Sales Gravy: Jeb Blount

You’ve got a champion. Someone inside the account who gets it. They love your solution, they’re fighting for your proposal, and they’re feeding you intelligence about the decision-making process.

So you’re golden, right?

Wrong. One reorganization, one promotion, one departure, and your deal could vanish overnight.

Research from LinkedIn Sales Solutions analyzed thousands of enterprise deals and found something most salespeople refuse to believe: sales teams that build relationships with multiple stakeholders inside an account are 34% more likely to win. 

That’s the difference between hitting quota and missing it. Between a banner year and a brutal one.

Why Single-Threaded Deals Die

On average, 4-7 people influence a complex B2B buying decision.

Even if you nail the pitch, you’re still just one voice in a conversation happening behind closed doors. A conversation where people you’ve never met are raising objections you’ll never hear. Where priorities you don’t know about are shifting the criteria. 

Your champion can be dismissed as “the person who likes that vendor.” But when you’ve got three advocates from different departments? Consensus wins deals.

Your Champion Won’t Stick Around

One in five of the people you’re counting on right now won’t be in their role twelve months from now. They’ll get promoted, reassigned, poached by a competitor, or laid off in the next restructuring.

When that happens to your sole contact, your deal doesn’t just stall. It dies. The new person in that role has zero relationship with you, zero context on your solution, and zero incentive to champion something their predecessor started.

But if you’ve built what top performers call “account insulation”—relationships with two, three, or four people across different departments and levels—the web flexes when someone leaves. It doesn’t break.

Weak Ties Matter More Than You Think

We’re trained to go deep with our primary contact. Build trust. Understand their pain points. Tailor every message to their specific needs.

That’s not wrong. It’s just incomplete.

In complex selling scenarios, influence often spreads through what researchers call weak ties—the casual, adjacent connections that link clusters of strong relationships. These are your amplifiers.

A brief introduction. A shared article. A helpful insight that makes someone in operations remember your name when your solution comes up in a meeting you’re not in. These loose connections become the difference between a deal that stalls and one that scales.

Think about how deals from referrals close. They close twice as fast as deals that start cold. Accounts with multiple contacts grow larger, stay longer, and refer more business. The pattern is clear.

Get enough internal referrals, and you stop being the vendor someone works with. You become the partner everyone trusts.

Five Mistakes That Keep You Single-Threaded

Account multithreading fails most often before it ever really begins. Not because it is hard, but because salespeople sabotage it with impatience, poor judgment, or misplaced effort. If you recognize any of these behaviors, they are costing you leverage inside the account.

Trying to build fifty superficial relationships instead of multiple deep, meaningful connections. Spray and pray doesn’t work in prospecting, and it doesn’t work in account multithreading.

Asking for referrals before you’ve built credibility. You can’t extract value before you’ve created it.

Failing to nurture the relationships you’ve already initiated. You can’t plant seeds and never water them.

Ignoring the law of reciprocity. If you don’t offer value first—business insights, useful data, relevant introductions—people won’t feel any obligation to help you. You’ll burn through goodwill and get nothing back.

Wearing out your welcome. If you’ve reached out multiple times with relevant insights and gotten silence, that’s a signal. Move on.

How to Build Your Account Web With Multi-Threading

Start by mapping the web of people connected to your account. Decision makers, influencers, skeptics, the quiet analysts whose opinions shape what the decision makers think. Write it down. Visualize the relationships you have, the ones you need, and the blank spaces in between.

Then ask questions that open doors and show you recognize the decision is bigger than one person.

“Who else on your team would have a point of view on this?”

“Would it be helpful if I shared what other departments are doing with similar tools?”

“Is there someone else who should see this?”

Or use my favorite: “I need your advice on this.” That phrase invokes reciprocity and dramatically increases the probability they’ll give you the referral.

When trust is formed, asking for a direct referral becomes an act of generosity rather than an intrusion. Frame it around value, not obligation.

“Would you be willing to introduce me to your colleague in operations? I think she’d have an interesting take on what we’re talking about.”

“If anyone else on your team might benefit from this, would you mind sharing my name?”

People say yes far more often than you think when you ask this way.

The Quiet Chorus That Closes Deals

The more people who trust you, the faster and further your message travels inside the account.

You’ve got accounts in your pipeline right now sitting on a single thread. One job change, and that deal you’ve been nursing for months vanishes overnight.

Stop searching for the one perfect contact. Start building a small community inside every account.

It’s not a single voice that carries your deal through. It’s three voices in three different departments saying the same thing about you when you’re not in the room.

Protect Your Pipeline with Discipline

Account multithreading isn’t complicated, but it requires discipline and a shift in how you approach relationship-building. If you’re ready to protect your pipeline, increase your win rate by 34%, and build accounts that grow instead of churn, start mapping your key accounts today. Identify the blank spaces. Ask better questions. Build the web before you need it.

“Ready to close more deals? Explore Keith Lubner’s courses on Sales Gravy University.

“You know, at the core of Working Genius, what it does is it allows us to avoid guilt and judgment—guilt about ourselves and judgment of others.”

That’s Patrick Lencioni, bestselling author and organizational health expert, talking about his breakthrough Working Genius productivity framework on the Sales Gravy podcast. If you’re leading a sales team, this explains why high performers thrive in some roles and burn out in others.

Right now, you probably have high performers who are miserable, rockstars who’ve lost their spark, and top reps who suddenly can’t hit quota. And you’re wondering—did you hire wrong, did someone lose their edge, or do you need to have “the conversation”?

What if the problem isn’t the person at all? 

The Real Reason Your Best People Are Struggling

Not all work is created equal, and your sales reps aren’t wired to do all of it.

Lencioni stumbled on this insight while reflecting on himself. He’d show up to work loving his job and the people he worked with, yet swing from energized to frustrated without understanding why. 

His colleague asked, “Why are you like that?” Over a few hours, Lencioni and his team pinpointed six distinct types of work. Depending on which type you’re doing, you’re either energized or drained.

Five years later, over 1.5 million people have taken the Working Genius assessment. Why? Most organizations force talented people into work that drains them, then blame them when they struggle.

Most sales leaders hire a closer for their ability to seal deals, then wonder why they can’t prospect. They promote a quota-crusher into management, then watch them implode under administrative responsibilities. Or move an account manager into new business development and act shocked when performance tanks.

The talent was there all along, but their positioning was wrong.

Six Types of Work—and Why Most People Only Excel at Two

Patrick Lencioni identified six distinct types of work that exist in every organization:

Wonder (W): Spotting opportunities, asking big-picture questions

Invention (I): Creating new solutions, processes, or systems

Discernment (D): Evaluating ideas, figuring out what will work

Galvanizing (G): Rallying the team, getting people moving

Enablement (E): Supporting others, clearing obstacles, making things happen

Tenacity (T): Following through, finishing tasks, closing deals

Here’s what matters: most people are strong in two, competent in two, and are drained by the remaining two.

And there are no good or bad geniuses. Your closer with natural Tenacity isn’t more valuable than your strategic thinker with Wonder and Discernment. Your rep who rallies the team (Galvanizing) isn’t better than the one who quietly enables everyone behind the scenes. Different geniuses are valuable in different ways. The goal is to build a team where all six are represented, and people work in their areas of strength.

Force someone into work that drains them, and sales team performance tanks. Leave them in their genius zones, and energy and results skyrocket.

Stop Judging Your People (And Yourself)

You’ve probably got a rep right now who frustrates you. Maybe they’re brilliant in client meetings but terrible at following up. Maybe they generate incredible account strategies, but can’t stand the daily grind of outbound prospecting. Maybe they close deals but never update the CRM.

Your first instinct is to judge them. “They’re not coachable.” “They don’t care about the details.” “They’re lazy.”

Working Genius removes that judgment. It shows you that their struggle isn’t about character—it’s about wiring. A rep isn’t bad at follow-up because they don’t care. They’re bad at it because Tenacity isn’t their genius. A rep isn’t a bad team player because they don’t remove obstacles for others. Enablement isn’t their strength.

And here’s the part most sales leaders miss: you need to stop judging yourself, too. You feel guilty that you hate certain parts of your job. You think you should be better at forecasting, or administrative work, or whatever drains you. But guilt about your own limitations makes you harder on your team.

When you accept that you’re not built to excel at everything, you can extend that same grace to others. You stop punishing people for being human and start positioning them for success.

Start With Self-Reflection

Which activities give you energy? Which leave you drained?

I’ll be honest about my own wake-up call. I travel over 300 nights a year, giving keynotes and working with clients. Last summer, I got to the point where I thought I was going to have a mental breakdown. Days stacked with short calls, client check-ins, alignment meetings, and podcasts. I was furious when I got to the office, and furious when I left because those days completely destroy my brain.

I’m a wonderer and a thinker. I need space to ideate. Without that time, I can’t function. So I implemented a new rule: no more than two meetings per day. I understood my working genius and restructured my time.

Once you see your own patterns, look at your team. Track what lights people up and what slows them down. Patterns emerge quickly.

How to Apply Working Genius to Your Sales Team

We had a team member at Sales Gravy who was noticeably unhappy. Not complaining out loud, just clearly not thriving. When we looked at what the job required versus their working genius profile, the answer was obvious. We had them doing work completely opposite of their natural abilities. Once we restructured their role to align with their strengths, everything changed.

Here’s how you can apply it:

Pair complementary geniuses. Big-picture thinkers need execution-focused partners. Strategic planners need implementers. Someone strong in Wonder and Invention but weak in Tenacity needs to work with someone who loves finishing and closing.

Restructure roles around natural strengths. Don’t force people into weaknesses. Reassign or support tasks that drain them. 

Be intentional with promotions. Top performers don’t automatically make good managers. Your best individual contributor may hate administrative work. Your best manager may dislike strategic planning. Know what fits before making moves.

Have your team take the assessment. Get everyone’s working genius profile. Put it at their workstation. Use it in real-time during team meetings when you’re trying to figure out why something isn’t working. We do this at Sales Gravy, and it’s transformed how we work together. 

The Bottom Line

Your sales team isn’t broken, but your understanding of how they work might be.

When you force talented people into roles that clash with their natural strengths, you get frustration, underperformance, and attrition. Then you blame the person and start hiring again. 

Everyone has areas of frustration. Everyone faces work they aren’t naturally good at. Working Genius doesn’t let people avoid the draining tasks—but it helps you understand why some work feels impossible, build teams that complement each other, and stop punishing your people for being human.

Stop judging that rep who struggles with CRM updates. Stop feeling guilty that you hate certain parts of your job. Start positioning people where their natural abilities can shine.

Over 1.5 million people have discovered their working genius. Most of them wish they’d found it sooner. Visit workinggenius.com and take the assessment. Use coupon code GRAVY for 20% off.

Here’s a question that hits every sales professional right in the gut: What do you do when your email prospecting tanks and you’re staring at response rates that are circling the drain?

That’s the question Tara asked on a recent episode of Ask Jeb on The Sales Gravy Podcast, and it’s one I hear constantly from SDRs, account executives, and even sales managers who’ve convinced themselves that cold calling is outdated.

If you’re nodding along thinking email is the future and cold calling is dead, you need to wake up. Email efficiency is going down without bound, and if you’re not picking up the phone, you’re leaving money on the table.

The Hard Truth About Email Prospecting

Let me be blunt: Your email isn’t failing because the channel is broken. It’s failing because what you’re doing is terrible.

Before you blame the medium, look in the mirror. Did people ignore your email because you sent them something genuinely personalized and valuable? Or did they ignore you because you followed up thirteen times in five days? Did they ghost you because your seven colleagues already called them that same day?

The brutal reality is that most salespeople treat email like a spray-and-pray numbers game. They blast generic messages, add zero personalization, and then wonder why nobody responds. Meanwhile, they avoid the one thing that actually works: picking up the phone and having real conversations.

Why Cold Calling Will Always Matter

Cold calling isn’t going anywhere. It never has been, and it never will be.

You want to know why? Because sales is a human business. People buy from people they trust, and you can’t build trust through automated emails that sound like they were written by AI.

A phone call gives you something email never can: the ability to prove you’re a real human being who’s genuinely there to help, not just to pitch and sell.

When you call someone and say, “Hey, I sent you an email last week with this case study because I saw you talked about this at the Outbound Conference,” you’re showing them you did your homework. You’re not just another robot in their inbox.

Here’s a line I love: “Would I be the worst salesperson in the world if I didn’t also try to call you?” It’s honest, it’s human, and it cuts through the noise.

You Don’t Know What to Say? Make the Calls

The number one excuse I hear from salespeople: “I don’t know what to say.”

Here’s my advice: Make one hundred calls and talk to people. They’ll teach you.

You’re going to learn what not to say. You’re going to start seeing patterns in how your prospects think, what problems they face, and what language matters to them.

This is how you develop business acumen that separates you from the pack. You can’t learn it behind a keyboard.

I was in an alignment call today with a new client, and they said, “You totally understand us.” Why? Because last week I was with a business adjacent to their industry, learned their language, and pulled that knowledge into the next call.

Use Tools to Compress Your Learning Curve

Use tools like ZoomInfo to accelerate your learning curve. At Sales Gravy, we use it every day to find information about people, see what they’re doing on our website, and get intent signals that build our lists automatically.

You can use these tools to learn the language of industries you’re breaking into. You can see company news, understand their challenges, and show up on calls sounding like you belong.

But here’s the key: The tool doesn’t make the call for you. It gives you the ammunition. You still have to do the work.

Be Strategic and Resourceful

Here’s a strategy most salespeople are too lazy to try: If you’re having trouble getting through to a decision maker, call someone else in the company who’ll actually talk to you.

Selling HR services? Call a sales rep. They’ll talk your ear off about the company and might even make an introduction.

Try this: “Hey, I know you’re in sales. I’ve been trying to get hold of Joseph for nine months. Is there any way you could help me out?”

That’s not being cheesy. That’s being resourceful. But you have to be genuine. You can’t just ask for something without building rapport.

Your Action Plan

If you’re struggling with email effectiveness:

Pick up the damn phone. Stop making excuses about why cold calling doesn’t work. It works if you work it.

Get comfortable being uncomfortable. Introducing yourself to strangers will never be easy, but it’s the price of admission for being great at sales.

Use data strategically. Build sequences that interweave multiple channels over 30, 60, 90 days. Email, phone, LinkedIn, video. Give yourself the best odds.

Don’t oversell on the cold call. A little interest isn’t an invitation to vomit your pitch. Your job is to earn the next conversation.

Make one more call. At the end of the day when you’re tired, make one more call. That’s where discipline separates winners from everyone else.

The Bottom Line

Email isn’t dead, but it’s not a magic bullet. Cold calling isn’t outdated. It’s the foundation of everything we do in sales.

Stop hiding behind your keyboard. Stop blaming the tools. Stop making excuses.

The shortest path to a meeting is through a real conversation. That’s how you build relationships, develop trust, and separate yourself from every other salesperson who’s too afraid to dial.

Get outside your skin. Be genuine. Be there to help. And pick up the phone.

Ready to take your prospecting skills to the next level? Join us at one of our upcoming Sales Gravy LIVE events where you’ll learn directly from top sales leaders and get hands-on coaching to transform your results.

On this first Monday of the second month of the year, it’s time for a gut check. First, we need to check where we are against our new year goals. Next, we need to take stock of our first month’s sales performance and make adjustments.

We’re just a little more than 30 days away from our New Year’s intentions, resolutions, and goals. A month ago, we set out into the new year with hope and ambition that this year would be our best ever and that we’d make positive lasting changes in our lives.

It’s Easy to Slip Off the Track

You’ll remember that discipline is sacrificing what you want now for what you want most. But as time goes by and sticking with new habits gets more challenging, it’s easy to forget what motivated us to make the changes in the first place. It’s easy to let down our guard and go back to our comfort zone.

The farther away we get from our intentions, the more likely it is that we allow our discipline to slip and get off track. It’s just human nature.

Small Slips in Discipline Can Add Up Quickly

Let’s say you kicked off the new year determined to have your best sales year ever, and you knew that meant filling your pipeline daily by getting Fanatical about Prospecting. But upon reflection, you realize that days have passed since you picked up the phone, knocked on a door, or talked with customers.

You’ve been making excuses to avoid the very activities that move you closer to your goals.

I’ll admit that it happened to me just this past week. This month has been non-stop travel — 12 flights, 10 cities, 8 keynotes, 5 full days delivering training to sales teams. Toward the end of the week, I got tired, made excuses, and let my exercise and nutrition routine slide.

This was something I promised myself I wouldn’t do when the year started. I know that if I don’t stop right now and recommit to my goals, then there is a good chance that I’ll continue down this negative path — because it’s easy.

Revisit Your Goals and Resolutions

This is exactly why NOW is a good time for a gut check and a look in the mirror. Pause and carve out time today to revisit your goals, resolutions, and intentions.

Sit down and think about what you decided to achieve back in early January. Visualize what it was that motivated you. Picture what you want most and where you want to be at the end of this year.

Go back and re-listen to the Money Monday episodes on building a personal business plan, reflection vs. regret, and why personal goals are essential for sales discipline.

Then recommit to your goals. Remember the feelings you had when you set them, and make an intentional decision to get back on track.

Evaluate Your First Month’s Performance Against Your Sales Goals

Next, step back and evaluate your first month’s sales performance. As you do, you’ll likely find one of three scenarios:

You Crushed It – You had a killer month and blew your goals out of the water.

You Were Average – You hit quota or did “okay,” but you know you’re capable of much higher performance.

You Bombed – You missed your number and ended the month worse than you hoped.

Great Sales Month

If You Crushed it, and you’re at the top of the ranking report, fantastic, congratulations!

But be very careful not to let off the gas. It’s likely you worked very hard last month to achieve these results. There will be the temptation to take a breather.

Trust me, if you do, this complacency will come back to bite you.

Now is the time to recommit to doing the activity that fueled your success last month so you don’t end up with a lackluster February and a disastrous March.

In other words, you’ve set the foundation for a huge year, take advantage of what you have accomplished, and keep the pedal to the metal!

Average Sales Month

If you had an average or just OK month — maybe you hit quota, maybe you came close, but you know you’ve got more in the tank — then it’s time for some honest self-reflection.

Ask yourself:

What held you back from greatness?

What could you have done differently that would have resulted in higher sales productivity?

Maybe you needed to prospect harder. Perhaps you could have pushed a little harder to close some of your pipeline opportunities. It could have been that your pipeline wasn’t big enough from the start, and you ended up scrambling to make your numbers, but otherwise, you did everything right.

It’s okay, you haven’t hurt yourself. You are still in a good position to have a great year. But you’ll need to identify your performance gaps and plan to overcome them in February.

This is a good time to sit down with your coach or mentor, break down your performance, and get guidance on where you can make tweaks and get better.

If you don’t have a coach and you want to talk with someone, go to https://salesgravy.com/coach to get help.

Bad Sales Month

If you bombed, if your month was downright awful, then you’re going to need to move fast to make adjustments.

Getting behind the eight ball at the beginning of the year is no fun. You don’t want to chase your tail for the rest of the year.

The key is taking positive action now. Rather than dwelling on the negatives — which is super easy to do — pull your head up and start breaking down what happened.

Empty Pipe

Did you have an empty pipeline, so you had nothing to close? That happens to a lot of salespeople in the first month of the year. Go back and listen to the How to Fix an Empty Pipeline Now Money Monday episode from a few weeks ago. Use that lesson to help you fix the problem.

Closeable Opportunities that Pushed

Were there closeable pipeline opportunities that simply pushed into this month? Make sure you’re on top of them so they don’t vanish for good. But also make sure you have the pipe to cover this month, so you’re not solely depending on last month’s leftovers.

Shortcutting the Sales Process

Is it possible that you might have been skipping steps in the sales process? This will often happen when you are in a desperate and stressed emotional state. This is a big clue that it is time to get back to the basics and fundamentals of selling— and get disciplined about following a proven sales process.

This may be a very good time to take some courses on Sales Gravy University and read (or listen) to books like Sales EQ that can help you dial in your sales process.

Recommit to Your Sales Goals

We all slip. We all make mistakes. Discipline can waver, especially once the initial excitement of a new year fades. But you have the power to step back into your resolutions and do the daily work required to achieve your goals.

Whether you crushed it, coasted, or crashed, the key to getting February off to a strong start is to recommit.

Make the decision — say it out loud: “I’m going to be better in February than I was in January.”

Need help setting winning Sales Goals? Check out our FREE Goal Planning Guide

“Buyers want a machine, a sales machine, not a mystery. If the sales machine only works because of the founder, it’s not that valuable. It’s actually quite risky.”

Chris Spratling, founder of Chalkhill Blue Limited and author of The Exit Roadmap, shared this on a recent episode of the Sales Gravy podcast. He works with business owners preparing to sell their companies, helping them get operations, finances, and sales engines ready for new ownership. That insight cuts straight to the reason so many founder-led businesses hit a ceiling they can’t break through. 

If you are a founder who still carries most of the revenue, or you have a founder-led sales team that depends on you to close critical deals, this is bigger than exit planning. It determines whether your business can grow beyond your personal capacity.

The Golden Handcuffs Problem

You built the business. You know the product better than anyone. You can sell it without thinking.

That is exactly where the risk starts.

When major clients only trust you, when your sales process lives in your head, when new reps struggle to replicate what comes naturally to you, you aren’t running a sales operation. You are running a one-person engine with a support team around it.

Spratling calls this the “golden handcuffs.” It looks like success from the outside, but underneath, it creates dependency. Every time you step in to save a deal, you reinforce the idea that the business only works when you are involved.

Most founders focus on how this affects valuation at exit. Fewer recognize the more immediate cost. That dependency limits how fast the company can grow right now.

Where Founder-Led Sales Breaks Down

The transition from founder-led sales to a functioning team is where momentum often stalls.

You hire your first salesperson. They do well. Then a second. Then a third. Suddenly, deals slow down, messaging gets inconsistent, and you find yourself pulled back into conversations you thought you had delegated.

They don’t sell the way you do. They miss cues you catch instinctively. They hesitate where you would push forward. So you jump in, coach through objections, and close deals yourself.

What feels like instinct is actually a method you developed through hundreds of conversations. The problem isn’t that your team lacks talent, but that your approach has never been translated into something they can use without you standing next to them.

As long as that stays true, scale will remain out of reach.

Turning Intuition Into a Usable Process

The hardest shift for founder-led teams is codifying what the founder does without thinking.

You know which deals are worth pursuing. You know when to apply pressure and when to step back. You know how to redirect a conversation when resistance shows up. That knowledge is pattern recognition built over time, and it can be used to create a process.

Start by defining how deals actually move through your pipeline. Not a generic framework pulled from a template, but the real stages your customers pass through, with clear criteria for each transition. What has to be true before a lead is qualified? What information must be present before a proposal goes out?

Then look at discovery. What questions do you ask every time? What do you listen for before positioning your solution? Which objections show up consistently, and how do you respond when they do?

The goal is to document the structure beneath the conversations so that someone else can navigate the same terrain with confidence.

Why Your CRM Is Not Pulling Its Weight

Most founder-led teams have a CRM, but they only use it to track contacts and deal size.

However, a functioning, high-performing sales system treats the CRM as a learning tool. That means capturing more than surface-level data. It means recording what buyers actually say, why deals move forward, where they stall, and who influences the decision.

When that information is tracked consistently, patterns become visible. You see which prospects convert fastest, which objections actually kill deals, and where momentum typically breaks down.

That insight does more than improve forecasting. It gives you a concrete way to train new reps based on real deals you have closed, not abstract theory.

Three Steps to Build a Sales Engine That Does Not Depend on You

The objective isn’t to remove yourself from sales completely. It’s to make your involvement a choice rather than a requirement.

Step 1: Define Clear Qualification Criteria

Your team needs to know which leads are worth pursuing and which ones are a waste of time. If you’re constantly redirecting their focus, you haven’t defined “good fit” clearly enough. Get specific—industry, company size, buying triggers, decision-making structure. 

Step 2: Create Documented Playbooks

How do you handle discovery? What’s your approach to proposals? How do you navigate the closing process? Your team needs a framework they can adapt. Think decision trees, not scripts. “If they say X, then ask Y. If they push back on Z, here’s how to reframe it.”

Step 3: Transfer Client Relationships

If every major client relationship is tied to you personally, your business is fragile. Start introducing your team into those relationships now. Bring them to calls. Have them lead the follow-up. Shift trust from you as an individual to your company as a whole.

What This Looks Like in Practice

Record your next three sales conversations, with the customer’s permission. Review them carefully. Note the questions you asked, when you asked them, and how you responded to resistance. Identify what made you confident that the opportunity was real.

Turn those insights into a simple framework your team can follow. Have them use it. Watch where it works and where it breaks. Refine based on what you see.

Done consistently, this process creates a system new hires can step into within months. It won’t make them identical to you, but it will make them effective without constant rescue.

The Real Test

You will know your found-led sales team has scaled when you can step away for two weeks without monitoring email, chat messages, or “quick calls” with prospects.

And when you come back, the pipeline has moved forward.

If that thought terrifies you, you don’t have a sales team. You have an expensive support staff for your one-person operation.

Building a sales operation that runs without you isn’t about making yourself irrelevant. It’s about making your business transferable and scalable, whether you’re planning an exit in three years or just trying to grow past your own capacity right now.

Because at some point, your ability to personally close deals stops being your greatest asset and starts being your biggest bottleneck.

The question is whether you’ll recognize that point before it costs you the next stage of growth.

If you want to start turning founder intuition into a repeatable sales system, download our free Small Business Guide to Sales Training. It walks through the frameworks that help teams scale without depending on a single closer.