Selling vs. Non-Selling activities: where do we draw the line?
Ain't as easy as it seems...
In “Why sales reps increasingly missing their quota?,” we mentioned that one reason is the limited amount of time reps dedicate to “selling activities” compared to the large portion of time spent on “non-selling” activities—up to 70%, according to some studies. As a sales professional myself, reading those figures made me wonder: if I could only focus on selling activities, wouldn’t my performance improve? But then I started thinking: what exactly is a “selling activity”? Who defines it, and how? Is it a simple, binary distinction where anything that isn’t a “selling activity” is automatically “non-selling”? Where do we draw the line?
Well, my dear readers, as with most things, the answer is: it depends. Let me explain in two parts. First, I’ll provide some context and relativity. Then, we’ll dive into specific activities.
Why it depends
Expanding the definition of Selling: when we think of selling, we often imagine activities directly tied to a financial or monetary exchange. However, if we consider the concept of “non-sales selling” developed by Daniel Pink in his book "To Sell Is Human," our perspective shifts. Pink suggests that much of our time is spent trying to move others—whether pitching an idea, convincing someone to support a project, or negotiating roles within a team. While this broader view is essential, let’s focus on what most people think of when they hear “selling”—activities directly related to making a sale.
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Role, title, and function matter: your job title, role, and function significantly influence how you perceive selling and non-selling activities. In a previous article "Which Game Are You In?, we discussed the different roles within sales organizations, such as Hunters and Farmers, each with distinct responsibilities and expectations. For instance, a Hunter focuses on new business acquisition, while a Farmer manages existing accounts. Their views on what constitutes selling activities will differ. Additionally, your industry, market, and company structure will affect where you draw the line. For example, a sales rep who sells autonomously without relying on support teams (like presales, legal, marketing, or R&D) will have a different perspective than one who depends heavily on those resources.
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Personal bias and job expectations: we often have a subconscious tendency to label tasks as outside our job scope simply because we dislike doing them. Let’s be honest—thinking your job should consist solely of closing deals and nothing else is unrealistic. There are always peripheral activities that come with the territory. The goal is to limit these to only what is essential. As discussed in a previous article, sales reps have an obligation of results (closing deals) rather than means, unlike many other functions. Reps will do whatever it takes to win, even if it means doing work that technically belongs to others.
Outward Activities: selling or not?
“Outward” activities involve the customer, which usually places them in the realm of selling. However, depending on your role, it’s not always straightforward. Here’s a look at some outward activities and why the line can blur:
Prospecting and lead generation: generally considered a selling activity, but it depends on the role. Hunters may see this as core to their job, while Farmers or reps with dedicated lead-gen teams might not.
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Initial contact and qualification: often viewed as a selling activity, but if a specialized team handles qualification, sales reps might not see it as part of their job.
Product demos and presentations: for a solo sales rep, this is clearly selling. But in team selling environments, reps might orchestrate rather than execute these tasks directly.
Consultative selling and needs assessment: Yes, definitely a selling activity, even if support is involved. (
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Proposal development and delivery: this can be selling when it’s straightforward. However, if your business requires deep technical input or customization, your role might be more about oversight than hands-on creation.
Negotiation: absolutely a selling activity and often the highlight of the job.
Closing the Sale: Yes, and the moment every rep lives for.
Follow-ups with prospects: an essential selling activity, regardless of your specific role.
Account management and upselling: Hunters might see this as outside their realm once the deal is closed, while account managers see it as core.
Customer engagement and relationship building: essential for all roles, though the intensity varies between Hunters and Farmers.
Networking: crucial for Hunters and less so for account managers or inside sales reps, especially those working remotely from their territories.
Inward activities: selling or not?
“Inward” activities are those performed within your organization, often sparking debates about their relevance to selling. Let’s look at some common ones:
Administrative tasks: this broad category includes data entry, updating CRM systems, and managing sales tools. These tasks are necessary to ensure sales transactions are processed correctly, but the debate centers on how much data is truly essential and how much is excessive, often requested by other departments. The key is finding the right balance.
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Internal meetings: these include strategy sessions, team meetings, and cross-departmental alignments. While internal knowledge is vital, timing matters. Meetings scheduled during peak selling hours can feel like a non-selling burden.
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Reporting and forecasting: often viewed as tedious, these tasks are crucial for future planning. However, how much information is needed and the ease of data entry can tip the scales toward feeling like non-selling work.
Research and planning: Sales reps should be more recipients than contributors of market insights and competitor analysis, freeing them to focus on sales while ensuring they’re well-informed.
Email and communication management: Sales reps often juggle communications across multiple departments and tools, making this a time-consuming task that leans toward non-selling.
Presentation preparation: crafting internal presentations that aren’t directly customer-facing often feels like a distraction from core sales work. Simplifying these processes (and the templates) could save valuable time.
Tool and system management: navigating complex systems is necessary but could be streamlined by delegating more technical tasks to specialized teams.
Order processing and follow-up paperwork: Hunters may not see this as their role, while account managers consider it a key part of ensuring customer satisfaction.
Customer service and support: handling service issues often falls into a gray area—critical for customer retention but not always seen as direct selling.
Training and professional development: continuous learning should be embraced as a selling activity, enhancing skills that directly impact sales performance.
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Product setup and configuration: assisting with onboarding and troubleshooting depends heavily on your role and the complexity of your product.
Compliance, legal, and documentation: these tasks vary in impact depending on your industry but are often seen as necessary, if not directly selling-focused.
Travel and logistics: travel for client meetings can feel like an extension of selling but also comes with its own set of non-selling burdens.
Conclusion: blurring the lines between Selling and Non-Selling activities
The distinction between selling and non-selling activities is often less clear-cut than it initially appears. As we’ve explored, the classification of an activity as either “selling” or “non-selling” can depend on various factors, including your role, the structure of your organization, the complexity of your sales environment, and even personal perception.
Sales reps operate in a dynamic space where responsibilities frequently overlap, and tasks that seem peripheral can have a direct impact on sales outcomes. While it’s tempting to wish away non-selling activities in favor of focusing solely on customer engagement and deal closing, the reality is that many of these tasks are integral to the sales process, ensuring deals are executed smoothly and relationships are maintained.
Ultimately, the goal isn’t to eliminate non-selling activities but to optimize them. This means streamlining processes, leveraging technology to automate repetitive tasks, and clearly defining roles within the sales team to minimize inefficiencies. By recognizing the fluid nature of these activities and finding the right balance, organizations can empower sales reps to maximize their time spent on what they do best: moving prospects through the sales funnel and driving revenue.
The conversation shouldn’t just be about what constitutes a selling activity—it should also be about how we can redefine and realign these activities to better support sales teams in achieving their quotas. Understanding this nuanced landscape and continually refining how we allocate time and resources will be crucial for enhancing performance and driving sustainable success in sales.
Let me know your thoughts?
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