Sales Gravy: Jeb Blount Podcast By Jeb Blount cover art

Sales Gravy: Jeb Blount

Sales Gravy: Jeb Blount

By: Jeb Blount
Listen for free

LIMITED TIME OFFER. Get 3 months for $0.99 a month. Get this deal.
From the author of Fanatical Prospecting and the company that re-invented sales training, the Sales Gravy Podcast helps you win bigger, sell better, elevate your game, and make more money fast.2025 Jeb Blount, All Rights Reserved Career Success Economics Leadership Management & Leadership Marketing Marketing & Sales
Episodes
  • The Sales Mindset Lessons from an American Ninja Warrior

    The Sales Mindset Lessons from an American Ninja Warrior
    Nov 6 2025
    Every salesperson knows that feeling, the one right before the big meeting when confidence wavers and doubt creeps in. Alex Weber knows it, too. He’s one of the few people to go from hosting American Ninja Warrior to competing on the show. When I asked him what separates winners from everyone else on an episode of The Sales Gravy Podcast, he said: “Winners believe they're going to win. You’re not going to win every deal. But even as I say that, I’m never going to let myself actually believe that.” This is a masterclass in sales mindset—the mental toughness every top salesperson needs. The difference between a competitor who freezes and one who performs is simple: The winner chooses belief over hesitation, every single time. Stop Managing Doubt, Start Dictating Belief The average salesperson walks into a deal trying to manage their doubt. They worry about the competition, they worry about the price, and they worry about rejection. That hesitation bleeds through every presentation, email, and follow-up. The average rep tells themselves, "I hope I get this deal." Winners decide before the phone rings that they are the best solution, they deserve the business, and they are going to win. That mindset is the foundation of high-performance selling. The moment you let the "what if I lose?" question become dominant, you pull back. You ask soft closing questions. You accept the first objection. Top salespeople know that a soft sales mindset guarantees a hard loss. You must carry the confidence of a winner, even when the odds are stacked against you. Failure is Feedback: Burn the Ship and Move On In high-stakes competitive environments, you can’t dwell on failure. If a Ninja Warrior misses a jump, they can't afford to spend five minutes replaying the error in their head; they are already in the water. In sales, the deep end is rejection. Too many salespeople treat a "no" like a personal failure instead of professional feedback. They let one bad call destroy their attitude for the entire week. This is why their sales mindset is fragile. Winners understand that every loss is simply data to be analyzed. What did the client object to? Where did you lose control? What did the competitor do better? Process it immediately, then move on. When you fail, you need to "burn the ship." You acknowledge the loss, extract the lesson, and sever the emotional attachment. The inability to recover fast is the #1 killer of a sales mindset. You are guaranteeing an underperforming pipeline if you can't reset your mental state between calls. Commit to the next interaction, not the last one. Build Your Muscle Memory for Pressure You can't expect to be calm and collected during a high-pressure, high-dollar negotiation if you haven't trained for it. Elite competitors don't rely on game-day adrenaline. They rely on muscle memory built through intentional practice under pressure. Practice is how you develop the sales mindset that never wavers. Identify the parts of the sales cycle that make you uncomfortable. If handling tough objections is your weakness, practice them relentlessly until your response is automatic. If you freeze up when cold calling top-tier decision-makers, role-play the opening three minutes of that call until you can deliver it with confidence. Your pipeline grows on competence, not hope. Stop Waiting for Motivation: Execute on Discipline The worst lie in sales is the idea that you have to feel motivated to prospect. Motivation is an emotion. It comes and goes. Discipline is a decision. The champion's sales mindset relies on routine and process. You don't need to feel excited to make that fifth cold call or send that critical follow-up. You just need to execute your process. If you let your feelings dictate your schedule, you will only prospect when the conditions are perfect. That is an amateur move. Winners know the work is non-negotiable. Discipline is showing up every day, executing the critical,
    Show more Show less
    28 mins
  • What to Do When You Lose Your Sales Motivation After Success (Ask Jeb)

    What to Do When You Lose Your Sales Motivation After Success (Ask Jeb)
    Nov 4 2025
    Here's a question that'll mess with your head: What do you do when you're making seven figures in sales, crushing every goal, and suddenly... you just don't feel the same motivation anymore? That's the question Matthew Feit from Toms River, New Jersey posed on a recent Ask Jeb episode. Matthew's living the dream most salespeople chase their entire careers. He's at the top of his game financially. He's proven everything he set out to prove. And now he's stuck in this weird limbo where the fire that got him there has gone cold. If you're shaking your head right now thinking this is a champagne problem, you're missing the point. This is one of the most dangerous positions a high achiever can find themselves in, and it's costing top performers their edge every single day. The Jim Story: When Achievement Becomes Your Enemy Let me tell you about Jim. Years ago when I was living in Florida, I had this sales rep who was an absolute monster. Top of the ranking report. Presidents Club. Rolex on his wrist from winning. Then one day, his director of sales wanted to put him on a performance improvement plan. In sales, a PIP means you are a dead man walking. I drove up to Jacksonville thinking there had to be some mistake. When I sat down with Jim, I realized the problem wasn't his ability. The guy was still incredibly talented. The problem was he'd won everything there was to win, and he just didn't have the next goal driving him anymore. Here's what I learned: The things we do in sales are hard. They're repetitive. We deal with difficult people. It takes massive discipline, which is simply sacrificing what you want now for what you want most. But when you don't know what you want most anymore, that discipline evaporates. Jim's answer surprised me. He wanted a Harley Davidson, but his wife wouldn't let him buy it. So I worked out a way to structure his commissions so he could get his Harley while still bringing home the money his wife expected. Suddenly, his sales went through the roof again. He had something driving him. The Cognitive Dissonance of High Achievement Here's what's happening with guys like Matthew and what happened with Jim: You've got this level of cognitive dissonance. Part of you is a stone cold high achiever who needs to be achieving. The other part is saying, "I don't feel it anymore. I don't have that juice." When you're younger or earlier in your career, you're sketching out goals constantly. I remember having a goal book where I wrote down everything I wanted. One of my goals was a house on the inter-coastal waterway in South Florida. I achieved that goal. Then one day I'm sitting there going, "Well, what do I do now?" It's easy to get comfortable when you don't know where to go next. But comfortable is the enemy of excellence in high-performance sales cultures. What Do You Really Want? I hit the same wall this year. Twenty years building this business, book number 17 coming out, and I'm asking myself the same question Matthew asked: What now? Here's what I figured out: My wants aren't things anymore. Maybe in my 20s and 30s it was about what I was going to own. Today it's different. It's about what I want to accomplish and who I want to work with. I realized I want to work with people and companies I know I can help. That are a challenge for me. Where I can watch them grow and enjoy seeing them grow. Who really want to work with me and see me as part of their organization, not as a vendor. As a result, I've been rearranging my world so I can be very picky about what I'm going to do, who I'm going to work with, and who I'm going to speak to. I want to do things that give me joy and fulfill my purpose, which is to help people sell more. That's why I believe God put me here. The Twenty Year Vision When I was a little older than Matthew, I looked at my life and asked: What are the next 20 years going to be like? I had won every award you could win in sales.
    Show more Show less
    18 mins
  • Why Your Rivals Pray You Cut Training (And Why You Shouldn’t)

    Why Your Rivals Pray You Cut Training (And Why You Shouldn’t)
    Nov 3 2025
    This time of year is critical. As sales leaders map out their budgets for the new year, the conversation always centers on a core conflict: How to cut expenses and, simultaneously, motivate teams to hit larger quotas. What's the first line item to feel the squeeze? Training and development. It is often incorrectly labeled a 'want' and not a 'need.' We hear leaders say, "It can wait until next quarter," or, "Once we stabilize revenue, we'll invest in the team." This short-sighted thinking doesn’t save money. Instead, it's costing organizations a significant, quantifiable amount of revenue and talent. When professional development is treated like a luxury, we undermine the foundational ability of our teams to perform consistently at a high level. Training is the Foundational Requirement for Peak Performance Sales leaders should consider peak performance in any high-stakes environment. In the military, or in elite professional sports, ongoing training is not a choice—it is a non-negotiable, daily priority. So why is it that, in Sales, we view continuous development as optional or too expensive? The simple truth is that lack of training is the most expensive mistake you can make. Think about the rate of technological change. Most of us have upgraded our cell phones in the last three to five years because the old ones simply couldn't keep up. The same principle applies to your sales team’s skill set. If your representatives are still relying on techniques learned 5, 10, or 15 years ago, then they are operating at a competitive disadvantage. They will be outmaneuvered and outperformed by competitors who are strategically investing in modern sales frameworks every time. Henry Ford’s famous quote still holds true: "The only thing worse than training employees and losing them is to not train them and keep them." If you believe training is expensive, you must take a moment to calculate the monumental loss of reps consistently missing their quotas. The True Cost of Inconsistency and Turnover Look at the numbers. Assume three of your representatives are consistently missing quota by just 20%. That deficit is lost revenue—but it also represents wasted leads, missed opportunities, and the corrosive ripple effect of deals that never even make it into your pipeline. The amount of potential revenue lost due to underperformance is often far greater than the entire annual budget you would allocate to comprehensive sales training. Action Plan for Sales Leaders & Managers To reverse this loss, you must treat coaching as a continuous operational requirement, not a perk. Calculate the 'Cost of Inaction' to Justify Budget: Reframe thinking of training as an expense and start focusing on the cost of the status quo. Calculate the annualized revenue loss from your bottom 20% of underperforming reps (e.g., missed quota * average deal size). Use that concrete number to justify and secure a budget for development, proving that not training is your biggest liability. Implement a Continuous Coaching Framework: Don't rely on annual training events. Transform your managers into daily coaches by mandating 30 minutes of structured, one-on-one coaching per week focused on skill development. This reinforcement is what locks in new behaviors and prevents the initial energy gained in training from fading. The Hidden Expense of Disengagement Talent turnover is another critical cost of lack of training that is often overlooked. A representative who feels unsupported, or who consistently misses quota because they don’t have the necessary tools and coaching, is highly likely to seek opportunities elsewhere. The cost of recruiting, onboarding, and ramping a replacement—which includes the loss of established customer relationships and the disruption to team morale—significantly outweighs the expense of proactive investment. How to Take a Struggling Rep From Liability to Asset
    Show more Show less
    8 mins
All stars
Most relevant
I listen to this everyday on the way to work. Most engaging sales podcast I’ve found to date. Lots of great material in here from experienced sales professionals that have also experienced the grind day in and day out. Pick up the phone!

Real life words of wisdom

Something went wrong. Please try again in a few minutes.