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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Eighty percent of the Japanese population would be against raising taxes to finance a substantial increase in military spending like the one proposed by the government, according to a survey by the Kyodo News.

In general, the population does support improving the country’s defensive means, but only 19 % support Prime Minister Fumio Kishida’s plan to finance part of that spending with tax increases. The study is based on 1,959 interviews with people over the age of 18 carried out between March 7 and April 17.

In December Kishida announced an increase of more than 50 % in military spending to 43 trillion yen (almost 289,000 million euros) within five years and thus reach military spending of 2 % of GDP by 2027.

Nearly 60 percent of the population consider the plan “not appropriate” and 88 % believe Kishida’s justification is “insufficient.”

When questioned about the main reason for their rejection of the increase in taxes for military expenses, 48 ​​% answered that “because the people cannot bear more taxes.”

On the possibility of Chinese offensive action against Taiwan, 53 % say they are “extremely concerned” and 36 % say they are “somewhat concerned.”

Regarding Japan’s desirable response in the event of an invasion of Taiwan, 56 percent advocate diplomatic steps and non-military measures, such as economic sanctions. Some 33 % believe that Japan should give logistical support to the United States if it defends the island.

On the other hand, 61 % support the government’s decision to gain counterattack capacity to attack targets within enemy territory, with which Tokyo intends to gain deterrence power. However, 36 % of the population is against it and 60 % believe that it contributes to an arms race with neighboring countries.

Source: dpa

(Reference image source: Jun Rong Loo, Unsplash)

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