The process holds until the deal stops behaving.
- 01The champion loses influence and nobody notices for three weeks.
- 02A new executive walks in and the business case stops making sense.
- 03The decision turns political and the rep keeps selling features.
- 04The customer goes quiet and the follow-up is “just checking in”.
- 05The deal stalls and the next step is the same next step as last month.
- 06The manager gets pulled in and closes it personally. Again.
None of that is a knowledge gap.
Your reps could pass the methodology exam tomorrow. What they have not had is repeated practice on the twenty minutes of a deal where the money is actually won or lost.
That is the only thing this programme works on.
- Training is not the problem.
Most teams have had good training. The knowledge is there. It just does not survive contact with a difficult customer.
- The gap is practice.
Nobody gets better at hard conversations by reviewing them in a CRM field. You get better by doing them, badly, in front of someone who tells you the truth.
- One workshop changes nothing.
A great session changes the perspective for a fortnight. Behaviour needs repetition, real stakes and someone watching over a quarter.
- Rescue is not coaching.
Every deal a manager saves personally teaches the rep that someone else handles the hard part.
Ninety minutes. Same loop, twelve times.
- 01Bring
Each rep brings something real and current: a recorded call, a stalled deal, a conversation happening on Thursday.
- 02Pull apart
We diagnose it live. Where did the customer actually move? What did the rep assume? What is the commercial gap nobody has named yet?
- 03Practise
We rehearse the next conversation in the room. I play the difficult stakeholder. We run it until it holds up.
- 04Do it
The rep takes the agreed move into the real conversation that week.
- 05Report back
Next session opens with what actually happened. That result is the starting point, not a status update.
Feedback follows a 4:1 ratio: four things that worked, then the one change to take into the next attempt. Nobody improves while defending themselves.
Diagnosis becomes shared
The team stops describing deals by stage and starts describing them by what the customer is actually doing. Common language, honest pipeline.
Execution gets rehearsed
The hard conversations get practised before they happen: senior stakeholders, pricing pressure, political decisions, re-opening a quiet deal.
The manager steps back
Reps handle the moments that used to escalate. The manager coaches the conversation instead of taking it over.
Cleaner execution from the rep. Less deal rescue from you.
By day 90, each participant can diagnose a difficult call or deal, prepare the next customer conversation and run it without the manager stepping in. If that has not happened, the programme did not work, and I would rather you measure it that way.
- Teams looking for a one-day energiser.
- Leaders who want a certificate, not a behaviour change.
- Groups larger than five. Practice dies at scale.
- Reps who will not put a real call on the table.
I taught the frameworks. I know where they stop.
For almost 10 years I taught SPICED through Winning by Design and MEDDPICC through Lennox Academy. I have seen them transform teams. I have also seen them become CRM fields and beautifully qualified deals that never moved.
So I kept what worked and built the missing part: repeated, supervised practice on the conversations that decide the deal.
I coach, I demonstrate, and I push back. That is the whole job.
Where do you keep having to step in?
Tell me which situations capable reps still cannot handle alone. I’ll tell you straight whether the Masterclass is the right format, or whether something cheaper would fix it.
Inflection Loop™ is the revenue methodology developed by Boris Bedzent.