Here's a sobering statistic that should make every sales professional pause: 70% of B2B buyers say they would rather not work with a salesperson at all. Yet for complex purchases, buyers still need sales reps. The question isn't whether they need us - it's what kind of salesperson they actually want to work with.
Steve Reid, founder of Venatas with over 30 years in sales and 10 more in marketing, has seen this shift firsthand. He's helped sales organizations level up and accelerate results, taking one company from $10M to $40M in just 18 months. His insights reveal: buyers no longer want product pitches, feature dumps, or generic presentations. They want problem solvers who can help them achieve outcomes.
In this article, we'll analyze the four critical skills that modern buyers actually value in sales people, and how you can develop these skills to transform your approach from product-pushing to problem-solving.
The traditional sales approach is dying, and buyers are telling us exactly why. They're tired of being sold to - they want to be helped. Steve's experience working with countless sales organizations has shown him that B2B buyers are increasingly sophisticated and informed. They come to conversations having done their own research, and they can spot a generic sales pitch from miles away.
"The #1 deal-breaker is that the salesperson doesn't understand the customer, their role, or their needs," Steve explains.
This isn't just about product knowledge or sales techniques - it's about fundamentally shifting how we approach every buyer interaction.
The companies that are winning today have made this shift. They've moved away from talking about features and benefits to focusing on outcomes and results. Their sales reps don't just sell products; they solve problems and deliver insights that buyers can't get anywhere else.
Understanding isn't just about asking discovery questions during your first call. It's about doing the homework before you ever speak to a prospect. Steve emphasizes that true understanding starts long before the initial meeting.
This means going beyond job titles to understand what success looks like in their position, what challenges they face daily, and what metrics they're measured on. A CFO's concerns are vastly different from a CTO's, even when they're evaluating the same solution.
Every industry has its unique pressures, regulations, and competitive dynamics. The more you understand these broader contexts, the better you can position your solution as a strategic response rather than just another tool.
What KPIs keep your prospects up at night? What benchmarks are they trying to hit? Understanding these metrics allows you to speak their language and frame your value proposition in terms they care about.
Generic discovery questions won't cut it anymore. Your questions should demonstrate that you've done your homework and are genuinely interested in understanding their specific situation.
When you truly understand your buyers, every conversation becomes more valuable. You're not just another vendor trying to sell them something - you're a knowledgeable partner who gets their world.
Steve makes a crucial point about communication in sales:
"The very first thing buyers want in communication is that you're a good listener."
This might seem obvious, but in practice, many sales reps are so focused on their next talking point that they miss critical information their prospects are sharing.
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This means truly focusing on what the buyer is saying, not just waiting for your turn to speak. Active listening involves reflecting back what you've heard, asking clarifying questions, and demonstrating genuine interest in their perspective.
The best questions don't just gather information - they help buyers think through their challenges in new ways. Your questions should be thoughtful, relevant, and demonstrate your expertise.
When something isn't clear, don't assume you understand. Ask for clarification. This shows respect for the buyer's time and ensures you're both on the same page.
Taking notes during conversations shows you value what the buyer is saying and helps you reference specific points in future interactions. It's a simple practice that demonstrates professionalism and attention to detail.
Great communication in sales isn't about being the most eloquent speaker in the room. It's about creating genuine dialogue where buyers feel heard and understood. When you master this skill, buyers start to see you as a trusted advisor rather than just another sales rep.
One of the most powerful insights Steve shares is this shift in buyer psychology:
"Stop trying to get me to buy tomorrow... Instead, tell me what's going to happen after the sale."
Modern buyers are sophisticated enough to look beyond the purchase decision to the implementation and results that follow.
Buyers want to understand exactly what will happen after they sign the contract. What does the first 30, 60, and 90 days look like? Who will be involved? What resources will they need to commit?
Don't just talk about features - talk about outcomes. Share specific examples of how similar clients have achieved results using your solution. Make these stories detailed and relatable to their situation.
Create clear timelines showing when they can expect to see specific results. This helps buyers visualize the journey from purchase to success and builds confidence in your ability to deliver.
Show buyers that you've thought through every aspect of getting them from where they are today to where they want to be. This demonstrates professionalism and reduces the perceived risk of working with you.
When you focus on post-sale outcomes, you're selling more than a product - you're selling a transformation. Buyers are much more likely to move forward when they can clearly see the path to success.
Buyers always have questions running through their heads when they're talking to sales reps: "What do you know that I don't know? Do you have any insights that could help me?" Your ability to answer these unspoken questions determines whether you're seen as a valuable advisor or just another vendor.
This goes far beyond knowing your product. You need to understand industry trends, regulatory changes, competitive dynamics, and emerging challenges that your buyers might not even be aware of yet.
The more clients you work with, the more patterns you'll start to see. Similar companies often face similar challenges, even if they don't realize it. Your ability to recognize these patterns and share relevant insights becomes incredibly valuable.
Collect detailed stories about how your solutions have helped clients achieve specific outcomes. The more specific and measurable these stories are, the more credible and compelling they become.
Don't just present facts and figures - tell stories that help buyers visualize success. Stories are memorable and emotional, making them much more persuasive than dry presentations.
When you consistently bring insights and perspective to every conversation, buyers start to look forward to talking with you. You become a source of valuable information, not just someone trying to sell them something.
Steve has developed a practical framework for applying these skills called "Skills for the Winning Moment." This model recognizes that sales success comes from mastering the right skills at four critical moments in the buyer's journey:
The initial meeting is where communication skills are essential. You need to build trust quickly and set the right tone for the entire relationship. If you can't listen effectively and ask thoughtful questions in that first meeting, you might not get a second chance.
Value alignment is where understanding becomes crucial. This is when you need to tailor your value proposition to what actually matters to the buyer. Generic value propositions fall flat - you need to demonstrate that you truly understand their specific situation and needs.
Business case development is where your ability to bring insights and perspective strengthens your position. Buyers are looking for validation that they're making the right decision. Your industry knowledge and pattern recognition help build their confidence.
Close management is where post-sale outcome focus reduces hesitation at the finish line. When buyers can clearly see the path to success and feel confident about implementation, they're much more likely to move forward.
This framework helps sales reps understand not just what skills to develop, but when and how to apply them most effectively throughout the buyer's journey.
The statistics don't lie: 70% of B2B buyers would prefer not to work with sales reps at all. But this isn't a death sentence for sales professionals - it's a wake-up call. Buyers still need help with complex purchases, but they want a different kind of salesperson than we've traditionally provided.
Steve Reid's insights from scaling revenue 4x reveal the path forward: focus on understanding, communication, post-sale outcomes, and bringing valuable insights. Master these four skills at the critical moments in the buyer's journey, and you'll transform from just another vendor into a trusted advisor that buyers actually want to work with.
The choice is clear: evolve your approach to meet modern buyer expectations, or risk becoming irrelevant in an increasingly buyer-centric world. The companies and sales reps who make this shift will thrive, while those who stick to old-school tactics will struggle to stay afloat.
In this episode of SellMeThisPen Podcast, Michael and Steve dive into what modern B2B buyers actually want from sales reps, exploring the four critical skills that separate problem-solving advisors from product-pushing vendors. They discuss practical strategies for upskilling sales teams and Steve's framework for mastering the right skills at crucial moments in the buyer's journey.
Steve Reid is the founder of Venatas with over 30 years in sales and 10 more in marketing. He's a sales enablement leader who helps sales organizations level up and accelerate results, having taken one company from $10M to $40M in just 18 months through strategic upskilling and process optimization.
