SKOs often fail with high-level corporate presentations. A better approach is to put top-performing reps on stage to share specific, tactical "how-to's" for key sales activities like cold calling, email outreach, and champion building, fostering peer-to-peer learning.

A sales background teaches more than customer centricity. It instills resilience and the fearlessness to approach anyone in an organization to get things done, a vital skill for navigating the cross-functional demands of product management.

Instead of traditional classroom training, Stone would take new salespeople on live sales calls. They'd observe him, attempt a pitch themselves, and receive immediate feedback. This rapid, immersive cycle built competence and confidence quickly, even for those without a college degree.

A resilient sales culture is built on pride. This pride doesn't appear organically; it's the result of a specific sequence. Effective training and development equip reps to win. Consistent winning fosters genuine pride in their work, team, and company, which in turn builds a loyal, high-retention culture.

A foundation in one-to-one sales reveals the human element often missing in marketing. This experience highlights the void of genuine storytelling and creativity in many marketing departments, equipping professionals to fill it with authentic, person-to-person narratives instead of just focusing on metrics.

New salespeople lack personal success stories to use as social proof. Leaders must proactively provide them with a library of stories about other clients or team members. These 'borrowed' narratives are essential for building a value bridge with early prospects.

Early jobs without direct sales quotas, like retail, can build stronger foundational selling skills. When not pressured by a number, reps learn to conduct discovery and upsell based on genuine belief in a product's value, fostering a more customer-centric and authentic approach.

The traditional definition of a champion (power, influence, vested interest) is incomplete. The most critical, and often overlooked, criterion is their proven willingness to actively sell on your behalf when you are not present. Without evidence of them taking action, you don't have a champion, regardless of their position.

A founder's ability to sell is not proof of a scalable business. The real litmus test for repeatability is when a non-founder sales hire can close a deal from start to finish. This signals that the value proposition and process are teachable, which is the first true sign of a scalable go-to-market motion.