The Business Acumen of Non-Sales People “Unselling” the Sale

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The New Best Practices of Sales Coaching in the Age of AI

As artificial intelligence transforms sales analytics, sales leaders must learn new coaching strategies to help their teams interpret AI insights, challenge assumptions, and turn data into action.

If you haven’t heard the news yet, AI has changed everything.

Historians may eventually look back on this moment as one of the great pivot points in human productivity.

From a business perspective, I see it as a major pivot point in business acumen.

For decades, leaders have been trying to get their sales teams to become more data-driven—using customer insights, prescription trends, territory analytics, and performance dashboards to make smarter decisions.

Now something new has entered the equation.

AI.

In a world driven by data, data analytics, and now artificial intelligence layered on top of it, entirely new challenges are emerging for sales leaders and the way they coach their teams.

Whether companies have formal policies about AI or not, their sales teams are already using it.

Last week, I was immersed in a fascinating project focused on building sales leaders' business acumen in the pharmaceutical industry.

A major part of the program focuses on how sales leaders coach their teams using sales data, helping them interpret prescribing patterns, identify opportunities, and take the best actions to grow new prescriptions and revenue.

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Many readers of this blog tell me their favorite posts are the ones that feel very real, very practical, and that “hit home.”

I think this one will do exactly that.

Before getting into a very interesting story, let me start with a few questions that leaders ask me all the time:

• “I need my team to make better business decisions—what can I do?”
• “I manage a team with very different personalities—how do I get everyone working together effectively?”
• “How do you rebuild a strong culture after a difficult situation on a team?”

These are not theoretical leadership questions. They are real-world challenges that leaders face every day. And interestingly, they all came together during a recent conversation I had with a sales leader while conducting subject matter expert interviews for a new business acumen simulation we are building.

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Why business professionals who thrive with AI will be the ones who accelerate the value they bring to the business.

Over the past year, nearly every conversation about artificial intelligence has focused on increasing efficiency. Companies are using tools like ChatGPT, Claude, and Google Gemini to write emails, summarize documents, analyze data, generate ideas, create reports, develop PowerPoints, and automate tasks that once took hours. And the results are impressive. But efficiency is not the real story of AI. Value is. AI can make people faster. But speed is not the real story. The real story is value creation.

Efficiency vs. Productivity

During a recent discussion I had with a group of learning leaders, the conversation quickly shifted to anxiety about job security. “Is AI going to replace us?” My response was simple. AI will help you do more. But doing more efficiently and creating more value are not the same thing.

Efficiency means completing the same work in less time.

Productivity means creating more meaningful, high-quality breakthrough outcomes with the time you have.

AI is extraordinary at improving efficiency:

• Drafting first versions of documents
• Summarizing research
• Creating outlines
• Generating ideas
• Automating repetitive tasks

But productivity still requires judgment, experience, and expertise. And that’s where your value comes in.

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There was an old saying in Sales: The moment you win a new customer is the moment you start losing that customer.

The job of the account team was simple, deliver great products and services, deepen trust, and retain the relationship for 5–10 years… at least until your champion got promoted.

That world is gone.

In today’s volatile business environment, turnover is constant. Restructuring. Layoffs. M&A. PE ownership. “Strategic realignment.”

In many industries, 70–90% of your direct customer contacts may change within 2–3 years.

As part of a Commercial Leadership program I’m building for a pharmaceutical client, a sales manager told me:

“You spend years building trust, winning the business, growing the account. Then one day, you find out your customer was escorted out of the building. And now every competitor is flooding the zone, discounting, and trying to reset the narrative with their ‘latest and greatest’ product.”

That’s not bad luck. That’s the new normal.

So the question isn’t if your direct customer will leave.

The question is:

Are you proactively preparing for it?

Here are five ways to do exactly that.

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