#190 – GST XX: The State of Sales Mindsets w/ Dr Phillip Squire

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Full episode transcript: 

​Please note that transcription is done by AI and may contain errors.

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George: Hi everyone. George here, the editor of the Sales Transformation Podcast. This week we're bringing you the first talk from Global Sales Transformation 20 back in November of last year. We'll be releasing more of these talks over the coming weeks, so we hope you find them insightful. Even if you weren't able to join us on the day, first up will be a familiar face to listeners of this show.

It's Consalia, CEO, and Sales transformation podcast host Dr. Phil Squire. Phil was presenting some of the results from last year's global sales research project into how customers want to be sold to. If you want to read the full report of the findings, there's a link to download our state of Sales Mindsets white paper in the show notes.

So without further ado, please enjoy Phil's talk from GST 20. ​

 

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Phil: Okay.

Hopefully, uh, you can hear me, uh, yeah. Okay. At the back. Um, right. Let's get started. GST 20. It's incredible, isn't it? We're trying to work out, um, how many times we've been here at the London Stock Exchange, and it's actually, um, the 15th, uh, time we've been here. We've done five in. Uh, other countries as well, but it's the 15th time we've been here.

Can I just ask for a show of hands for how many people in this room is this the first time you've been to the London Stock Exchange?

Okay, so quite a few for the first time. Okay. Uh, in which case, I just need to explain why the stock exchange, just very briefly, it's a hugely important, um, venue for us because it's symbolic of where we think sales should be, you know, right in the heart of commerce and business.

And there really couldn't be a better location in our view than, than the London, uh, stock exchange. Um, so we've got, um, we've got a, a great agenda as you've probably noticed already.

um,

and I, you normally, um, sort of facilitate other speakers, but I'm afraid you've got me,

uh,

for the first half an hour. Um, some of you probably know and have been involved in the global research project that we've been doing in, on the topic of how do customers want to be sold to.

So I'm gonna start the event with, uh, sharing with you the insights that we've actually gained from that research process, which goes back to the doctorate that I did about 20 years ago. So it's been very interesting for me to revisit using very similar questions and approaches that particular topic

to see

what's changed and are there any new themes.

And I, I'm gonna share that with you. We are very, very excited following me, uh, to introduce you to, uh, the Aviso team, um, uh, who are here with Lenovo. I assume we haven't been introduced. You might be part of the, uh, the team you are going to be, um, talking about AI and technology and painting a vision for what the future could look like from a.

A sales and ops and intelligence systems point of view. I'm not gonna say too much about it 'cause I know Trevor's going to, uh, do much more justice than I'll do to that. Um, and then we have now how many of you, um, in the room have done a masters? Could you just put your hand up with you? Look at that. God, you know, I remember.

I remember. Uh, 10 years ago we had one hand go up. Yeah. It was something like, it was incredible. Okay, next question. How many of you have referenced, uh, professor Julian Birkinshaw in your projects? There we go. Yeah, so this is the first time we've actually invited Professor Julian Birkinshaw. He used to be at London Business School, professor of Strategy, uh, to London Business School, but he's now the dean, I believe it is at Ivy Business School in Canada.

So he's going to be dialing in and um, and, uh, he's just written a book called, uh, resurgent, and he's gonna be sharing a bit his latest thinking. But I've always found Julian. Very futuristic in the way that he started to look at what's happening in the world and what that means for leaders. And, uh, of course with technology, we're gonna be talking about that in, in, in some detail.

Uh, we then have a break. We then have Jessica Guillard. Um, uh, from SAP, uh, master's alumni student sharing with her, uh, sharing with us her amazing master's project. I will not say too much about it at the moment, uh, but talking very much about leadership as a general principle. Um, and then after Jessica, if I got my memory of serving me right, we have Dr. Ryan, uh, here coming from Introhive talking about, uh, relationship management and latest insights. That he's got from that particular topic. And then we have an amazing panel discussion, and we have the president of Box with us, Samantha, over here, who we've seen on one or two events in, in, in the past talking about leadership and, uh, you know, getting some insights from her.

Uh, we also have Sam, I don't think I've seen Sam yet from Royal Mail Group. No, I hope she does it. She arrives, she says she'll be arriving about one o'clock. Um, and, uh, she's leading one of the biggest, uh, CRM implementations possibly in the country at the moment with Royal Mail Group. So, uh, she's gonna share some of the insights she's got there.

And we've also got, uh, one of the people that I interviewed as part of the Global Research Project, um, Gareth, uh, he shared a, uh, an amazing story about how, how, uh, customers. You know, some of the best practices he's seen in salespeople. He comes from a marketing function and I've asked if Gareth can come and share his story with us.

So we have a, a panel discussion. And then after that I think we have a very short piece around charity. I dunno if Allison is yet. No, we're not sure. So could be that our handover to Louise to help a little bit with the wrap up. But I assume that we want to spend a bit of time talking about, um, uh, uh.

Some, uh, charity contributions that we're going to be making on behalf of all of you in the room. You, you don't have to make the contribution yourself, by we're going to get you involved in the process. Um, so yeah, a great agenda. Then after that, we'll be having a networking drinks over at the Paternoster Pub, which is not far from here, just So yeah, really, really looking forward, uh, to the next session.

So

let's get into my session. So, um, essentially we're looking at how's the, uh, state of, uh, the sales mindsets changed over the last 20 years. I'm going to, uh, explain, um, a little bit in the process, uh, about the background to this question and actually sharing with you some key trends and observations from that.

And then on the connection with the topic of ai. So the first one is more about the human connection. Like the second topic, there is more about the, um, technology and, uh, and really want to share with you, uh, a, a new initiative we're doing with Aviso, um, which is around how do we take the mindset.

and

use Agen technology to help from a coaching perspective. So we're quite, we're quite excited, uh, what this could potentially mean for organizations that actually believe that the sales mindsets relevant for their sellers. Um, so I'm going to split my presentation into two parts.

Um, the first part is going to be sharing with you the quantitative survey data, um, that we've got. Um, probably over the last five years we've been collecting, uh, data around, uh, the sales mindsets themselves and how people perceive their sales mindsets against, uh, the four differentiating mindsets that we have defined.

Um, and then I'm going to. Uh, share with you the qualitative research that we've, uh, conducted across the geography, uh, uh, interviewing customers about what they look for from salespeople. What's different about the research project this time round is, uh, the, the fir first time I did, I did all the interviews myself.

Yeah, there are about 86 interviews that I did. Took me a long time. Uh, this time actually it's better because we've actually got a collaborative team involved with people from Asia and from Europe. We've actually got one of our Master's students currently. Doing the Master Final Master's project, we've invited them to take part in the research process.

So you can see down here the list of all the different researchers thanks to development systems of Mighty, wherever you're sitting, I'm not sure over here for Spain. Uh, and also sadly, our, um, Italian, uh, shareholders aren't. But they've also been part of the survey project, so I think you're gonna find this really interesting to get a sense of, uh, have the mindsets changed?

Are there any nuances that are very relevant? Uh, but for me it's, it's an absolutely massive step forward, uh, in some of the thinking that. That we have done Just for your benefit to understand the context, those of you who have not, uh, been part of, uh, any of our sort of programs in the past.

But essentially if we're looking at concentric circles, right at the center of the circle, we have values and mindsets and, um, the hypothesis or the development that we actually had 20 years ago was that when buyers are buying from sellers. Is that, yes, processes and behaviors are important, but actually what is really important are is the intent behind the behavior.

And when you start to look at the word intent, you then start to look at people's values. Their personal values and their personal mindsets.

So essentially we believe that if you have the right values and mindsets, which are aligned with what customers are looking for, and then do everything on the back of that, whether it's your systems and processes, or whether it's training that you might want to do at a behavioral level, you'll then get the right kind of behaviors that should lead to sales success.

So I'm going to share with you some of the evidence that we've had around adopting the mindsets. As I, as I go through this presentation,

So

this is starting with the quantitative data. Um, so I'm gonna show a few bar graphs up here for you to have a look at and, uh, let's, let's go with it. So this is collect, this is self-assessment.

Uh, essentially mainly self-assessment. So what we've done is we've taken the four mindsets. We have a survey, which is free on the website for anyone to take part in, and we have invited. People to self-assess themselves against a number of different questions. And based on that, we come up with a score.

Yeah, a rating. Um, so what you have on this slide is you've got in the, you know, you've got authenticity, client-centricity, proactive creativity, and tactful audacity. These are the four. What we would, we've always argued, these are the four differentiate. Differentiating values, uh, that, uh, are aligned to what customers are

actually looking for.

Um, now. What is interesting when we start, there are some subtle trends here. You may not be able to see it from the bar graph, but the subtle trends are that over the years we take proactive creativity and tactful Audacity, you can see a slight increase. Yeah. We can see that getting stronger, and we've always argued that actually these are the two values that customers most look for from salespeople, but they're the rarest to find in terms of interactions.

Yeah. They're the rarest. Um, there's been a slight dip in 2025, but we haven't quite, uh, uh, finished this. Um, the one that really hasn't changed is authenticity. And I'm going to come back to this, uh, this word a lot actually during the course of my, my presentation So. Authenticity scores drag down the overall average.

And the way I think it's good to look at this is like, it's like a domino effect. You know, if you've got people who are, you know, inauthentic in the way that they go about their business, it actually doesn't matter how good you might be in these other mindsets, it won't work. So authenticity is a, is a kind of must have.

And uh, we've not. Hugely focused on this because when you ask, you know, most salespeople about how authentic are you, they always say, I'm very authentic and I act with a high degree of integrity. You know, that's, that's, uh, anyway, so we've got this line, uh, that, so when you look at the averages, okay, you can look at this, this is the winner's circle.

80% plus is what we'd consider to be in the winner's circle is you could look at that and say, actually, we're not far off the winner's circle. Yeah, but the key question is how many of those people are above 80% in all the

mindsets?

That's the key question because like I said earlier, if you are very strong in some, but not in others, actually it's not.

It's not for us going to put you in into the winner's And here we find that only 10% of people who've completed the survey would actually put themselves in what we would call the winner's circle along this line. Now, someone in one of our programs actually said.

Um,

uh, said to us, um, Phil, is there a, is there a difference in gender?

Yeah. Are there differences between, uh, how females, uh, kind of respond to the survey in males? Yeah, so that was an interesting question. We do not collect gender information when people complete the survey. However, we have relied on our. Trusted friends, AI to come up with a probability given a name of agenda.

Yeah. And this is what it shows. So it could be that this is not a hundred percent accurate, but it may not surprise you that of the, those in the winner's circle that females do better than males. Does that come as a surprise? No. No. Okay. That's good. It kind of, somehow that figures correct, doesn't it?

Yeah. Uh, and as Claire, who, I dunno, where Claire's sitting somewhere, as Claire said, well, actually, when you start to look at the academic performance of people on our master's program, actually women do better than men overall. Is that right?

Looking at Not, uh,

I'm, no, I'm, I'm not surprised.

I've always felt, actually, I've always felt that women are better

at selling than

men anyway. So we can have a, we can have a discussion about this over a drink later on, shall we? And, uh, argue, argue, argue the case. But, um,

but

I just want you to hold this 10% figure. So you could say, well, why is. Uh, why is authenticity kind of low?

Yeah, when it, it, it should be, it, it Okay.

So I, I'm gonna come back to that question later on. Now. This is, this is really interesting and I know that we've got, um, hi here from the Royal Mail Group, and I, I just say last week was a, was it last week? The week before last. week before we had, um, fantastic news in that there were two awards that were won, one by Royal Mail Group and one by not two awards, sorry, two.

In the final stages, we had two companies, two of our clients got through to the finalist stage of the National Training Awards. SAP did. And Royal Male Group. And Royal Male Group actually got the, the final award. And I just want to share with you, uh, um, the Royal Male. Uh, kind of story. So what we did with the more, uh, Royal Male program is started to ask this question, is it possible to change mindsets?

Because a lot of people have said, can you change mindsets? You know, people have got them. They, you know, can they be changed? So what we did is we tracked mindsets at the beginning of their development program, and we tracked them at the end of the program. And you can see across all of the, uh, four mindsets that we've actually seen.

Uh, a change a difference. Yeah. We've actually, so we would argue that by raising awareness of what the mindsets are, plus all of the, you know, supporting development tools, you can actually change how people, uh, the mindsets that people have and they go about that, what work. And it kind of makes sense because we're not born with mindsets are we, we develop them as we grow and, and through our experience.

So it's kind of logical that you can, with. The right, the kind of support.

But

the interesting thing with the role, male exercise, and I think the reason why he did so well in winning the award was the connection between the program and the. Results, but business performance and there was a significant impact in business performance over that period of time.

So they were able to track this by, um, allocating across opportunities, any of the tools that were associated with this program.

Fantastic. So we believe, and the evidence would suggest that the mindsets, the right mindsets will produce results. And this correlates with the HP exercise that we did. I think Mike is here.

Not sure where Mike? Yes. I can see your hand up at the back. You'll be sitting at the back mic. You should be sitting in the front, I think. But anyway, um, you know, with HP we did doing the doctorate, a similar, you know. Had control groups. He started to look at the mindsets, looked at the win-loss and we so, you know, not able to do this kind of control group, um, study all.

But it actually answered

that mindsets impact, uh, business performance. So yeah. Congratulations to All male group. We should give them a round of applause for a winning.

Uh, Yeah.

And, and yeah. Thank you. Yeah.

So,

um, essentially what I've shared with you now is taking what we did 20 years ago and doing a kind of benchmark in terms of today.

So we've taken the same structure, nothing's changed, and, and sort of looked at what the data has told us. What I'm now about to share you with is new data. Yeah. And the new data is coming from the qualitative interviews that have taken place across the where we've literally interviewed. Customers about how they want to be sold to, and we are particularly interested to know about the impact of technology, the impact of the pandemic.

You know, we've had so many seismic changes that have happened over the last, uh, six years or so.

Um, uh, that you know, it's appropriate to revisit, you know, what, what has changed. You know, arguably we live in a slightly dystopian world, you know, not quite knowing exactly what is the truth, you know, anymore.

So there's lots of things that I think is, uh, makes it a rather poignant time to, uh, kind of revisit the research that we did So essentially, uh, these were the key questions that we were interested to explore now, what per, what are buyers looking for from today? From sellers sales teams, and we were particularly interested in the center of that circle that I shared with you earlier, looking particularly at values and and belief Systems So what values are you looking for? But we don't ask them a question like, what values are you looking for from salespeople? We actually ask them to tell us stories about examples of good and poor practice. And we use those stories to actually distill from that what we believe, what you know, what is the mindset that a sales team or a sales person had that has made you say, this is an example of fantastic, uh, sales conversation.

Could you do the same where you've had a disaster? Yep. So we've looked at both and we've used that to extrapolate from that, uh, different, um, themes. But we did have buyers talking about the subject openly saying what they look for as well. So I'm gonna share some of the conversations with you briefly. We obviously wanted to know, can you remember the, this, this statistic that we share, what percentage of salespeople sell.

In the

way that customers want from the original research. low ridiculously low, wasn't it? Less than 10%. Yeah. So we wanted to know, has anything changed? Yeah. Has anything changed over the years?

You know, have sellers become better according to customers at the way customers are actually, um, selling. Um, and then of course, are there any emergent sales values? Are there any values that we've defined four, you know, could there be five or six or whatever we wanted to know? Are there any values given the context of the environment in which we're selling that suggest that we should give, um.

Space or, you know, should we get rid of some of the ones that we defined even, uh, four years Um, are

there any cultural nuances? You know, it's amazing with, of course, AI and thematic analysis. You can now do an awful lot more to look at the, uh, you know, the, the conversational data that we have, and then start to look at it by geography or by function.

And you'll get an idea about how widespread the functions and the sectors which we The but we're also particularly interested in this last question is what impact is AI having on the way buyers buy and sell a sell? And this in part was provoked or motivated by McKinsey article that came out published in the Journal of Sales Transformation.

Um. Oh, I don't know, maybe a year ago, um, where even complex B2B solutions, um, uh, McKinsey was saying that you wouldn't need any interaction at all with salespeople.

and

uh, it just didn't sit right. Yeah, it didn't sit right, that particular, so I wanted to ask, you know, we talked to, to many procurement people and asked how important is it?

For uh, talk to salespeople, and I know we've got a few procurement people. Michael, sorry, we're not gonna pick you out again, uh, to, to give comment on that. But, um, this is what So, down below you can see the number of surveys that took place. You get a sense of geographic regions, America, Europe, north and south.

Uh, we interviewed people in 10 different functions, CEOs, c. Um, chief technology office, I mean, just across every single function you could probably imagine. Non-for-profit as well as profit and across three geographic regions. Uh, yeah, and there were 23 sectors that were involved. So I would say this has been a fairly substantive, uh, revisiting of the, of, of, of the topic.

Video: He has made salespeople lazy. Relying clearly on bots and AI and sending auto-generated emails is damaging the I'd like to never, ever see a pitch or slides tell me your story without hiding This is not the time to do innovation. Don't push it. It's only noise.

They're selling something that isn't there. The seller is selling a bubble. The days of teams, WebEx and Zoom make it harder to build relationships than how we did it in You come to trust the intellectual honesty and the competence. No smoke, no mirrors, no superlatives. I'm disturbed first by intellectual dishonesty.

Don't sell me smoke or hot air.

Phil: So I've just picked out a random selection of quotes here. I could have picked out so many, but I've just chosen these. Just to ask you a question. At this stage in the audience, if you're looking at the words that you see up are there any words that stand out for you that have actually been interesting or curious?

 

Audience 1: Intellectual dishonesty.

Phil: Yeah. Sorry, who said that? Oh, thank you. Yeah. Yeah, so, so why did you pick out that word?

Audience 1: I think it’s related to the laziness part, right? Which is they are making promises they can’t deliver against.

Phil: Yeah. By the way, can I just say that these two people were completely, this is Italy.

And this is Finland. Yeah. So they're two completely different people. Very similar quotes, A very different nuance on it. Sorry, Ryan.

Ryan: I was just, I think on top of that about the smoke and mirrors that’s mentioned, the noise, so selling something that potentially isn’t ready.

Phil: Yeah. Okay,

so,

um, I'm gonna come back to these quotes a bit later on if you're, if you're okay.

But you can imagine with all of the conversation, um, we then ran thematic analysis against all of the interviews to come up, you know, which were the emerging values and belief systems based on what customers were, were saying that seemed to be for them, relevant in the context of the world in which we're now kind of operating in.

And what you see on this slide on the right hand side, you have got what came out of the thematic Um, we've clustered them around the four mindsets. Now you could argue that maybe this is being slightly biased. Yeah. Um, so essentially what we are doing here is looking at. You know, where's the anchor and what are the sub values that we heard, And we, we grouped them in, in this way. So I'm not gonna go through each one of these it would take, um, uh, too much time.

And

the interesting thing when you do run the AI models actually on the thematic analysis is you look at it and then you question is what the AI model. Telling you what you think the picture is or is there something else that is not AI generated?

It's implied by these words. Um, and this is where for me, it became interesting. 'cause yes, we've used AI to help do the thematic analysis, but you've got to then look at the words and start to question, does this make sense? And broadly, I would say. It makes sense broadly. I, I would say it makes sense intuitively from the work we do with different clients.

It does make but there is a, however, and I think the, however, is related to the questions we asked around technology, in particular. And

so I'm gonna suggest that we change, um, this word authenticity. If you think about authenticity and being authentic, it's being original. Yeah. It's being. It, it's a source of the truth.

Yeah. Um, but we've added to this word, um, authenticity, intellectual authenticity So you can have two people who are totally authentic, but what's gonna differentiate one person from another, it's the ability to. Reason it's the ability to reflect. It's the ability to critically reflect. Those of you on the master's program will be very much in tune with this.

And when you go back to the previous slide and the words of intellectual dishonesty and intellectual honesty, yeah, it seems that that's. That's what we're hearing, not from every interview that we did, but it seemed to me that in this world where you've gotta turn up with, of course, use ai where you can, that people are really questioning what is the source of the truth?

Can I believe in what I've been told? And I need to see evidence of some sort of layer above it, which suggests that it's not just an AI generated proposal, it's not just an ai. Generated mail that's gone out It's something that reflects something a bit more. And I would argue that this is what being human is all about in this world of technology, is this ability to look at all the tools that we've got and then add a layer of, uh, critical reflection on, on the top.

And I'm gonna call this intellectual authenticity. So it's, it's raising the bar just a little bit more than we had before, I think. And, and what does that mean? It means that we need, you know, that people need to know the provenance of the idea. Yeah. The provenance of where that. con, you know, that content that proposal is coming from, they need to see visible reasoning and taking ownership of judgment, uh, and synthesizing data.

And you could argue that I have just demonstrated a little bit of taking ownership of judgment because that word did not come out in the thematic analysis but I'm a hundred percent convinced in myself it's the right word I just know it's right and I just know that this is important. Then of course you come to the question is, is it possible to train people to be intellectual?

I'm sure, I'm sure we can, but there are all sorts of techniques you can to actually start to challenge, uh, thinking and reasoning, and that's essentially what we do through the master's That's what we teach Okay, some good news. In, in 2005, the percent of respondents, um, said less than, uh, 10% of sellers sold in a way that they want. And the data suggests that that has absolutely improved. Uh, today, according to the research data, less than, uh, 80% of the respondents said less than 30% of sellers sold in the way that they want. And I just made a note there, the mode is 20%. So that's the most frequently cited number Yeah. Of the data that we've actually looked at.

But that's still only one in five suggesting that there's still a big room for improvement in the way that, you know, that sellers aren't quite meeting the expectations of, of customers. But it is good news 'cause it's, uh, it's an improvement in terms of the perception that that buyers have of how, how sellers sell. So, moving on very quickly, um, I think customer expectations are rising the way you turn up. is so important. The standards are increasing. They expect you to have done the research. I think AI is a two-edged sword. Yeah, and what I mean by that is that I think AI is both a huge, and we're gonna see that with the Avis conversations a bit later on.

A huge benefit in terms of productivity. The but is, but it's also going to increase complacency. Because I think a lot of salespeople are gonna rely too much on it to do the work that they should be doing in, in, in their own right. And therefore, this intellectual honesty that I think this is the reason why the hon, the authenticity figures have been perhaps, uh, slightly low.

And we got so much feedback on this from, from buyers when we spoke to them Authenticity is a sticking point, and it's shifting to intellectual authenticity, uh, proactive creativity. Tactful audacity is fantastic to see how, how those, uh, have developed. And we know that they're, uh, critical for selling.

You need balanced ex excellence, meaning it's not just being good at one of the mindsets, but across, um, all four that I'm not gonna go into this now. Um. I think there's a QR code. I'm not sure if it's that one. There, there's a 40 page kind of white paper that we've produced and there are cultural and functional nuances, which are important.

So please download, uh, if you're interested in the topic, please download, um, the report, um, on the question of authenticity. And it's an area that we need to do more research into is sales systems need to support the sales mindsets. Um, meaning that sometimes sellers do not sell in an authentic way because the pressure that they're under to sell by their directors or by the company.

So sometimes they go against what they feel they should be doing because of the pressure to hit sales targets. Is it possible to change mindsets? Yes, it is possible. Think diversity back to what we're talking about, female, male,

and

maybe others. And yes, I think I've made this, this So those are the key takeaways that I think from, uh, the research.

So I'm going to segue now a little bit into, um, the aviso, uh, introduction. Um. Because we are beginning to look at how do we then take the sales mindsets and leverage AI in a way that can help scale kind of insight into

how.

sellers sell and customers buy. Oh, sly, I love this. I've really missed the impact of this, didn't I?

Um, but you got ia, intellectual authenticity and ai. Yeah. Just remember that that's one thing that you leave from the event. It's, it's be left with that. So this is the question I'm kind of moving on to now. Oh, let me So what we've been doing with Aviso, I'm very excited to, to announce the Aviso relationship is, and, and I have to thank Offa for helping to facilitate this.

And I have to thank Trevor for giving it. Uh, you know, the support to this is, is it possible to use AI agentic technology to help look at those mindsets in interactions in this case. You'll see a short video sort of customer success sales support teams and, and clients, and it's been very interesting.

Essentially what we've done is we've given the ip, the doctorate, the book, and lots of our IP collateral to the Avis brain, and we've started training. The brain to be able to look at conversation and give it a filter through the, um, through the sales mindset. And I've personally been doing this. It's not someone we've given anyone else to do.

So I've personally put my name against the accuracy of the data and Libby Drake, who is our instructional that some of uh, would know. And so we went into this not knowing. Uh, you know, would it work And, um, have been pretty bowled over actually by what we've started to see, uh, to have We have shrikant here in the front row who's product development team there, who's been working on it. So I'm gonna share with you, is this AI generated? Okay. So this is an AI generated.... Okay. Just checking, uh, uh, all AI Okay. Okay. Sure, sure.

Okay, so here we go. Team.

Aviso Video: Teams invest millions in training, yet Harvard Business Review shows that 60% of deals end in no decision. The problem reps get generic advice, not diagnostic feedback on where conversations actually break down.

Meet the sales mindset coach, an AI agent built by Aviso and Consalia, the research firm behind buyer-centric sales methodology. Here's what it does, select any call the sales mindset coach analyzes it against four buyer preferred seller mindsets. Authenticity, client centricity, proactive creativity, and tactful audacity.

You get individual scores for each mindset, showing exactly where you're strong and where you need development. Then turn by turn conversation breakdown. It identifies the precise moment. The buyer disengaged and explains why this turn you pitch before validating the problem. Now you know exactly what cost you the deal.

Feedback on each analysis trains the agent To understand your unique selling style, making future coaching more personalized, want to go deeper? Click coach me and an AI coaching avatar appears. It guides your rep through reflective questioning to surface blind spots. When they ask for specific methodology guidance, it provides it.

Start by asking. Asking, what specific challenges are you facing? Then mirror back what you heard. This shows your the result reps improve with every conversation.

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Phil: So thank you to the Aviso team for help to produce that. But it can give you an idea of what we are starting to do now in terms of testing.

Ofer: I just want to say that the system is not AI generated, it's real!

Phil: Yeah. The system is real. Yeah. Yeah. It's been amazing for us to, to sort of understand how, how it works.

So, um, yeah, so that is. Me. Thank you very much. I hope you found that, uh, interesting. Thank you very much. Thank you.

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