Let’s talk about a mindset that can quickly accelerate your sales cycle: a bias toward action.
An action bias can break down barriers, foster stronger collaboration, and drive measurable increases in deal velocity for every salesperson on the team. This kind of mindset assumes that doing something is better than doing nothing, that taking the initiative is better than waiting for permission or the perfect conditions. We live in an imperfect world, and that means that assuming bias toward action is a key to success in sales—and in our broader professional journey.
A bias toward action doesn’t mean recklessness. It’s all about taking thoughtful steps with minimum downside—particularly when it comes to initiating collaboration across different teams.
This is one of the keyways we can differentiate ourselves and add value: by breaking down silos within our own organisation. It’s easy to focus on our own goals, but when we begin to actively seek out the goals and challenges of others in our organisation, we can uncover new opportunities to connect with allies in marketing, operations, leadership, or any other part of the organisation.
WHY DO DEALS STALL?
All too often, a deal stalls simply because the right people on our own team weren’t talking to each other at the right time. By taking the initiative, cultivating a sense of urgency, creating new internal alliances, and leading internal collaboration, we can improve our odds of moving deals forward. What we’re talking about here is actively looking for ways to add value and create new connections, even when—especially when!—that means reaching across departments to ensure key stakeholders are aligned.
At Sandler, we emphasise three core elements that drive results: Behaviour, Attitude, and Technique—what we call the Success Triangle. Each corner is vital, but when we focus on Behaviour, we’re addressing the “what”—the actions we’re consistently taking in real time, with a bias toward action.
This means not waiting for the “right” moment. Sometimes, it means not waiting for explicit permission to act. When we see an opportunity to move a relationship forward, we look for reasons to take that step … as opposed to looking for reasons not to.
Whether it’s coordinating a quick meeting, reaching out to key players, or solving unexpected problems collaboratively in real-time, a bias toward actions gets results—and positions us as leaders.
THE ART OF CROSS-DEPARTMENT COLLABORATION
Now, let’s take a moment to acknowledge a reality that slows down deals—silos. It’s common for teams to focus solely on their own objectives, without stepping back to look at how those objectives connect to the larger picture. This can hold back progress. But when salespeople take the initiative to connect the dots between departments—our organizations or a prospective buyers’—they become the driving force that moves decision processes forward.
Collaborating across our own organization’s departments not only strengthens internal relationships, but also enhances the overall customer experience by ensuring that everyone is aligned on what the key deliverables are.
Think about the impact of getting your CEO to sit in on a major sales call to engage the CEO of the other side, and to offer insights and action steps that could help you close the deal. Or imagine how much smoother your next rollout could be if a senior person from Operations were involved in key discussions, addressing any logistical concerns before they become problems. These acts of collaboration, driven by a bias toward action, are how breakthroughs happen.
The key takeaway here is simple: collaboration adds value. Whether we’re solving customer problems or improving internal processes, breaking down our ownorganisation's internal barriers allows us to gain a potentially game-changing competitive advantage.
Today’s buyers buy in packs; that means the most successful sellers are those who sell in packs, leveraging skills and insights from across the organization.
CREATE MOMENTUM
When we assume a bias toward action and actively lead cross-department collaboration, we create forward momentum. We’re not passively waiting for solutions to come our way; we’re making solutions happen. This proactive approach sets our organisation apart in the marketplace—and it also sets us apart as individuals. By leading collaborative discussions and breaking down silos, we establish ourselves as important resources within our organisation—as someone who gets things done.
So, what’s one action you can take today to foster collaboration within your organisation and move an opportunity forward? Maybe it’s reaching out to a colleague in another department to get their perspective on the best ways to pursue a new opportunity in an industry that’s unfamiliar to you. Maybe it’s asking someone in the C suite for their insights on an important upcoming call. Or perhaps it’s scheduling a quick meeting with the delivery team to align on customer needs.
Whatever it is, let’s take that step.
Looking for help when it comes to fostering a bias toward action and collaboration in your organisation—action that measurably improves both deal velocity and margin?
Feel free to contact us.
