Why salespeople must learn to shift their selling styles
Early in my career at RFM Corp., I was assigned the additional responsibility of doing food service sales, a role that combined both sales and brand management.
This rare arrangement became a powerful learning opportunity. Managing both areas taught me how sales and marketing must work together, and how understanding both offers a strategic edge.
Years later, I started a direct sales company, driven by a growing curiosity about the different ways people sell, and why some approaches succeed while others don’t.
One lesson has stuck with me: great salespeople don’t just sell well; they know when to shift how they sell.
The problem with one-style selling
Many companies understand that selling today is no longer about product pushing or memorizing features. Customers are more informed, more strategic and under more pressure to find solutions that truly align with their goals.
And yet, many salespeople still behave like order-takers. They wait for the customer to ask, then respond with a brochure, a price list or a standard pitch. That may have worked in the past. It no longer does.
In today’s environment, the best salespeople act more like business partners. They listen, guide and, most importantly, adapt. They know when to shift from one selling style to another depending on the customer, the stage of the conversation or the complexity of the deal.
Let’s explore the four core selling styles every salesperson should master, and why knowing when to shift makes all the difference.
1. Solution selling: When the problem is known, but the path is unclear
Solution selling works best when the customer already feels the pain. They know something is not working. Maybe their system is outdated, their process inefficient or their results inconsistent. But they are unsure how to fix it.
In this scenario, your job isn’t just to sell a product. It’s to diagnose before you prescribe.
Ask smart, targeted questions. Get to the root cause of their problem.
Only then should you explain how your product or service fits as a solution.
Customers are quick to spot when you’re just pushing for a sale. They will trust you more if they see that your recommendation is based on real understanding, not just a desire to close.
2. Consultative selling: When the customer needs guidance
In some cases, the customer doesn’t even fully understand the problem.
They sense that something needs to change, but they are unsure where to start.
They are looking not for a product, but for a partner—someone who listens, advises and understands their business environment.
This is where consultative selling comes in. You move from being a salesperson to becoming a trusted advisor. To do this well, you must invest time in learning the customer’s industry, their goals and even internal dynamics like decision-making processes and political factors.
Ask open-ended questions like, “What are your top priorities this quarter?” or “What’s holding your team back from hitting targets?” These spark conversations that build trust.
In consultative selling, you’re playing the long game. Don’t rush. Build credibility and the sales will follow, even if it takes time.
3. Strategic (big account) selling: When the account is large and complex
Some clients aren’t just customers; they are strategic accounts. These are large organizations with multiple decision-makers, long buying cycles and high-stakes contracts. Here, you’re not chasing one deal; you’re building a presence inside a system.
Strategic selling requires structure. Who influences the decision? Who controls the budget? Who might block the process? How does procurement work?
In this environment, team selling is often essential. You may need to bring in product managers, technical experts or even your CEO for high-level meetings. Everyone must be aligned around a strategy.
This type of selling rewards patience, persistence and careful planning.
It takes time, but when done right, the value of the relationship can grow far beyond a single sale.
4. Challenger selling: When the customer doesn’t yet see the problem
What if the customer is happy with how things are? What if they say, “We’ve been doing it this way for years,” and see no reason to change?
That’s when challenger selling becomes effective. Your job is not to wait for a problem; it’s to help the customer see what they haven’t yet noticed.
You lead the conversation by teaching, provoking thought and reframing their assumptions.
You might highlight risks they underestimated or opportunities they overlooked. For this to work, you need deep knowledge of their industry, market trends and competitive threats.
If done well, challenger selling creates what is called constructive tension, a sense that staying the same might actually be riskier than taking action.
But always do this with respect. Boldness earns trust when it’s backed by insight and genuine intent to help.
Why shifting styles is essential
Customers aren’t one-dimensional, and neither should your selling approach be.
Even within a single company, you might need to consult with one stakeholder, challenge another and offer tailored solutions to a third.
Rigid selling limits result. Flexible selling builds trust, unlocks value and closes deals more effectively.
The best sales professionals read the room, listen closely and adapt intentionally. They don’t rely on one method; they use the right method for the moment.
What sales leaders must do
If you manage or train salespeople, your job isn’t just to boost confidence, it’s to build capability.
If your team is trained in only one selling style, they will eventually hit a wall. Maybe they perform well with warm leads, but struggle with complex deals. Or they pitch well, but can’t challenge a complacent buyer.
Help your team become more situationally aware. Role-play diverse scenarios. Provide feedback. Show them how to recognize when their default style isn’t working, and how to shift into one that does.
Teams that can shift selling styles are more resilient, win more competitive deals and earn lasting client respect.
It’s no longer about the seller
In the past, customers adjusted to the seller. Today, the seller must adjust to the customer.
Sales success isn’t about who talks the best, or who knows the most product specs.
It’s about who listens, who understands and who can flex their approach to meet the customer where they are, and take them where they need to go.
So ask yourself: “Am I selling the way I want to sell, or the way the customer needs to buy?”
The best salespeople don’t just master selling. They master shifting, and in doing so, they lead customers through a buying journey that creates value for both sides.
