Tigran Kazaryan: “The Main Problem in Sales Is That Managers Are Afraid of Their Clients”

Sales are often talked about in an inspiring way: courses, motivational speeches, universal techniques. But the reality of the market is far more prosaic and harsh. According to Tigran Kazaryan, most problems in sales are not about the product or the competition. They begin with human fear and systemic illusions.

Over more than twenty years in sales, Tigran Kazaryan has worked across different market segments, from retail to complex B2B projects with multi-year sales cycles. Today, consulting companies and training sales departments, he increasingly encounters recurring mistakes that slow business down, regardless of the industry. We spoke with him about why modern sales often fail and what is really broken in the system.

You speak rather bluntly about the quality of work of modern sales managers. What do you see as the root of the problem?

— Fear. It might sound harsh, but 90 percent of managers are afraid of the client. They’re afraid to call, afraid to ask uncomfortable questions, afraid to hear “no.” This fear is paralyzing. People start hiding behind emails, formalities, and long approval processes, and in the end, they don’t sell. Where does this fear come from? Primarily, it’s about the environment. People aren’t taught to communicate; they’re taught “not to make mistakes.” When a manager is made to feel from day one that any mistake could cost them their job, they stop acting. They start guessing the client’s expectations instead of listening to them. This destroys the essence of sales.

Why is it dangerous when managers “think for the client”?

— Because it replaces dialogue with imagination. The manager decides what the client values, what they don’t need, and what they’re not ready for. As a result, the conversation never even starts. In sales, you cannot think for another person. You need to ask and listen. Everything else is self-deception.

How does this manifest in practice when you come into a company as a consultant?

— Very simply. Managers spend months negotiating with people who cannot make decisions. They are afraid to reach the decision-maker because that carries responsibility. It’s easier to talk to a “convenient” contact and create the illusion of work. Why do companies fail to notice this problem for so long? Because on the surface, everything looks fine. Calls are being made, emails are exchanged, progress seems to happen. But there’s no result. Leaders often don’t dive deep into processes and don’t listen to real conversations with clients. That’s where the truth becomes obvious.

You use rather strict training methods — for example, making managers talk in front of you and record calls. Why is that necessary?

— To break the illusion. Until someone hears themselves from the outside, they won’t understand what they’re doing wrong. Many people realize for the first time how uncertain they sound, how they avoid direct questions, how they apologize just for making a call. It’s painful but effective. The fear problem is directly tied to the motivation system. In many companies, there’s an unspoken rule: the more a manager earns, the more their motivation is “cut.” As a result, the person realizes it’s not worth trying. They stop taking risks, stop growing, and just maintain their position.

You work with both experienced and young managers. Which group is harder to change?

— Experienced ones. They already have a set of excuses: “This market doesn’t sell,” “Clients aren’t the right ones,” “Prices are wrong.” Young people are easier to teach if they are willing to listen. But even there, the problem is that they are protected from reality too early. People often say modern clients have become more difficult or aggressive, but clients haven’t gotten worse — they’ve gotten more honest. They immediately show whether you’re interesting to them or not. And if a manager is insecure, they interpret that as personal aggression. In reality, it’s just the work process.

You mentioned that managers can freeze after a harsh conversation with a client. How common is this?

— Very. People aren’t ready for directness. Some shut down, others react emotionally. But sales aren’t about comfort — they’re about resilience. If a manager can’t handle pressure, they won’t succeed in active sales. The ability to stay in dialogue is perhaps the most important professional skill for a salesperson today. Not running away, not justifying, not defending. Just talking to the client as an equal. Everything else — techniques and tools — is secondary.

Looking at the market as a whole, are you optimistic or pessimistic?

— I’m a realist. The sales profession will only get more complex. But that’s precisely why good salespeople will become even more valuable. The question is whether companies are ready to stop deceiving themselves and start doing real work with people.