lies in misinterpreting AI's role. While the debate rages over robots replacing salespeople, forward-thinking organizations are already embracing "Agentic AI." This isn't your typical automation that just speeds up email sequences. It's a completely different approach that turns AI into your sales team's secret weapon, not their replacement. The companies getting this right aren't asking "How do we cut costs with AI?" They're asking, "How do we make our best salespeople unstoppable?" The answer is reshaping the entire profession, and it's happening faster than you think. Agentic AI is Far From Old-School Automation Most sales leaders think AI is about efficiency, and they're wrong. They think teams will only send more emails, make more calls, and process more leads. That's old-school automation thinking, not agentic AI Agentic AI refers to artificial intelligence systems that can independently make choices and take actions while working toward complicated objectives—all without needing constant human oversight or guidance. As Outreach CEO Abhijit Mitra puts it: Agentic AI engines focus on giving salespeople tools that enhance their strengths and simplify their daily tasks. Agentic AI enhances human judgment. Instead of automating relationships, it deepens them. Your top performers are successful because they make better decisions, read situations more accurately, and build stronger connections. Agentic AI amplifies gives your salespeople superhuman pattern recognition, instant access to contextual insights, and the ability to predict customer needs before prospects even realize them. Your best rep's intuition, backed by AI's analytical power, becomes an unstoppable combination. The Best AI is Custom Built Too many organizations buy the same generic solution their competitors are using and wonder why they're not seeing breakthrough results. Your sales process, market, and customers are unique. Your AI should be, too. Despite often being an expensive investment, custom AI solutions adapt to your specific industry terminology, recognize your unique buying patterns, and align with your particular sales methodology. If your team can't find ways to use generative AI effectively, then they need to read The AI Edge by best-selling author Jeb Blount. If they still struggle to use generative AI effectively, it might be time to invest in custom AI that captures and amplifies your unique competitive advantages. Why Most AI Implementations Fail From the Start Before you get excited about AI magic, be warned: Most AI implementations fail spectacularly. Not because the technology is flawed, but because companies skip the unglamorous groundwork. Your AI is only as good as your data. Garbage in, garbage out is both a tech cliché and the undeniable reason your CRM feels like a digital junk drawer and your sales forecasts are glorified guesswork. Companies that invest in data cleanup before implementing AI see immediate, measurable improvements. It's more than removing duplicate contacts. It's about creating a foundation where AI can learn meaningful patterns about your customers, your market, and your sales process. Poor data quality limits AI performance and makes it downright dangerous. When AI systems learn from incomplete or incorrect data, they amplify those errors across your entire sales process. Your reps start making decisions based on flawed insights, potentially damaging customer relationships and missing opportunities. The lesson? AI transformation is a data governance initiative. Get it right, and everything else becomes possible. How to Manage Your Team's Resistance to Change Picture this: You announce your AI initiative in Monday's sales meeting. Instead of excitement,

How can one comp plan mistake sabotage your sales team before they even start?  That's the challenge facing Adam and Laura from the Rossen Law Firm in Florida. After attending one of our Dallas workshops, they made the bold decision to transition to a non-attorney sales team. Six weeks later, they're all in on the strategy but hitting a wall on one critical issue: compensation structure. The problem? Like most law firms making this transition, they're stuck in the traditional legal mindset when it comes to paying salespeople. They can't pay direct commissions because of fee-splitting regulations, but they're struggling to create a compensation plan that motivates high performance. If you're nodding your head right now, you're not alone. This is the No. 1 stumbling block I see when law firms try to build professional sales teams, and it's costing them their best talent before they even get started. The Legal Industry's Compensation Conundrum Most law firms approach sales compensation like they're hiring another paralegal instead of recognizing they're building a revenue-generating machine. The traditional legal industry operates on billable hours, retainers, and partnership tracks. But sales? Sales is about results, motivation, and creating an environment where top performers want to stay and mediocre performers either level up or leave. When you try to force a square peg (sales compensation) into a round hole (traditional legal compensation), you get exactly what Adam and Laura discovered: confusion, frustration, and the risk of incentivizing the wrong behaviors. Why Fee-Splitting Regulations Actually Work in Your Favor Before you start cursing the legal profession's restrictions on fee-splitting, let me share something that might surprise you: This limitation can force you to build a better compensation structure than most sales organizations. Here's why: Instead of lazy commission-based thinking, you're forced to get creative with performance bonuses tied to specific outcomes. This means you can build a compensation plan that rewards the behaviors you actually want, not just the easy stuff. The key is shifting from a commission mindset to a performance bonus mindset. This isn't just semantic; it's a fundamental change in how you think about motivating your sales team. This approach requires strong leadership fundamentals, which is why understanding how to create a sales accountability culture becomes critical to your success. The Three-Layer Compensation Framework That Actually Works When I work with law firms on this challenge, I recommend a three-layer approach that satisfies legal requirements while creating real motivation: Layer 1: Competitive Base Salary This is your foundation. Pay a competitive salary that attracts superstar talent. Why? Because when you pay superstar wages, you can hold people accountable for superstar performance without them saying "you're not incentivizing me for that." If most of your comp is salary, you can explain expectations clearly and apply leadership, motivation, and inspiration to get people to do the hard things without getting paid extra for everything. Layer 2: Individual Performance Bonuses (Monthly) Focus on activity-based goals that drive results: Follow-up completion rates Number of qualified calls taken Conversion rates from initial contact to consultation Client onboarding task completion These should be measured monthly because salespeople need tighter timelines to stay motivated. The fundamentals of effective follow-up and systematic prospecting become crucial here. This is where mastering fanatical prospecting principles makes the difference between good and great performance. Layer 3: Team and Firm-Level Bonuses (Quarterly/Annual) This is where you create real ownership mentality: Quarterly team goals: Total new clients signed above baseline Annual firm goals: Overall revenue growth and profitability targets

How many times do you actually attempt to reach out to a prospect before you give up? On the Sales Gravy Podcast, Jessica Stokes calls out a common sales reality when prospecting: “We all know the average salesperson typically stops after three, maybe four attempts before moving on. We assume they're not interested. We want to find a juicier lead.” This common behavior defines The 3-Call Fallacy—the flawed belief that if someone doesn't respond after a few tries, they're not interested. It's where you probably tap out and tell yourself you've done enough. You haven't. Persistence is key.  Why Salespeople Quit Prospecting Too Early The premature retreat from prospecting isn't about laziness; it's rooted in fundamental misconceptions and fear. The Fear of Being Annoying The most common excuse? “I don't want to be a pest.”  You leave a voicemail, send an email, maybe try LinkedIn, and then you back off. You tell yourself you're giving them space. But your prospect doesn't remember you. When you're looking at your CRM thinking, "This is my sixth attempt—I'm going to tick this guy off," your prospect likely has no idea who you are. To them, today's call feels like the first time you've reached out. The Momentum Killer Spacing out your touchpoints destroys any traction you might have built. Waiting a week—or worse, a month—between messages forces you to restart every time. That familiar name? Forgotten. That compelling message? Gone. Momentum is built with consistency. Familiarity breeds trust, but only if you stay in front of them long enough to become familiar. The 4 Steps of Building a Fanatical Prospecting Sequence The fix? Being fanatical about sequencing.  It's about consistent, well-timed, multi-channel outreach that keeps your message fresh and front of mind. Stay Consistent: Don't let more than a few days pass between touchpoints. Regular rhythm creates recall. Think of it like a steady drumbeat—not a one-time boom. Use Multiple Channels: Your prospect may ignore emails but answer LinkedIn. Or they may screen unknown numbers but reply to a personalized video. Use all the tools available: Phone calls Emails LinkedIn messages Video messages Direct mail (for high-value prospects) Track Your True Attempt Rate: Most reps overestimate their persistence. Implement a rigorous tracking system, whether in your CRM or a simple spreadsheet, to log every single touchpoint. Reframe Your Mindset: You're not bothering people—you're offering help. If you believe in your product and know it can solve their problems, persistent outreach is a service, not a nuisance. The Prospecting Challenge Ready to put this into action? Take 20-50 leads and run a sequence over the next 30-45 days. Make contact attempts every few days using multiple channels. Track your progress. You'll likely discover: Responses after 8, 10, even 12 attempts. Prospects saying things like "I'm glad you reached out again" or "I was thinking about calling you back." Booked appointments you never would have gotten with the traditional 3-call approach. 3 Common Personal Objections (And Why They're Wrong) This is where self-sabotage shows up. Let's break down the common excuses: "I don't want to be annoying." Your prospect deleted your voicemail in 10 seconds. They're not sitting there with a map of all your attempts, getting angrier with each one. "If they were interested, they would have called back." People are busy. Interest doesn't always translate to immediate action.  "I need to focus on warmer leads." Every lead starts cold. The difference between a cold lead and a warm lead is often just consistent, value-driven follow-up. You make them warm. The Discipline Factor: Every Attempt Counts Just like you can't run a 10K after one day of training, you can't expect immediate results from prospecting. It's a cumulative effort that builds momentum over time.

Here's the brutal truth about social media for sales: You're already behind, and it's going to be a grind. That's the reality Margarita from Dallas discovered when she called into our podcast. She's a seasoned realtor with 20+ years of experience, built her entire business on referrals and warm market relationships, and suddenly realized she needs to master social media to stay competitive. Sound familiar? You're not alone if you're staring at this digital mountain wondering how the hell you're going to climb it. But what makes Margarita's situation even more challenging and why her story matters to every sales professional reading is this: She's trying to compress 20 years of relationship building into a social media strategy that can compete with people who've been doing this for decades. The Tom Cruise Problem: Building Your Social Media Presence Takes Time Remember the first time you saw Tom Cruise in a movie? For me, it was Risky Business, some kid dancing around in his underwear. He wasn't the "last movie star" then. He was just another actor trying to make it. But here's the thing: Today, if you saw Tom Cruise walking down the street, you'd lose your mind. You'd want selfies, autographs, the whole nine yards. Why? Because over decades, he created millions of micro-interactions that built trust, familiarity, and fandom. That's exactly what you need to do on social media. You need to create fans of YOU. The problem is that most sales professionals want to skip the relationship-building phase and jump straight to the closing phase. They want to post a few listing videos and magically generate leads. That's not how it works. The Algorithm Rewards Consistency, Not Perfection Here's the part that's going to hurt: You need to post every single day. Not when you feel like it. Not when you have something "good" to share. Every. Single. Day. When you first start, your content is going to suck. Your first TikTok video? Three people will watch it. Your first Instagram post? Crickets. Your first LinkedIn article? Your mom and your real estate buddy will like it. I know because I've been there. We've all been there. The algorithms don't care about your feelings—they care about consistency. Think about it this way: You're not just competing with other sales professionals for attention. You're competing with Netflix, YouTube, TikTok, and every other form of entertainment for your prospects' eyeballs. The only way to win that battle is to show up relentlessly until people start recognizing your name and face. The Two-Bucket Strategy: Marketing vs. Lead Generation When you think about social media as a sales professional, you need to separate it into two distinct buckets: Bucket 1: Marketing and Brand Building This is about name recognition, familiarity, and staying top-of-mind. When people in your market are ready to buy or sell, your name should be the first one they think of. This bucket is about volume, consistency, and building your personal brand. Bucket 2: Direct Lead Generation This is about watching what prospects are doing, engaging with them directly, and converting social interactions into sales conversations. This bucket is about quality, relationship building, and moving people from digital relationships to actual appointments. Most people focus entirely on Bucket 1 and wonder why they're not getting leads. Others focus only on Bucket 2 and wonder why their content isn't reaching anyone. You need both working in harmony. Your 3-Pillar Content Strategy System Here's what you need to post consistently: Original Content: This is your unique perspective, your experience, your stories. If you're a 20-year veteran like Margarita, you have war stories that new agents don't. You've survived market crashes, interest rate spikes, and industry changes. Share that wisdom. Curated Content: Find industry articles, market reports, and news relevant to your prospects.

You think you're being helpful. Your clients think you're being annoying. Early in his career, Justin Goldstein learned this lesson the hard way. He admits, "I thought that picking up the phone and calling a client to talk about almost everything was the right way to go. I personally hate communicating over email. I'd rather just talk to you and figure it out."  The reality hit hard: clients viewed his frequent outreach as a burden rather than a benefit. Weekly update calls meant to show dedication became time-wasters in clients' minds. Daily email updates intended to demonstrate thoroughness turned into inbox clutter. This scenario plays out in sales organizations everywhere. Well-meaning professionals mistake quantity for quality, frequency for value, and availability for service excellence. Why Your Communication Style is Pushing Prospects Away The key to avoiding this trap isn't about reading minds; it's about understanding communication preferences. As Justin puts it, "You really have to understand what makes your clients tick, and you have to understand the nuances of how they work." This means recognizing that being understanding matters more than simply being helpful. Your client might prefer monthly check-ins over weekly ones, or end-of-week summaries instead of daily updates. They might prefer text over calls, or structured emails over casual conversations. The biggest mistake most sales professionals make is assuming their communication style is universal. It isn't. Effective communication emphasizes understanding and adapting to individual client needs. Reading the Room (and the Inbox) Here are the warning signs your communication style might be pushing prospects away: Response Time Changes: If a prospect who used to respond quickly starts taking longer or giving shorter replies, you might be overwhelming them. Meeting Resistance: Clients rescheduling frequently or suggesting less frequent meetings signal communication fatigue. Email Behavior: Prospects responding to every third email instead of each one indicates your messages lack sufficient value or arrive too frequently. Energy Shifts: Noticeably decreased enthusiasm in client responses means it's time to reassess your approach immediately. The Professional Sales Communication Framework Instead of guessing what works, use this framework to optimize your communication: Ask Direct Questions Early During your initial meetings, ask prospects about their preferred communication style: "What's the best way to keep you updated on progress?" "How often would you like to connect during this process?" "Do you prefer calls, emails, or something else for routine updates?" Start Conservative, Then Adjust It's easier to increase communication frequency than to dial it back after you've been labeled "high maintenance." Begin with less frequent touchpoints and let the client guide you toward more contact if they want it.  Make Every Interaction Count When you reach out, ensure it delivers value. Random check-ins and meaningless updates train clients to ignore your communications. Each email, call, or message should serve a clear purpose and advance the relationship or project. Focus on quality over quantity. One valuable update weekly beats five pointless check-ins that add no value to the client relationship. Establish Communication Boundaries Be explicit about when you'll reach out proactively versus when they should contact you. For example: "I'll send you a brief update every Friday afternoon, but please reach out immediately if any urgent questions come up."  Clear boundaries create mutual respect and prevent communication chaos that frustrates both parties. The Business Impact of Getting It Right Getting client communication right builds trust. When clients see that you respect their time and communication preferences, they're more likely to:

Here's a question that'll keep you up at night: What do you do when your emotions are sabotaging your sales performance? That's the exact challenge posed by Kurt O'Donnell and the sales team from Joyland Roofing in Lancaster County, Pennsylvania. They're crushing it—doing $10 million in revenue with individual reps generating $2 million each—but they identified a critical weakness that could derail their ambitious goal of hitting $100 million in 10 years. Kurt put it perfectly: "We need to actually learn how to read ourselves better and just be consistent. Emotionally consistent, even when everything else can heave around us. How do I show up at the door and be that consultant... and not just kind of be desperate because I had a few bad calls?" If you're nodding your head right now, you're not alone. Emotional inconsistency is the silent killer of sales careers, and it's costing top performers millions in lost revenue. The Hidden Performance Killer: Your Emotional State Most sales training focuses on techniques, scripts, and closing strategies. But here's the brutal truth: Your emotional state in the moment of truth determines your success more than any other factor. Think about it. You can have the perfect pitch, flawless product knowledge, and ironclad objection handling skills, but if you walk into that appointment carrying the baggage from your last three rejections, you're dead in the water before you even ring the doorbell. Your prospects don't know about your bad morning. They don't care that the last homeowner beat you up on price or that your competitor just undercut you again. All they know is the energy you bring to their front door—and that energy determines whether they trust you enough to invite you in. The Compartmentalization Imperative The first skill every elite salesperson must master is emotional compartmentalization. Here's how to think about it: That homeowner you're about to meet? This is the only conversation they're having with your company today. They don't know about your other appointments, your wins, your losses, or your quota pressure. To them, you represent their entire experience with your organization. More importantly, their home is their biggest asset—the most valuable thing in their life. When they're considering a roof replacement or new windows, they're not just buying a product; they're making an emotional decision about protecting what matters most to them. Their emotional experience with you is more predictive of the outcome than any other variable. People buy you first, then they buy your product. They buy you because they feel like you care about them, that you listen to them, that you understand them, and that they can trust you. That doesn't happen if you show up desperate, distracted, or carrying emotional baggage from previous calls. Process Goals vs. Outcome Goals: The Mental Reset The difference between average performers and elite closers comes down to one thing: focus. Average performers obsess over outcome goals. They walk up to the door thinking, "I need to close this deal." When they've had a few bad calls, they skip the relationship-building and go straight to pitch mode because they're desperate for a win. Elite performers focus on process goals. They have a systematic approach: "I'm going to greet them this way, connect like this, ask these discovery questions, present like this, and ask for the business using this method." They trust the process because they know it works. When you focus on running your process perfectly, you give yourself the highest probability of getting the desired outcome. Sometimes the putts go in, sometimes they don't—but you ran the process every time. As one wise salesperson once said: "If you try to control the outcome, you're not going to get the outcome you're looking for. If you trust the process and trust yourself, you're typically going to get the outcome you're looking for."

The second quarter of 2025 delivered some incredible conversations on the Sales Gravy podcast. From discipline strategies that separate winners from wannabes to the psychology of selling that most reps completely miss, here are the five most powerful insights that can transform your sales results immediately. 1. Focus on Activity, Not Outcomes The Problem: Most sales reps get discouraged when they don't book meetings, causing them to change their approach daily. The Solution: Cynthia Handal, who runs high-performing BDR teams, revealed her game-changing mindset shift: "The outcome isn't to book a meeting. The outcome is to do the three hours of work." Her approach is deceptively simple but incredibly powerful: Time block your prospecting activities (she does 9 AM to 12 PM daily). Set a timer and don't stop until the time is complete. Focus on controlling what you can control—the work itself. Trust that results will follow consistent activity. This eliminates the emotional rollercoaster of good days and bad days. When you focus on process over outcomes, you build the discipline that creates sustainable success. 2. Get a ‘No' Then Aim for a ‘Yes' The Problem: Most salespeople chase prospects desperately, making them less attractive. The Solution: Mike Maples Jr., a Silicon Valley VC and former software entrepreneur, uses a counterintuitive approach to actively trying to disqualify prospects. The "go for the no" technique works like this: Start conversations by suggesting you might not be the right fit Use body language that shows you're willing to walk away Make prospects convince you they need your solution Qualify out aggressively those who don't value your advantage This approach leverages the psychological principle that people want what they can't have. When you're not desperate, you become magnetic.  3. Align Your Entire Organization's Message The Problem: Five sales reps with five different value propositions confuse customers and create internal friction. They need to be unified. The Solution: Lisa Dennis discusses that messaging alignment must extend beyond just the sales team to the entire organization. Her process includes: Involving the whole company in messaging rollouts, not just sales Ensuring customer success and support teams understand the same value propositions Providing discovery questions and conversation frameworks to salespeople Creating organizational congruence from marketing through delivery When everyone in your organization tells the same story, customers experience consistency at every touchpoint. This builds trust and reduces friction throughout the customer journey. 4. Trust Commands a 30% Premium The Problem: Salespeople focus on features and benefits while underestimating the value of trust. The Solution: Yoram Solomon's research that people will pay an average of 29.6% more to buy from someone they trust versus someone they don't know (not someone they distrust—just someone neutral). The trust-building behaviors that matter most: Listening instead of pitching Showing genuine care for the customer's situation Being attentive and present during conversations Making and keeping promises consistently Trust is worth dollars. 5. Get Your Math Right The Problem: Most businesses stay stuck in six figures because they're fundamentally undercharging for their service. The Solution: David Neagle, who has helped countless entrepreneurs break through seven figures, says the issue is usually mathematical, not motivational. His tips for confidently pricing right: Stop comparing yourself to the average—compare to the top performers Charge based on results delivered, not time spent Ask yourself: "If they get the same result, why can't I charge the same price?" Actually ask for the sale at your true value As David puts it: "It's hard to do $50,

Here's a question that'll make your blood boil: Why do most sales leaders spend their pipeline reviews asking about dollar amounts and close dates while completely ignoring whether their reps actually have real deals? That's the brutal reality I see in sales organizations every single day. Leaders are obsessing over MEDIC, BANT, and other qualification frameworks while their pipelines are stuffed with dead deals that will never close. Meanwhile, their forecasts are consistently wrong, deals keep getting pushed, and reps are burning time on opportunities that died months ago. If you're nodding your head right now, you're not alone. Focusing on surface-level qualification instead of true deal engagement is one of the most backward approaches to pipeline management I see today, and it's costing companies millions in missed forecasts. The Qualification Theater Problem: When Frameworks Become Fantasy Remember when everyone thought MEDIC and BANT were the holy grail of qualification? Sales leaders everywhere started drilling reps on budgets, authority, need, and timing like they were conducting a police interrogation. But here's what actually happens: Reps learn to check the boxes without understanding whether they have a real deal. They'll tell you they've qualified the budget, but they're talking to someone who has to "go talk to the boss." They'll say there's urgency and timing, but the prospect is waiting to hire an executive in a completely different department before making a decision. Traditional qualification frameworks are the opposite of real pipeline inspection. They're vanity metrics disguised as sales rigor. Here's the brutal truth: You can have a deal that checks every qualification box and still have a 2% chance of closing. Meanwhile, a deal that looks "unqualified" on paper might be ready to close tomorrow because the right stakeholders are engaged and moving forward. Why Most Pipeline Reviews Are Theater, Not Strategy The reason most sales leaders run terrible pipeline reviews is because it's easy. It requires zero investment in actual deal coaching, stakeholder analysis, or strategic thinking. Think about it: It's much easier to ask, "What's the budget?" than it is to dig into whether the decision-maker actually sees value in solving this problem. But here's what happens when you manage this way: You end up with pipelines full of zombie deals that look good on paper but will never close. Your reps get comfortable keeping deals in the pipeline because they've "qualified" them. Your forecasts become fiction because you're counting revenue from prospects who aren't actually buying. What Actually Matters: The One Question That Reveals Everything Instead of obsessing over qualification checklists, elite sales leaders focus on the one metric that actually predicts deal success: What's the next step? This isn't just another question—it's the ultimate deal quality detector. Here's why: Dead deals have no next steps. When a rep says, "They're going on vacation, so I'll call them in a few weeks," that deal is dead. When they say, "They told me to call back in a month," that's not a pipeline deal—that's a prospect. Real deals have committed next steps. When a rep says, "We're doing a technical demo with their IT team on Friday, and the CFO specifically asked to see ROI projections by Tuesday," that's a deal with momentum. Engaged prospects match your effort. If you're doing all the work—sending proposals, scheduling calls, following up—while they're giving you vague responses, you don't have a deal. You have a prospect who's being polite. The Three-Question Pipeline Inspection System When I'm inspecting pipeline quality, I use a simple three-question framework that reveals everything: 1. What's the Next Step? This is the deal-killer question. If there's no specific, committed next step with a date and stakeholders involved, the deal is stalled or dead. Period. 2.

Ben Hogan, who was arguably the greatest ball striker the game of golf has ever known, taught that if you wanted to improve your swing you should focus on the cause rather than the result.  This was good advice for golfers and brilliant advice for sales professionals. Because in sales, if you want to sell more it pays to become obsessed over your behaviors, techniques and processes rather than your outcomes.  Most Sellers Obsess Over Outcomes Most salespeople are focused on winning or losing individual deals. They get emotionally wrapped up in every prospect, every conversation, every close attempt. When they win, they're on top of the world. When they lose, they're devastated. But top performers? They think completely differently. They're not obsessed with any single deal. They're obsessed with the process that creates consistent results over time. This mindset shift is the difference between feast-or-famine selling and predictable, sustainable success. The Downside of Outcome Based Sales Goals Here's what happens when you're obsessed with outcomes instead of process: Every deal, every month, every quarter becomes life or death. You put all your emotional energy into individual prospects and hitting numbers which clouds your judgment and makes you act desperate. You take rejection personally. When someone says no, it's not just a business decision – it feels like a personal attack on your worth as a salesperson. You make poor decisions under pressure. When you need a deal to close to hit your number, you start discounting too early, chasing bad prospects, or making promises you can't keep. Your performance becomes inconsistent. You have great months followed by terrible months because you're riding the emotional roller coaster of individual wins and losses. You burn out faster. The constant emotional highs and lows are exhausting and unsustainable. Shift to Process Goals Process goals are different. They focus on the activities and behaviors you can directly control, not the outcomes that depend on factors outside your influence. Instead of "I need to close three deals this month," a process goal is "I will make 50 prospecting calls every day." Instead of "I have to win the Johnson account," it's "I will have four meaningful touch points with stakeholders at Johnson this week." Instead of "I need to hit 120% of quota," it's "I will follow my proven sales methodology on every single opportunity." Process goals put you in control. You can't control whether a prospect buys, but you can control how many prospects you contact, how well you qualify them, and how consistently you follow your process. Why Top Performers Love Process Goals Create predictable results. When you focus on the right activities consistently, the outcomes take care of themselves. It's like compound interest – small, consistent actions create massive results over time. Reduce emotional volatility. You're not devastated by individual losses because you know that if you stick to your process, the wins will come. Improve decision-making. When you're not desperate for any particular deal, you make better strategic decisions about where to invest your time and energy. Build confidence. Every day you hit your process goals, you build momentum and confidence, regardless of whether deals close that day. Create sustainable habits. Process goals turn success behaviors into automatic habits rather than things you do when you feel motivated. The Mathematics of Sales Process Goals Here's why process goals work: Sales is a numbers game, but most people focus on the wrong numbers. Average performers focus on: How many deals they close The size of individual deals Their closing percentage on active opportunities Top performers focus on: How many new prospects they contact daily How many discovery calls they conduct weekly How many proposals they deliver monthly

You know the drill. The quota clock is ticking, the pressure is mounting, and there's that relentless urge for a quick win. Every sales professional has felt that impulse to rush the process, to push for the immediate "yes," because, well, the numbers demand it. But here's the tough question you need to ask yourself: What if that very pressure is actively sabotaging your long-term success? What if chasing the fast buck is actually costing you the lucrative, lasting relationships that define an elite sales career and build a lasting book of business? As Sales Gravy Podcast guest Steve Pyfrom puts it: “Building relationships takes time and sales, teams need desperately to get off of this short-term win dynamic. The goal is long-term revenue for your company, lifetime value for the end user.”  Focusing solely on the quick sale burns through pipeline leads faster than you can replace them, leaving you on a perpetual hamster wheel of prospecting just to stay afloat. It's time to talk about the long game, because building real relationships is where sustainable revenue lives. Why Churn Is Killing Your Commissions Let's talk numbers. According to SimplicityDX, customer acquisition costs have increased by 222% over the last eight years, while customer lifetime value has remained flat. It's getting harder and more expensive to find new customers, making the ones you have incredibly valuable. Yet most salespeople treat customers like one-time transactions. They close the deal, celebrate briefly, then immediately move on to the next prospect. This approach is financial suicide. Customers who feel rushed through the buying process rarely become loyal advocates. When a customer feels pressured into a decision or perceives the sale as purely transactional, their loyalty is paper-thin. They're constantly looking for better deals, questioning their purchase decision, and jumping ship when problems arise. When a customer churns, you lose all potential referrals, upsells, and cross-sells they could have generated. You're back to square one, hunting for new prospects to replace the revenue you just lost, all while acquisition costs keep climbing. The Trust Equation That Changes Everything Most salespeople think selling is about convincing, but selling is about connecting. When you rush a prospect, you're telling them their decision-making process doesn't matter. You're saying your timeline is more important than their comfort level.  Real relationships are built on trust, and trust takes time. Think about your personal life. Your closest friends aren't the people who tried to fast-track the process. They're the ones who showed up consistently, listened without an agenda, and proved their reliability over time. The same principle applies in sales. The prospects who become your biggest advocates aren't the ones you pressured into a quick yes. They're the ones who felt heard, understood, and genuinely cared for throughout the entire process. The Compound Effect of Relationship Selling Consider Mary, a software sales rep who was in competition with 2 other software vendors for a deal with a manufacturing company. Mary's competitors immediately launched into aggressive pitches and discount offers to David, the CFO, hoping to close the deal quickly. Mary took a different approach. Instead of pitching, she spent two months understanding David's cash flow challenges and upcoming board presentation needs. She shared relevant case studies, introduced him to a supply chain consultant, and helped him think through his decision criteria. She never once mentioned her software. When David's team raised concerns about implementation timelines during their evaluation, Mary's competitors pushed back, insisting their solution was simple to deploy. Mary listened, then connected David with a similar CFO who had successfully managed a comparable rollout. That conversation addressed David's real concerns and kept Mary's soluti...

That's the question every sales leader, CEO, and HR department is wrestling with as AI tools flood the market with promises to automate everything from prospecting to closing deals. Meanwhile, salespeople are panicking, wondering if their jobs are about to disappear to some algorithm that can write emails faster than they can type "Dear Valued Customer." If you're losing sleep over this, take a deep breath. The fear is real, but it's also completely misplaced. Here's the brutal truth: AI isn't going to replace you. But salespeople who understand how to leverage AI absolutely will replace those who don't. When Robots Try to Sell It's Not Authentic Remember when email prospecting worked? When a well-crafted subject line could get you a meeting, and personalization meant more than just mail-merging someone's first name? Those days are over, and AI killed them in about nine months. Here's what happened: Marketing departments discovered they could use AI to blast out thousands of "personalized" emails that sounded human but weren't. They could fake voicemails using voice cloning technology. They could create sales sequences that felt authentic but were completely artificial. The result? Complete market saturation with fake outreach that destroyed trust across every communication channel. Humans Have a BS Detector for Fakeness Here's what these AI-obsessed companies don't understand: People have an incredibly sophisticated BS detector. We can sense inauthenticity from a mile away, even when the technology is nearly perfect. When you receive an email that sounds too polished, too perfect, or follows a pattern you've seen before, your brain immediately flags it as fake. When you hear a voicemail that sounds just slightly off—even if you can't pinpoint why—you delete it. But here's the real killer: Once people realize you were too lazy to write your own email or leave your own voicemail, they lose all respect for you. They think, "If this salesperson can't be bothered to put in the effort to reach out to me personally, then why would I want to do business with them?" The One Thing AI Can Never Do This is where the magic happens, and it's where your competitive edge lies. AI can write emails. It can analyze data. It can even fake phone calls (poorly). But it cannot engage in real-time, empathetic, synchronous conversation with another human being. It can't read micro-expressions during a video call. It can't pick up on the subtle hesitation in someone's voice that signals an unspoken objection. It can't pivot in real-time when the conversation takes an unexpected turn. Most importantly, it can't build the kind of authentic human connection that makes people want to buy from you instead of your competitor. The AI + Human Intelligence Formula Smart salespeople aren't running from AI—they're running toward it—but they're using it as a tool to make themselves better, faster, and stronger, not as a replacement for actual selling skills. Here's where AI excels in sales: Research and Preparation: AI can analyze a prospect's 10-K filing, research their competitors, and create discovery questions in minutes instead of hours. It can build detailed company profiles and identify potential pain points before you ever pick up the phone. Data Organization and Analysis: That timeline your manager needs for a customer service issue? AI can pull data from your CRM, email, and support tickets to create a comprehensive summary in seconds instead of the hours it would take you to compile it manually. Writing Enhancement: Most salespeople aren't great writers. Don't shoot the messenger. AI can help you craft better emails, proposals, and follow-up messages, but only if you edit them, personalize them, and make them authentically yours. The Holy Grail: Intelligent Prospecting Lists: The biggest opportunity is using AI to build high-quality prospecting lists. Imagine walking into the office and having AI presen...

Is there such a thing as natural sales talent? Are top-level sales professionals born that way? Do they possess a gift from God that powers their ability to close sales? On this Money Monday, I answer these age-old questions. For the Love of the Game When I was 9 years old, after going to the Masters tournament with my Dad, I cut a limb that was shaped like a golf club from a tree, dug holes all over our backyard, and started playing “backyard golf” with a wiffle ball.  I loved my little backyard golf course and played every day after school. One day though, my Dad, who had been watching me, said, "Why don't we just go play real golf?" My dad didn't know anything about golf. He didn't grow up playing. But we went down to Walmart, bought some cheap golf clubs, and started chasing little white balls.  We played at a legendary course in Augusta called The Patch—a municipal course with hard dirt fairways and patchy greens but a super fun place to learn the game. Our game was terrible, and we never practiced or took a lesson. But I loved going out with my dad to the course, and we had fun! In high school, I started playing on the golf team. That might have been a turning point for my game if we'd had a real coach, but instead we had a math teacher who did not play golf assigned to babysit us. So, we were on our own, but we had fun. Those years playing on my high school golf team were a blast! In college, I continued to play golf for recreation—usually with my fraternity brothers. Golf was about going out, telling jokes, and drinking a lot of beer. I have so many fun memories from those days.   The Myth of Natural Talent Stole My Joy After getting out of college, I continued to play—mostly in business situations—and that's when golf stopped being fun. I would golf with clients and peers who were so much better than me. It didn't make sense that they could hit the ball so well and I could not.  I would go out to the range and practice until my arms hurt, but I never got any better. It never occurred to me to take a lesson.  By my mid-30s I was so frustrated with golf that I started to believe something that would haunt me for the next 20 years: I convinced myself that people who could play golf well were just naturally gifted. And because I wasn't naturally gifted, I would never be good at golf. So I quit. For two decades, I didn't pick up a golf club. A Massive Mindset Shift Leads to a Comeback If you have read my books and listened to my podcasts you know that I'm a big horse person. I've been involved in equestrian sports since I was a kid. I've had formal coaching and training with horses. On horseback, I thought I was naturally gifted. I believed it was something that God had imbued in me. So I forgot about golf and poured my time and energy into horses. Eventually, though, my son got older and started playing golf. And being an equestrian at my age became more and more dangerous. A bad day on a horse means you're in the hospital in traction. A bad day on the golf course means you go to soothe your wounds with a cold beer in the clubhouse. So I picked up the sticks again. But this time, I sought out a golf coach. A pro who could help me learn how to play the game.  Starting over has been hard. It is difficult to learn new skills. But with lessons, I've gotten better. In fact, last week I shot my lowest score ever. Over the past two years of working on my golf game, I've come to realize how much the story that I kept telling myself about not being naturally talented hurt me and how much it stole from my life. That story cost me 20 years of enjoyment of a game I loved. The difference between my success with horses and my failure with golf wasn't natural talent. It was coaching and instruction.  The Power of an Open vs Closed Mindset Once you stop believing that you have to be naturally gifted in order to do anything well, you open your mind to new possibilities and amazing th...

"I can't do that." How many times have you said those four words when facing a challenging sales situation? It could be picking up the phone to make that intimidating cold call. It could be asking for the close with a high-value prospect.  If you say 'I can't do that,' guess what? You're absolutely right. You won't. But here's what's surprising: The solution is simpler than you think.  https://www.youtube.com/watch?v=ddjRyIHq6LA The Wisdom That Sounds Ridiculous (Until It Changes Everything) Thirty years ago, sales coach Steve Chandler heard a client say those familiar words: "I don't think I could ever do that." His response was four words that initially sounded absurd.  "Then don't be you." When Richard Fenton, co-author of "Go for No!," first heard this concept, he had two immediate reactions: "That's the dumbest thing I've ever heard," followed quickly by "That's the most profound thing I've ever heard." Think about it. When someone says they can't speak in front of a thousand people, what's the typical advice? "Just be natural. Just be yourself." But if they're someone who freezes up in front of crowds, why would they want to be that person in that moment? Although you can't magically become a new person, you do have the power to choose which aspect of yourself shows up in any given situation. The Alter Ego Advantage of Top Performers Elite athletes and performers often adopt different personas to enhance their performance. When the game was on the line, Kobe Bryant would mentally shift into his Black Mamba persona, accessing a level of confidence and killer instinct that separated him from other players.  "The Black Mamba is something I created to get through the lowest points," Bryant explained. "It's a mindset, a way of approaching challenges." Beyoncé morphs into "Sasha Fierce" on stage—a fearless, magnetic performer—but off stage, Beyoncé describes herself as naturally shy and introverted. Strategic identity shifting is the ability to step into a role that's equipped for the task at hand.  Your 3-Step Transformation Process Ready to make it happen? Here's your simple framework: Identify Your Limitation What specific sales activity makes you feel uncomfortable or incapable? Be precise. Instead of "I'm bad at sales," identify exactly when you struggle: "I freeze up when asking for referrals from satisfied customers." Design Your Persona Who would you need to be to excel in that situation? Create a specific identity, such as The Referral Request Professional, who understands that satisfied customers want to help others access the same value they received. Make the Switch Before entering a sales situation that makes you nervous, consciously transition into your character. Use mental preparation (visualizing success), physical cues (changing your posture, adjusting your voice), or even simple props (a specific piece of clothing or accessory). Creating Sales Identities That Perform The beauty of the "don't be you" approach is that you're not manufacturing a fake personality. You're accessing different facets of who you already are or who you can become.  Here are some examples of identities to cultivate in sales: The Cold Calling Champion When you need to make prospecting calls, don't be the version of you who worries about interrupting people or who fears rejection. Instead, become the professional who understands that you're offering solutions to real problems. Lead with confident conviction—like you're doing them a favor by calling. Channel the mindset of a sales rep who is genuinely excited about helping prospects discover opportunities they didn't know existed. Before each calling session, take just two minutes. Visualize this persona. How do they talk? What's their vibe? How do they sit? Then step into that identity. The Confident Closer When it's time to close the deal, don't get stuck in the part of you that feels pushy or uncomfort...

Here's a question that exposes one of the most dangerous myths in modern sales: How do you set the right pipeline creation target to consistently hit quota? That's exactly what Maryellen Soriano from New Jersey asked when she called into Ask Jeb. After crushing 134% of quota in her first year selling EdTech solutions—transitioning from owning her own childcare center to selling back into that same industry—she was being told she needed 11X pipeline to maintain her success. If that number made you cringe, you're not alone. The obsession with pipeline multipliers is creating more problems than it's solving, and it's time we had an honest conversation about what actually drives predictable revenue. The Pipeline Myth That's Killing Your Forecast Most sales teams are drowning in fake pipeline, and it's destroying their ability to forecast accurately. Leadership teams, especially in tech companies, consistently miss their numbers quarter after quarter because they're obsessed with one question: "How much pipeline do we have?" The real question should be: "How clean is our pipeline?" Would you rather have 11X pipeline filled with lottery tickets, or 2X pipeline packed with qualified buyers? The answer should be obvious, but somehow we keep chasing vanity metrics instead of focusing on what converts. Here's the brutal truth: All pipeline opportunities are not equal. Two Approaches to Pipeline Creation There are two ways to approach pipeline creation, and only one of them actually works consistently. Approach #1: Maximum Daily Prospecting (The Proven Method) Don't worry about how big your pipeline is. Worry about how much prospecting you're doing, and run on a daily cadence of prospecting that maxes out the time you can spend every single day. Prospect every day, every day, every day. I have a block of time every morning for prospecting. Then I'm prospecting during any gap during the day. If there's time between meetings, I'm doing outreach. Every single day I'm prospecting to the very max that I have time to prospect. When you do this, you don't have to worry about pipeline size because it takes care of itself. You never get on the desperation roller coaster because you never stop feeding the machine. Approach #2: Pipeline Multiplier Obsession (The Broken Method) This is where leadership teams fixate on having "5X pipeline" or "11X pipeline" because they think more is better. The problem? As soon as reps think they have "enough" pipeline, they quit prospecting. Then reality hits when half those opportunities were pipe dreams. The Science of Pipeline: The Law of Replacement If you want to look at pipeline like science rather than hope, you need to understand the Law of Replacement: You need to replace opportunities in your pipeline at a rate that is equal to or greater than your closing ratio. Let me give you a real example of how this works. In a previous role, I had my numbers dialed in perfectly: I knew I needed 10 first-time appointments every week About 50% would move to follow-up appointments (5 deals) I'd close about 20% of those follow-ups (1 deal per week) It took me about 20 prospecting touches to generate 2 first-time appointments Working backwards from one closed deal per week, I knew exactly what I needed to produce in terms of prospecting activity and first-time appointments to feed my pipeline consistently. If I didn't replace the deals that fell out every single week, I'd eventually end up with nothing. What Makes a Real Pipeline Opportunity Here's where most organizations get it completely wrong. They're stuffing their CRM with anything that moves and calling it "pipeline." A real pipeline opportunity requires a conversation. It's not a form fill or a marketing lead or something someone else talked to and dumped in your CRM. You need to have qualified it yourself and made a decision that it belongs in your pipeline. At Sales Gravy,