AI is changing how salespeople research, prospect, and prepare. But when it comes to earning a buyer’s trust, technology can only take you so far.
AI is changing how sales teams work, but does that mean the fundamentals of good selling have changed too?
In this episode of 3 Questions from The Art & Science of Complex Sales, Paul Fuller sits down with Dave Kurlan to get his perspective on three questions facing sales teams today.
Why do some sales teams keep winning while others seem to rely on timing, relationships, and a little bit of luck?
What happens when the way you sell works for you, but nobody else can replicate it?
Many founders and experienced salespeople grow through instinct. They know which prospects to pursue, how to handle conversations, and when to move a deal forward. But instinct becomes a problem when the business starts to scale and new salespeople are expected to simply “figure it out.”
In this episode of The Art and Science of Complex Sales, our guest Dave Brock returns to explore what really separates consistently high-performing salespeople and teams from everyone else.
Sales organizations invest heavily in processes, training, technology, coaching, CRM, and now AI. But two people can work inside the same organization with exactly the same tools and support and still perform very differently.
Dave argues that the missing piece is the connection between those sales mechanisms and the mindsets and behaviors required to make them work.
Drawing from his latest book, The DNA of Sales Excellence, he explains why sales performance improves when organizations stop treating tools, processes, and people as separate initiatives and start connecting them as one system.
In this episode of The Art and Science of Complex Sales, our guest Morné Smit returns to explore one of the most important responsibilities of a sales leader: creating clarity.
Sales teams are surrounded by noise. Economic uncertainty, competitive pressure, endless activity, overflowing inboxes, and constantly changing technology can quickly pull people into reactive behavior. Morné explains why the answer is not simply more activity. Leaders need to help their teams understand what matters, what they can control, and where their time and energy will have the greatest impact.
Morné also explore how beliefs drive behavior, why preparation becomes even more important as sales teams scale, and how separating high-payoff activities from low-payoff work can transform performance.
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