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Sales Gravy: Jeb Blount
Jeb Blount
404 episodes
1 day ago
From the author of Fanatical Prospecting and the company that re-invented sales training, the Sales Gravy Podcast helps you win bigger, sell better, elevate your game, and make more money fast.
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All content for Sales Gravy: Jeb Blount is the property of Jeb Blount and is served directly from their servers with no modification, redirects, or rehosting. The podcast is not affiliated with or endorsed by Podjoint in any way.
From the author of Fanatical Prospecting and the company that re-invented sales training, the Sales Gravy Podcast helps you win bigger, sell better, elevate your game, and make more money fast.
Show more...
Careers
Business,
Marketing,
Entrepreneurship
Episodes (20/404)
Sales Gravy: Jeb Blount
How to Carry Sales Momentum Through the Holidays and Into the New Year (Ask Jeb)
1 day ago
14 minutes 27 seconds

Sales Gravy: Jeb Blount
What Bowling Reveals About Staying Consistent in Sales (Money Monday)
3 days ago
15 minutes 34 seconds

Sales Gravy: Jeb Blount
Why Being Coachable Isn’t the Same as Being Humble in Sales
6 days ago
26 minutes 16 seconds

Sales Gravy: Jeb Blount
Are You Letting Rejection Control Your Sales Career? (Ask Jeb)
1 week ago
14 minutes 9 seconds

Sales Gravy: Jeb Blount
The Linchpin Effect: Making Your Buyers Need You, Not Just Want You (Money Monday)
1 week ago
12 minutes 43 seconds

Sales Gravy: Jeb Blount
Using Authentic Appreciation to Drive Sales Team Success
1 week ago
35 minutes 27 seconds

Sales Gravy: Jeb Blount
How Much Research Should You Do Before a Cold Call (Ask Jeb)
2 weeks ago
22 minutes 21 seconds

Sales Gravy: Jeb Blount
The Gratitude Advantage: Why an Attitude of Gratitude Is a Sales Superpower (Money Monday)
2 weeks ago
9 minutes 19 seconds

Sales Gravy: Jeb Blount
The AI Account Planning Method That Helped a New AE Land C-Suite Appointments
2 weeks ago
26 minutes 12 seconds

Sales Gravy: Jeb Blount
Beat Sales Call Reluctance and Get Back to Fanatical Prospecting (Ask Jeb)
3 weeks ago
16 minutes 23 seconds

Sales Gravy: Jeb Blount
Win on Value, Not Price with The IKEA Effect (Money Monday)
A few years ago, I was on a desperate search for a dining table. My favorite from my old place was a gorgeous, single-piece antique that mathematically wouldn’t fit in my new home. I loved that table, and losing it felt like losing a member of the family. So I started the hunt for a replacement, a piece worthy of its memory.

I found a potential candidate at a high-end furniture store: a stunning cherry table. 

I ran my hand along its smooth, cool surface, picturing it loaded with platters of food, surrounded by the people I love. But then I saw the price tag. It was prohibitively expensive. My wallet slammed shut. I knew it was perfect, but I just couldn’t bring myself to pay for it. I walked out, resigning myself to a life of settling.

In the end, I found a mass-produced, joined-piece from a department store. And for the next six months, I was miserable. My kitchen table was just … a table. It was functional, but it had no soul. I griped about it constantly, and every time I looked at it, I was reminded of what I'd given up.
Discovering Sweat Equity
Finally, out of options and patience, I took the advice of an antique store owner.

"Go see a woodworker," she said. 

I drove to the address, a dingy, dark garage on the southside of town that smelled of sawdust and varnish. Here, in this dusty, disorganized space, I found the most beautiful tables of every shape and size imaginable.

A gruff man with calloused hands appeared. I told him about my predicament and my budget. He gave me a direct response: “I can’t build you a table for that price.”

Just as I was giving him an obligatory thanks and turning to leave, he hit me with an unexpected question: “Are you interested in learning how to make one? It might cost you less than what I’ve already made.”

He wasn’t selling me a table. He was selling me an experience. A partnership.
Becoming a Co-Creator
And so, we began. He showed me the design software. We walked through different scenarios, from Christmas dinner to my kids doing their homework. We chose the wood, figured out the curves for the legs, and decided on the thickness for the top. Every line was to my specifications. I was a co-creator, not a consumer.

When he finally showed me the quote for materials and his lessons, it was 30% more than the expensive showroom table. And yet, the decision was simple. I looked at the plans, the time we’d invested in the design, the conversations we had shared, and I said, "Let's build this."

I picked out the perfect piece of maple. He taught me how to cut it, sand it, and shape it. How to use a router to create decorative edges. How to apply gloss for a perfect shine. And when we were done, I paid that higher price gladly—despite all its imperfections (I am not a professional carpenter.).

This was my table, built with my sweat, crafted with my hands. I’d earned it.

One leg was a half-inch too short. 

The decorative edges I’d spent hours on didn’t quite match. And the lacquer? Let’s just say it had a certain, unique texture. This table was, objectively, flawed. And yet, I loved it more than any piece of furniture I had ever owned.

When I brought it home, I was so proud. I invited people over just so I could show it off. Every time I looked at it, I found myself thinking how perfect it was, even with its flaws. That slightly askew table wasn’t just furniture; it was a blinding flash of the obvious and a lesson in the concept called The IKEA Effect.
Applying the Principle in Sales
Not long after my dive into woodworking, I found myself in a similar situation with a prospect.
We were selling a sales training program,
Show more...
3 weeks ago
10 minutes 41 seconds

Sales Gravy: Jeb Blount
Why Your Best SDRs Burn Out by Month Four — And How to Stop It
To a sales leader, it’s a familiar story.
Month one: Your new SDR is on fire. Energy through the roof. They’re excited about cold calling.
Month two: Still strong. Meetings are getting booked. Dashboard looks good.
Month three: Cracks appear. Rejections pile up. But they hang in.
Month four: Burnout.

The dials drop. The energy’s gone. That superstar you hired 90 days ago is updating their LinkedIn profile—and you know exactly what that means. Now you’re back in hiring mode, your team’s pipeline is slipping, and your recruiting budget just took another hit.

But it’s not that the SDR role is broken—the system is. Sales teams are great at starting fast and terrible at sustaining it. People get thrown in with a script and a quota, celebrate quick wins, then act surprised when burnout becomes inevitable.

Tim Hester, VP of Sales Development at Alliance HCM, leads one of the fastest-promoting SDR teams in the industry. His team survives month four and keeps thriving. Some SDRs promote out in 60 days. Others stay because they’re growing, not just grinding.

It’s a tactical framework that stops inefficiency.
The Problem: You’re Forcing SDRs to Run Without a Finish Line
When Tim inherited his SDR team, he saw the pattern immediately. One SDR position. No progression. No momentum. Just grind.

Talented people hit quota, kept hitting quota, and then started asking themselves: Why am I still doing the exact same job six months later? “Just wait your turn” doesn’t cut it anymore. Maybe it never did.

The wake-up call came when Tim realized something critical: The things that kill SDR motivation aren’t trainable.

Work ethic. Mindset. How someone approaches their day and prospecting blocks. That’s character. You can’t coach it in a workshop. Tim tried way too many times before figuring that out.

You can teach someone objection handling. You can show them how to use the CRM. But if there’s no light at the end of the tunnel, no amount of training fixes that. That’s on leadership, not the rep.
The Solution: Build a Roadmap That Rewards Performance, Not Tenure
Tim flipped the script on how SDR performance gets measured and rewarded. He created tiered SDR levels based purely on performance thresholds. Not tenure. Not politics. Not “when a spot opens up.”

The roadmap has clear levels: from new SDR to quota-hitting SDR to exceeding SDR who now trains the team. Each level comes with a comp bump and more responsibility. Most importantly, it proves effort matters.

This framework ensures that when your reps look at the dashboard, they see a clear, actionable path for progression. It’s the sales leader’s job to ensure that dashboard clarity is tied directly to the next level.

The impact is immediate. Reps see exactly what they need to level up. There’s no waiting for someone to quit so that a spot opens. Those who want to move fast can; those who need more time have a clear path, too.

This framework changed recruiting entirely. Tim could tell candidates on day one: People move up at their own rate; you control your trajectory at this company.

Suddenly, the SDR role wasn’t a holding pattern. It was a launchpad.
The Dashboard: Four Metrics That Actually Matter
Metrics are your scoreboard. If your reps don’t trust the score, they stop playing hard.

When Tim took over, the dashboard was a mess. Crowded with metrics nobody understood or trusted. Reps tuned it out because they didn’t know what half the numbers meant or how they connected to their success.
Show more...
3 weeks ago
26 minutes 44 seconds

Sales Gravy: Jeb Blount
Why Customer Experience Beats Price in Automotive Sales (Ask Jeb)
Here’s a truth most car dealerships don’t want to admit: people don’t hate buying cars. They hate buying cars from salespeople who make the customer experience painful.
That’s the challenge Brendan Carlington from Mount Pleasant, Michigan brought to me on a recent episode of Ask Jeb. Brendan jumped back into auto sales this year after spending time in other industries and he noticed something big. Traditional sales positions are disappearing. Customers can research everything online, get quotes instantly, and even start negotiations with a click. What’s missing is training that teaches sales pros how to create an experience people actually enjoy.
The vehicle isn’t the differentiator. The experience is.

Why the Experience Matters More Than the Product
I told Brendan something I have felt for a long time. Customers already know what they want before they walk into the dealership. They have seen every trim, every feature, every price point. What they do not know is whether they will enjoy the buying process.
That is where you, the salesperson, become the product. Your job is not just to sell the car. Your job is to guide your customer through the process, reduce friction, build trust, and make them feel confident that they are making the right decision.
When I buy a car, I already know what I want. If the experience is miserable, I put it off. If I know it will be smooth, engaging, and human, I buy immediately. Modern buyers are craving a guide, not a grinder.

The Power of Frameworks
Brendan had a simple but powerful philosophy. He said there are three conditions to win: sell a car, give the customer a great experience, and make as much money as possible without compromising those things. That mindset is exactly what great sales frameworks are built on. A framework gives you rails to run on while keeping you flexible in the conversation. It is not a script. It is a repeatable system that lets you adapt to the customer while staying disciplined.
When you take complex sales processes and make them simple and repeatable, you create reliability and confidence. That principle is at the heart of fanatical prospecting and objection handling. Learning to simplify complex ideas into actionable steps separates average salespeople from top performers.

How to Become the Trusted Guide
If you are in car sales or any sales role where buyers can research online, here is the playbook:



Unpack your customer’s fears. They walk in with emotional baggage from past experiences. Acknowledge it.


Ask better questions. The more they talk, the better they feel. When the customer does most of the talking, they have a good experience.


Create a VIP moment. Buying a car is a milestone, not a transaction.


Build a repeatable system. Know your greeting, discovery questions, and closing flow cold and practice it until it is second nature.


Using systems that focus on outcomes, such as first-time appointments, conversion rates, and pipeline velocity, makes the difference between a salesperson who spins their wheels and one who consistently drives results. Practicing this every day builds the kind of discipline that leads to consistent performance and customer loyalty.

Making It Fun Again
Brendan shared something I loved. Before car sales, he worked in the Vegas nightlife industry and he asked, “Why can’t buying a car be fun?” That is the kind of thinking that transforms an industry. Fun does not mean loud music or strobe lights. It means energy, curiosity, and enthusiasm.
Show more...
4 weeks ago
12 minutes 25 seconds

Sales Gravy: Jeb Blount
5 Keys to Outselling the Holidays (Money Monday)
We are moving into the most dangerous time of year for sales professionals . . . the holidays. 
From now until the first week of January, you're going to face a perfect storm of distractions, excuses, and temptations that can absolutely destroy your year end number and your first quarter production next year. Sadly, most salespeople don't even see it coming. It’s not until the end of December that they realize they’re in trouble, but by then, it’s too late. 
The Trouble With the Holidays
The trouble typically starts Thanksgiving week in the United States and continues as we move into the first week of December. That's when distractions start flooding in. You've got company parties, family obligations, shopping to do. All of which knock you off of your routine causing your daily prospecting and follow up activities to drop.

And let’s be honest, you’ve been grinding hard for the entire year and you’re ready to let your guard down and coast a bit before the end of the year. 

By the second and third week of December many of the opportunities in your pipeline that you were counting on closing start to ghost you or tell you that their pushing decisions off to next year. And by now you’re so mentally checked out that you're barely doing any prospecting at all. 

Once we move into the Christmas and New Years weeks your office is a ghost town, the phones are silent, your pipeline is stalled, you’ve missed your forecast and you convince yourself there's no point in even trying. 

And just like that, you've lost an entire month of selling.

 





My book The LinkedIn Edge gives you the master blueprint for turning LinkedIn into an optimized, revenue-generating sales engine—whether you're deploying Sales Navigator or not.

Learn to work LinkedIn like a professional with step-by-step, immediately actionable tactics that supercharge your presence on the world's largest networking platform. Get it today wherever books are sold.

 



 

 
Holiday Sales Math
But here's the brutal truth: You didn't just lose a month. You lost three months. Because all of those prospects that pushed off decisions until the new year are not coming back; and that empty pipeline you're staring at, as you move into January, is going to haunt you through March and potentially, through the entire year. 

Your average sales cycle is probably 60-90 days. That means deals you put into the pipeline over the next two to three weeks are crucial for a good January. Likewise, the ones you add in December are the key to delivering a solid February and March. 

But if you allow the Holidays to take you off of your game, you might not recover until April or May. Your entire first quarter is shot. 

This is the killer and how so many promising sales careers end prematurely. I've witnessed far too many salespeople get fired in March for pipeline problems that started in November when they let their discipline slip during the holidays.
Do Not Allow Active Deals Stall and Die
The deals currently in your pipeline are more vulnerable right now than at any other time of year. Your prospects have the perfect excuse to push decisions. 

When deals sit idle for a month, bad things happen. Stakeholders change. Budgets get reallocated. Priorities shift. Your champion gets distracted by seventeen other initiatives. Your competitors slip in while you're eating fruitcake and drinking eggnog.

Show more...
1 month ago
11 minutes 9 seconds

Sales Gravy: Jeb Blount
The Sales Mindset Lessons from an American Ninja Warrior
Every salesperson knows that feeling, the one right before the big meeting when confidence wavers and doubt creeps in.

Alex Weber knows it, too. He’s one of the few people to go from hosting American Ninja Warrior to competing on the show. When I asked him what separates winners from everyone else on an episode of The Sales Gravy Podcast, he said:
“Winners believe they're going to win. You’re not going to win every deal. But even as I say that, I’m never going to let myself actually believe that.”
This is a masterclass in sales mindset—the mental toughness every top salesperson needs. The difference between a competitor who freezes and one who performs is simple: The winner chooses belief over hesitation, every single time. 
Stop Managing Doubt, Start Dictating Belief
The average salesperson walks into a deal trying to manage their doubt. They worry about the competition, they worry about the price, and they worry about rejection. That hesitation bleeds through every presentation, email, and follow-up.

The average rep tells themselves, "I hope I get this deal."

Winners decide before the phone rings that they are the best solution, they deserve the business, and they are going to win. That mindset is the foundation of high-performance selling.

The moment you let the "what if I lose?" question become dominant, you pull back. You ask soft closing questions. You accept the first objection. Top salespeople know that a soft sales mindset guarantees a hard loss. You must carry the confidence of a winner, even when the odds are stacked against you.
Failure is Feedback: Burn the Ship and Move On
In high-stakes competitive environments, you can’t dwell on failure. If a Ninja Warrior misses a jump, they can't afford to spend five minutes replaying the error in their head; they are already in the water.

In sales, the deep end is rejection. Too many salespeople treat a "no" like a personal failure instead of professional feedback. They let one bad call destroy their attitude for the entire week. This is why their sales mindset is fragile.

Winners understand that every loss is simply data to be analyzed. What did the client object to? Where did you lose control? What did the competitor do better? Process it immediately, then move on.

When you fail, you need to "burn the ship." You acknowledge the loss, extract the lesson, and sever the emotional attachment. The inability to recover fast is the #1 killer of a sales mindset. You are guaranteeing an underperforming pipeline if you can't reset your mental state between calls. Commit to the next interaction, not the last one.
Build Your Muscle Memory for Pressure
You can't expect to be calm and collected during a high-pressure, high-dollar negotiation if you haven't trained for it. Elite competitors don't rely on game-day adrenaline. They rely on muscle memory built through intentional practice under pressure. Practice is how you develop the sales mindset that never wavers.

Identify the parts of the sales cycle that make you uncomfortable. If handling tough objections is your weakness, practice them relentlessly until your response is automatic. If you freeze up when cold calling top-tier decision-makers, role-play the opening three minutes of that call until you can deliver it with confidence. Your pipeline grows on competence, not hope. 
Stop Waiting for Motivation: Execute on Discipline
The worst lie in sales is the idea that you have to feel motivated to prospect. Motivation is an emotion. It comes and goes. Discipline is a decision.

Show more...
1 month ago
28 minutes 9 seconds

Sales Gravy: Jeb Blount
What to Do When You Lose Your Sales Motivation After Success (Ask Jeb)
Here's a question that'll mess with your head: What do you do when you're making seven figures in sales, crushing every goal, and suddenly … you just don't feel the same motivation anymore?
That's the question Matthew Feit from Toms River, New Jersey, posed on an Ask Jeb episode. Matthew's living the dream that most salespeople chase their entire careers. He's at the top of his game financially. He's proven everything he set out to prove. And now he's stuck in this weird limbo where the fire that got him there has gone cold.
If you're shaking your head right now, thinking this is a champagne problem, you're missing the point. This is one of the most dangerous positions a high achiever can find themselves in, and it's costing top performers their edge every single day.

The Jim Story: When Achievement Becomes Your Enemy
Let me tell you about Jim. Years ago, when I was living in Florida, I had this sales rep who was an absolute monster. Top of the ranking report. Presidents Club. Rolex on his wrist for winning. Then one day, his director of sales wanted to put him on a performance improvement plan. In sales, a PIP means you are a dead man walking.
I drove up to Jacksonville thinking there had to be some mistake. When I sat down with Jim, I realized the problem wasn't his ability. The guy was still incredibly talented. The problem was he'd won everything there was to win, and he just didn't have the next goal driving him anymore.
Here's what I learned: The things we do in sales are hard. They're repetitive. We deal with difficult people. It takes massive discipline, which is simply sacrificing what you want now for what you want most. But when you don't know what you want most anymore, that discipline evaporates.
Jim's answer surprised me. He wanted a Harley-Davidson, but his wife wouldn't let him buy it. So I worked out a way to structure his commissions so he could get his Harley while still bringing home the money his wife expected. Suddenly, his sales went through the roof again. He had something driving him.

The Cognitive Dissonance of High Achievement
Here's what's happening with guys like Matthew and what happened with Jim: They've got this level of cognitive dissonance. Part of them is a stone-cold high achiever who needs to be achieving. The other part is saying, "I don't feel it anymore. I don't have that juice."
When you're younger or earlier in your career, you're sketching out goals constantly. I remember having a goal book where I wrote down everything I wanted. One of my goals was a house on the inter-coastal waterway in South Florida. I achieved that goal. Then one day I'm sitting there going, "Well, what do I do now?"
It's easy to get comfortable when you don't know where to go next. But comfortable is the enemy of excellence in high-performance sales cultures.

What Do You Really Want?
I hit the same wall this year. Twenty years building this business, book number 17 coming out, and I'm asking myself the same question Matthew asked: "What now?"
I finally figured it out. My wants aren't things anymore. Maybe in my 20s and 30s it was about what I was going to own, but today it's different. It's about what I want to accomplish and who I want to work with.
I realized I want to work with people and companies I know I can help. That are a challenge for me. Where I can watch them grow and enjoy seeing them succeed. Who really want to work with me and see me as part of their organization, not as a vendor.
As a result, I've been rearranging my world so I can be very picky about what I'm going to do, who I'm going to work with, and who I'm going to speak to.
Show more...
1 month ago
17 minutes 44 seconds

Sales Gravy: Jeb Blount
Why Your Rivals Pray You Cut Training—And Why You Shouldn’t (Money Monday)
This time of year is critical. As sales leaders map out their budgets for the new year, the conversation always centers on a core conflict: How to cut expenses and, simultaneously, motivate teams to hit larger quotas.

What's the first line item to feel the squeeze? Training and development.

It is often incorrectly labeled a 'want' and not a 'need.' We hear leaders say, "It can wait until next quarter," or, "Once we stabilize revenue, we'll invest in the team." 

This short-sighted thinking doesn’t save money. Instead, it's costing organizations a significant, quantifiable amount of revenue and talent. When professional development is treated like a luxury, we undermine the foundational ability of our teams to perform consistently at a high level.
Training is the Foundational Requirement for Peak Performance
Sales leaders should consider peak performance in any high-stakes environment. In the military, or in elite professional sports, ongoing training is not a choice—it is a non-negotiable, daily priority. 

So why is it that, in Sales, we view continuous development as optional or too expensive? The simple truth is that lack of training is the most expensive mistake you can make.

Think about the rate of technological change. Most of us have upgraded our cell phones in the last three to five years because the old ones simply couldn't keep up. 

The same principle applies to your sales team’s skill set. If your representatives are still relying on techniques learned 5, 10, or 15 years ago, then they are operating at a competitive disadvantage. They will be outmaneuvered and outperformed by competitors who are strategically investing in modern sales frameworks every time.

Henry Ford’s famous quote still holds true: "The only thing worse than training employees and losing them is to not train them and keep them." If you believe training is expensive, you must take a moment to calculate the monumental loss of reps consistently missing their quotas.
The True Cost of Inconsistency and Turnover
Look at the numbers. Assume three of your representatives are consistently missing quota by just 20%. That deficit is lost revenue—but it also represents wasted leads, missed opportunities, and the corrosive ripple effect of deals that never even make it into your pipeline. The amount of potential revenue lost due to underperformance is often far greater than the entire annual budget you would allocate to comprehensive sales training.
Action Plan for Sales Leaders & Managers
To reverse this loss, you must treat coaching as a continuous operational requirement, not a perk.

Calculate the 'Cost of Inaction' to Justify Budget: Reframe thinking of training as an expense and start focusing on the cost of the status quo. Calculate the annualized revenue loss from your bottom 20% of underperforming reps (e.g., missed quota * average deal size). Use that concrete number to justify and secure a budget for development, proving that not training is your biggest liability.
Implement a Continuous Coaching Framework: Don't rely on annual training events. Transform your managers into daily coaches by mandating 30 minutes of structured, one-on-one coaching per week focused on skill development. This reinforcement is what locks in new behaviors and prevents the initial energy gained in training from fading.

The Hidden Expense of Disengagement
Talent turnover is another critical cost of lack of training that is often overlooked. A representative who feels unsupported, or who consistently misses quota because they don’t have the necessary tools and Show more...
1 month ago
8 minutes 2 seconds

Sales Gravy: Jeb Blount
16 Sales Horror Stories That Prove You’re Not Alone
Every sales professional has a horror story that still makes them break out in a cold sweat years later. The deal that imploded spectacularly. The customer interaction that went sideways in ways you couldn't predict. The moment you sat in your car afterward in complete silence, questioning every decision that led you to this career.

These moments feel intensely personal and isolating. But the truth is, every rep who’s lasted in this profession has been there. On an episode of The Sales Gravy Podcast, Ashley Blount and I collected nightmare sales stories from our years in the automotive and telecommunications industries, plus stories from the sales community. We found 16 tales that prove no one faces this alone. Here are some of the most terrifying.
Smelly Dave: The Angel of Death
This sales horror story comes from the automotive industry, posted on Reddit by someone who still sounds traumatized. Dave started at the dealership after Sears closed. We found out he’d been the “Angel of Death” at several franchises—Sears, Future Shop, RadioShack. Every place he touched eventually shut down.

Dave was in his early 40s, wore the same shirt with the same coffee stain on it every single day, and smelled terribly. Customers would flee after test drives, refusing to come back into the building with him. On one occasion, a customer was dry heaving. Management tried to delicately bring up the hygiene issue, but Dave wouldn’t listen.

One day, the manager was told to drop off a sold vehicle to a customer, and Dave drove the chase car. As they returned together, the smell in that enclosed space was so unbearable that the manager walked into the boss's office afterward and apologized for whatever he had done to deserve that punishment. The boss laughed, called Dave in, and fired him on the spot.
The Bluetooth Incident That Still Haunts Ashley
Ashley had been selling cars for a few months when a sweet older couple came into the dealership. The husband was retiring, probably late 60s, and they were one of those rare couples who were actually pleasant to work with. He picked out a lime green Ford Fiesta for his retirement car.

They completed the test drive, finished all the paperwork, and Ashley sent the vehicle back to get ready for delivery. When delivering a new vehicle, you always get in with the customer to help them connect their phone to Bluetooth and walk them through all the features. Since it was a couple, the husband was in the driver's seat, his wife was in the front passenger seat, and Ashley was sitting in the middle of the back seat.

They got his phone connected to the Bluetooth, matched the code, and turned up the volume on the car. He went to open his phone. The most explicit, obscene audio you can imagine came blasting out of the speakers.

Dead silence in that vehicle for what felt like forever. Ashley wished them well, exited the car, and walked back inside, mortified. When asked how it went, she told them the story and muttered, “I don’t really want to follow up. I’m not sure that’s appropriate.”
The Telecom Contractors Who Started a Gunfight
I had door-knocked a large hair salon and built a relationship with the salon owner, who also owned the building. He helped me get in the door with all four of his tenants. Because he was switching, they all switched. I closed three to four months of quota on this one deal because of what he did for me. 

Installation day arrives. At 6 a.m., my phone rings. I try to sound as awake as possible with my gravelly morning voice, and the owner immediately screams, "Jeb, what the f**k?"

He explains that our contractors came out the night before, got in a huge argument, waved guns at each other—he swears one of them shot at the other. Then they came back in the morning and dug a trench that cut every single internet line to the building...
Show more...
1 month ago
47 minutes 20 seconds

Sales Gravy: Jeb Blount
How to Build an Enterprise Sales Strategy for Startups (Ask Jeb)
Here's a problem that'll tie you in knots: You've got a killer software solution that saves companies massive amounts of money on employee benefits. You know exactly who needs it: Fortune 1000 companies with self-insured health plans. But you can't get a single meeting with the people who matter.
That's the situation Peter Kleinman from Provo, Utah, finds himself in. As the sales and marketing guy for his dad's startup, he's tasked with landing enterprise clients while juggling full-time classes at BYU. He has LinkedIn, Sales Navigator, and a burning desire to make it work.
He also has virtually no chance of success using his current approach.
If you're nodding your head right now, keep reading. Because Peter's problem is your problem if you're trying to sell into enterprise accounts without the business acumen, social proof, or strategy to break through.

The 100-Foot Wall Problem
Here's the biggest issue: Fortune 1000 CHROs and C-suite executives have built a wall around themselves that's about 100 feet high. Their entire job is keeping people like you from wasting their time.
And if you're young, inexperienced, or new to enterprise sales? That wall might as well be 1,000 feet high.
Peter is doing everything the sales books tell you to do. He's going straight to the top. He's messaging decision makers on LinkedIn. He's targeting the right titles.
He's also getting absolutely nowhere.
Here's why: It has nothing to do with age and everything to do with business acumen. You can't speak the language of enterprise buyers if you've never lived in their world. You don't understand their buying process, their risk aversion, or the organizational politics that determine whether your deal lives or dies.
Most critically, you're trying to sell something they don't even know they need. And you have zero social proof to back up your claims.
That's not a recipe for success. That's a recipe for frustration, burnout, and a pipeline full of nothing.

The Bottom-Up, Top-Down Strategy
If you can't get to the top, start at the bottom.
I'm not talking about giving up on enterprise accounts. I'm talking about running a multi-threading strategy that builds your business acumen while creating pathways into those massive organizations.
Here's how it works:
Find the amplifiers. These are the people in the trenches who actually deal with the problem your solution solves every single day. They're not directors or VPs. They're managers, analysts, and coordinators who feel the pain but lack the authority to fix it.
These people are 100 times easier to talk to than C-suite executives. They'll take your call. They'll teach you. They'll tell you exactly what's broken in their organization and how decisions actually get made.
Compress your experience. When you talk to these amplifiers, you're not selling. You're learning. You're asking questions like, "Help me understand how you make these decisions," and "What problems are you running into?"
Every conversation compresses years of experience into hours. You learn the language. You understand the pain points. You gather insights that become ammunition for conversations with decision-makers.
Surface the insights upward. Now when you finally get in front of that CHRO or VP of Benefits, you're not some kid with a PowerPoint. You're someone who understands their organization better than they do. You can tell them stories about what their own people are experiencing and how you can close the gap.
That's how you get meetings. That's how you build credibility. That's how you win deals when you have no business acumen and no social proof.

The Insurance Broker Shortcut
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1 month ago
20 minutes 46 seconds

Sales Gravy: Jeb Blount
How to Turn the Panic Button into a Profit Engine (Money Monday)
The year was 1938. Families across America gathered, listening during the golden age of radio. On the eve of Halloween, a broadcast interrupted their evening: A live report claimed Martian cylinders had landed in Grovers Mill, New Jersey. Within minutes, panic erupted as citizens fled their homes, convinced Earth was under alien attack.

The entire event was fake. It was a perfectly executed radio drama by 23-year-old Orson Welles.

Here's the sales lesson tucked into The War of the Worlds sci-fi scare: Welles wasn’t just reading a script. He was executing a masterful lesson in emotional engagement. He had listeners hooked, buying into his story emotionally before their brains had time to register, "Wait, this can't be real." 

That emotional buy-in is a core tenet of sales: People buy on emotion and then justify it with logic and facts.

If rational adults can flee their homes over a fictional Martian invasion, imagine the force of emotion you can unleash when you find your prospect's emotional trigger. Sharpen your emotional intelligence, and you deploy a powerful sales tool.
Emotion Gets the Attention, Data Seals the Deal
Welles sold tension, uncertainty, and gravity, not a product. His voice was calm yet urgent, delivered with the authority of a trusted news anchor. The audience felt an adrenaline surge—heartbeats rising, eyes widening—before they had time to check the facts.

This is the non-negotiable first step in sales. Your passionate storytelling creates the emotional charge. Your tone carries more weight than any spreadsheet full of ROI data. Emotion gets your buyer leaning in and invested in the outcome. The data you provide simply helps them sleep well at night after they’ve already made their decision.

If your message isn't landing, stop reviewing your product deck and start analyzing your delivery. Are you speaking with urgency, and are you connecting to their emotional state? Without that emotional resonance, even the best solution just adds to the noise.
Authority Isn't Arrogance, It's Command
Welles dressed his fictional story in familiar trappings like live news bulletins, eyewitness reports, and crackling radio static. Each detail made the unbelievable feel legitimate. He commanded belief by establishing immediate, undeniable authority.

Bring that same presence to your sales interactions. Authority isn’t arrogance; it’s commanding belief. Sound like someone who’s been there, knows the terrain, and has the solution. Communicate with unwavering authority, and you build trust before price discussions begin.

This is how you sell the experience. Prospects must believe in you and your company; belief in your product comes next. They buy the experience of working with you before seeing the product. If you sound uncertain, you’ll never build a foundation of trust.
Stay Steady to Control the Chaos
Welles predicted a strong reaction to his broadcast and stayed calm, controlled the narrative, and guided the audience through the panic he was creating.

In sales, moments of crisis or uncertainty test your professionalism. When a prospect goes cold, objections arise, or a competitor attacks, do not panic. Do not mirror their anxiety—it only feeds chaos and cedes control of the deal.

Control the process, control yourself, control the outcome. When deals wobble and emotions spike in your buyer, that is your moment to shine. Breathe, slow down, ask questions, and lead steadily.
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1 month ago
7 minutes 28 seconds

Sales Gravy: Jeb Blount
From the author of Fanatical Prospecting and the company that re-invented sales training, the Sales Gravy Podcast helps you win bigger, sell better, elevate your game, and make more money fast.