This session of Sales and Stuff and Things discusses how revenue organizations can scale through developing seller skills, rather than solely through adding more headcount. The guests provide historical context on why sales leaders often default to hiring more, despite data showing skill development is needed. They outline essential modern seller skills like decision science, writing, active listening, and empathy.

Main Discussion Points

- Many sales leaders are not formally trained for their roles, so they default to hiring more reps rather than prioritizing enablement (Sam McKenna)
- Throughout history, sales training and education has often declined during economic downturns, leading to more reliance on quantity over quality (Todd Caponi)
- Leaders and boards often prioritize short-term results over long-term enablement due to lack of experience with previous economic cycles (Todd Caponi)
- Sellers today often lack skills like writing, active listening, and intellectual curiosity that are essential for modern sales (Sam McKenna)
- Foundational understanding of decision science and empathy are key for applying modern sales techniques effectively (Todd Caponi)
- Sales messaging and outreach should focus on buyer challenges and perspectives, not just product features (Sam McKenna)