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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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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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.

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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La entrada The ordinary world: when selling becomes automatic apareció primero en Bitfinance.

A new year has begun, full of challenges, obstacles, and, of course, goals to achieve in the realm of business and sales activities. Specialist Carlos Rosales, director and founder of Consultores Neurosales, with recognized expertise and an international reputation for his performance in this broad field, and more specifically in everything related to sales, begins his new cycle of contributions to our media group, making available to readers and users, and sparking their interest, a framework or path to consider. We will share these highly relevant and useful articles throughout 2026, illuminating the path to decision-making.

“Selling today is nothing like selling five years ago. Customers are better informed, cycles are longer, and old tactics no longer have an impact. Many experience it as an exhausting routine, a sequence of calls and presentations that no longer moves the needle. But this discomfort isn’t a problem; it’s an invitation to level up.”

– In my concept of the sales hero’s journey, I propose that every sales professional faces, sooner or later, the same twelve stages that heroes in their stories generally experience. It’s not a literary device, but a practical way to understand why we stagnate and how to move forward with greater clarity.

“Exactly, it all starts in the ordinary world: processes that run on autopilot, a lack of focus, and a market that demands more than we give. When the usual approach stops being enough, the call to adventure arises. The challenge lies in listening to it without falling into excuses like ‘my sector is different’ or ‘I don’t have time.’ These are comfortable barriers that prevent growth.”

From the product to value

– Real change comes when we accept the guidance of a mentor, whether it’s a book, a trainer, or a role model: someone who shakes us up, challenges us, and pushes us to try something different. Crossing the threshold isn’t planning, it’s deciding. It’s moving from intentions to action: implementing a CRM properly, personalizing messages, or transforming a product-centric presentation into a value-centric one.

“On the way, challenges, allies, and enemies appear. Customer rejections weigh heavily, but they sharpen our judgment. Ego and routine become dangerous rivals. Discipline and data become our compass. And sooner or later, we reach the deepest cave, that point where everything gets dirty: stagnation, doubt, lack of results. That’s where it’s determined who retreats and who is reborn.”

– The great test often takes the form of a difficult negotiation or a goal that seems out of reach. Overcoming it depends not only on techniques, but also on composure and vision. The reward isn’t just the contract, but the internal authority gained by demonstrating our ability to withstand pressure.

“Then comes the journey back, where we apply what we’ve learned with greater confidence. And there’s always one last challenge that reinforces our evolution before we return with the elixir: experience, conviction, and the ability to inspire others.”

– Each sales cycle is a journey. What changes everything is how you choose to experience it: from fear or from purpose. What stage are you at today?

 About the author

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: Alex Hudson on Unsplash)

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La entrada C. Rosales / Neurosales analyzes and proposes “the sales hero’s journey” apareció primero en Bitfinance.