When I first started my business, I spent over a year trying to figure out how to grow without actually having to talk to anyone. Instead, I dove into “safe” activities—things like perfecting my website, tweaking my service offerings, and even reworking my logo. Spoiler alert: No client cares about those things.
None of these things brought in clients. They were simply easier than doing the hard, uncomfortable work of talking directly to people about what I was offering.
Many employees will do anything but sell
This reluctance is something I see all the time in others, too. Employees will often do everything but engage in sales-related tasks, even if their work depends on it.
For some, sales just doesn’t feel natural. It might even feel a bit “icky.” This resistance often boils down to one reason. It stirs up worries about rejection or about being pushy.
It goes further. Many people actively identify as not being in sales. I hear all the time, “I’m just not a salesperson. It’s not my thing.”
Here’s the truth: Growth only comes when we push ourselves and our employees against those limits. The discomfort of sales isn’t a barrier, it’s a growth edge that leads to a deeper sense of purpose and confidence.
Addressing sales reluctance is a real struggle for business leaders.
The struggle I see business leaders face is that it’s hard to get employees “to the starting line” and engage. Many employees resist even having anything related to sales put into their annual performance plans.
It makes me think of trying to get a really good tennis player to run a marathon. Yes, they can intellectually see the benefits, but they just don’t identify as a runner. They’re happy being great at tennis.
As a leader, making a case for why it’s good for the business and, ultimately, good for them isn’t compelling enough.
Overcoming sales reluctance with a counterintuitive approach.
What is? What might we say to pique employee’s interest and get them more involved in growth activities?
It sounds counterintuitive but it starts with acknowledging the difficulty. When we talk openly about the fact that selling is tough we sound more credible and potentially crack open a door. Instead of (or maybe in addition to) pushing them toward a bigger growth role with incentives, take the approach of “because it’s hard for all of us.”
Sales is where they’ll gain the kind of personal and career growth that doesn’t just boost numbers. It builds confidence, stretches their comfort zone, and ultimately brings work satisfaction. We should all do it because it’s hard. It feels really good to do hard things.
Where can you start today?
Encourage team members to share their feelings about sales—whether it’s fear of rejection, worry about overstepping, or simple discomfort.
You can lead the conversation by sharing your own challenges. It’s sharing your belief that by building sales skills and addressing our discomfort head-on benefits the business but equally as important—benefits us individually.
We do it because it’s hard.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
