On a recent episode of The Sales Hunter Podcast, Mark sat down with sales strategist and consultant Jeff Bajorek to unpack one of the most persistent questions in sales: what does “good” truly look like—both for individuals and sales organizations?
Good Isn’t Just Process—It’s People, Mindset, and Methods
So, is “good” a process, a mindset, or something more? That’s where the conversation dug deeper.
Jeff pulled no punches: “Good, in generic terms, looks like repeatable, high-profit pipeline… good forecasting… and having the roadmap to get your team from where they are to where you want them to be.” Most organizations, he argued, miss the mark by copying outside models without tailoring for their own reality or truly understanding their own differentiators.
But it’s not just systems and spreadsheets that make a team great. As Jeff explained, “It’s both. Good looks like a mindset, but also a process and a set of methods. The process is the science of selling; the methods are the art—the way we make those things happen.” The best teams blend repeatable systems with genuine human touch.
The Human Element Matters—No Matter the Process
Some companies believe that with the right process, anyone can be successful. Mark pushed back on that idea, and Jeff agreed, warning, “If you can plug anybody in… you’re setting a very low bar for success. There is something distinctly human within every successful sales process.”
People can’t be replaced by robots or automation—at least, not if you want sales excellence. Selling is not just about ticking boxes; it’s about nuance, empathy, and the real human interactions that drive trust.
How AI Raises the Bar—But Can’t Replace the Secret Sauce
Technology is reshaping the definition of “good,” but it also brings new risks. Jeff argued that AI can streamline and enable, but teams must be careful not to “water down or eliminate what good has always looked like.”
Many sales teams don’t realize what their true value is—or why customers really choose them. “If I asked 100 salespeople why their best customers bought from them, five would know the answer because they’ve asked. Eighty would be shocked to learn the real answers,” Jeff warned.
Good Starts (and Ends) with the Customer’s View
Sales leaders love to talk about relationships, longevity, and industry knowledge as their competitive advantage. Yet, buyers see things differently. It’s not enough to rely on generic strengths; great companies dig deeper.
Mark summed it up: “You cannot define good until you know what the customer says good looks like.” The best organizations don’t just guess—they ask, they listen, and they adapt based on how their best clients experience value.
Codifying Differentiators: From Discovery to Execution
To truly define “good,” Jeff recommends a three-step approach:
- Excavation: Dig deep to uncover what your team is actually doing that works.
- Validation: Ask your best customers why they work with you. Compare their answers to your assumptions. They’re almost always different.
- Integration: Move what you’ve learned into your playbook, processes, and training so everyone knows and lives these differentiators.
As Jeff put it, “Only with that specificity do you really unlock what’s special. Once you’ve validated it, that’s what you train and coach to.”
Don’t Chase Every Customer—Focus on Your Best
Often, veteran sales reps quietly filter out leads they know aren’t a good fit, but few leaders take time to study or replicate that gut instinct. The key, Jeff says, is knowing “what our good customers look like,” and not wasting time chasing those who will never be profitable, loyal, or easy to serve.
Take Time to Breathe, Learn, and Apply
It’s tempting for new leaders to rush in and “fix” things rather than investigate what’s working. Success comes from a blend of appreciating what’s going well, understanding the unique traits that drive customer wins, and aligning every system, process, and training effort behind those insights.
Building a top-performing sales team isn’t about automation, copying the latest trend, or just doing more. It’s about being intentional—excavating, validating, and integrating the unique elements that make a company “good” in the eyes of the market.
Ready to find out what good looks like in your own organization? Start by asking your best customers—and be ready to listen to what makes you truly special.
