Couverture de Sales Gravy: Jeb Blount

Sales Gravy: Jeb Blount

Sales Gravy: Jeb Blount

De : Jeb Blount
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 From the author of Fanatical Prospecting and the company that re-invented sales training, the Sales Gravy Podcast helps you win bigger, sell better, elevate your game, and make more money fast.2026 Jeb Blount, All Rights Reserved Direction Economie Management et direction Marketing et ventes Réussite personnelle
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    • What Skateboarders Can Teach Salespeople About Mastering New Skills (Money Monday)

      What Skateboarders Can Teach Salespeople About Mastering New Skills (Money Monday)
      Jan 26 2026
      I’m not sure if you noticed this, but there is a massive gap between what salespeople and leaders know and what they actually do. I’ve written 18 books and trained hundreds of thousands of salespeople. I can’t tell you how many times someone comes up to me and says, “Jeb, I read Fanatical Prospecting. Great book. But that stuff doesn’t work for me.” Or they’ll say, “I tried that objection handling technique you taught, but it didn’t work, so I went back to what I was doing before.” Here’s what they don’t understand: The problem isn’t the technique. The problem is that they gave up too soon. The brutal truth is that most people fail to implement what they learn. The Skate Park Lesson A couple of weeks ago, I was traveling for business, working with one of my clients’ sales teams. One afternoon, I decided I needed some exercise, so I went for a walk. Along the way, I came across a skate park where kids were riding their skateboards and doing tricks. There was a bench nearby, so I sat down to watch for a while. Close to me was a group of young guys, probably 13 or 14 years old. They were huddled around a phone watching a YouTube video of someone doing a particular trick on their skateboard. They watched it, talked about it, and then one of them threw his skateboard down and attempted the trick. He immediately fell off and failed. The next kid tried, and he failed. Then the next one and the next one. All of them failed to do the trick. So what did they do? They went back and watched the YouTube video again. Then they threw down their boards and crashed and burned, but this time, slightly less dramatically than the first time. They repeated this process over and over. Watch the video. Try the trick. Fail. Watch again. Try again. Fail a little less badly. Until finally, one of them nailed it. When he landed the trick, they all erupted. Clapping, fist pumping, and cheering. And once one kid got it, the rest of them started getting it too. They practiced until they had the trick nailed down, then went back to YouTube to find another trick to learn. At that point, I got up and headed back to my hotel. But as I was walking, I couldn’t stop thinking about what I’d just witnessed. Too Often, We Give Up too Soon How often do we do the exact opposite in business and sales? We read a book, watch a video, listen to a podcast. We hear about a technique or concept that sounds really good. And we think, “Yeah, I’m going to try that.” So we give it one shot. Maybe two if we’re feeling ambitious. And when it doesn’t work perfectly the first time, we say, “Well, this doesn’t work for me,” and we give up and never try it again. Or worse, we read the book, feel really good about the concept, then put the book down and never even attempt it at all because we’ve already convinced ourselves it wouldn’t work for us before we even tried. But here’s the thing: Those kids at the skate park didn’t look at that trick and say, “This looks hard, it probably won’t work for me.” They looked at it and said, “We’re going to figure this out.” They understood something that most adults have forgotten: Just because you read about something or see someone else do it, doesn’t mean you’re going to master it on the first try. The Homemade Yogurt Failure Paradigm As I was walking back from the skate park, this lesson reminded me of something that had happened to me over the holidays. I’d seen something in my news feed about making homemade yogurt. It looked interesting, so I bought some milk, studied the recipe, and made an attempt. And I failed. My concoction didn’t turn into yogurt at all. My immediate reaction was, “Well, this isn’t going to work; it must be a bad recipe.” I gave up after one failed attempt. But after watching those kids at the skatepark, I realized the giving-up-too-soon trap I’d fallen into. So when I got home from my trip, I went back, reread the recipe, walked back through my steps to figure out what went wrong, and tried again. This time it worked, and I actually made yogurt. The recipe wasn’t the problem. My execution was the problem. And I only figured that out by trying again. The Human Overconfidence Fallacy Here’s the lesson: We are all susceptible to this human fallacy of believing that we can read something, watch something, or hear something once and then immediately do it perfectly. When it doesn’t work the first time (or even the second time), we conclude that the technique is flawed, or it won’t work for us, or our situation is unique and different. But the truth is, we gave up too soon, before we gave the technique a fair shot. That’s just being human. We’re wired for overconfidence, instant gratification, and immediate results. When we don’t get them, we move on. Why This Matters in Sales Let me bring this back to sales, because this pattern will absolutely kill your results. You read a book on ...
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      13 min
    • Coaching Sales Reps Who Think They Know Everything

      Coaching Sales Reps Who Think They Know Everything
      Jan 22 2026
      “That chip on my shoulder made me less empathetic, more rushed, too eager to solve things too fast, and less thoughtful. That chip built me, but then it started to tear me down.” I said that recently in a conversation with Harriet Mellor of Your Sales Co, and it captures something every sales leader needs to understand. I grew up in the sales training business. My dad literally wrote THE book on prospecting—several of them, actually. I worked at Paycom, Comcast, and various startups where I consistently crushed my numbers. But what I learned is that knowing the right techniques and getting your team to actually implement them are two completely different challenges. Sales training resistance is rarely about bad content. More often, it is about ego and pride standing in the way of growth. I had to recognize that in myself before I could address it in the people I lead. Why Your Top Performers Resist Training the Most When I was a rep, I was terrible at taking coaching. Not because I didn’t understand the concepts. I understood them better than most. But when someone tried to coach me, I tuned out. The problem was I’d already figured out a system that worked. I was hitting my numbers. Why would I mess with it? Think about learning golf. You chunk the ground twenty times, then suddenly you make contact. The ball doesn’t go straight or very far, but it goes. Someone tries to teach you proper form, your first thought is, “I already figured out how to hit the ball.” That’s where many top performers live. They’ve reached an equilibrium. Not peak performance, but functional competence. Training feels disruptive because it threatens what is currently working. They’re not resisting because they’re stubborn. They’re resisting because they have something to lose. What if they try something new and their numbers drop? They’d rather stay at 85% effectiveness than risk dropping to 60%, even if it means eventually reaching 120%. Two Ways Ego Hurts Performance Creates Rush Instead of Curiosity At Paycom, I carried a massive chip on my shoulder. I carried the same name as my dad. People knew who he was. I felt pressure to prove I belonged. So I rushed. I skipped discovery. I pushed toward proposals. I talked more than I listened. Every call felt like a test I needed to pass. You can hear this on your team’s calls. Reps who are trying to prove something move too fast. They stop asking questions. They perform instead of selling. That behavior is driven by ego, and it costs deals. Telling them to slow down will not fix it. You need to understand what they feel compelled to prove and why they associate speed with competence. Blocks From Actually Learning When I was carrying a quota, I thought I was a lifelong learner. I read every sales book. I listened to podcasts. I sat through hours of training sessions. But when it came to changing what I did on Monday morning, I defaulted right back to what I knew. I’d hear a new objection handling technique and think, “Yeah, I basically already do that.” I didn’t. But ego wouldn’t let me see the gap. Your salespeople are doing the same thing right now. They’re taking in your coaching but filtering it through their existing beliefs. They’re protecting the system that’s currently working. And they’re developing blind spots they can’t see. Watch for the reps who stop recording their calls because they “know what they sound like.” The ones who skip role play because it’s “not realistic.” The ones who tune out your coaching because you “don’t understand their territory.” Reps who do this aren’t trying to be difficult, but instead trying to protect their self-image instead of improving their performance. Why Your Team Listens to Outside Trainers But Not You One of the most frustrating parts of leadership is to preach a methodology for six months and nothing changes. Then an outside consultant shows up and says the exact same thing. Suddenly, everyone’s taking notes and engaged. I experienced this firsthand with my dad. He would offer advice, and I tuned out. Days later, I would hear the same message from someone else and think it was brilliant. It wasn’t about the message. It was about who was delivering it. When you try to coach your team, there’s history. There’s baggage. Maybe you’ve given conflicting directions before. Maybe they see you as “management” instead of someone who gets it. Maybe they just don’t like admitting to their boss that they need help. Outside trainers don’t carry that weight. They show up with a clean slate and credibility that’s granted just by being an outsider. The real question isn’t how to make your team listen to you. It is how to create an environment where learning feels safe, regardless of who delivers it. How to Break Through Sales Training Resistance Frame Training as Addition, Not Correction I stopped resisting coaching when my leaders stopped making me feel like ...
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      51 min
    • How to Save Neglected Accounts Before They Disappear (Ask Jeb)

      How to Save Neglected Accounts Before They Disappear (Ask Jeb)
      Jan 20 2026
      Here’s a question that’ll make your head spin: You just inherited 50 neglected accounts, and your customers feel taken for granted. How do you reposition yourself as a high-value partner instead of just another transactional vendor who’s about to disappoint them? That’s the question posed by Scott Northway, and it’s one of the most common challenges I see in sales today. A new account manager takes over, inherits a book of business that’s been ignored, and now has to figure out how to rebuild relationships with customers who’ve been collecting dust. If you’re nodding your head right now, you’re not alone. Poor account management is quietly bleeding companies dry, and most leaders have no idea how much revenue they’re leaving on the table. The Brutal Truth About Why Customers Leave When we survey customers through our consulting projects with clients who are hemorrhaging accounts, here’s what we find: About 70 percent of the time, customers don’t leave because of price. They don’t leave because of product quality or service issues. They leave because they feel taken for granted. Let me give you a real example. I pay six figures annually for a software program that’s critical to my business. Every time my contract comes up for renewal, it’s like a circus. They fly people in. They wine and dine me. They promise the moon about how they’re going to support us and be our partner. Then once the contract is signed? Crickets. My account manager disappears for three years. If I don’t call them, they don’t call me. And here’s the thing: I actually like my account manager. I genuinely want to work with them. There are products I could buy, optimizations we could make, but I have to do all the work to make it happen. This is insane. And it’s costing companies millions. What Won’t Work: The Rookie Mistakes So you’ve inherited these neglected accounts. Here’s what you absolutely cannot do: Show up on their doorstep apropos of nothing and try to sell them something. If I’m an existing customer doing business with your company, and you show up trying to pitch me without acknowledging the elephant in the room, we’re probably done. It’s rude. It’s bad behavior. And it tells me you’re just like every other transactional vendor who doesn’t actually care about my business. The second mistake is spreading yourself too thin across all 50 accounts without any strategy. You’ll burn out, deliver mediocre service to everyone, and end up losing accounts you could have saved. The Human-to-Human Approach That Actually Works Here’s what does work: Be honest. Be human. Name the problem. Pick up the phone and say something like this: “Hey, I’m your new account manager. I recognize that no one’s contacted you in a while, and I’m sorry about that. I apologize. I’d like to do a fresh start. Would you give me the opportunity to get to know you better and learn about what’s important to you?” That’s it. Simple. Direct. Human. Now here’s the hard part: When you have that conversation, some customers are going to unload on you. If they really have felt taken for granted, they’re going to say some nasty things. They might complain about the last account manager. They might air grievances about problems that have been festering for months. And the most important thing you can do in that moment is shut up and listen. Don’t try to defend the past. Don’t talk over them. Don’t promise you’re going to be so much better than the last person. Just let them get it all off their chest. Let them talk it out, because people like people who listen to them. Then, if there’s something specific you can help them with, don’t make promises you can’t keep. Commit to one thing. Take care of that commitment. Honor it. Build trust slowly. That’s how you become a high-value partner through fanatical prospecting discipline applied to account management. The Smart Way to Triage 50 Accounts You can’t effectively manage 50 accounts with equal attention, so you need to segment fast. Use a simple A, B, C ranking by revenue and risk: A Accounts: Your largest customers or those at highest risk of churn. These get weekly or bi-weekly touchpoints. B Accounts: Solid mid-tier customers with growth potential. These get monthly check-ins. C Accounts: Smaller accounts that are stable. These get quarterly touchpoints. But here’s the secret weapon most account managers miss: Use AI and your CRM data to find the low-hanging fruit. Look for patterns like former buyers who’ve moved to new companies in your territory, customers who mentioned specific challenges in past conversations, or accounts showing signs of expansion readiness. One of the smartest things you can do is ask your AI tools: “Did anyone on this account ever mention their favorite sports team? Do they like to cook? What matters to them personally?” Those human details are gold for building real relationships in ...
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      15 min
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