Most salespeople avoid potential objections. Elite performers do the opposite: they actively hunt for deal saboteurs. They ask prospects to identify potential roadblocks or internal dissent before the deal closes. This uncovers hidden risks, like a reluctant CFO, allowing them to be addressed upfront rather than becoming a future crisis.

The best reps don't complain about lacking resources; they attract them. Internal teams like product and engineering gravitate towards these reps because they trust their time will be well-spent on a deal that is more likely to close, effectively making them the deal's 'quarterback.'

Many salespeople question their abilities when they struggle, but the issue might be a company culture that prioritizes closing deals over solving customer problems. A supportive leader and the right environment are often the real keys to success.

Elite salespeople understand that closing deals requires a team. They actively cultivate advocates within their own company—in operations, support, and finance—by treating them well and recognizing their contributions. This internal support system is critical for smooth deal execution and ensures they can deliver on client promises.

Instead of asking standard discovery questions, top performers pose strategic questions that require joint exploration. This shifts the dynamic from a sales pitch to a collaborative problem-solving session, creating a deeper partnership and revealing unforeseen opportunities that standard questions would miss.

Sales professionals frequently encounter their most significant conflicts within their own organizations. Achieving internal buy-in and navigating cross-departmental friction can be more demanding than persuading an external client, underscoring the necessity of strong internal persuasion and relationship-building skills.

A sales leader's value isn't in managing from headquarters. It's in being on the front lines, personally engaging in the most challenging deals to figure out the winning sales motion. Only after living in the field and closing landmark deals can they effectively build a playbook and teach the team.

During interviews, listen for how candidates describe their successes. Top performers who lead through collaboration naturally talk in terms of 'we' and credit their team. Those who constantly say 'I' often lack the collaborative skills needed for modern enterprise sales.

Insecure reps often avoid involving their own executives, fearing it makes them look weak. In contrast, top performers demonstrate confidence by strategically bringing in their leadership (even the CEO) to help close major deals. This is a sign of strategic maturity, not a weakness to be hidden.