Mark Hunter's Blog

When was the last time you evaluated your sales process?

Don’t wait until sales slump. Your customers are changing, the marketplace is shifting, and this economy is unpredictable. You need to be evaluating your sales process continuously if you want to stay ahead.

1. What’s the outcome you create?

It’s not about what you sell. It’s about the outcome you create for your customer.

Go back and look at your last five deals. What was the customer’s outcome? Has that outcome changed over time? Does it suggest you need to tweak your message or appeal to a different customer segment? The outcome drives everything.

2. Why do customers buy from you?

This isn’t the same as the outcome. This is about why they chose you over a competitor.

Ask your customers directly. You may uncover strengths you didn’t realize you had—traits you need to double down on. Play to your strengths. Amplify what sets you apart.

3. What is your conversion rate?

How many proposals turn into closed deals?

Watch for slippage between the verbal “yes” and the signed contract. Right now, that gap is growing for many salespeople because of economic uncertainty. Track your conversion rate closely. It’s a direct measure of your personal productivity.

4. What is your discount rate?

How often do you discount to close a deal—and by how much?

If your discount rate is creeping up, ask why. Has the market shifted? Are customers pushing harder on price? Or are you leaning on discounting as a crutch? You never want buyers choosing you only for price.

5. How long is your sales cycle?

Your sales cycle is a critical productivity metric.

If it’s getting longer, ask why. More decision makers? Extra layers of approval? If it’s getting shorter, that’s also a signal. Something has changed—and you need to know what.

6. What % of your customers fit tight into your ICP?

Over time, salespeople get sloppy. They chase deals outside their Ideal Customer Profile (ICP).

It doesn’t have to be 100% perfect, but if only 30% of your customers fit your ICP, something’s off. Either you’re pursuing the wrong customers or you’ve defined your ICP incorrectly.

7. How are you spending your time?

Most salespeople don’t spend nearly enough time actually selling.

Look at your calendar. How much of your day is truly customer-facing time (CFT)? And then break that down—time with existing customers versus new prospects. If you’re not intentional about it, admin tasks will eat you alive.

8. What % of leads become qualified prospects?

This is different from conversion rate.

Out of all the leads that come in, what percentage become truly qualified prospects? This number tells you how effective your marketing and prospecting really are. If the percentage is low, don’t stop prospecting—fix your process.

9. What is the % of time you spend with existing customers?

Spending too much time with existing customers feels safe, but it limits growth.

Yes, you must serve current clients, but don’t let them consume all your selling time. Evaluate the balance carefully.

10. What is the % of time you spend prospecting?

Here’s where many salespeople fail.

They prospect hard when they’re new. Then once deals start closing, they ease off—big mistake. Prospecting must be consistent. The pipeline doesn’t feed itself.

How to Unlock Your Network

Discover how to turn your connections into powerful allies with the transformative “five and the 25” strategy

Find episode #343 wherever you download podcasts!

How to Craft a Message that Connects Emotionally w/ Bruce Turkel

Explore the power of emotional connections in both B2C and B2B settings.

Episode #344 is out now!

Copyright 2025, Mark Hunter “The Sales Hunter” Sales Motivation Blog.  Mark Hunter is the author of A Mind for Sales and High-Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results.

The Sales Hunter Podcast w/ Bruce Turkel

Sales isn’t just about facts and figures. It’s about emotion. That’s the message branding expert and author Bruce Turkel brought to the Sales Hunter Podcast. Bruce is the author of All About Them, and he joined me to unpack what it really takes to create a message that resonates with your audience.

Why Emotion Beats Logic in Sales

Salespeople often believe their product or service sells because of credentials, features, and proof points. But Bruce made it clear: people buy with emotion and justify with facts.

“When we lead with facts, we’re leaving out the biggest part of the transaction—the emotional response,” Bruce explained. Whether you’re selling B2C or B2B, the buyer is still a person. And people buy based on how a purchase makes them feel.

B2B vs. B2C: It’s All People-to-People

Some salespeople argue that emotion works in consumer sales but not in business-to-business. Bruce disagrees.

He reframed the conversation: “There’s B2C, there’s B2B—but ultimately it’s all P2P: people-to-people.”

No matter what industry you’re in, every buyer has someone they must answer to—a boss, a board, or even themselves. That accountability carries an emotional weight. Facts and figures are important, but they’re simply reasons to believe. What sets the transaction in motion is emotion.

Shifting Focus: It’s Not About You

The heart of Bruce’s book—and his advice—is simple: it’s not about you. It’s about the customer. Buyers aren’t focused on your product, your pitch, or your numbers. They’re focused on their needs, their problems, and how your solution helps them succeed.

Bruce compared it to a doctor visit. Patients often describe symptoms, not the real problem. The salesperson’s job is to uncover the underlying cause—the true pain point—and speak to that.

The Salesperson’s Emotional Responsibility

Interestingly, Bruce said the emotional burden is often heavier on the salesperson. Why? Because customers can sense why you’re there. Are you focused on making your numbers, or do you genuinely care about helping them?

Your motivation shapes how you show up. Buyers mirror that energy back. If you only show up to check boxes, your customer feels it. If you show up with curiosity and a desire to help, that comes across too.

Standing Out With Your Unique Story

Bruce used a personal example: he often plays the harmonica during his keynotes, handing out instruments so the audience can play along. People remember the experience, and it reinforces his message.

No, you don’t need to show up at a sales call with a harmonica. But you do need to figure out what makes you unique. Maybe it’s your background, a life experience, or a personal story. Everyone has something that sets them apart—and those details help customers connect with you as a person.

Creating a Message That Resonates

So how do you actually craft a message that works? Bruce laid it out in two steps:

Find the intersection between who you are and why you matter, and who your customer is and what they want.Translate it into language that shows relevance. Customers don’t care about every feature. They care about how your solution fits into their life or work.

At its core, messaging is about making the buyer the hero. When you can connect your story with their aspirations, you’re no longer just selling—you’re creating value.

Final Thoughts

Bruce left us with a challenge: figure out what makes you fascinating, and then use it to show people what’s in it for them. Because, in the end, the most powerful sales messages aren’t about you. They’re all about them.

When it comes to generating new business, less truly is more. We often think we need massive outreach, endless cold calls, or a huge network to succeed in sales. But the reality? Your greatest opportunities come from a much smaller circle than you realize.

Let’s talk about two numbers that will transform your sales success: the 5 and the 25.

The Group of Five

The five are your closest allies. These are people who know you deeply, hold you accountable, and who you also hold accountable. You’re connected not only one-to-one but as a group—you could literally get together for the holidays and enjoy it.

Building this group takes time. For me, it took about four years and several iterations. That’s okay. The key is that these five become powerfully connected to you. They text you, you text them, and there’s a constant flow of trust and support.

These five aren’t just friends—they are the foundation of your success.

The Group of Twenty-Five

Now, let’s expand the circle. Your 25 are people who take your calls, respond to your messages, and even reach out to you first. There’s a genuine two-way connection.

These people are critical. You know them, they know you, and they respect you enough to stay engaged. Over time, this group becomes a referral machine—connecting you with opportunities you never could have created on your own.

The goal is clear: create a list of 25 people you consistently stay in touch with.

Questions You Must Ask

To deepen these relationships, you need to know more than surface-level details. Start asking:

What are their goals? When you know where they’re headed, you can help them get there.What are they passionate about? Both inside and outside of work, passion reveals where they put their focus.What common connections do we share? Dig into LinkedIn, social media, and networks to uncover overlap.Do they know what I actually do? This one surprises most people. Often, people close to you only know a fraction of what you offer.

When you ask these questions, you’re not just building a list—you’re building trust.

Turn Connections Into Raving Fans

Your goal is to create raving fans out of these 30 people. That means sharing stories, insights, and resources that help them. Not in a self-promotional way, but in a genuinely helpful way.

When you do this, something powerful happens: they begin to advocate for you. They sell for you in rooms you can’t enter. They connect you with buyers who are already warmed up. And those buyers will buy faster than you ever thought possible.

Why Tightening the Circle Matters

Jim Rohn famously said, “You are the average of the five people you spend the most time with.” He was right. The tighter your circle, the greater your influence.

Sales isn’t about blasting emails, making endless calls, or shouting into the void on social media. Those things create awareness, sure. But real business happens through authentic relationships.

When you focus intentionally on the 5 and the 25, you build trust. And in today’s world—where so much feels artificial—trust is everything.

Your Next Step

Don’t overcomplicate this. Start by making your list. Maybe you only have one or two in your “five” right now—that’s fine. Build slowly. For the 25, aim to touch base at least once a month.

The point is not perfection. The point is focus. With a small circle, you’ll generate more business, faster, than chasing endless strangers ever could.

Mapping Relationships: The New Frontier in Sales w/ Jessica Robertson

In today’s sales world, finding leads isn’t the challenge—finding the right leads is. Prospecting has become tougher than ever, and the old playbooks no longer work. On this episode of the Sales Hunter Podcast, Mark Hunter sat down with Jessica Robertson, CRO of Orbb, to talk about how sales teams can adapt.

The Challenge of Quality Leads

Mark Hunter opened by pointing out the obvious: salespeople waste too much time on leads that go nowhere. The problem isn’t just finding leads—it’s finding the right ones and gaining real conversations with decision-makers.

The CRO Evolution

Jessica Robertson, CRO of Orbb, noted that CROs face constant change. With average tenure around 18 months, leaders can’t rely on old playbooks. High-volume dialing and spray-and-pray tactics don’t work anymore. Information is everywhere, intent data is easy to find, and the real challenge is keeping up with change.

ICP, Intent, and Access

Mark framed success around three essentials: a clear ICP, strong buyer intent signals, and access. Without access, the first two don’t matter. Jessica agreed, adding that reaching the right persona has never been harder, even as companies refine their ICPs and value propositions.

Mapping Relationships Over Territories

Jessica argued that companies need to prioritize relationships over territories. Cold calls and emails still happen, but they’re far less effective. Real opportunities come from mapping connections—investors, advisors, employees, and alumni—far beyond what a CRM or LinkedIn profile shows.

Moving Beyond Spray-and-Pray

Standard cadences no longer cut it. Jessica emphasized that relationships require personalization. If you know someone, you can’t treat them like a mass email target—you have to engage based on the connection you share.

Building a Sustainable Funnel

The most scalable funnel comes from relationships. Jessica explained it’s better to ask every customer for one or two referrals than to lean on one super-connector for dozens. Spreading the effort builds goodwill and creates a compounding effect as networks expand.

Start Building Early

Jessica urged salespeople to invest in relationships early. By serving, learning, and connecting authentically, they create a long-term advantage. Mark added that every connection opens a relationship—and every relationship expands future opportunities.

Technology Meets Relationships

Orbb was built to make relationship mapping practical. By blending first-party and third-party data, it shows companies who they know and how to reach them. Jessica summed it up best: your next deal is closer than you think.

Buyer intent comes down to two things: time and relevance. Is it the right time for them to buy? And is what you’re offering relevant to their needs?

Here are 10 buyer intent signals you simply can’t ignore.

1. Do they use a competitive product?

If they’re already using a competitor’s product, that tells you they’re educated in the space. You don’t have to spend time building awareness from scratch. You just need to show them why you’re the better option.

2. Is there a contract that is about to end?

Contracts end. And when they do, it opens the door for change. If a buyer’s existing contract is nearing expiration, that’s a prime moment to step in and offer an alternative.

3. Have they visited your website unprompted?

There’s a big difference between clicking a link in your email and visiting your site on their own. An unprompted visit says something is happening on their end. They’re curious. They’re exploring. That’s intent.

4. Do they have an issue with a customer or prospect?

Look downstream in their business. Are they struggling to serve a major customer? Losing deals to a competitor? Having supply chain hiccups? Those problems often create urgency for your solution.

5. Has there been a change in company objectives?

Acquisitions, divestitures, new strategies—these shifts signal opportunity. When a company changes direction, their needs change, too. That’s your chance to align your solution with their new priorities.

6. Is there a regulatory change?

Industries live and die by regulation. A new law, a policy change, or even an international compliance issue can force companies to reevaluate their systems, suppliers, and partners. Be ready to step in.

7. Has their competitive landscape changed?

New competitors, new products, or market disruptions put pressure on your buyers. When their competition moves, they have to respond. That’s often when they call you.

8. Is there a new decision maker?

A new CEO. A new plant manager. A new economic buyer. Fresh leadership almost always shakes things up. Watch for leadership changes in your accounts—they often reset buying priorities.

.9 Is there a major change occurring in the company?

Big investors pulling out. New capital being raised. A plant closing or operations moving overseas. Major change means rethinking suppliers and solutions. That’s when you need to be in the conversation.

10. Have they shown interest in insights from your company?

Are they attending your webinars? Visiting your booth at trade shows? Reading your reports or case studies? That’s more than curiosity—it’s a signal they’re thinking about you as a potential solution.

Time + Relevance = Buyer Intent

None of these signals by themselves guarantee a sale. But they’re all clues that intent is forming.

It comes down to time and relevance. Even if they have the need, is it the right time? And is your solution relevant to what matters most to them right now?

The tighter your ICP, the easier it is to spot these signals. Focus on one or two industries, and you’ll start to see patterns—and you’ll be ready to engage when the timing is right.

How to Sell the Benefit of Ownership

The 90s are calling, and they want their phrase back. Total cost of ownership? That’s old news. Today, it’s all about the total benefit of ownership.

Find episode #341 wherever you download podcasts!

How to Build Sales Relationships in 2025
w/ Jessica Robertson

As traditional playbooks become obsolete, Jess underscores the need for businesses to deeply understand their Ideal Customer Profile (ICP) and adapt to the evolving landscape by prioritizing buyer intent and leveraging trusted connections.

Episode #342 is out now!

Copyright 2025, Mark Hunter “The Sales Hunter” Sales Motivation Blog.  Mark Hunter is the author of A Mind for Sales and High-Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results.

The 90s are calling, and they want their phrase back. Total cost of ownership? That’s old news.

Today, it’s all about the total benefit of ownership. Customers don’t buy because of cost. They buy because of benefit.

I’ll admit—there’s only one thing I buy that I don’t really need: Girl Scout cookies. But you’re not selling Thin Mints. Your customer has to see a reason to buy from you, and that reason lies in benefit, not price.

Value Isn’t What You Think It Is

Here’s the mistake too many salespeople make: we define value from our perspective, not the customer’s. Wrong.

It doesn’t matter what you think the value is. It’s only about what the customer believes. And you’ll never uncover that unless you look downstream.

What happens once they put your product or service in place? That’s where the real value shows up.

The iPhone Example: Why Price Doesn’t Matter

Let’s talk iPhones. Are they expensive? Absolutely. Overpriced? Probably. But here’s the deal:

When you break it down—the tasks, the activities, the daily impact—suddenly that iPhone becomes cheap. And when you consider how long customers keep their phones, it transforms into an absolute bargain.

That’s the total benefit of ownership. It’s not about the sticker price. It’s about the long-term benefit.

Look at Your Customers from Last Year

Here’s your challenge: go back and look at the customers you sold to last year.

Are they still using what you sold them?How are they benefiting today?How has it helped them achieve their goals?

This is how you begin to understand the true value of what you sell.

Dollars and Cents: Always Tie It Back

I use a CRM system. Do I pay for it just to store data? Of course not.

I pay because it helps me generate revenue. It saves me time. It keeps me connected to prospects and customers. That translates into dollars and cents.

Everything you sell should translate into customer benefit—in measurable terms.

Customers Will Pay More for Benefit

Here’s the reality: customers will always pay more if the benefit is clear.

Price is irrelevant when benefit is strong. What matters is:

How long will they use it?How will it impact their business?How will it help them achieve outcomes?

That’s what wins deals.

The Sales Challenge: Ask Tougher Questions

Here’s the tough truth: most salespeople don’t ask enough tough questions.

We avoid them because we don’t want the conversation to go sideways. But when you avoid those questions, you never uncover what you need to know. And then you wonder why deals stall in your pipeline.

Don’t just keep the conversation moving. Dig deeper. Go downstream.

Your Assignment This Week

This week, I want you to stop and ask yourself:

Do I understand how long my customer will have my product or service?Do I know exactly how it benefits them?Am I asking tough enough questions to uncover the real impact?

Chaos, Sales, and The Ant and the Elephant

w/ Vince Poscente

Sales is anything but linear. Chaos happens. But how you respond—and how you align your conscious and subconscious mind—can determine whether you self-sabotage or succeed.

That’s what Olympic skier turned sales expert Vince Poscente unpacked with me on this episode of The Sales Hunter Podcast. His story of going from a recreational skier at 26 to competing in the Olympics in just four years carries lessons every salesperson can apply.

The Ant and the Elephant

Vince shared a concept that reframes how we think about decisions and actions:

“The ratio between the conscious and subconscious mind is the same as an ant on the back of an elephant.” – Vince Poscente

Your conscious mind—the ant—may say, “I want to go west.” But your subconscious—the elephant—might be marching east. The disconnect explains why we set goals like “I’ll eat better” or “I’ll close more deals” but still sabotage ourselves.

Sales chaos often comes from this very misalignment.

The Power of Emotional Buzz

So how do you get the ant and elephant moving in the same direction? Vince says it starts with what he calls the emotional buzz.

“When a thought creates a physical reaction, that’s the litmus test of a great idea.” – Vince Poscente

It’s not enough to visualize success—you need to ‘experientialize’ it. Bring in the five senses: the sights, sounds, smells, tastes, and textures of what achieving your goal will feel like. Then, layer in emotions like gratitude, belonging, or accomplishment.

That emotional buzz engages the subconscious mind, putting all its power behind your conscious intent.

Fueling Success with Regret

I asked Vince if salespeople sometimes fail because they don’t envision themselves in big enough situations. His answer? Yes—and more.

He explained that what drove him wasn’t just the vision of walking in the Olympic opening ceremonies. It was also the sting of regret.

“Never again will I experience that kind of regret.” – Vince Poscente

That combination—what you desperately want and what you never want to feel again—creates unstoppable motivation.

Do What the Competition Won’t

Sales success doesn’t come from working harder; it comes from working differently.

“Do what the competition is not willing to do.” – Vince Poscente

That might mean researching in ways others overlook, role-playing with AI, or innovating your prospecting approach. Vince shared how he succeeded in real estate by refusing to do open houses like everyone else. Instead, he hosted “realtor-only” open houses during the week, complete with homemade lasagna.

Think about it: What is your competition not willing to do? Chances are, that’s the exact opportunity you should pursue.

The Gold Dot Technique

One of Vince’s personal strategies was placing a gold dot where he could see it daily. That dot was a trigger—a reminder of his Olympic dream and the emotional buzz attached to it.

“You’ll gravitate toward your dominant thought. The question is, are you the architect of that thought?” – Vince Poscente

By deliberately shaping what you believe and focus on, you harness both the conscious ant and the subconscious elephant.

Sales and Skiing at 125 Miles an Hour

Vince described speed skiing as going from zero to 60 in three seconds, topping 125 mph in just eight seconds. There’s no room for hesitation—just like in sales.

You won’t face melting ski suits or avalanche chutes on a sales call, but the stakes are still high. And like Vince, you can’t let fear of uncertainty stop you.

I see it every year—salespeople coast through summer, and when the calendar flips to November, they panic. That’s too late. The fourth quarter doesn’t reward panic; it rewards preparation.

These 10 steps aren’t about scrambling at the last minute. They’re about preparation, discipline, and execution. The salespeople who start early and stay focused don’t just survive Q4—they crush it.

1. Start Early

You can’t wait until the holidays are upon you to figure out your numbers. Lay out where you are today—your quota, your pipeline, your known orders. 

What’s already guaranteed? What’s still a gap? Know that gap now, and you’ll know what you have to close before the year ends.

2. Leverage September and October

I call this the second buying season. January through May is the first big wave. Then summer slows things down. But when September hits, businesses gear up again. Decisions get made, budgets get spent, and deals move. 

What you do in September and October determines how your fourth quarter plays out.

3. Block Your Calendar

Don’t fool yourself into thinking you have more time than you do. Holidays, vacations, year-end cutoffs—those eat away at your selling days. Block your calendar now. 

If it’s not booked by mid-November, chances are it won’t close. The clock is shorter than you think.

→ Read: How to Make the Most of Each Day

4. Existing Customers

Your best opportunities are sitting right in front of you. Go deeper with your existing customers. 

What other divisions or departments need what you sell? Who else in the company should you be talking to? Don’t just protect existing business—expand it.

5. Late Stage Deals

Look at the deals already sitting in your pipeline. If they’re in late stages, move them across the finish line now. Don’t let them linger. A deal stuck in limbo will drain your time and energy—time you should be spending creating new opportunities.

6. Tighten Your ICP

When salespeople get desperate, they chase anything that moves. Wrong move. Don’t go broad—go narrow. 

Get laser-focused on your ideal customer profile. Be the expert in your space. Create two or three clear profiles of who you serve best, and stick to them. 

7. Leverage Referrals

Referrals close faster and with less effort than cold leads. That’s a fact. Double down on referrals now. Give referrals to others. Ask your existing customers for referrals. They already trust you—why not let them open doors you can’t open on your own?

8. Leverage Subject Matter Experts

Who else can you bring to the table? Maybe it’s a technical expert from your company. Maybe it’s an industry thought leader or a trade association partner. Don’t sell alone. A subject matter expert can validate your message and create deeper conversations with your customers.

9. Monitor First Quarter

Don’t get so obsessed with Q4 that you ignore Q1. Large, complex deals may not close this year, but they’ll be perfect fits for next year. Start building those relationships now so you don’t start January at zero. 

The seeds you plant in Q4 become sales in Q1.

10. Optimize Budgets

Many customers operate on a calendar year. That means they may have leftover money to spend before December 31. Find out who has unspent budget and help them use it. 

For government or unique fiscal calendars, know the rules and timing so you can take advantage.

How to Master Buyer Intent

Timing Your Sales for Success

Transform your sales approach with insightful questioning techniques that do more than scratch the surface.

Find episode #339 wherever you download podcasts!

From Olympic Dreams to Sales Triumph w/ Vince Poscente

 Vince shares his insights into aligning the conscious and subconscious mind, challenging listeners to overcome self-sabotage by tapping into the exhilarating “emotional buzz” and fully “experientializing” their goals with all five senses.

Episode #340 is out now!

Copyright 2025, Mark Hunter “The Sales Hunter” Sales Motivation Blog.  Mark Hunter is the author of A Mind for Sales and High-Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results.

Why Timing and Relevance Matter in SalesICP Is Only the Beginning

You’ve heard me say it countless times—your ICP, your ideal customer profile, is critical. But here’s the truth: ICP only gets you into the game. It’s the front half of the sales equation.

The back half? That’s buyer intent. And buyer intent comes down to two words: timing and relevance. Without both, you don’t have a deal.

Timing Isn’t About You

Let’s get one thing straight. Timing is not when you want the customer to buy. It’s when they are ready to buy. That means you can’t push your calendar onto theirs.

I like to compare it to a baseball game. Innings one through eight drag on and on, and then suddenly in the ninth inning, boom—the customer makes a decision fast. That’s how timing works in sales.

Relevance Drives Decisions

If timing is one side of the coin, relevance is the other. Relevance means your solution matters enough to land in the customer’s top one or two priorities. Anything less, and they’ll put it off indefinitely.

And here’s the kicker—you can sometimes adjust timing, but you can’t fake relevance. If your solution doesn’t hit the mark, no amount of pushing will make the customer buy.

Educate or Convert?

When you’re looking at prospects, ask yourself: Do I need to educate them or convert them?

If you have to educate, you’ll be investing time creating relevance and maybe even building urgency.If you’re trying to convert, they already buy something similar. That means timing is usually shorter, and your job is to prove your solution is more relevant than what they already have.

Knowing which camp a prospect falls into will tell you a lot about their buyer intent.

Ask the Tough Questions Early

Too many salespeople avoid tough questions because they don’t want to hear an answer that disqualifies a prospect. Big mistake.

If a customer doesn’t belong in your pipeline, don’t waste your time keeping them there. They have to earn the right to be in your pipeline.

Here are a few questions you should be asking right up front:

How have you dealt with this issue in the past?What makes this problem so important right now?What other solutions have you tried?What happens if you don’t solve this issue?How does solving this impact your other objectives?

These questions uncover both timing and relevance—and they do it faster than any “check-in” email ever will.

Don’t Chase on Your Terms

One of the biggest traps in sales is chasing buyers on your timeline, not theirs. I recently had a software company ask me if I’d be making a decision in August. I told them yes, but then I added, “Sounds like you’re just trying to make your number.”

Don’t be that salesperson. Your focus must be on their priorities and their timing. Otherwise, you’re just pushing paper around your CRM.

Buyer Intent Is Earned in Conversation

Here’s something you need to hear: downloading an ebook or filling out a form on your website does not equal buyer intent. That’s just data.

Buyer intent only becomes real when you talk to the customer, when you dig into their challenges, and when you uncover where timing and relevance intersect.

Final Word

Your ICP opens the door, but it’s timing and relevance that close the deal. Stop chasing customers who aren’t ready, and start asking the tough questions that reveal buyer intent.

Remember, great salespeople don’t sell on their terms—they sell on the customer’s.

w/ Keith Ferrazzi

Sales has never been a solo activity. It’s a team sport—and when we stop trying to “win alone,” that’s when the real growth begins.

I had the privilege of sitting down with Keith Ferrazzi, bestselling author of Never Lead Alone (and Never Eat Alone), to talk about what it takes to transform not just sales teams, but entire organizations.

Why Lone Wolves Don’t Win

Keith grew up in sales and marketing, leading teams at Deloitte and Starwood Hotels. He’s seen firsthand how many salespeople—and even regional leaders—work like lone wolves. They chase their own quotas but rarely help each other win.

The question he asks is simple: Does your team believe that winning means everyone wins?
Too often, the answer is no.

That’s why Keith champions what he calls co-elevation—pushing each other higher through peer coaching, candor, and accountability.

A Merrill Lynch Turnaround

One powerful example comes from Merrill Lynch. For five years, they were flat in net new sales. When Andy Sieg took over as CEO, he brought Keith in to help change the culture.

The solution? Small peer groups. Sales leaders met monthly for what Keith calls the 5-5-5 exercise:

5 minutes sharing results and struggles5 minutes of tough questions5 minutes of direct advice

That process alone drove a 20% lift in enterprise-wide sales. Even more impressive, financial advisors who participated in peer groups saw a 50% increase in net new sales.

The lesson: peer accountability creates breakthroughs.

Breaking Down Silos at GM

This isn’t just about sales. Keith also used this teamship methodology in the turnaround of General Motors. At the time, divisions like Cadillac and Chevrolet acted like competitors instead of teammates.

By introducing “stress testing”—a practice where peers openly critique, support, and challenge one another—GM leaders learned to co-create solutions. The result was a culture shift that fueled innovation and growth.

From Conflict Avoidance to Candor

Keith’s research shows the #1 predictor of high-performing teams is their ability to challenge each other honestly.

Most teams score around 1.9 out of 5 when asked how likely they are to speak candidly, even when it’s risky. But with stress testing and new team practices, that score can rise into the 4s within six months.

Conflict avoidance kills progress. Candor fuels it.

How Any Manager Can Apply This

You don’t need to be a CEO to use these practices. If you run a team, you can start by:

Reinventing your meetings with peer-to-peer coachingIntroducing monthly stress testsBuilding a culture of celebration, where team members publicly show gratitude for one another

These small shifts create massive changes in performance and energy.

Relationships Are the Real Differentiator

Keith is also known for Never Eat Alone, and he hasn’t forgotten the power of relationships. In fact, he now teaches teams to measure what he calls an RQ Score—a relationship quotient that tracks the strength of connections, from weak ties to ambassador-level advocates.

In sales, that means moving relationships forward with empathy, generosity, and yes—vulnerability.

As Keith reminds us, “The client is our teammate. Are we co-creating with them, or just selling at them?”

The Mission: Never Lead Alone

At its core, Keith’s message is simple: success isn’t achieved alone. It comes when we surround ourselves with people who push us higher, hold us accountable, and celebrate our wins.

That’s what great sales teams do. And it’s what great leaders do.