How to Sell When Everyone Feels Like Quitting
Half of employees are actively seeking new jobs so how do you sell to a revolving door?
“Hey, just wanted to let you know I’m leaving the company. Today’s my last day.”
It’s happening more often than ever. According to Gallup’s 2025 workplace data, 50% of employees are actively looking for new jobs. That means your primary point of contact could be polishing their resume while you’re refining your proposal.
So how do you keep momentum when your champion disappears?
Let’s talk about how to sell in a world where people are constantly shifting roles and how to build resilience into your sales process. But first a small ask:
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Multi-Thread Your Relationships
Single-threaded deals are fragile. Multi-threaded deals survive turnover.
If you are relying on just one person inside a company, your entire opportunity can vanish overnight. Instead:
Build relationships with operations, finance, IT, and end users, not just your initial buyer.
Think from the “shop floor” to the boardroom.
Ask, “Who else would benefit from being part of this conversation?”
Who else needs to approve this?
Use every touchpoint to add new internal champions.
When you are known across the org, you are not just a vendor you are part of the team. That’s how you turn interest into long-term influence. You want to be a solution for every touchpoint within the company. That way you have multiple lines of contact.
Pro tip: The first sign your contact may be exiting? They stop responding. Start connecting with others early do not wait until it’s too late.
Document and Recap Often
Turn conversations into continuity with recaps. If your contact leaves mid-deal, the best way to save the opportunity is to have a clear trail:
Use post-meeting recaps to capture key goals, timelines, and agreements.
Summarize calls with shared documents or a short Loom video.
Keep notes in your CRM (even if it’s just Notion or Google Docs for now).
This is not just good housekeeping it’s insurance. When someone new steps in, you can quickly bring them up to speed and keep the conversation moving. You can also consider copying others effected by the decision on the recaps. Be cautious to not add too many people, but having a couple other folks up to speed on your communication is very helpful. It also helps you add value across the customers team.
Remember: Documentation is not for you it’s for whoever comes next.
Point 3: Add Value to the Team, Not Just the Buyer
Deals that touch more people are harder to walk away from. Which is why you want multiple touch points within the company. If your value only lives with one buyer, it can disappear the moment they do. But if the whole team sees the benefit, your solution becomes sticky. Try this:
Offer a quick group training or Q&A session.
Share a resource the entire team can use (a playbook, checklist, or template).
Help your buyer shine by giving them something that elevates their internal brand.
When the buyer becomes the internal hero because of you, others take notice and you create new champions in the process. You are trying to help your customers get promoted. Sure that means you have to build new relationships but that also means you added value to the organization. The more value you have within the organization the more your network will grow within the company and the more deals you will get across the finish line.
Action Step:
Take one active deal in your pipeline and ask:
How many people know me inside this company?
Who do I need to meet in finance, operations, or IT?
If my main contact left tomorrow, what would I lose?
Then set up one intro, send one recap, and share one team-facing resource this week. By the end of the week you want to be on your way to 2 or 3 key contacts within this company.
Additional Reading:
Are you looking to improve your sales process or hire your first sales professional?
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Multi threading is so important for this reason. By doing it in a way that builds value across departments/stakeholders it doesn’t just reduce the risk of your champion leaving, it increases the value (and hopefully the size) of the deal.