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    Business

    Sales Gravy: Jeb Blount

    From the author of Fanatical Prospecting and the company that rewrote the rules of modern selling, the Sales Gravy Podcast helps you sell more, win more, and earn more.

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    Copyright: © 2024 Jeb Blount, All Rights Reserved

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    Latest Episodes:
    Stop Worrying About What Your Mom Thinks of Your LinkedIn Dec 11, 2025
    Show notes

    Is Your LinkedIn Personal Branding Built for Buyers or Bystanders?

    “Respectfully, you are not my audience.”

    Performance coach Giselle Ugarte said that on a recent episode of the Sales Gravy Podcast, and it might be the most liberating thing you’ll hear about LinkedIn personal branding this year.

    Because somewhere between building your profile and hitting publish on that post, you’ve started making decisions based on what your college roommate might think. Or your former boss. Or yes, your mom.

    The hard truth? None of them are writing you commission checks.

    The Real Reason Your LinkedIn Personal Branding Falls Flat

    You’ve heard “be authentic” and “show up as yourself” so often that the advice has lost all meaning. So you end up in a strange middle ground where you’re not polished enough to impress executives and not human enough to connect with actual buyers.

    Your LinkedIn personal branding suffers because you’re creating content for ghosts. People who will never hire you, never refer you, never sign a contract. You’re worried about the wrong audience, and that hesitation shows up in every word you type.

    Think about the last post you almost published but didn’t. What stopped you? Probably not a legitimate business concern. More likely, you had a flash of “what will people think?” and that voice didn’t belong to your ideal client. It belonged to someone in your network who wouldn’t buy from you if you were the last salesperson on earth.

    Who Your LinkedIn Content Is Really For

    Your LinkedIn personal branding should speak to three groups:

    • Current clients
    • Prospective clients
    • People who can refer you to clients

    That’s it. Everyone else is background noise.

    When you post about closing a tough deal, your brother who works in IT might think you’re bragging. Your client, who fought through the same challenge, is nodding in agreement.

    When you share a lesson from a deal that went sideways, your high school friend might wonder why you’re airing dirty laundry. Your prospect is realizing you understand their world.

    The disconnect happens because you’re trying to serve two masters. You want to build real relationships with buyers while also maintaining some imaginary professional image for people who have zero impact on your business.

    The Transform 20: LinkedIn Personal Branding That Actually Works

    If you’re going to shift your LinkedIn personal branding from performative to productive, you need a system. Not another “post three times a week” generic advice pile, but something that forces you to focus on real humans instead of vanity metrics.

    Giselle’s practical framework, Transform 20, breaks down into four daily actions, each designed to build actual relationships:

    Connect with 5 new people.

    Not random connections. People you met this week, people on your calendar, people who recognize your face. Every request should feel familiar to them.

    Send 5 meaningful messages.

    Check in. Reference something personal. End with a question. “Let me know” is where leads go to die. Meaningful DMs teach the algorithm who matters to you — and who should see your content.

    Leave 5 meaningful comments.

    Two to three sentences. Add context. Reintroduce yourself if needed. A thoughtful comment builds more trust than another like or emoji ever will.

    Record 5 one-to-one videos.

    Sixty seconds or less. “Hey, I was thinking about you because…” It’s a pattern interrupt in an inbox full of text and one of the fastest ways to stand out. This is where confidence compounds.

    Twenty actions. Most people won’t do it because it feels like work. But if you woke up to 20 qualified leads tomorrow, would that change your business? That’s what you’re building here.

    What Your LinkedIn Profile Should Actually Show

    Buyers want to know you’re a real person. That you have a family, hobbies, interests, failures, and lessons. That you care about something besides your quota.

    If you blur your Zoom background because you think it’s more professional, you’re missing an opportunity. Let them see the bookshelf, the Peloton, the framed photo. These details give people something to ask about and a reason to remember you.

    The same goes for your LinkedIn headline. Yes, include your title. But also include the detail that creates connection. “Mom of four,” or “Proud Michigan alum,” or whatever matters to you and might matter to them. Make it easier for people to find common ground with you.

    Stop Creating Content for People Who Will Never Buy

    You already know who matters: current clients, prospective clients, and people who can refer you to clients.

    Your former colleague who always has something snarky to say about your posts? They’ve never sent you a referral. Your friend from college who thinks sales is beneath them? They’re not signing contracts. Your family member who wants you to be more buttoned up? They’re not in your market.

    Have the clarity to know that you can’t build an effective LinkedIn personal branding presence while trying to please everyone. You’ll end up pleasing no one, least of all the people who could actually benefit from working with you.

    You cannot build effective LinkedIn personal branding while trying to please people who don’t impact your business.

    Before you write that post or record that video, remind yourself: someone would be lucky to hear from me today. You have something valuable to offer — and the courage to show up as a real human.

    The salespeople winning on LinkedIn aren’t the most polished. They’re the most human. They make it easier for the right people to decide they want to work with them.

    Send the videos. Start the conversations. Show up as the person your clients actually want to buy from. That’s how you win on LinkedIn — and everywhere else.

    Want the full LinkedIn playbook? Buy The LinkedIn Edge by Jeb Blount and Brynne Tillman. It’s packed with non-negotiables that will turn your profile into a pipeline-building machine.


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    How to Carry Sales Momentum Through the Holidays and Into the New Year (Ask Jeb) Dec 09, 2025
    Show notes

    Here’s the scenario that’s playing out in sales organizations everywhere right now: Your team fought through a brutal first half of the year, rallied momentum in the second half, crushed their numbers, and now they’re ready to coast through December.

    That’s the exact situation Kyle Begbie, a regional sales director at Fuse HR Solutions in Ontario, Canada, brought to this week’s Ask Jeb. His team overcame massive market disruption, economic headwinds, and buyer hesitation to finish the year strong. Now he’s facing the most dangerous challenge of all: keeping that momentum alive through the holidays and into January.

    If you’re nodding your head right now, you’re not alone. This is the point in the year where sales teams either set themselves up for a championship quarter or dig themselves into a hole that takes months to climb out of.

    The Holiday Momentum Trap

    Here’s what happened to Kyle’s team, and it’s probably happening to yours too: They worked incredibly hard through disruption and uncertainty. They pushed through discouragement when buyers were putting deals on hold. They ground it out for months to get back on track.

    And now they’re exhausted.

    The holidays are here. Christmas music is playing. Everyone wants to take their foot off the accelerator and coast a little bit. This is why December and January are the most dangerous months for sales professionals.

    Here’s the deal: Nothing really changed in the market from the first half of the year to the second half. Kyle’s team faced the exact same headwinds, the same economic conditions, the same buyer concerns. The only thing that changed was what they believed.

    Once they believed they could win, they kept winning. And once buyers realized nothing was going to change and all of this was permanent, they got on with business.

    But here’s the problem: If you take your foot off the accelerator now, you’re going to pay for it in January and February. That’s not motivation speak. That’s math.

    The 30-Day Rule Will Make or Break Your Q1

    The 30-day rule is simple: The prospecting you do in any given 30-day period pays off over the next 90 days.

    This is especially true in industries like staffing, but it applies to every sales role. If your team takes December off and doesn’t prospect, you’re going to have a catastrophic January and February. It’s that simple.

    So the number one thing you need to do as a sales leader right now is get structure around prospecting. Every morning, your team needs to run their call blocks. They need to run their sequences. They need to go through the entire process, and that cannot stop.

    The only way you’re going to lead this is from the front. Whether your team is dispersed or in the office, you need to be running prospecting blocks with them every single day all the way through the holidays. If you do that, you’re going to be golden.

    Close What’s Closable Before January 1

    The second critical action is closing every deal in your pipeline that’s actually closable right now.

    Your customers are thinking they have time. Your salespeople are thinking they have time. Nobody’s pushing anybody. But here’s the reality: If those deals roll over past Christmas into the New Year, the likelihood of closing them is almost zero. You’re essentially starting all over again.

    Sit down with all your salespeople right now and walk through their pipeline. Identify every single deal where everything is lined up. Fit, budget, need, authority. Everything’s qualified. The only thing keeping you from closing is they haven’t said yes yet.

    Get in the middle of those deals and find a way to get them closed. That gives you momentum going into the new year. December feels great. And in staffing or any service business, those December closes become revenue in January, February, and March, which takes massive pressure off your team.

    Set Your Team Up for Success in January

    This is a critical time to start thinking about setting yourself up for success in the new year. While everyone else is checking out, you should be:

    Building targeted prospect lists for Q1. Identify your ideal prospects for January, February, and March right now so you can hit the ground running.

    Cleaning up your CRM. Get your data organized. Update records. Remove garbage. Make sure your team has clean, actionable information when they come back.

    Revisiting close-lost deals from earlier in the year. Especially deals from the first half of 2025 where buyers were hesitating or went with a competitor. Maybe the grass wasn’t greener. Maybe they still have the same problems. Build those lists now so you can attack them hard in January.

    Following up on qualified leads that stalled. There are good leads sitting in your system that were qualified but couldn’t move because of timing or market conditions. Gather those up and get lists together for your team.

    What you’re doing here is acting like a coach getting your players in position to win. Because here’s what happens if you don’t: You come off the holidays, get into the first part of the year, and watch your sales team waste the first two weeks of January walking around in a daze, not knowing what to do.

    You want to make sure that the first Monday of the new year, you’re running prospecting blocks, talking to customers, and working deals. Not figuring out what you should be doing.

    The Power of Celebration and Storytelling

    The last piece of maintaining momentum is taking time to celebrate what your team accomplished.

    Sit down with your team and tell them the story of what they did this year. Make sure they understand the lesson: When they shifted their mindset, they changed their game. That’s what happened.

    Tell them they did a great job. Make sure they’re taking time for their family and having fun. Help them manage their time so they can do both. But fill up their hearts with confidence and belief that they can do anything.

    Because here’s the truth: Nothing changed this year except for them. And if that’s true, then nothing can stop them next year either. It doesn’t matter what happens in the marketplace. Even if we go into a recession, people are still hiring. The money is still there. It’s just that more people are chasing it.

    Teach your team that it doesn’t make a difference what happens. The economy can fall apart, but they’re good enough to go find where the money is and take it. Because while everyone else is sitting around telling themselves what they can’t do, your team is telling themselves what they can do.

    That’s how you carry momentum. That’s how you avoid the January hole. And that’s how you build a championship sales team.

    Ready to take your sales game to the next level? Check out The LinkedIn Edge to learn how to leverage the world’s most powerful B2B social selling platform to fill your pipeline, build relationships, and close more deals.


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    What Bowling Reveals About Staying Consistent in Sales (Money Monday) Dec 07, 2025
    Show notes

    What Does a Perfect Bowling Game Have in Common With Top-Performing Sales Reps?

    Walk into a bowling alley on a Friday night, and you’ll see a scene that looks like pure recreation. The crash of pins, the rumble of conversation, the squeak of shoes on the approach. But beneath all that noise is something far more serious: discipline, repetition, emotional control, and the relentless pursuit of mastery.

    That’s the real game. And it’s the exact game top performers play in sales.

    Selling rewards consistency, mental toughness, and the willingness to execute the fundamentals long after everyone else has checked out. When you break the sport of bowling down frame by frame, it mirrors what we teach every day at Sales Gravy. Fanatical Prospecting. Emotional control. Owning your process. Staying steady under pressure. Winning one shot at a time.

    Each frame reveals a truth about the way elite sellers think and operate.

    Frame 1: The Approach — Fanatical Prospecting

    In bowling, the shot starts before the ball ever moves. The routine is deliberate: same steps, same breath, same commitment. That’s where consistency begins.

    In sales, your approach is prospecting. It’s the moment you decide whether you’re a professional or a hobbyist. Pros don’t wait for a pipeline crisis. They build a non-negotiable daily rhythm of fanatical prospecting, exactly the way Jeb teaches it.

    “One more call. One more conversation. One more connection.”

    That mindset is your approach. That’s the discipline that separates a bowler stepping onto the lane with purpose from the one sitting at the bar making excuses.

    You pick a target, commit, and move.

    Frame 2: The Lane — Owning Your Sales Process

    A lane looks the same every time, but it rarely plays the same. Oil patterns shift. Friction changes. Conditions evolve.

    Your sales process is no different.

    You can’t control a buyer’s internal politics or shifting priorities, but you can control how you move through your process. You can control your cadence, your discovery, your follow-up, and your commitment to advancing every opportunity with intention.

    Average sellers blame the lane. Pros read it.

    They ask better questions. They recognize where deals stall. They adjust without abandoning the fundamentals. The arrows exist to guide the ball; your process exists to guide you. Ignore it, and you drift straight into the gutter.

    Frame 3: The Ball — Your Message and the Triangle of Trust

    A bowler’s ball is drilled to fit their hand, weighted for their style, and chosen for the conditions.

    Your ball is your message—your story, your questions, your ability to connect what you sell to what the buyer actually cares about. When you balance logic, emotion, and values, the ball rolls true.

    Most sellers throw the same generic pitch at every buyer. Pros tune their message. They refine their openings. They speak the buyer’s language.

    Hit with too much emotion and no substance, you lose credibility. Hit with pure logic and no emotional relevance, you miss the pocket of influence.

    The goal is simple: strike emotion first, let logic clean up the rest.

    Frame 4: The Pins — Prospects, Objections, and Physics

    Pins obey physics. They aren’t out to get you.

    Prospects are the same.

    Some fall quickly. Some require finesse. Some need a second shot. This is where many sellers unravel emotionally. They take objections personally. They turn one “no” into a story about themselves.

    Objections aren’t judgment. They’re feedback.

    “We’re happy with our current vendor.”

    “Call me next quarter.”

    Objections are indicators, and tell you where your angle is off.

    Pros adjust. Ask a different question. Reframe the problem. Bring a story that hits harder. Then take another shot.

    The frame isn’t over until you quit.

    Frame 5: The Shoes — Mindset and Emotional Control

    No one bowls in street shoes. You’ll slip, lose balance, and go down hard.

    Your mindset is your pair of bowling shoes. Without emotional control, every call feels unstable. Every objection knocks you off center. Every tough moment spirals.

    Pros prepare their mind before they prepare their day. They visualize tough conversations. They decide how they’ll respond to setbacks before they happen. They choose composure over reaction.

    A confident mind produces a confident delivery. Buyers feel both.

    Frame 6: The Equipment — Tech as an Amplifier, Not a Crutch

    Pros carry multiple balls, tape, tools—gear that helps them adjust and stay consistent. None of it bowls for them.

    Sales is full of tools too: CRMs, AI, sequencing engines, dialers. But tools only multiply effort. They never replace it.

    Weak sellers hide behind technology. Pros use it to increase conversations and stay organized. Tools help you understand the “oil pattern” of your territory. But at the end of the day, it’s still you, a buyer, and a conversation.

    No technology closes deals for you.

    Frame 7: The Team — Culture and Accountability

    Bowling looks individual, but leagues win seasons. Behind every high average is a team pushing each other, challenging complacency, and celebrating progress.

    Sales is the same.

    Great cultures are built around coaching, accountability, and emotional safety. Teams share insights, review calls, and collaborate on tough deals. When someone hits a strike, everyone feels the lift. When someone struggles, the team rallies.

    You’re competing, but you’re not competing against each other. You’re competing against your potential.

    Frame 8: The Scoreboard — Metrics and Truth

    The scoreboard doesn’t lie. It doesn’t care how busy you felt. It only reflects execution.

    Your sales scoreboard measures the same: dials, conversations, opportunities created, conversion rates. These numbers are feedback tools. High performers study them. They adjust mechanics, behavior, and cadence based on the data.

    You can’t manage what you don’t measure.

    Frame 9: The Follow-Through — Closing with Composure

    A bowler’s follow-through is controlled and deliberate. The ball is gone, but the motion stays disciplined.

    Closing requires the same composure.

    Many sellers execute well early in the cycle. Then, at the moment of truth, they flinch. They rush. They soften.

    Pros stay steady. They recap value clearly. They ask directly and confidently. They handle final concerns without panic. Closing is the natural output of a disciplined process.

    Frame 10: The Final Frame — Finishing Strong with Follow-Up

    The tenth frame separates casual bowlers from champions. Tired, under pressure, and out of margin for error, pros sharpen their focus.

    In sales, the tenth frame is follow-up.

    It’s the week after the demo. The stalled proposal. The buyer who goes quiet. Most sellers mentally check out and tell themselves the wrong story: “If they wanted it, they’d call me.”

    Pros don’t buy that lie.

    Deals are won in the follow-up—professional, relevant, value-driven persistence. That’s where reliability is proven.

    The Game That Never Ends

    Sales doesn’t have a perfect 300 game every time. Some days everything strikes clean. Some days, you grind for spares. Some days, the ball finds the gutter no matter how good your form feels.

    The separator is what you do next.

    Pros study the lane. They adjust their feet. They breathe. They get back on the approach and commit to the next shot with the same intensity as the first.

    So as you head into your day, think like a bowler playing the long game. Lace up your mindset. Respect your process. Choose your message with intention. Read your buyers the way pros read the lanes. Lean on your team. Track your scoreboard. And never cheat the follow-through.

    The pins are set. The lane is open. You’ve always got one more frame.

    Step up with purpose. Roll with confidence. And when in doubt, make one more call.

    Ready to take your sales game to the next frame? Build discipline, track your process, and crush your goals with the FREE Sales Gravy Goal Guide. Start mastering your results today.


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    Why Being Coachable Isn’t the Same as Being Humble in Sales Dec 04, 2025
    Show notes

    You’re Coachable, But Are You Truly Humble?

    You’ve been coachable your entire career. You take feedback, adjust your approach, read books, listen to podcasts, and implement what works. Yet being coachable doesn’t automatically make you humble—and that gap may be costing you more than you realize.

    Nicolas Restrepo, Senior Vice President of Sales at World Emblem, shared on a recent Sales Gravy Podcast episode: “What advice would I give myself ten years ago? Be humble. There’s a difference between being coachable and being humble.”

    Most sales leaders assume coachability covers everything. If you’re open to learning, you’re set—right? Not quite. The best sales leadership is built not only on willingness to learn, but on recognizing that your success was never yours alone.

    What Being Coachable Actually Means

    A coachable leader stays receptive. Feedback isn’t a threat. Adjustments aren’t a burden. You ask questions, try new techniques, and pivot when something stops working.

    Coachable leaders attend training sessions and apply what they learn. They don’t cling to “the way we’ve always done it” when the market shifts. Adaptability is their baseline.

    But it’s only half the picture.

    What Being Humble Actually Means

    Humility isn’t self-deprecation. It’s acknowledging the full story behind every win.

    Humble leaders recognize the customer service rep who handled tough calls, the operations team that pulled off a miracle to meet a deadline, and the mentor who guided them through a high-stakes negotiation.

    Humility shows up when leaders look at a win and say “we did that” instead of “I did that.” It changes the way you speak, how you coach, and how your team shows up around you.

    Why Sales Leaders Confuse the Two

    It’s easy to blur the lines. Coachability requires some humility. You have to acknowledge you don’t know everything. But it’s possible to be coachable and still operate from ego.

    Some leaders take feedback on their discovery process while taking full credit for the deal. They embrace a new objection-handling framework but never acknowledge the people who supported the outcome. They accept coaching but keep score of how often they were right.

    Coachability grows your skills. Humility grows your people.

    The Risks of Only Having One

    Coachability without humility burns teams out. You may improve individually, but hoarding credit discourages collaboration. When that happens, reps start withholding help because they know their contribution won’t be recognized. They stop sharing insights. They stop going the extra mile. Coachable-but-not-humble leaders also tend to ask for help too late. They’ll accept advice when it arrives but rarely seek it out until they’re underwater.

    Humility without coachability leads to stagnation. You may share credit generously and build strong relationships, but if you refuse to learn hard truths about your blind spots, your team stalls with you. Some leaders disguise resistance to growth as modesty, deflecting responsibility rather than owning the need for improvement.

    You need both.

    Where These Traits Show Up in Real Leadership

    Consider how coachability and humility show up in everyday situations:

    After a big win:

    • Coachable leaders debrief to find the repeatable actions.
    • Humble leaders publicly recognize who made the win possible.

    When something fails:

    • Coachable leaders ask what they could have done differently.
    • Humble leaders avoid placing blame on the team.

    During onboarding:

    • Coachable leaders stay open to feedback from new hires about broken processes.
    • Humble leaders acknowledge when a new rep brings a skill they don’t have.

    In pipeline reviews:

    • Coachable leaders adjust their forecast based on data.
    • Humble leaders give credit to the rep who spotted a risk early.

    Why This Matters for Long-Term Sales Leadership

    Sales leadership is a long game. You’re not just managing this quarter’s number. You’re shaping the culture that determines whether top performers stay or bolt.

    Coachability keeps you sharp. Humility keeps your team aligned.

    When both traits are active, people share ideas more freely because they know you’ll listen. They fight for deals because their effort is seen. They stay through hard quarters because they trust you’re not in it for personal glory.

    How to Develop Both Traits

    To strengthen coachability:

    • Ask your team for feedback on your leadership and apply it.
    • Work with a peer or mentor who will challenge you.
    • Notice when you resist feedback and explore why.
    • Read one sales leadership book per quarter and implement one idea.

    To strengthen humility:

    • When talking about a win, name three people who contributed.
    • Ask for help early instead of waiting until you’re stuck.
    • Start meetings by recognizing someone else’s win.
    • Pay attention to how often you use “I” versus “we.”

    Questions to challenge yourself:

    • When I talk about a win, who gets credit?
    • Do reps bring me ideas, or wait to be told what to do?
    • Am I more focused on being right or being effective?
    • When was the last time I publicly recognized someone?

    The Bottom Line

    Being coachable gets you in the room. Being humble keeps you there.

    You can study every methodology, attend every training session, and absorb every leadership book. But if the goal is proving how great you are instead of elevating how great your team can become, you’re building on sand.

    The sales leaders who last, who build high-performing cultures and develop reps who grow into leaders, all understand one truth: success was never a solo act.

    Stay coachable so you keep growing. Stay humble so your team grows with you.

    Your people will feel the difference. So will your results.

    Being coachable and humble is just the start. Learn how to inspire your team, earn trust, and create a culture that drives results. Grab your free chapter of People Follow You and discover the leadership strategies top sales leaders use every day.


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    Are You Letting Rejection Control Your Sales Career? (Ask Jeb) Dec 02, 2025
    Show notes

    Here’s a question that’ll stop you in your tracks: Would you let someone walk up to you, take your wallet, empty out all your cash and credit cards, and leave your family with nothing?

    Of course not. That’s insane.

    But if you’re in sales and you let rejection stop you from making calls, booking appointments, and closing deals, that’s exactly what you’re doing. You’re handing over your commission check to fear.

    That was the powerful insight from Wendy Ramirez, a leading Mexican sales expert and author of Lo que nadie habla de las ventas: Estrategias para no ser llamarada de petate or What Nobody Talks About in Sales: Strategies to Avoid Being a Flash in the Pan, on a recent episode of Ask Jeb the Sales Gravy Podcast. When you give rejection the power to stop you, you’re literally taking money away from your family. Let that sink in.

    The Science of Why Rejection Hurts

    Let’s get one thing straight right now: I’m not going to sit here and glorify rejection. Nobody wants to be rejected. Unless you’re a pure sociopath who feels nothing (and there aren’t many of those in sales), rejection is going to hurt you.

    It doesn’t matter if you’re highly outcome-driven like me or highly empathetic. Rejection hurts everyone in different degrees, but it hurts. Period.

    Here’s what’s actually happening inside your body when you get rejected: Your brain treats rejection like a physical threat. Fight or flight kicks in. It’s a neurophysical response that dumps adrenaline into your bloodstream, makes your heart race, and creates this overwhelming urge to either run away or fight back.

    That uncomfortable feeling? That’s not weakness. That’s just science.

    The Problem: Sales Is a Rejection-Dense Profession

    Here’s the brutal reality about selling: If you don’t face rejection, you’re going to fail.

    Sales is what I call a rejection-dense profession. When you hit rejection in sales, you don’t have the option of going backwards. You can go over it, through it, around it, or dig under it. But your job is literally to go out into the world, find rejection, and bring it home.

    That’s the job description. That’s what we signed up for.

    Think about it like this: A few years back, I got invited to jump out of an airplane with the Golden Knights, the U.S. Army’s elite parachute team. I’m not a skydiver (just like I’m not a Spanish speaker), but what an honor to jump with probably the best parachute team worldwide.

    I asked the guy I was tandem jumping with how many times he’d jumped. Ten thousand times, he said. So I asked him, “Do you ever get afraid?”

    His answer changed everything for me: “Of course, I get afraid. I’m jumping out of an airplane. Your body is going to get afraid. I’ve just done it so many times that I know exactly what the process is. I’m able to get myself to jump even though my brain says this is the wrong thing to do.”

    That’s exactly what you have to do in sales.

    Building Obstacle Immunity

    In my book Objections, I talk about something called obstacle immunity. It’s the process human beings go through of facing something that feels really big and uncomfortable, but doing it enough times that we lower the size of that obstacle.

    The fear of being rejected never fully goes away. But you can lower that fear.

    Here’s how you do it:

    Develop the Ledge Technique
    The ledge technique allows you to interrupt or break the pattern you feel in fight or flight when you get rejected. It helps you regain your poise and confidence so you know what to say next. It’s about taking control of the conversation when someone gives you an objection.

    Understand the Difference Between Objections and Rejection
    An objection isn’t the same as a rejection, even though they feel essentially the same in your body. When someone objects, they’re giving you information. When someone rejects you, they’re saying no. Learn to tell the difference.

    Focus on Emotional Discipline
    In emotionally tense situations, you’ve got to be emotionally disciplined. You’ve got to gain control, gain poise, and handle those objections in a way that allows you to achieve your desired outcome.

    The Mindset Makes All the Difference

    Sales is a skill position. There are particular skills, techniques, and tools you need to deploy to be good at the craft. But the thing that makes all the difference is what’s in your head.

    This is no different than athletics. Elite athletes all operate at similar skill and talent levels. They’ll tell you that winning or losing happens between the ears.

    I’m a big golfer. The difference between me having a really good game or a really bad game is one hundred percent what’s in my head. My body knows what to do. I know how to swing the club. The mental game is everything.

    If you don’t fix your mindset, you’re not going to get the results you’re expecting. People think they’re stuck and can’t move forward. But it’s just about moving your mindset. Get more information. Learn something new. Apply what you learn. That’s how you increase your mindset and get better results.

    Stop Giving Away Your Power

    When Wendy said, “When you give to the clients, when you give to the people that rejected you, the power to stop you, that’s exactly what you do,” it hit me like a freight train.

    You wouldn’t let someone take your wallet. You wouldn’t let someone steal from your family. So why would you let rejection steal your future?

    The next time you feel that uncomfortable feeling in your chest after getting rejected, remember this: That feeling is just your body doing what it’s supposed to do. It’s not telling you to quit. It’s telling you that you’re doing something hard, something that matters, something that will pay off.

    Face your fear. Make the next call. The difference between average salespeople and elite performers isn’t talent. It’s the willingness to go through rejection instead of around it.

    That’s how you win.

    Ready to take your sales game to the next level? Check out The LinkedIn Edge to learn how to leverage the world’s most powerful B2B social selling platform to fill your pipeline, build relationships, and close more deals.


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    The Linchpin Effect: Making Your Buyers Need You, Not Just Want You (Money Monday) Nov 30, 2025
    Show notes

    Your prospects know when you’re waiting for your turn to talk. They can feel when you’re performing instead of partnering. And the moment they sense you’re treating them like a transaction, you’ve already lost the sale, or at least the loyalty that comes after it.

    The difference between good salespeople and unforgettable ones isn’t about closing techniques or fancy proposals. It’s about becoming the trusted sales advisor your buyers can’t imagine doing business without. It’s about evolving from vendor to linchpin—the person who holds everything together.

    What Does It Mean to Be a Linchpin?

    A linchpin is the small pin that holds a wheel on its axle. Remove it, and everything falls apart.

    In sales, being a linchpin means you’re more than someone who takes orders or delivers quotes. You’re the trusted sales advisor buyers turn to for guidance, validation, and expertise. They don’t just buy from you; they believe in you. They want your opinion. They rely on your consistency. And when things get messy, they know you’ll help them make sense of it all.

    But most salespeople never reach linchpin status. They stay stuck in the vendor zone: quoting, pitching, following up, moving on. It’s safe. It hits metrics. But safety doesn’t create loyalty.

    Why Most Sellers Stay Vendors

    The vendor zone is comfortable. You know what to do. You have a process. You check boxes.

    But here’s the problem: your prospect can feel when you’re focused on yourself instead of them. They know when you’re running through a script or waiting to launch into your pitch. And that feeling—that sense of being just another number—kills trust before it ever has a chance to grow.

    Being a trusted sales advisor requires something different. It requires you to slow down, tune in, and genuinely care about the person across from you. That’s where the magic happens.

    Build Emotional Connection Through Reading the Room

    The best salespeople don’t take behavior at face value. They interpret it.

    When a buyer seems distracted or cold, linchpin sellers pause and ask themselves: What’s really happening here? Is this person overwhelmed? Skeptical because of a bad past experience? Or just thinking deeply because they need time to process?

    Here’s how to sharpen your ability to read buyer emotions:

    1. Match and mirror. Notice their pace, tone, and energy, then subtly align with it. People feel safer with people who move at a similar rhythm.
    2. Say what you’re thinking. Use your inside voice as your outside voice. Try: “It sounds like this project has a lot of pressure behind it” or “You seem hesitant—can I ask what’s causing that?” Naming emotions and behaviors politely opens doors.
    3. Embrace the silence. Silence doesn’t mean rejection. It means your buyer is thinking, absorbing, processing. This is where most salespeople blow it. They open their mouths too soon because they can’t handle the quiet. Five extra minutes of patience is often what stands between winning and losing a deal.

    Reading people is empathy in motion. But it takes work. And most salespeople don’t take the time.

    Lead With Curiosity

    Curiosity is the trait that rarely gets enough attention in sales training. But when you’re genuinely curious about what makes your buyers tick—what drives their decisions, what matters most to them, what keeps them up at night—you move past small talk and into real conversations.

    When you show up to serve instead of showing up to sell, curiosity becomes natural. You ask questions to understand what your customers actually need. You build solutions together. And that’s the moment you become essential to solving their problems.

    Here’s how to leverage curiosity as a trusted sales advisor:

    1. Ask one more question. When your buyer answers, don’t jump into your pitch. Say, “Tell me more about that” or “What else is behind that concern?” That extra question is where the truth often lives.
    2. Replace judgment with wonder. When a prospect makes an odd request, don’t think “That’s ridiculous.” Think “I wonder what’s driving that?” That mindset shift changes your energy completely—and they can feel it.
    3. Prep curiosity prompts before each meeting. Write down three open-ended questions that start with “how” or “what.” Questions like “How will this impact your team’s workload?” or “What happens if nothing changes?” uncover real motivation.

    The phrase “I’m so curious about…” has become a game-changer in discovery calls. It opens doors to deeper conversations. Most buyers will jump right in, and the conversation flows naturally. Your job is to listen, take notes, and get even more curious as they open up.

    Evolve Into an Indispensable Consultant

    Most salespeople understand the concept of being consultative: asking questions, offering insights, guiding decisions. But the best take it further. They become so valuable that their clients’ success feels harder to imagine without them.

    When you become indispensable, things don’t function properly without you. People need you, not just want you. You bring unique value that can’t easily be replaced, because nobody is you.

    Here’s how to go beyond helpful and become essential:

    1. Diagnose before you recommend. Don’t rush to fix. Take time to fully understand the client’s situation. Ask deeper questions. Look for patterns. Confirm what really matters before offering solutions. You’ll gain trust faster through understanding than urgency.
    2. Teach through insight. Help your clients see their business from a new angle. Bring context, data, or perspective they haven’t considered. When they walk away from a meeting thinking differently because of you, you’re no longer just a vendor—you’re a resource.
    3. Lead with consistency and integrity. Show up when it’s easy, but also show up when it’s not. Be steady, dependable, and transparent, especially when outcomes are uncertain. Indispensable consultants don’t disappear when things get complicated. They stay close, communicate clearly, and make it easier for clients to move forward with confidence.

    When you understand deeply, teach clearly, and lead consistently, you become more than a salesperson. You become part of your clients’ strategy. You become the trusted sales advisor they call first.

    People Buy You First

    Being a linchpin isn’t about what you sell. It’s about how you show up for the buyer.

    When markets shift or leadership changes, your product might change—but your presence shouldn’t. People will always buy you first.

    Show up curious. Listen for meaning, not just for answers. Teach what you know. Stay steady when others panic.

    This approach moves you from being one of many to being the one they call first. That’s how you go from vendor to linchpin.

    Ready to master the techniques that turn you into the trusted sales advisor your buyers can’t live without? Download the FREE Sales Gravy Book of Play by Gina Trimarco and get the tools, tactics, and techniques to become a more effective and agile communicator in spontaneous sales conversations.


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    Using Authentic Appreciation to Drive Sales Team Success Nov 27, 2025
    Show notes

    The automated “Great job, team!” email blasted to 47 people at 4:37 PM on a Friday isn’t authentic appreciation. Neither is the generic gift basket ordered by someone in HR who’s never met your top performer, or the corporate recognition program where nobody actually feels valued.

    These things look like recognition, but your people know the truth: leadership is outsourcing one of the most human tasks—seeing the people who show up every day and make things happen. And your teams feel the disconnect.

    As Jeb Blount Jr. recently said on the Sales Gravy Podcast: “Don’t make your appreciation to customers, to your team, to yourself a completely outsourced behavior. It will be cheap, and everyone will know it.”

    Authentic appreciation can’t be delegated to your human resources team or automated through your CRM. And that’s exactly why it works.

    Where Sales Leaders Go Wrong with Recognition

    Most sales leaders fall into one of two camps.

    Camp one believes they don’t have time for appreciation because they’re focused on results. The numbers are what matter. Recognition is soft skills territory—nice to have, but not essential.

    Camp two wants to show appreciation but defaults to the path of least resistance. They sign the company card. Approve the budget for the year-end gift. Forward the congratulatory email from the VP. Box checked.

    Both camps are missing what actually moves people. Recognition that matters requires you to see the work that often goes unseen. It demands that you pause long enough to notice not just the outcome, but the effort behind it. That’s not something you can outsource.

    Why Small Moments Compound Into Big Results

    There’s a concept in professional development about making 1% improvements every single day. Over 365 days, those tiny adjustments compound into exponential growth.

    Authentic appreciation works the same way.

    You don’t need a massive recognition program. You don’t need elaborate gestures or expensive rewards. You need consistency in the small moments that tell your team: I see you, and what you are doing matters.

    Consider the sales rep who stays late to prep for tomorrow’s presentation. The account manager who defuses a client issue before it reaches your desk. The teammate who mentors the new hire without being asked. These moments happen every day, and most leaders miss them entirely because they’re scanning for the big wins.

    But your team isn’t just looking for recognition when they close the monster deal. They’re looking for it on Tuesday afternoon when they’re grinding through their 50th prospecting call. They’re looking for it when they’ve had a brutal week and still show up ready to perform.

    Small acts of authentic appreciation in these moments build trust faster than any annual award ceremony ever will.

    3 Elements of Authentic Appreciation

    Authentic appreciation has three non-negotiable elements.

    • Specific means recognizing exactly what someone did and why it mattered. Not “great work on that account,” but “the way you handled that objection about pricing showed real creativity—you reframed value instead of dropping price, and that’s exactly the approach we need more of.”
    • Timely means you don’t wait for the quarterly review or the annual celebration. You recognize the effort when it happens, while it’s still fresh and meaningful.
    • Personal means you deliver it in a way that resonates with that individual. Some people want public recognition. Others prefer a quiet conversation. Some treasure a handwritten note. Others just want to hear it directly from you in the moment.

    Here’s what this looks like in real leadership: One sales leader makes it a practice to handwrite notes to team members. Not emails. Not Slack messages. Actual pen-on-paper notes. Some are two sentences. Some are three paragraphs. But everyone is specific to something that person did and why it mattered to the team.

    Is it efficient? No. Does it scale? Not really. But those notes end up on office walls, in desk drawers, and tucked into planners. Years later, people still have them. That’s the difference between authentic and outsourced.

    Integrate Authentic Appreciation Into How You Already Work

    Most sales leaders know they should show more appreciation. They feel guilty about it. They add it to their to-do list. And then the day gets away from them.

    The problem is treating appreciation as an extra task instead of integrating it into what you’re already doing.

    You’re already having one-on-ones. Reviewing deals. Walking the floor or jumping on calls. The question isn’t whether you have time—it’s whether you’re paying attention in those moments.

    When reviewing pipeline, don’t just look at the numbers. Notice the effort. “I see you’ve been hitting activity goals consistently for six weeks straight. That discipline is setting you up for a strong Q1.”

    When someone sends an update email, reply with more than “thanks.” Take 30 seconds to acknowledge what they did: “This breakdown made my job easier. I didn’t have to dig for answers. That kind of communication makes our team more efficient.”

    These aren’t grand gestures. They’re small moments of paying attention and responding like a human being who notices when people do good work.

    Building a Culture Where Authentic Appreciation Flows Both Ways

    The best team cultures don’t just flow from leader to team member; they flow in every direction.

    When you model authentic appreciation, your team starts doing it for each other. They notice the work that happens behind the scenes. They start going the extra mile. The culture shifts from everyone waiting for the leader’s approval to everyone building each other up.

    One practice that works: create space in team meetings for peer recognition. Not forced or formal—just an open moment where anyone can call out something they appreciated from a teammate that week. Keep it optional. Keep it genuine. You’ll be surprised how quickly it becomes part of your team’s rhythm.

    Additionally, most high performers are terrible at acknowledging their own progress. They hit a goal and immediately move to the next one without pausing to appreciate what they just accomplished.

    In coaching sessions, start by asking: “What’s a win from this week?” Make them say it out loud. Make them acknowledge their own growth. That internal recognition builds resilience and momentum that external praise alone can’t create.

    What Happens When You Get This Right

    When you stop outsourcing appreciation and start building it into your leadership, everything shifts.

    • Retention improves. People stay where they feel seen and valued. They leave when they feel invisible.
    • Team energy changes. Appreciated people bring more to the table. They take ownership. They go the extra mile because they want to.
    • Difficult conversations get easier. When someone knows you genuinely care about their success, they’re more open to feedback and coaching.
    • Culture becomes magnetic. Top performers want to work on teams where their contributions matter. They can feel the difference between authentic and transactional leadership from a mile away.

    Take Action This Week

    Stop waiting for the perfect appreciation program or the right company initiative. Start with what you can control right now.

    This week:

    • Write one handwritten note to someone on your team. Be specific about what they did and why it mattered.
    • In your next one-on-one, ask “What’s a win from this week?” and let them acknowledge their own progress.
    • Catch someone doing something right—however small—and tell them in the moment.
    • End your next team meeting with clear recognition for one person. Not generic praise, tell them exactly what you noticed and why it mattered.

    This month:

    • Create a recognition moment in every team meeting. Make it specific, not generic.
    • Ask yourself: What recognition do I wish I were receiving? Then give that to someone else.
    • When reviewing pipeline or performance, comment on the effort, not just the outcome.

    Stop Outsourcing What Should Be Human

    The work you do as a sales leader matters. The people on your team matter. And the small moments where you choose to show up and recognize their effort—those matter most of all.

    Your team isn’t waiting for the next corporate initiative or the annual awards ceremony. They’re waiting for you to notice. They’re waiting for you to care enough to say something about the work they’re doing right now.

    Stop outsourcing what should be human. Lead with authentic appreciation today, and watch your team thrive.

    Want to turn recognition into motivation that sticks? Our Sales Gravy University course, 4 Keys to Keeping Your Sales Team Motivated When Everything Hits the Fan, gives you the proven framework to transform appreciation into performance. Learn how to build a sales culture where people feel seen, valued, and driven — even in hard times.


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    How Much Research Should You Do Before a Cold Call (Ask Jeb) Nov 25, 2025
    Show notes

    Here’s a question that’ll expose one of the most common productivity killers in sales: How much research should you do before making a cold call?

    That’s the challenge Michael Bricker from West Monroe, Louisiana, brought to a recent Ask Jeb episode. Five months into his role at Cantara Networks, a fiber-backed internet provider, Michael was supposed to spend three minutes researching each prospect. Instead, he found himself spending 15 to 30 minutes per call, terrified he’d miss the one critical insight that would unlock the door.

    Sound familiar? If you’re nodding right now, you’re not alone. This “research paralysis” is one of the most insidious productivity traps in modern sales, and it’s killing your pipeline velocity.

    The Big Lie Your Brain Tells You

    Let’s get one thing straight: Research is not prospecting. Research is research.

    Every minute you spend digging through a prospect’s LinkedIn profile, reading their latest press release, or analyzing their org chart is a minute you’re not actually doing any prospecting activity. You’re not talking to anyone. You’re not having conversations. You’re not moving deals forward.

    But here’s where it gets dangerous. When you add in the basic human fear that comes with making cold calls, research becomes an emotional crutch. Your brain lies to you and whispers, “If I just know all this information, it’ll be so much better.”

    So you spend 15 minutes researching, make the call, and it goes to voicemail. You make 12 calls a day. Everyone goes to voicemail. All that research, and you didn’t get anywhere.

    How Much Do You Actually Need to Know?

    Michael had a breakthrough realization that changed everything: “I’m not looking to make a sale on that initial cold call. I’m looking to make a connection.”

    That’s the insight that separates efficient prospectors from research addicts.

    On your first cold call, you’re not selling them anything. You’re trying to set an appointment so you can ask questions and figure out whether it makes sense to keep talking. That’s it.

    So how much do you really need to know to set that appointment? The answer is not a lot.

    Think about it this way: The more you get to know your customers, your business, and your industry, the more business acumen you gain. Over time, you’ll talk to ten businesses just like the one you’re about to call. You’ll recognize patterns. You’ll see that companies in a certain sector or geographic area all face the same three challenges.

    You don’t need 15 minutes of research to recognize those patterns. You just need to build a message around them.

    When Research Actually Matters

    Now, before you throw all research out the window, let me be clear about when it does matter.

    If you’re sending a prospecting email, do some research. You’re putting something in writing, so you better have some insight that’s not AI-generated garbage.

    If you make a call, get a hard no from the CEO, and want to try again with a different message, do the research before you call back. You’ve hit a wall. Now you need ammunition.

    If you’ve had a first meeting and you’re going into discovery, absolutely do deep research. You’re walking in armed because you know they’ll be there waiting. All that effort will pay off.

    But for that first cold call? Stop overthinking it.

    The Batching Solution

    If you feel like you absolutely need to do research (and I get it, some people do), here’s the fix: Schedule time before your call block for research.

    Do all your three-minute lookups in one batch. Write your notes next to each name. Then go make the calls.

    Why does this work? Because you’re going to hit voicemail a lot anyway. But at least you’ll have the research done and maintain your call momentum.

    Let’s say you run a call block on 25 cold leads. You talk to five people. Those five give you information like “I’m not the right person” or “We don’t have that problem.” Now you know something. Now go back and do deeper research on those five so you can come back with a better message.

    That’s efficiency. That’s strategy. That’s how you maximize your prospecting time.

    The Power of Targeted Messaging

    Here’s what really unlocks productivity: Creating targeted messages for roles or industries instead of personalizing every single call.

    If you’re calling 25 CIOs in the healthcare sector, you and I could sit down and quickly identify what they’re dealing with. What issues are they facing? What do they want from their business? How could you help them?

    We could build one or two messages that’ll connect with most people on that list without researching every single prospect.

    Then you make 25 calls in an hour instead of researching five people and making five cold calls in three hours.

    Which approach do you think sets more appointments?

    Every Meeting Has One Job

    Michael asked about moving deals forward after discovery, and here’s the framework that keeps everything simple:

    The entire purpose of a prospecting cold call is to get the first meeting.

    The entire purpose of the first meeting is to get the next meeting.

    Everything else is academic.

    Each step in your sales process exists to advance to the next step with a committed micro-commitment. When deals stall, it’s almost always because you didn’t nail down that next step or you didn’t test stakeholder engagement.

    If a prospect says, “I’ll get you that information next week,” and next week comes and goes, what are they telling you? They’re not that into this. It’s not a priority.

    Keep deals moving by driving momentum through committed next steps.

    The Bottom Line

    Stop letting research become a productivity trap. The goal isn’t to know everything before you make a call. The goal is to have enough conversations to fill your pipeline while making each one count.

    Be confident in your ability to get someone on the phone and convert them into an appointment. If you hit a wall and get valuable information, then go back and research for your next attempt.

    But if you’re researching every prospect before every cold call, you’re lying to yourself about productivity. You’re avoiding the hard work of actually prospecting.

    Batch your research. Build targeted messages. Focus on conversations that convert. That’s how you build a pipeline that actually moves.

    Want to transform your approach to prospecting and turn LinkedIn into your ultimate lead generation machine? Check out The LinkedIn Edge and learn how to leverage the world’s most powerful B2B platform to fill your pipeline with qualified opportunities.


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    The Gratitude Advantage: Why an Attitude of Gratitude Is a Sales Superpower (Money Monday) Nov 24, 2025
    Show notes

    This is a very special Monday because it’s Thanksgiving week here in the United States.

    This is the week we pause to express gratitude for the people in our lives, for what we’ve been given, and for what we’ve accomplished.

    But gratitude isn’t just a feel-good emotion reserved for the holidays. It’s also a performance- and life-enhancing routine that can give you sales superpowers.

    Gratitude Builds a Strong Mindset

    Sales is a mental game. Your mindset, attitude, and beliefs have more impact on your sales outcomes and ultimate success than any technique, script, or strategy ever will.

    This isn’t soft psychology. This is neuroscience. Gratitude activates the parts of your brain associated with reward and emotional regulation. It releases dopamine and serotonin, neurotransmitters that make you feel good, leading to increased happiness and decreased anxiety and stress. Your confidence rises, your mind clears, you gain emotional control, and you make wiser decisions.

    Gratitude fundamentally rewires how your brain processes the world around you. When you practice gratitude consistently, your brain shifts from focusing on what could go wrong and starts seeing what could go right.

    Gratitude and insidious self-pity cannot coexist. Instead of dwelling on the deal you lost, the prospect that rejected you, or the leads you don’t have, you appreciate the lessons you’ve learned and the opportunities still in front of you.

    But it goes deeper than just feeling better.

    Gratitude Builds Resilience

    In sales, you face rejection constantly. Bad weeks, tough months, prospects who ghost you after months of work, and deals that fall apart at the last minute, even though you did everything right.

    In this brutal profession, the salespeople who survive and thrive are the ones who bounce back faster from these inevitable setbacks.

    One of the key traits of highly successful people is an enduring belief that everything happens for a reason. When you can find something to appreciate even in difficult situations, you maintain your emotional stability. You don’t spiral into negativity. You don’t let one bad call ruin your entire day. Instead, you process the setback, learn from it, and move forward.

    Abundance vs Scarcity Thinking

    When you focus on what you do have—your skills, your relationships, your opportunities, your resources—you shift from scarcity thinking to abundance thinking.

    Scarcity thinking is the mother of negativity. It says: “I don’t have enough leads. I don’t have enough time. I don’t have enough support. I’m going to miss my number.”

    Abundance thinking is a mindset of opportunity and potential. It says: “Look at the skills I’ve developed. Look at the customers who trust me. Look at the opportunities in my pipeline. Look at what’s possible.”

    When you operate from gratitude and abundance, you become more creative, more energetic, more persistent. You stop fixating on limitations and start exploring possibilities.

    You show up differently. You bring positive energy. And people feel it. They want to work with people who are confident, positive, and focused on what’s possible rather than what’s impossible.

    Cultivating an Attitude of Gratitude

    But here’s the thing. You don’t wait to feel grateful. You choose to practice gratitude. The feelings follow.

    Every morning, you are empowered to make a conscious choice about where to focus your attention. You can focus on what’s missing, what’s wrong, who’s against you, and what’s hard. Or you can focus on what’s present, what’s working, what’s possible. Both perspectives contain truth. But only one moves you forward toward the success and happiness you are seeking.

    Here are some practical ways to build gratitude into your daily routine:

    Keep a gratitude journal. Every morning or evening, write down three things you’re grateful for. My friend Eric, who suffered from a severe brain injury, does this, and the impact it has had on his recovery is nothing short of a miracle.

    Thank someone every day. Send a text, an email, or better yet, make a phone call. Thank a customer. Thank a colleague. Thank a team member. Express genuine appreciation for something specific they’ve done.

    People naturally gravitate toward those who express genuine appreciation. When you thank a customer for their business, when you acknowledge a colleague’s help, when you recognize someone’s support, you strengthen those relationships. It makes you someone people want to work with, buy from, and help succeed.

    Mentally acknowledge the good. During your day, when something positive happens, pause for just a moment and mentally acknowledge it or say a prayer of thanks. Don’t let it pass by unnoticed.

    Reframe challenges. When something goes wrong, ask yourself: “What can I learn from this? What opportunity might this create? What’s the hidden gift in this situation?” This isn’t about pretending problems don’t exist. It’s about looking for the lessons and possibilities within them.

    Start your week with gratitude. Every Monday, give thanks for the week ahead and the opportunity you’ve been given to make a difference in your life, for your family, company, and customers.

    The beautiful thing about gratitude is that it is like a muscle; it gets stronger with exercise.

    My Gratitude to You

    Before wrapping up, I want to take this opportunity to pause and express my gratitude to you.

    I’m grateful to you for listening to the Sales Gravy podcast. My team and I pour our hearts into producing this show, and your support means everything to us. Your comments, your reviews, your messages telling us how the podcast has helped you, fuels us.

    I’m thankful for the fans of my books. Writing is one of my greatest joys in life, and you make that possible. Every time someone tells me that “Fanatical Prospecting,” or “Sales EQ,” or “The LinkedIn Edge” changed their career, it reminds me why I do this work.

    I’m grateful for the companies around the world that trust Sales Gravy to train their teams. You let us into your organizations, trust us with your people, and give us the opportunity to make a real difference. That’s a privilege we never take for granted.

    I’m grateful for the sales professionals who invest in themselves through Sales Gravy University. Your commitment to getting better inspires us to keep creating better content.

    And most of all, I’m grateful for the amazing people who choose to work at Sales Gravy. We are blessed with an incredible team that wakes up every morning focused on serving you and making a difference. They’re the reason we can do what we do.

    Thank you for allowing us to be part of your professional journey.

    Reflecting on Gratitude

    So as we head into Thanksgiving week, I’ll leave you with this simple reflection:

    Be thankful that you don’t already have everything you desire. If you did, there would be nothing left to reach for, no reason to dream, no horizon pulling you forward.

    Be thankful that you don’t know everything. It means life still has mysteries to reveal and lessons waiting to shape you.

    Be thankful for the difficult times. It’s in these seasons that you grow stronger, wiser, and more resilient.

    Be thankful for your limitations. They remind you that there is still room to stretch, improve, and become more than you are today.

    Be thankful for challenges and obstacles. They forge your strength, your courage, and your character. These are the things that truly endure.

    Be thankful for your mistakes, because each one is a teacher guiding you toward better choices and deeper understanding.

    Be thankful for what you’ve been given. Every gift is proof that someone cares, someone believes in you, and someone has invested in your journey.

    Be thankful for the people who push you, support you, frustrate you, and inspire you. Each one plays a role in shaping the person you are becoming.

    Be thankful for beginnings, endings, and every transition in between. They are the chapters and seasons of a life story still being written.

    Be thankful for Monday, because Monday brings new possibilities.

    And at the end of the day, when you are tired and weary, when you’ve stopped and made one more call, be thankful because it means you’ve made a difference.

    An attitude of gratitude changes how you approach your day—and your prospects. My new book, The LinkedIn Edge, shows you how to leverage that mindset to build genuine connections, engage with your network, and create opportunities that actually convert.


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    The AI Account Planning Method That Helped a New AE Land C-Suite Appointments Nov 20, 2025
    Show notes

    Most new account executives stare at their territory list and feel the weight of it immediately. Fifty accounts. A hundred accounts. Sometimes more. Each one needs research, a plan, and outreach that doesn’t sound like every other cold email clogging their prospect’s inbox.

    Jake McOsker, an account executive at Forrester Research, found himself facing exactly this problem when he moved from BDR to AE. He cracked it by changing how he used AI for account planning.

    “Rather than taking 10 to 15 minutes to get an account plan out or understand who the notable stakeholders and the decision makers that I need to go with,” he explained, “it’s a 2 to 3 minute process to go through each one of these accounts.”

    The traditional approach to AI account planning doesn’t solve the territory problem. You ask ChatGPT or Claude for company information, and you get Wikipedia summaries. Founded in 1987. Headquartered in Dallas. 15,000 employees. The chief sales officer you’re calling doesn’t care about any of that, and showing up with generic facts makes you look lazy, not prepared.

    When you’re new to the role, you don’t have years of pattern recognition to fall back on. You don’t know what good account planning looks like yet. You just know you need to get meetings with people who have better things to do than talk to a rep they’ve never heard of.

    The solution isn’t using AI as a search engine. It’s using it as a sales assistant with a specific job to do.

    The Problem With How Most Reps Use AI for Account Planning

    Here’s what usually happens. A rep needs to prepare for a call with a VP of Marketing at a healthcare company. They open their AI tool of choice and type: “Tell me about [Company Name].”

    The AI spits back:

    • Company history
    • Product offerings
    • Recent press releases
    • Maybe some executive names

    The rep skims it, copies a few bullet points into their CRM, and calls it account planning. Then they get on the call and realize they have no idea what this VP is actually trying to accomplish this quarter. They ask surface-level questions. The prospect checks out. The meeting goes nowhere.

    This happens because most reps are using AI like a faster Google. They’re asking for information instead of asking for intelligence.

    AI account planning only works when you give the AI a role and a specific outcome to deliver. Not “tell me about this company.” Instead, “You’re an account executive trying to book a meeting with this company’s CMO in the next two weeks. Based on their recent announcements and what their executives are posting on LinkedIn, what initiatives are they likely prioritizing right now?”

    How to Set Up AI Agents for Account Planning

    The difference between a basic AI chat and an AI agent is memory and context. When you create an agent, you’re teaching it what kind of output you need every single time. You’re not starting from scratch with every account.

    Here’s the framework that works:

    Step 1: Give Your AI Agent a Clear Role

    Don’t just ask questions. Set up the scenario with urgency and context. For example:

    “You are an account executive at [Your Company]. You’ve been tasked with bringing in [Target Company] as a new customer within the next 90 days. Your first call is with their [specific role, like Chief Sales Officer]. Based on the materials I’m providing, what are the top three business initiatives this person is likely focused on right now?”

    This does two things. First, it forces the AI to think from your perspective instead of just summarizing data. Second, it prioritizes current, actionable information over historical background.

    Step 2: Feed It the Right Source Material

    Wikipedia summaries don’t help you. But these sources do:

    • Recent press releases about new initiatives or leadership changes
    • LinkedIn posts from executives at the company (especially the person you’re calling)
    • Company blog posts about their strategic direction
    • Industry news articles mentioning the company
    • Their “About Us” or “Newsroom” page for current priorities
    • Analyst reports or industry trend pieces relevant to their sector

    If you’re selling to publicly traded companies, earnings call transcripts and annual reports (10-Ks) are gold mines. But most new AEs aren’t calling on Fortune 500 companies. The good news is that smaller companies often share more on LinkedIn and their blogs because they’re trying to build their brand.

    Upload PDFs or paste content directly into your AI tool. Then let it analyze the content through the lens of the role you gave it. The output will focus on strategic priorities, not corporate history.

    Step 3: Ask Follow-Up Questions Based on Persona

    If you’re calling into marketing, tech, security, or customer experience, the priorities are different. Your AI agent should help you understand how company-wide initiatives affect the specific person you’re talking to.

    After the initial analysis, ask: “How would these initiatives specifically impact the VP of Marketing’s goals this quarter?”

    Now you have talking points that matter to the person on the other end of the call.

    Step 4: Validate With Human Intelligence

    AI gets you 80% of the way there in three minutes instead of fifteen. But you still need to cross-check. Look at LinkedIn. Check recent news. If you have access to account managers or customer success reps who work with similar companies, ask them if the trends you’re seeing match reality.

    AI account planning is a tool, not a replacement for critical thinking. If the output feels off, it probably is. Trust your gut and adjust.

    How to Turn Research Into Value Messages

    The goal of account planning isn’t to memorize facts about a company. It’s to walk into a conversation with an informed hypothesis about what they’re trying to accomplish.

    When you do this right, your opening changes. Instead of starting cold with “Tell me about your role,” you can say:

    “I saw your CEO recently posted about accelerating your digital customer experience, and I’m assuming that’s putting some pressure on your team to modernize how you’re approaching customer engagement. But I could be completely wrong. What’s actually taking up most of your time right now?”

    Here’s how you’ve impacted your prospect: First, it proves you did real research. Second, it gives the prospect something specific to react to instead of making them explain their entire world from scratch. Third, and this is critical, it still leaves room for discovery.

    You’re not skipping the “What are your biggest challenges?” question. You’re earning the right to ask them by showing you’ve already thought about their business. When prospects talk about their challenges in their own language, you learn how they frame problems, what matters to them, and where your solution might actually fit.

    Even if your hypothesis is wrong, you’ve separated yourself from the 90% of reps who show up with nothing. And when you’re right, you skip past the surface-level conversation and get straight into the dialogue that matters. That’s how you earn credibility as a new account executive, even when you don’t have ten years of experience to lean on.

    Building a Repeatable AI Account Planning Workflow

    This only scales if you systematize it. You can’t rely on remembering the perfect prompt every time or recreating your process from scratch for every account.

    Create separate agents for different use cases. One for account planning. One for prospecting outreach. One for call preparation. Train each agent for the output you need so you aren’t constantly course-correcting.

    Save your account plans in a central location. The information changes, so plan to refresh your research quarterly. What mattered in Q2 might not matter in Q4, and your account planning needs to reflect that.

    The key is building a system that you can repeat across your entire territory without burning out. Two to three minutes per account. Not fifteen. Not thirty. That’s how you research 50 accounts in a week instead of just five.

    What This Actually Looks Like in Practice

    Let’s say you’re targeting a mid-market software company. You start by checking their LinkedIn. The CEO posted last week about expanding into healthcare verticals. You pull up their blog and find three recent posts about compliance challenges in healthcare tech.

    You upload screenshots or copy the text into your AI agent and give it the prompt:

    “You’re an AE trying to close this software company in 90 days. The first meeting is with their Chief Revenue Officer. What are the top three priorities they’re likely focused on, and how do those connect to the company’s broader goals?”

    The AI analyzes the content and tells you:

    1. They’re investing heavily in healthcare vertical expansion, but facing longer sales cycles due to compliance requirements
    2. They’re dealing with the need to build credibility fast in a regulated industry
    3. Their CEO has committed to proving ROI in healthcare within two quarters

    Now you have a hypothesis. The CRO is probably under pressure to close healthcare deals faster while managing a team that doesn’t have deep healthcare expertise. That’s your angle.

    You cross-check this with LinkedIn and see that the CRO has been engaging with posts about sales enablement in complex verticals. You look at recent news and find they just hired a VP of Healthcare Sales. Everything lines up.

    Your outreach message writes itself. You’re not pitching. You’re acknowledging what they’re working on and offering a perspective on how companies in similar situations have approached the same problem.

    What to Do After the Meeting

    Your AI workflow doesn’t end when the call does. This is where most reps leave value on the table.

    After your meeting, take the transcript from your call recording tool (Fathom, Gong, Chorus, whatever you use) and upload it to your AI agent. Then ask specific questions:

    “Where was there friction or confusion in this conversation?”

    “What objections did the prospect raise, and did I address them effectively?”

    “What questions should I have asked but didn’t?”

    You’ll see patterns you didn’t notice in the meeting. You’ll catch the places where the prospect hesitated, pushed back, or seemed unclear about what you were saying.

    Use those insights in your follow-up. Send an email that says, “When we talked about X, I realized I didn’t explain Y clearly. Here’s what I should have said.” That kind of self-awareness builds trust. It shows you’re listening and thinking, not just pitching.

    This also helps you get better at discovery over time. You’ll start to notice which questions land and which ones don’t. You’ll refine your approach based on real data from your own calls, not just what worked for someone else.

    The Bottom Line

    AI account planning is about getting to the right information faster so you can spend your time having conversations instead of doing research. The reps who master this early will outpace people with twice the experience.

    Set up your agents. Feed them the right materials. Validate the output. Turn research into hypotheses. Ask great discovery questions. And then use what you learn to get even better for the next call.

    That’s how you land C-suite appointments when you’re brand new. Not by knowing everything, but by knowing what matters right now.

    Want to master AI in sales? Get The AI Edge for the complete blueprint on leveraging artificial intelligence to dominate your competition and accelerate your sales results.


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