As we approach the end of the 12-step journey of the “commercial hero’s journey” (all of which, along with other writings by the author, can be read and viewed here), the renowned sales and business management expert Carlos Rosales, director of Consultores Neurosales, details and narrates the penultimate and final steps of the journey.

Protective advice, useful data, the identification of opportunities, and recommendations or suggestions that nourish and clarify have been part of this guidance, which undoubtedly contributes to improving sales performance. This highly valuable and practical contribution is appreciated by us as a portal, as well as on behalf of our readers and users.

The resurrection step: This is when change is put to the test

Resurrection arrives when the context becomes adverse. A difficult quarter, a particularly challenging client, or intense internal pressure. It is the final test to confirm whether the change is real or merely circumstantial. There’s no room here for well-crafted speeches or theoretical explanations.

“In B2B sales, this stage usually appears when the salesperson faces a situation that would previously have prompted an urgent reaction: lowering prices without justification, persisting without direction, or rushing into decisions to alleviate short-term pressure. This time, the response is different, even though the discomfort remains.”

-“Not because the salesperson is colder or more distant, but because they have greater clarity. They listen better, intervene with purpose, and don’t confuse activity with progress. Even if the result isn’t immediate, they maintain focus and avoid decisions that compromise the long-term process just to gain momentary relief.

“This resurgence doesn’t guarantee quick success. It guarantees consistency. The salesperson maintains difficult conversations even when the environment pushes them to the contrary. They don’t abandon key questions out of fear or sacrifice sound judgment for the sake of urgency. That requires conviction, practice, and a greater tolerance for uncertainty.”

-“This moment demonstrates that change no longer depends on momentary motivation or initial enthusiasm. It depends on sound judgment.” The new approach is no longer fragile; it’s become integrated into the standard way of working. It’s no longer activated only when everything is going well or when the pipeline offers peace of mind.

“Here, professional confidence is redefined. It’s not arrogance or empty certainty. It’s the peace of mind that comes from knowing that even in challenging situations, you can contribute real value, even if the outcome isn’t what you expected or doesn’t arrive in the short term.”

-Overcoming this stage confirms that the journey was worthwhile. The salesperson no longer reacts as before. They respond from a different place—more conscious, more stable, and more aligned with their true role within B2B sales.

The return with the elixir is about selling better and uplifting others in the business environment

“The journey is complete when learning ceases to be solely personal. In B2B sales, the return with the elixir occurs when the salesperson begins to positively influence their environment, often without explicitly seeking to do so.”

-They share better questions, elevate internal conversations, and help others identify previously unnoticed roadblocks. They do this not from a position of superiority or from theory, but from lived experience. Their credibility stems from having walked the entire path, with difficult decisions, accepted mistakes, and applied lessons learned.

“The elixir is not a specific technique or a closed discourse. It’s a different way of thinking about sales: more strategic, more honest, and more aligned with how companies buy today. The salesperson understands that their value lies not in pressuring or convincing, but in clarifying. In helping others make better decisions, even when that decision doesn’t lead to an immediate close.”

-This impact is noticeable within the team. The conversations change. Assumptions previously taken for granted are questioned. The anxiety to close deals decreases, and the focus on understanding increases. The salesperson no longer just improves their own results but also contributes to raising the overall level of the business environment.

Returning with the elixir doesn’t mean becoming a trainer or a visible role model. Sometimes it’s expressed in small gestures: a well-phrased question in an internal meeting, an opportunity discarded in time, a forecast adjusted with greater honesty, or a conversation reframed with greater clarity.”

-This return doesn’t close the cycle forever. Each new market, each change in the customer, and each different context reactivates the journey. The difference is that now the salesperson knows how to recognize the stages and act with intention, without getting lost in the urgency.

“Selling ceases to be an exhausting routine and becomes a conscious process. And that, in B2B, is a real and sustainable competitive advantage.”

-With this step, I conclude the series on the sales hero’s journey. Not as a rigid model, but as an invitation to look at yourself with greater honesty. Every salesperson goes through these stages, whether they realize it or not. The difference lies in taking an active role in their own development.

“No one is going to rescue you or make the tough decisions for you. In B2B sales, the true hero isn’t the one who closes the deal the fastest, but the one who dares to evolve when the familiar stops working.”

–The journey continues with every conversation. The question isn’t whether it will continue, but whether you choose to navigate it consciously or let others guide you and write the logbook for you.

Bio of the author of these concepts, Carlos Rosales, director of Neurosales

Carlos Rosales is a postgraduate professor at several universities in Colombia, Panama, Venezuela, and Guatemala. He is the author of the books “People Buy People,” “People Buy Leaders,” and “Epic Sales Blunders,” with over 90,000 copies sold. He trains sales professionals throughout Latin America and is a high-impact speaker and mentor.

He has been recognized by LinkedIn as one of the Top Voices in Latin America and by GOIntegro as one of the Top 12 HR Influencers in Colombia.

He is currently the director of Consultores Neurosales, a training and human development company with a presence throughout Latin America.

(Main reference image source: Giorgio Trovato on Unsplash)

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As we approach the final stages of the “sales hero’s journey,” Carlos Rosales, director of Consultores Neurosales and a specialist in business and sales management, joins us to explain the third-to-last and third-to-last stages of the twelve that make up this journey.

The reward is gaining authority, not just a contract

“After the ultimate test comes the reward. In B2B sales, this reward can take the form of a closed deal, but it doesn’t always happen that way. In many cases, it appears in less visible, yet much more valuable, ways for the salesperson’s professional development.”

-It can be the explicit trust of a client who recognizes the value of the conversation. It can be direct access to the true decision-makers in the process. Or it can manifest as the recognition that a question or approach changed the way the problem is understood. This reward isn’t measured solely in revenue or signed contracts.

“The salesperson gains authority. They begin to be perceived as someone who contributes sound judgment and perspective, not just as someone who answers requests or sends proposals. This authority isn’t imposed or demanded. It’s built conversation by conversation, especially in the uncomfortable moments that others prefer to avoid.”

-Internal perception also changes. The salesperson trusts their own judgment more and external formulas or rigid scripts less. They understand that they don’t need to force every opportunity to demonstrate value. They learn to let go of processes that aren’t progressing and focus on those where they can truly help make better decisions.

“This stage reinforces the change initiated at the beginning of the journey. It confirms that selling with clarity, even when it’s uncomfortable, fosters healthier relationships and more aligned processes. Not all sales close, but those that do tend to be more solid, with less friction and fewer surprises later on.”

The reward also manifests itself over time. Clients who contact you again. More qualified recommendations. Conversations that start from a different level of trust. The salesperson stops competing solely on price or speed and begins to compete on understanding and focus.

“In B2B sales, this accumulated authority becomes a real advantage. It reduces reliance on aggressive tactics and allows for building a more stable position. The salesperson no longer needs to constantly prove their value, because it becomes evident in the way they conduct conversations.”

The reward is a clear sign that the chosen path makes sense and that selling differently is not only possible, but sustainable in the long term.

The road back: Making learning a system

“After the reward, many assume the journey is over. In B2B sales, the opposite is true. The real challenge begins when you have to return to the day-to-day grind and maintain what you’ve learned without the adrenaline rush of a recent close or the immediate validation of success. That’s where you determine if the change was profound or just momentary.”

The road back represents that moment when the salesperson applies the new approach in less ideal contexts. New accounts, new contacts, and less room for maneuver. It’s no longer about a special opportunity or a particularly favorable situation, but about making learning a habit. About going from the exception to the norm, even when the environment isn’t supportive.

“The road back represents that moment when the salesperson applies the new approach in less ideal contexts. New accounts, new contacts, and less room for maneuver. It’s no longer about a special opportunity or a particularly favorable situation, but about making learning a habit. About going from the exception to the norm, even when the environment isn’t favorable.”

“The road back” represents that moment when the salesperson applies the new approach in less than ideal contexts. “Herein lies a dangerous temptation: to relax. To think that a good sale validates the entire process and that there’s no need to review anything else. But in B2B, what isn’t systematized quickly fades away. The salesperson who evolves revisits their questions, reviews how they opened conversations, analyzes their initial meetings, and observes more closely how they are measuring the actual progress of each opportunity.”

-At this stage, the focus shifts from closing a sale to repeating good decisions. Lessons learned are documented, criteria are refined, and previously overlooked patterns are identified. The salesperson begins to recognize early signs of stagnation and takes action before the problem grows, becomes chronic, or irreversible.

“The path back also involves managing internal expectations. Explaining why some opportunities are discarded sooner, why not all prospects qualify, and why the quality of conversations matters more than the volume of activity. It’s not always a comfortable conversation, but it’s necessary to sustain change without regressing or reverting to old shortcuts.”

-This step consolidates sales maturity. The salesperson stops depending on isolated moments and begins to build consistency. They no longer sell better based on inspiration or intuition, but rather on structure. Learning becomes a system, and the system becomes a solid foundation for growth without reverting to autopilot.

About the author Carlos Rosales

Carlos Rosales is a postgraduate professor at several universities in Colombia, Panama, Venezuela, and Guatemala. He is the author of the books “People Buy People,” “People Buy Leaders,” and “Epic Sales Blunders,” with over 90,000 copies sold. He trains sales professionals throughout Latin America and is a high-impact speaker and mentor.

He has been recognized by LinkedIn as one of the Top Voices in Latin America and by GOIntegro as one of the Top 12 HR Influencers in Colombia.

He is currently the director of Consultores Neurosales, a training and human development company with a presence throughout Latin America.

(Main reference image source: Raychan on Unsplash)

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Moving towards the end of the “sales hero’s journey” and its various stages, expert Carlos Rosales, director of Consultores Neurosales, focuses on and reflects on what he identifies as the ultimate test during negotiation and sales processes.

“The ultimate test doesn’t usually present itself as a final negotiation or a price discussion. In B2B sales, it almost always appears as a key conversation. One in which the salesperson must say something the client doesn’t expect or, quite simply, doesn’t want to hear.”

“It might be pointing out a risk that no one has mentioned until now. Questioning a decision that seems to have already been made. Or suggesting that the real problem isn’t the one that has been discussed for weeks, but something deeper and less comfortable. At that moment, the salesperson puts their credibility, their position, and often the very opportunity itself on the line.”

“At this point, being agreeable is no longer enough. What matters is providing clarity. Fear emerges strongly: fear of losing the sale, of making the other party uncomfortable, or of being left out of the process just when it seems to be progressing.” However, avoiding this conversation often leads to weak deals, misaligned decisions, or inevitable losses later on.

Judgment and context; professional consistency that shows respect

-The ultimate test demands embracing the true role of the B2B salesperson. Not pushing decisions, but helping to make better ones. Not accelerating out of anxiety, but slowing down when necessary. Not protecting the opportunity at any cost, but protecting the quality of the decision.

“Passing this test doesn’t depend on a specific technique or a well-rehearsed phrase. It depends on conviction. On believing that saying what the client needs to hear, even when it’s uncomfortable, is part of the value being offered. It also depends on respect: the conversation is based on firmness, not confrontation.”

-When the salesperson navigates this moment with clarity and consistency, something changes. Sometimes the sale is lost. The client decides not to move forward or looks for a more convenient alternative. Other times, the relationship is decisively strengthened. The client recognizes the value of the perspective and trusts more the one who dared to say what others avoided.

“In both cases, something fundamental is gained: professional consistency. The salesperson stops measuring their success solely by immediate results and begins to align it with their way of working.”

“This stage redefines professional identity. The salesperson stops seeing themselves as a pushy supplier and begins to act as a partner who provides insight and context. Not everyone passes this test. But those who do never sell the same way again.”

Brief author bio

Carlos Rosales is a postgraduate professor at several universities in Colombia, Panama, Venezuela, and Guatemala. He is the author of the books “People Buy People,” “People Buy Leaders,” and “Epic Sales Blunders,” with over 90,000 copies sold. He trains sales professionals throughout Latin America and is a high-impact speaker and mentor.

He has been recognized by LinkedIn as one of the Top Voices in Latin America and by GOIntegro as one of the Top 12 HR Influencers in Colombia.

Currently, he is the director of Consultores Neurosales, a training and human development company with a presence throughout Latin America.

(Main reference image source: Vitaly Gariev on Unsplash)

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