Key Takeaways
Most sales leaders assume a slow quarter means the team needs more calls, better leads, or more motivation. Research tells a different story. In a study of over 300 sales calls across 25 organizations conducted by The Sales Board, 63% of salespeople never asked for commitment at all. The problem wasn't effort. It was process.
Improving sales performance rarely comes from pushing harder. It comes from giving every rep the same repeatable process: a clear commitment decided before each interaction, questions that uncover real differentiation, value tied to what the prospect already needs, and a defined way to ask for commitment. That shift, from hustle to structure, is the whole answer. The rest of this post is the “why” and the “how.”
When a deal stalls or a rep misses quota, the instinct is to add pressure: more calls, more pipeline, more hours. Most reps aren't failing because they aren't trying. They're failing because they don't have a repeatable way to run a sales conversation.
Without a process, every call depends on the rep's memory, instinct, and mood that day. Some days that works. Most days it doesn't. A process gives every rep, from your newest hire to your top performer, the same reliable path to a commitment.
The 4 strategies below build that path. Install them one at a time and coach them consistently, and you'll see steadier performance across your whole team, not just from your best rep.
Before every sales interaction, decide what you want the prospect to agree to by the end of it. This is different from deciding what you want to learn or accomplish for yourself.
|
What You Want to Learn or Accomplish |
What You Want the Prospect to Commit To |
|
Learn about the prospect's current process |
Schedule a discovery meeting |
|
Introduce your company |
Get agreement to review a proposal together |
|
Understand who makes the final decision |
Get a signed agreement |
Learning goals are useful. They just don't move a deal forward on their own. A meeting can go well, feel productive, and still end with nothing decided. That's a learning goal without a commitment behind it.
The commitment you decide on should match the next milestone in your sales cycle. If the next milestone is a discovery meeting, aim for that, not a signed agreement. Map out the milestones in your sales cycle, and the right commitment to ask for at each one becomes obvious.
Example: picture two reps on your team, both finishing a first meeting with a new prospect.
Rep A: Great talking with you. I'll follow up soon.
Prospect: Sounds good.
Rep B: Based on what you shared today, I'd like to put together a short proposal and walk through it with you next Thursday at 2pm. Does that work?
Prospect: Yes, let's do that.
Neither rep did anything wrong in the conversation itself. But only Rep B walked in with a decided commitment to ask for, and only Rep B walked out with the deal moved forward.
Coaching tip: before every call, ask each rep one question: “What do you want the prospect to agree to by the end of this call?” If the answer is vague, the call has no target to hit.
Most reps ask the same needs questions every competitor asks: “What are your biggest challenges?” or “What's not working with your current vendor?” These questions are fine, but they potentially surface needs anyone can solve. That's how a sale turns into a price competition.
Most salespeople think differentiation happens in the pitch. It doesn't start there. Differentiation gets built during discovery and lands when you present your solution. Skip the groundwork in discovery, and no presentation later can make up for it.
Differentiation-focused questioning means asking about the prospect's situation with your specific strengths in mind. Before the call, list out what makes you, your company, and your solution different from the competition. The more of these differentiators you can build questions around, the more differentiated your position becomes. Then build questions that only make sense to ask if that difference matters to this buyer.
A useful pattern: start with a general question about the problem, follow up with something more detailed, then ask a question that brings real emotion or urgency into the conversation, not just logic.
Teams that ask mostly open-ended questions close more often. In the Sales Board research, successful calls had 25% more open-ended questions than closed-ended ones. Failed calls had 86% more closed-ended questions than open-ended ones.
Example:
Rep (closed, generic): Are you happy with your current vendor's response time?
Prospect: It's fine, I guess.
Rep (open, differentiated): Walk me through what happens on your end when your vendor is slow to respond.
Prospect: Honestly, we scramble. Last month a delay cost us a client meeting.
The second question doesn't just get a longer answer. It surfaces a need that a fast, reliable response time, if that's your differentiator, directly solves.
Coaching tip: have each rep list out their differentiators, then draft a general and a follow-up question for each one before their next call.
A common mistake is presenting a wall of features and hoping the prospect connects the dots. Most won't. Research from The Sales Board found that 82% of salespeople fail to differentiate themselves from competitors, and a feature-heavy pitch is one of the biggest reasons why. A value proposition works because it does the connecting for them: it ties a specific strength directly to a need the prospect already agreed they have.
A simple structure:
Look closely at that structure. Only one of the four steps is about you, your company, or your solution. The other three are about the prospect: their need, their outcome, their reaction. A value proposition built this way stays centered on the customer instead of your solution.
Example:
Feature dump version: We offer 24/7 support, cloud backup, mobile access, real-time reporting, single sign-on, a dedicated account manager, and API integrations with most major platforms.
Value-tied version: You mentioned that a system outage last quarter cost you a full day of lost orders. Our platform runs automated cloud backups every hour, so if something goes down, you're back online in minutes instead of losing a day. What would avoiding that kind of downtime save you in overtime and recovery costs each quarter?
The second version connects to a need the prospect stated out loud. The prospect doesn't have to guess why the feature matters. The rep already told them.
Coaching tip: for every differentiator on your team's list, have reps write the answer to “so what does this mean for the customer, in dollars, time, or risk?” If they can't answer that in one sentence, it's a feature, not a value proposition yet.
The Sales Board research found that reps attempt to gain commitment in only 37% of sales calls. That means in 63% of conversations, no one ever asks the prospect to move forward. The deal quietly stalls, and a stalled deal is more likely to end up lost to a competitor who does ask.
Three reasons show up again and again:
A simple, repeatable process removes the guesswork:
Example, asking for the sale:
Rep: Based on what we've covered, this solution addresses the delivery delays you mentioned and should reduce them by roughly a third. The investment is $2,000 a month. Would you like to move forward with a 90-day pilot starting next week?
Prospect: Sounds good, let's get started.
Example, asking for the next conversation:
Rep: Based on what you've shared about your onboarding process, I'd like to set up a 30-minute call next week to walk through it together and pinpoint exactly where the delays are coming from. Does Tuesday at 10am work?
Prospect: Sure thing, that works for me.
The commitment doesn't have to be the sale itself. Early in the sales cycle, it might just be the next conversation. Either way, the process is the same: summarize the value, state what it will take, and ask directly.
Coaching tip: role-play the ask in team meetings until it feels automatic. When you review recorded calls, check for one thing first: did the rep ask for commitment, and when?
These 4 strategies won't cover everything that affects sales performance. Listening skills, rapport building, objection handling, and reviewing your own calls after the fact all matter too. We'll cover those in a future post. For now, installing these 4 strategies across your team is a strong place to start.
It rarely comes down to hiring better talent or pushing harder. It comes down to giving your team a repeatable process: a clear commitment decided on before every interaction, questions that uncover real differentiation, value propositions tied to what the prospect already agreed matters, and a simple process for asking for commitment.
A study by the Aberdeen Group compared the results of companies using Action Selling against the results of companies using other leading sales training providers. Action Selling clients saw:
Start with one strategy. Coach it until your team does it without thinking. Then move to the next. Structure beats hustle.