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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La entrada C. Rosales: Resurrection and return in sales with the elixir; valuable knowledge and experience apareció primero en Bitfinance.

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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La entrada Neurosales Consultants discusses the reward and the path back in sales apareció primero en Bitfinance.

For Consultores Neurosales ants and its director, Carlos Rosales, it is of paramount importance that both individuals and organizations become aware of “the sales hero’s journey,” which we began publishing and discussing at the beginning of this year. This journey, stage by stage, guides us and informs us about the methodology and processes that can influence and enhance the effectiveness of our sales management. In this installment, Rosales focuses on and explains the chasm:

-There comes a point when several important opportunities seem to be progressing, but none are fully defined. In B2B sales, this point is known as the chasm: the place where complexity increases and visibility decreases significantly.

“There are meetings, there is interest, and there are open conversations. However, there are no clear decisions. The stakeholders change, deadlines shift, and the answers become ambiguous. The salesperson feels close to closing the deal, even though they don’t know exactly what or who it really depends on.”

-The chasm is dangerous because it fosters illusion. Movement is confused with progress. A full schedule is interpreted as a sign of advancement. It’s assumed that the close will come through the accumulation of interactions. But this point demands something else: stopping and looking squarely at what isn’t being said.

Clarity is worth more than persistence

“This is where the tough questions arise. Who really decides? What risks are going unrecognized? What happens if the client does nothing? What are the consequences of inaction? These conversations are uncomfortable because they expose internal tensions, hidden priorities, and fears that no one wants to voice.”

Many salespeople back down at this point. They prefer not to make things uncomfortable and to go with the flow. Others react by pressuring with discounts, artificial urgency, or short-term promises. Both approaches usually worsen the situation and prolong the process even further.

“Facing the chasm means accepting that not all progress is real and that some opportunities need to be redefined or even discarded. In sales, this moment separates those who guide processes from those who merely follow them. The salesperson matures when they understand that not all sales are won by pushing and that clarity is worth more than persistence.”

The chasm is not the end of the journey. It is the prelude to the most demanding test. The point at which the salesperson must decide whether to delve deeper or remain on the surface, even if it means not making progress.

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.

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

Main reference image source: Juan Davila on Unsplash

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La entrada Analysis by C. Rosales: The abyss in sales occurs when everything becomes uncertain apareció primero en Bitfinance.

Continuing with “The Sales Hero’s Journey,” the director and founder of Neurosales Consultants (Carlos Rosales), a specialist in business and sales management, explains to readers and users another stage or phase of this journey.

“After crossing the threshold, the salesperson enters different territory. They no longer sell as before, but neither do they completely master the new approach. In B2B sales, this stage marks the beginning of the real work: fewer certainties, more tests, and a constant feeling of learning as they move forward.”

Meetings no longer follow a predictable script. Some questions generate awkward silences. Others force the client to think more than they expected. The answers aren’t always clear and often contradict what seemed to have been agreed upon. Here, the salesperson discovers that selling better doesn’t mean selling more easily, but rather having more demanding conversations.

“The tests are usually small, but cumulative. A key decision-maker who doesn’t show up. A process that drags on without explanation. A client who seems to move forward and then backs away. Each situation tests the salesperson’s conviction and their ability to maintain focus without resorting to improvisation or falling back into old habits.”

Along this path, allies emerge. Clients who appreciate the clarity, even if it’s uncomfortable. Internal contacts who share relevant information. Colleagues who confirm, from their own experience, that the new approach makes sense. They aren’t spectacular or visible supporters, but they serve as signals that the change is heading in the right direction.

“Enemies also emerge, and they aren’t always external. The rush to close, the ego that demands quick validation, and the temptation to return to the product when the conversation becomes uncomfortable. In B2B, these enemies are subtle and persistent because they present themselves as reasonable shortcuts.”

“This stage isn’t about immediate results. It’s about judgment. The salesperson begins to differentiate real opportunities from mere distractions. They learn to listen better, to intervene less, and to choose more carefully where to invest their time and energy.”

“This is where sales muscle is built. Not with spectacular closes, but with more conscious decisions and better-focused conversations. The salesperson stops measuring themselves solely by activity and begins to evaluate themselves by the quality of the dialogue they generate.”

“The tests, the allies, and the enemies don’t disappear. But from this point on, the salesperson no longer faces them based on pure intuition, but rather on experience that begins to take shape.”

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 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 Neurosales Consultants, a training and human development company with a presence throughout Latin America.

Main reference image source: Saifee Art on Unsplash

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La entrada Tests, allies, and enemies: Selling when the real work begins apareció primero en Bitfinance.

Continuing within the framework of the central theme “The Sales Hero’s Journey,” specialist Carlos Rosales, director and founder of Consultores Neurosales, experts in business and sales management, analyzes for readers and users another stage or leg of this journey, illuminating the path and clarifying aspects of great use for decision-making.

“Up to this point, the change has been primarily internal. The salesperson has recognized that something isn’t working, has listened to new ideas, and has rethought their understanding of selling. But none of that matters if it doesn’t translate into action.” Crossing the threshold is that moment when you leave intention behind and start acting differently.

-In B2B sales, crossing the threshold doesn’t mean changing everything at once. It means making a concrete decision: asking questions that weren’t asked before, challenging the client’s assumptions, or slowing down an opportunity to better understand the problem. It’s uncomfortable because it breaks with the established dynamic and exposes the salesperson to new and unpredictable reactions.

“That’s where fear appears. Fear of losing opportunities, of being poorly positioned, or of seeming poorly tradable. The salesperson stops being just the one who responds and starts taking a more active role in the conversation.” “It no longer follows the customer’s process automatically, but instead tries to influence and guide them.”

The journey ceases to be theoretical and becomes practical

-This step is often noticeable in small but decisive details. A first meeting that focuses more on the business context than on the product. An email that poses a difficult question instead of directly sending a quote. A conversation that discusses risks and consequences, not just benefits.

“Crossing the threshold also implies accepting that some opportunities will be lost sooner. Not all customers are willing to engage in this type of interaction. Some seek speed and price, not reflection or analysis. And that’s part of the process. Crossing the threshold is choosing which types of sales you want to win and which ones you’re willing to let go.”

-This moment marks a clear boundary. After crossing it, it’s no longer possible to go back without realizing you’re taking a step backward. The salesperson begins to measure progress differently. Not only by the customer’s stated interest, but by the quality and depth of the conversations.

“Crossing the threshold doesn’t guarantee immediate results. It guarantees learning.” And in complex sales, learning faster than the market is a real competitive advantage. From here, the journey ceases to be theoretical and becomes practical. It’s no longer just about knowing, but about doing.

Author information: 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.

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

(Main reference image source: John on Unsplash)

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La entrada Neurosales: Crossing the threshold to implement a different way of selling apareció primero en Bitfinance.

The director of Consultores Neurosales, Carlos Rosales, keeps his compass steady and once again leads us to see things differently in order to act better. He provides arguments and opinions so that we can review our approach, and even our course of action, in business and sales. Thus, we continue “the sales hero’s journey,” which we began publishing and discussing at the beginning of this year.

“In no story does the hero advance alone. There comes a moment or point where they need someone who sees what they don’t yet see.” In B2B sales, that moment arrives when the salesperson accepts that simply trying harder isn’t enough. They need to do things differently.

The mentor isn’t always a person. It can be a book that makes you uncomfortable, articles that encourage reflection and daring, a thought-provoking conversation, or a trainer who challenges deeply ingrained assumptions. Sometimes it’s a colleague with better results. Or even a client who, without intending to, explains their decision-making process and exposes shortcomings that previously went unnoticed.

“What’s important isn’t who the mentor is, but what they provoke. Their role isn’t to motivate or encourage, but to disrupt. The mentor names problems the salesperson sensed but couldn’t articulate. They identify patterns, introduce new questions, and offer a framework for understanding why some opportunities progress while others stagnate for no apparent reason.”

In sales, this encounter usually involves a shift in focus. Moving from the product to the client’s business. From arguing benefits to understanding risks. From closing quickly to helping make better decisions. The mentor doesn’t promise immediate results or magic solutions, but rather something more valuable: clarity.

Attending a training session, reading an article, or listening to a talk doesn’t produce real change on its own

“This point is uncomfortable because it forces you to acknowledge limitations. Listening to a mentor means accepting that some things have been done wrong or, at least, that they no longer work as they used to. For many experienced salespeople, that acknowledgment is harder to come by than learning a new technique or incorporating a new tool.”

Herein lies a common mistake: confusing inspiration with transformation. Attending a training session, reading an article, or listening to a talk doesn’t produce real change on its own. The mentor opens the door, but doesn’t walk through it for you. Their value lies in offering a different map, not in walking the path.

“When the salesperson accepts the guidance, something begins to change. They observe their processes with new eyes. They question their presentations, their questions, and even the way they measure the progress of an opportunity. There aren’t visible results yet, but there is a new feeling: now they understand why they were stuck.”

Meeting with a mentor doesn’t solve the journey. It makes it possible. From this point on, the salesperson can no longer pretend they don’t know. And that knowledge brings a clear responsibility: deciding whether to put it into practice or consciously return to the ordinary world.

Author Bio, 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.

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

(Main reference image source: Kobu Agency on Unsplash)

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La entrada Neurosales analyzes “The Encounter with the Mentor”: the moment when someone suggests another way to sell apareció primero en Bitfinance.

The director and founder of Consultores Neurosales continues his series, providing an organized and useful account of the “sales hero’s journey,” which consists of twelve stages that we have been sharing and publishing monthly. Carlos Rosales is a seasoned coach and mentor focused on modern and productive sales management.

“After the initial call to action, an immediate response is rare. In B2B sales, rejection is the norm. Not a flat-out ‘no,’ but a series of reasonable arguments justifying continued progress, doing the same thing to sell.”

“The market is strange.” “This sector has always been like this.” “My clients don’t need that much analysis.” The salesperson recognizes that something isn’t right, but decides not to make any significant changes. Change involves risk, time, and the possibility of making mistakes. Staying the course is more comfortable and predictable.

“At this stage, the salesperson usually doubles down on their efforts within the same approach. More calls, more emails, more meetings. They adjust their pitch, polish the presentation, and refine the proposal, but without questioning the underlying logic. They don’t ask themselves if they’re solving the right problem, but rather how to better explain what they’re already selling.”

The rejection of the initial call also manifests as skepticism. New methodologies, consultative approaches, or more strategic sales models are perceived as passing fads. “That works in other markets,” “here the client only wants price,” “there’s no time for so much analysis.” Change isn’t completely ruled out, but it’s postponed time and again.

A constant feeling of chasing decisions beyond one’s control

“In B2B, this resistance is often fueled by past experience. The salesperson has been successful before, and that reinforces the idea that they don’t need to transform. The problem is that experience, when not updated, becomes a filter that prevents them from seeing what’s new. Product knowledge is confused with a true understanding of the client.”

This point is especially delicate because it doesn’t seem like a mistake. In fact, many times the results are still there. The cost appears elsewhere: longer sales cycles, greater emotional strain, and a constant feeling of chasing decisions beyond one’s control.

“Rejecting a call isn’t a moral or professional failing. It’s a human reaction. Changing the way you sell involves questioning your own identity and re-evaluating your role: moving beyond simply seeing yourself as a solutions provider and becoming someone who helps people make complex decisions.”

Every story needs this moment. Because only when rejection becomes unbearable does the salesperson begin to seek help, ask new questions, and explore other paths. The journey doesn’t progress until accepting change is less uncomfortable than avoiding it.

Bio of the author of these concepts, 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.

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: David Hahn on Unsplash)

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La entrada The rejection of the call: The moment when change seems unnecessary for sales, even if it is required apareció primero en Bitfinance.

Carlos Rosales, director and founder of Consultores Neurosales, continues his organized and useful account of the twelve steps or stages that comprise “the sales hero’s journey.” These are key issues for modern and productive sales management.

“The call to adventure doesn’t arrive with fanfare or grand announcements. In B2B sales, it often appears as a persistent annoyance, difficult to ignore, but easy to postpone. A quarter that no longer closes as it used to. A client who asks for something different and doesn’t respond to the usual pitch. A well-executed presentation that, despite everything, doesn’t generate progress or real commitment.”

-It’s not a collapse. It’s a sign

“At this stage, the salesperson begins to notice that their sales approach no longer has the desired impact. Meetings drag on longer than necessary, decision-makers multiply within the account, and opportunities cool off for no apparent reason. What was once sufficient now falls short. And although some results are still achieved, the effort required is clearly greater.”

-The call to adventure, or the call, doesn’t demand an immediate response, but it does demand attention. It’s that uncomfortable moment when a question arises that breaks the inertia: “What if the problem isn’t the client?” For many professionals, this question is deliberately ignored. They fill out the calendar, insist a little more on the same old thing, and hope that the market will return to a supposed normality that no longer exists.

“The call usually takes very specific forms. A competitor enters the market better positioned without having an objectively superior product. A client values ​​the diagnosis more than the final proposal. A buying process demands strategic clarity and business understanding, not just quick quotes and immediate answers. Everything points in the same direction: the salesperson’s role is changing, even if it’s not always obvious.”

The question isn’t if the call will come, but what you’ll do when you can no longer ignore it

-At this point, there’s still no action. Only awareness. The salesperson perceives that continuing as before is an option, but begins to sense that it’s not the best. They start hearing new terms, different methodologies, or approaches they previously dismissed without much analysis. Not because they’re fully convinced, but because the previous approach no longer provides sufficient answers.

“This moment is key because it defines the tone of the subsequent journey. Those who recognize the call in time gain room to maneuver. They can experiment, adjust their approach, and learn without excessive pressure. Those who ignore it usually react later, when the urgency is greater, results have already suffered, and available options are fewer.”

-The call to adventure doesn’t force you to change everything immediately. It doesn’t demand a radical break with the past. It simply presents a simple and difficult-to-ignore truth: selling today requires something different from what got you here. Ignoring it doesn’t prevent change. It only postpones it.

“And, as in any good story, the question isn’t whether the call will come, but what you’ll do when you can no longer ignore it.”

Author’s 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.

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

(Main reference image source: Orbtal Media on Unsplash)

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La entrada There’s a call to adventure when the familiar tactics in sales no longer works apareció primero en Bitfinance.

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.

We value and recommend their useful content – available upon request – published across the various media outlets of the EL SUMARIO Digital Communication Group to our readers and users.

“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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Expert and postgraduate professor Carlos Rosales contributes and comments on the desirable and necessary transformation of the sales role in B2B sales; a core issue for good management performance and successful business growth.

“For years, sales training focused on persuasion techniques: handling objections, following a script, leading the customer through a funnel, and closing. That model worked at the time, but today it falls short. The environment has changed, and with it, buyers’ expectations.”

–B2B customers no longer need someone to repeat information they can find on the internet. What they’re looking for is a strategic partner: someone who understands their business, provides transparency amidst so much confusion, and helps them make high-impact decisions. This is how the profile of the new B2B salesperson emerges.

From consultative salesperson to co-creator of solutions

“Listening carefully and asking questions is still essential, although something more is now required. The successful salesperson no longer simply advises, but co-creates solutions with the client. They bring fresh ideas, connect with the business vision, and propose paths the client may not have considered.”

This shift in focus transforms the business relationship into a true alliance, where the sale is a consequence of credibility, not the immediate objective.

The value of supporting and simplifying decisions

“B2B buyers are often overwhelmed by the saturation of information and options. They often aren’t entirely clear about what they need. This is where the salesperson provides their greatest value: supporting, organizing ideas, and simplifying. The new salesperson is a guide in decision-making, someone who offers security instead of pressure to close a deal. This builds trust, loyalty, and lasting relationships.”

Data as a competitive advantage in sales

-Intuition still plays a role, but the best sales teams understand that analyzing data is also selling. Identifying patterns, interpreting metrics, and understanding each client’s timeframe allows them to deliver the right proposal at the right time.

“Transforming information into concrete actions is today one of the most powerful skills in the modern salesperson’s profile.”

Communicating beyond the meeting

-A salesperson’s impact no longer begins with the first call. Today, trust is built earlier, through digital communication: sharing articles on LinkedIn, publishing key learnings, recording short videos, or sharing useful insights. Far from being an exercise in personal visibility, this strategy generates closeness and credibility. When the one-on-one meeting occurs, the client already perceives the salesperson as someone trustworthy and relevant.

Ongoing Training: the key to sustainability

“Becoming, embracing, and deploying this new sales profile requires a constant learning process. From soft skills like communication and empathy, to technical skills like analytics and digital strategy.”

The challenge is to get out of your comfort zone, practice with real feedback, and be willing to change what no longer works. It’s not always easy, but it’s essential to stay relevant.

Adapting is not optional

“The transformation of the sales role in B2B sales is already underway. The market demands salespeople who go beyond persuasion and become strategic partners, capable of providing transparency, reliability, and real value.”

In this scenario, the question every sales professional must ask themselves is: have I already begun to transform as a salesperson, or am I still stuck in a model that’s outdated?

Author Information: Carlos Rosales

Carlos Rosales is a graduate 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 Blunders in Sales,” 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.

Recognized 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 source: Vitaly Gariev on Unsplash

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La entrada Neurosales: the new B2B salesperson is expected to be more of a strategic partner than a consultant apareció primero en Bitfinance.