In a previous article, I discussed the sales hero’s journey as a different way of looking at the sales profession. Starting with this installment, I’ll delve into each of its twelve stages to bring the concept to life in the daily reality of the B2B salesperson. Let’s begin with the first one; Carlos Rosales, postgraduate university professor and director of Consultores Neurosales, shares and explains it.

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“Every story begins somewhere familiar. In B2B sales, that place is often a routine that works, but barely. Inherited processes, repeated speeches, and a full schedule don’t always translate into clear results. There’s no obvious crisis, but neither is there real growth. Activity is constant, movement is continuous, but progress is limited.”

The salesperson, in their ordinary world, does what they’ve always done. They pursue opportunities similar to those of previous years, use the same presentations, and trust that accumulated experience will be enough to sustain performance. The problem isn’t a lack of work or commitment, but a lack of review. They sell “as always” rather than as the client demands today.

“The salesperson sells ‘as always’ rather than as the client demands today.” “From the outside, everything seems reasonable. The pipeline is moving forward, some opportunities are closing, and the quarter is getting through without a hitch. However, something just doesn’t add up. Clients are requesting more internal meetings before making decisions, comparing suppliers more objectively, and shifting decision-making to departments like purchasing, legal, or finance. The salesperson feels they are investing more time and energy to achieve the same result as before, or even a lesser one.”

A problem of focus: not of market, price, or customer

-This is the ordinary world: comfortable, predictable, and, in a way, deceptive. It doesn’t hurt enough to force an immediate change, but it does hurt enough to wear you down gradually. Many professionals remain here for years, convinced that the problem is the market, the price, or the customer, and they rarely review their own approach.

“In B2B, this stage typically shows three clear signs. The first is a product-centric sales approach: features and functionalities are explained, but not the real impact on the client’s business. The second is a reactive dynamic: responding to emails and orders without providing a clear address. The third is a false sense of control: believing that knowing the sector equates to understanding today’s buyer.”

“The ordinary world isn’t negative. It’s necessary. It’s the starting point. But it’s also the place you need to be able to identify. As long as the salesperson doesn’t accept that their usual way of selling is no longer sufficient, there will be no journey or transformation.

“It’s not about judging where you are, but about deciding how much longer you want to stay there before taking the first step toward a more conscious sales approach, one that’s aligned with today’s buyer.”

Brief biographical sketch of the author, Carlos Rosales

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

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: Jakub Zerdzicki on Unsplash           

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Specialist Carlos Rosales, with renowned expertise and international reputation in the field of business and sales, addresses the topic of selling in difficult times for our readers and users.

“History shows that sales have survived recessions, pandemics, wars, and natural disasters. Every crisis brings fear and uncertainty, but it also opens the door for those who understand that selling is, above all, about helping,” the leader of the Neurosales consulting firm assures and explains.

“This text is born from my own experiences, both as a mentor and as a salesperson, facing those moments of paralysis and doubt.”

1. Keep things in perspective

“The crisis is not under your control. You didn’t cause it, nor can you stop it, but you can decide how to respond.”

– Fear is natural: our brain pushes us to flee or freeze. What we need is to activate the rational side that allows us to think about strategies. This isn’t a time to panic, but to act with intelligence and humanity.

2. Sell with the right intention

“In difficult times, selling isn’t about closing deals at any price. It’s about supporting, providing clarity, and helping the client achieve results they wouldn’t achieve alone. Today, that may mean saving jobs, sustaining operations, or preparing for recovery.”

3. Three essential rules

Rule A: Don’t talk about yourself

– Your client is in survival mode. Change “we have a new product” to “this is helping others face the challenge.”

Rule B: Be patient

– Decisions aren’t instantaneous; they take longer. If you push, you lose. Be patient: selling during a crisis is a marathon.

Rule C: Create value in every interaction

– Don’t just call to “check in.” Offer useful ideas, cases, or strategies. Every contact should provide clarity, even if there’s no immediate purchase.

4. Offer conversations, not products

“An effective tactic is to propose 20-minute executive meetings to share what you’re seeing in the market. Not to sell, but to provide insight.”

Sample message:

“Hi, this is [your name] from [your company]. I’d like to invite you to a brief session to share what’s working in other organizations and give you ideas that can accelerate recovery. Even if we don’t work together, it might be helpful (it’s timely and helpful). How about Wednesday at 10:00?”

– You’ll convey empathy, professionalism, and leadership.

5. Handle upset customers

-Some will react with irritation. Don’t take it personally. A possible response:

“I’m sorry if I called at a bad time. I know the situation is complicated. I just wanted to share ideas that are helping other customers. If you prefer, I can send information or call back later.”

-The goal is to move the conversation from the current chaos to a future with solutions.

6. Have or count on a theory before making contact

-Do not improvise. Ask yourself:

• How can I help you recover revenue?
• How can you reduce costs without losing quality?
• What ideas can reconnect your company with its customers?

“If you don’t have answers, you’re not advising: you’re just selling randomly.”

7. The great opportunity to be a true advisor

-Many salespeople disappear in a crisis. Others persist without sensitivity. Only a few combine empathy, commercial vision, and leadership. You can be one of them.

“Your clients won’t remember what you sold them, but rather how you supported them in their toughest moments.”

Sales don’t stop. They change. And those who understand this not only close more deals, but also build long-term relationships based on trust and results.

Are we ready to make a difference?

Author Bio, Carlos Rosales

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

Distinguished by LinkedIn as one of the Top Voices in Latin America and by GOIntegro as 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: Photos on Unsplash

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