Most sellers still open with questions they think show discipline. The reality is, buyers have already done their homework before the call even starts. That leaves the rep asking for details the buyer does not want to repeat.
The old discovery script is too late. Buyers now expect sellers to know the company, the context, and the pressure behind the buying motion before the meeting begins. “We used to get credit just for reading the 10 K, and it’s like, you did your research. Well, that’s table stakes now.”
That changes the job. The seller is no longer there to extract basics the buyer already knows. The seller has to show up informed, ask sharper questions, and help the buyer make sense of what comes next.
The old pattern still shows up everywhere. Reps open with a long checklist of questions. Buyers answer politely, but nothing meaningful happens.
On the "Being Intrepid: Navigating the Future of Learning" podcast, hosted by Sam Herring of Intrepid by VitalSource, we talked about how AI has raised the floor for everyone. Buyers now have access to product research, competitor analysis, and market insights before they ever speak to a salesperson. The days of treating the first call as a blank slate are over.
This reality shifts the seller’s role from note-taker to advisor. As we discussed in the conversation, our job now is to become experts at helping buyers move their agenda forward.
What sellers need to do:
Arrive informed: Know the account, the market, and the likely pressure points before the call
Cut the checklist: Replace broad discovery questions with a few precise questions tied to the buyer’s situation
Earn trust early: Use the opening part of the meeting to show you understand the business before you go deeper
The key question is straightforward: What is the buyer actually trying to accomplish?
This distinction makes all the difference. Basic discovery often stays at the surface, collecting symptoms but never uncovering the real business problem. In the podcast, we discussed how sellers now need greater curiosity, more creativity, and better judgment. These human skills are what remain essential when AI can handle the research.
Buyers can easily find product information on their own. What they cannot get from a search bar is a thoughtful discussion about tradeoffs, risks, and next steps. This is where stronger sellers stand out. It is not about gathering more data, but about steering the conversation in a way that brings real value.
What sellers need to do:
Diagnose intent: Look past stated requirements and ask what is driving the deal now
Ask fewer questions: Keep the conversation moving by asking the ones that change the shape of the opportunity
Use context: Tie every question back to the buyer’s market, team, or decision process
This same pattern shows up in sales management. If AI can handle routine tasks, managers should be able to spend more time coaching their teams, not just producing more reports. The focus needs to shift to better coaching.
During the podcast, we pointed out how much time managers lose to spreadsheets, dashboards, and CRM upkeep. While these tasks are necessary, they should not define the role. A manager’s true value comes from judgment, observation, and meaningful follow-up.
The goal is to coach from a clear point of view, not just through random check-ins. AI can help highlight important patterns, but it is up to the manager to decide what really matters and how to act on it.
What sales leaders need to do:
Protect coaching time: Move routine admin out of the manager’s day where possible
Use real signals: Coach from call data, deal data, and observed behavior, not just gut feel
Raise the bar: Focus manager time on the skills and situations that actually change outcomes
Sam and I both see the same tension. Training cannot end with the session. The real test comes after the class, after the workshop, and after the rollout.
This is where we see AI adding real value. It can support practice, reinforcement, and follow-up. With the right tools, a learner can review a call, work through a scenario, or get feedback on a skill that showed up in the field. AI can also help managers spot where their teams keep getting stuck.
I want to be clear, though. I am not suggesting we automate the human factor out of learning. My view is that technology should make the human part stronger. We cannot automate the human factor.
What sales leaders need to do:
Blend formats: Keep cohort learning for shared context, then add targeted practice where the gap shows up
Reinforce fast: Give sellers feedback while the situation is still fresh
Keep people in the loop: Use AI to support coaching, not replace it
Ray Makela and Sam Herring explore how AI is changing the buying process, the sales role, and the way teams learn. The episode is worth hearing if you are reworking discovery, coaching, or sales training for buyers who now arrive far more prepared than they used to.
The discovery call isn’t dead because sellers are less important. It’s gone because the old approach no longer fits how buyers make decisions.
If your team still leads with basic questions, buyers notice right away. But when your team comes prepared, uses the call to diagnose real issues, guides the conversation, and builds trust, everything shifts. The gap is not about technology. It’s about how we operate. Teams that make this adjustment first will spend less time chasing details and more time helping buyers make confident decisions.