Salespeople are often taught to be charismatic, friendly, and well-liked. But as David Carothers and high-ticket sales expert Austin Medlin explore in their recent conversation, that mindset could be the very thing sabotaging your close rate. Austin, the founder of CloseSales.com, brings a fresh perspective from outside the insurance industry that perfectly aligns with what commercial producers face daily: buyers who need leadership, not another friend.
This post unpacks the key sales psychology strategies Austin has used to close over 60% of cold traffic on high-ticket offers—all from his home office. Whether you’re a commercial insurance producer or selling coaching packages, these principles will help you stop seeking approval and start closing deals.
Many of the best closers started young. Austin was selling raisins door to door before age five and running makeshift businesses well before high school. These early experiences fostered a natural comfort with rejection, a trait he still credits for his success today. Unlike many adults, kids don’t overthink or internalize a “no.” They ask again, or they ask someone else.
As producers, we have to reconnect with that mindset. Fear of rejection is a learned behavior, not a trait we’re born with. In fact, successful sales professionals aren’t immune to rejection—they’re just indifferent to it. If you treat rejection as neutral feedback rather than personal failure, you’re already winning the mindset game.
“Good salespeople don’t care about rejection. Kids don’t care about rejection. Somewhere along the way, adults forget that.” — Kyle Houck
Austin says it best: “Sales is service.” The goal isn’t to close deals for the sake of hitting quota—it’s to help someone solve a real problem. When you view sales through this lens, objection handling becomes leadership. You’re not pushing your prospect to sign; you’re guiding them to the right decision.
This mindset shift helps producers build customer trust in insurance sales and detaches your ego from the outcome. It’s not about you being liked. It’s about doing what’s best for the client, even if that means challenging their assumptions or calling out their hesitation.
“If you’re afraid of being disliked, you’re prioritizing your ego over their transformation.”
Salespeople often choose the easier path: being liked in the short term, only to be forgotten or even resented later. Austin calls this the worst-case scenario: you’re remembered as someone who didn’t have the courage to lead when it mattered.
The alternative? Push the client—gently but firmly. When done with integrity, clients thank you later. They send Christmas cards. They become referral machines.
“You can either be liked and not close the deal, or you can challenge your prospect and be loved later.”
One of the most practical takeaways from the episode is the difference between scripts and frameworks. Scripts assume all buyers are the same. But we know better: some are logical, others emotional. Some are first-time buyers; others are skeptics.
Instead of jamming everyone into the same box, Austin uses a flexible sales framework based on human psychology. It allows producers to adapt in real time while still staying grounded in a proven process.
“If they don’t fit your script box, they won’t buy. Frameworks fix that.”
Real sales success happens in discovery. The deep discovery process builds the emotional and logical alignment needed for a confident buying decision.
Ask questions that uncover pain, past failures, goals, and obstacles. Show that you care about the full picture, not just the coverage or cost. Only then does your “prescription” (your insurance solution) gain credibility.
For example, when selling commercial auto insurance, don’t ask, “What’s your current premium?” Instead ask, “What are your biggest concerns around vehicle downtime, accidents, or driver turnover this year?”
“People would rather spend more money on the right thing than less on the wrong thing.”
Most producers treat objections as a final obstacle. Austin reframes objections as clues—clues you should be uncovering before the pitch.
He uses retargeting ad sequences with no call to action to break down common objections before the call ever happens. This way, the client is “warmed up” emotionally and mentally before the sales conversation even begins.
This proactive approach to objection handling in sales reduces resistance and builds authority through familiarity.
Austin runs a structured eight-week program to teach this sales methodology. The first week focuses exclusively on mindset and belief correction. Many producers are unknowingly carrying limiting beliefs about money, rejection, and their own value.
Then comes framework building. Not a one-size-fits-all script, but a custom sales framework designed around personality types and emotional needs.
The remainder of the program focuses on intense call review, skill refinement, and confidence-building—all aimed at producing faster results.
“If we don’t fix your sales in eight weeks, go do something else.”
The most profitable clients often come from the hardest conversations. Being liked isn’t the same as being trusted. If you’re not willing to challenge your prospect, you don’t deserve the sale.
Sales is leadership. And true leaders are willing to be uncomfortable, unpopular, and unfiltered if that’s what it takes to serve the client best.
“Sales is leadership. And leadership doesn’t ask for permission.”
So stop trying to be liked. Focus on mastering sales psychology, commit to discovery, and treat your close rate as a byproduct of how deeply you care.
That’s not just a better way to sell—it’s the only way to build a sustainable, respected, and highly profitable book of business.
Â
In the middle market, producers don’t lose because the competition has better pricing.
They lose because the competition understands people better—their motivations, their fears, their priorities, and what makes them say yes.
The cyber insurance market has softened in recent years. Requirements that were once rigid — like mandatory multi-factor authentication (MFA) or endpoint detection and response (EDR) tools — have been relaxed by many carriers. But here’s the danger: just because carriers aren’t demanding these safeguards today doesn’t mean businesses can afford to ignore them.
The insurance industry is entering one of the most transformative seasons in its history. For decades, our world has been shaped by carriers, underwriting cycles, prospecting methods, and the grit of producers willing to outwork their competition. But today, a new force is reshaping the landscape—and most producers, agency leaders, and industry professionals aren’t ready for it.
The commercial insurance world isn’t for the faint of heart. It’s unpredictable, chaotic, and constantly demanding producers to manage competing pressures—client needs, renewal deadlines, life events, prospecting goals, and agency responsibilities. And if you’re a middle-market producer, multiply that by ten.
In the middle market commercial insurance space, the role of the producer has never been more critical—or more misunderstood. Too many producers still view their job as selling policies instead of what it truly is: protecting the assets and livelihoods of the businesses they serve.
The middle market rewards depth, not breadth. Yet many producers still approach it like a volume game, quoting everything that moves, chasing price, and hoping activity turns into production. From the outside, it looks like hustle. From the inside of the underwriting and wholesale world, it looks like noise.
Please confirm you want to block this member.
You will no longer be able to:
Please note: This action will also remove this member from your connections and send a report to the site admin. Please allow a few minutes for this process to complete.
Responses