When Business Is Slow, It's Time to Work on These 16 Things

When slow business hits, that simple “How’s business?” question feels like a punch to the gut. As someone who’s navigated slow business from every angle — in content marketing, sales, and freelancing — I know that pit in your stomach all too well. The casual “Great!” response feels a bit forced, doesn’t it? Especially when you’re secretly refreshing your inbox every five minutes, hoping for new leads or client responses.

Here’s the thing: Slowdowns happen to everyone. I’ve seen it working with sales teams, watching their pipelines dry up, marketing departments struggling to generate leads, and as a freelancer dealing with quiet periods. Whether it’s seasonal changes, market shifts, or bigger economic factors, the key isn’t just surviving the slowdown — it’s using it to come back stronger.

Jehann Biggs, president of sustainable luxury brand In2Green, puts it perfectly: “Slow periods offer a natural time for introspection, allowing teams to focus on long-term growth initiatives. By approaching slowdowns as a time to optimize and innovate, businesses can use these lulls to emerge stronger.”

In this post, I’ll share what I’ve learned about spotting slowdown patterns, understanding what’s really causing them, and — most importantly — how to use downtime strategically to fuel long-term growth.

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Table of Contents

• What To Do When Business Is Slow
• What is slow business?
• Could a slow business ever be good?
• Symptoms of a Slow Business
• Why Is Business Slow Right Now?
• Turning Slow Periods Into Growth Opportunities

What is slow business?

A slow business period is when sales, customer inquiries, or overall business activity drop below normal levels. This can be caused by seasonal trends, economic downturns, shifts in consumer behavior, or internal inefficiencies.

While some slowdowns are expected — like retail dips after the holiday season — others may signal deeper problems. Understanding whether your slowdown is temporary or a sign of structural issues is key to making informed business decisions.

Iqbal Ahmad, founder and CEO of Britannia School of Academics, explains: “When investigating the root cause, we need to consider a range of factors — both internal and external — to truly get a holistic view of what has changed.”

Could a slow business ever be good?

In a world that glorifies rapid growth, scaling fast, and maximizing profits, the idea of intentionally slowing down can seem counterintuitive. But, not all business success is defined by speed. Some entrepreneurs are pushing back against the “hustle culture” mentality and are embracing slow business as a sustainable and intentional approach to work and life instead.

I’ve found that when business slows down, it’s easy to panic — but sometimes, those slow periods create space to step back and make more intelligent, more strategic moves. Rather than measuring success purely by revenue growth, slow business prioritizes thoughtful decision-making, work-life balance, and long-term stability over aggressive expansion. This philosophy aligns with the broader “slow living” movement, which encourages mindfulness, sustainability, and quality over speed.

Nicole Magelssen, founder and CEO of Alpine Virtual, a virtual staffing solutions company, puts it this way: “When you’re in the thick of running a business, it’s go, go, go all the time. But constant motion doesn’t always mean that you are making forward progress. A slowdown forces you to pause and actually work ON your business and not just IN your business.”

Similarly, Joy Gendusa, CEO of PostcardMania, a direct mail marketing company serving over 96,000 customers, has seen firsthand how resisting the urge to panic during a slowdown can lead to growth. “During the 2008 recession, we made the mistake of cutting back on marketing, and our revenue suffered,” she explains. “In 2020, we did the opposite — we doubled down on marketing and saw our revenue recover almost instantly.”

It’s important to note that rapid growth isn’t always sustainable. Recent data indicates that 90% of startups fail, with a significant number due to premature scaling. This statistic underscores the potential risks of prioritizing speed over stability.

I’ve also noticed that slow business isn’t the right approach for everyone, but it can be beneficial for:

• Creative entrepreneurs who want to focus on craftsmanship over mass production.
• Sustainable brands that prioritize ethical sourcing and mindful growth.
• Consultants and service providers who prefer deep, meaningful client relationships over high churn.
• Small businesses and solopreneurs looking for a balanced, intentional approach to work.

Embracing a slower approach doesn’t mean giving up on growth — it means defining success on your own terms.

Symptoms of a Slow Business

While embracing a slow business model can be a deliberate and strategic choice, not every slowdown is intentional — or beneficial. In some cases, a drop in activity signals deeper issues that need to be addressed. I’ve learned that it’s easy to brush off a slowdown as just a rough patch, but sometimes, small dips can snowball into bigger problems if you’re not paying attention.

The key is to recognize the signs early and figure out whether it’s just a temporary slump — or a red flag that something needs to change. Here are some of the biggest indicators that a slowdown might be more than just a passing phase.

Reduced Revenue

One of the first signs that something is off is a noticeable drop in revenue. While minor fluctuations are normal, a steady drop over multiple months could mean a bigger problem. Here’s what to look for:

• If revenue is down but expenses are steady (or increasing), it’s worth digging into which products or services are underperforming.
• I’ve found that looking at year-over-year trends (rather than just month-to-month) gives a better picture of whether it’s seasonal or a bigger shift.
• If your revenue is stable but profit margins are shrinking, it might not be a demand issue — it could be rising costs eating into your bottom line.

A 2023 CB Insights study found that 38% of startups fail due to running out of cash, making revenue tracking a critical early warning sign.

Reduced Profitability

Even if revenue looks fine, profitability might tell a different story. If profits are shrinking while sales stay the same, it’s time to take a closer look at expenses and margins.

Reilly James Renwick, Chief Marketing Officer at Pragmatic Mortgage Lending, a leading mortgage solutions provider, advises: “One of the first things to track is sales data over multiple seasons. Changes in lead velocity and analysis of your customer segments can reveal whether pockets of customers are becoming disengaged.”

From my experience, here’s what to watch for:

• Have you added new costs (new hires, software, operational expenses) that haven’t yet paid off?
• Are your highest-margin products or services underperforming while lower-margin ones sustain revenue?
• I’ve personally seen businesses struggle when they start discounting too much to attract customers — what seems like a quick fix can train your audience to expect lower prices, which ultimately hurts profitability.

According to Olivia Tapper, co-founder and COO of DTC SEO Agency, a specialized ecommerce growth agency, a key metric to consider is customer acquisition cost (CAC). “If your CAC is rising while revenue stays flat, your business is becoming less profitable — even if sales volume hasn’t dropped yet,” Tapper explains.

You’ll want to investigate the performance of your more profitable products against those less impactful ones. It’s possible that business is slowing for your “money makers” but staying the same or increasing for other offerings.

Dry Sales Pipeline

If revenue is down, the next step is to figure out why, and that starts with your sales pipeline. Here’s something I learned working with sales teams: A dry pipeline isn’t always about market conditions. Sometimes, it’s telling you something important about your sales process.

Start by checking your sales team’s closing rates against previous periods. Are your reps closing the same percentage of deals, just with fewer leads? Or has their success rate dropped? This distinction matters — a lot.

Andres Lares, managing partner at Shapiro Negotiations Institute, a global sales training and consulting firm, suggests looking deeper: “If leads are taking longer to respond or failing to convert, map out decision-maker involvement — are you still speaking to the right people?”

I’ve seen this firsthand. One sales team I worked with was struggling with conversions, but when we dug into the data, we discovered they were spending too much time nurturing cold leads instead of focusing on warm ones. Their pipeline wasn’t really dry — it was just clogged with the wrong prospects.

Before you conclude it’s a slowdown, check these pipeline health indicators:

• Are your reps maintaining the same level of prospecting activity?
• Has your lead qualification process changed?
• Are deals getting stuck at specific stages?
• Have you adjusted your definition of a qualified lead?

Reduced Website Traffic

For businesses that rely on organic traffic, search rankings, or digital ads, declining web visits can be a huge warning sign. I’ve spent years in content marketing, and I’ll tell you this: If fewer people are finding your business online, it’s worth investigating why.

Here’s the thing about website traffic: It’s not just about the numbers. A 20% drop in traffic might sound bad, but if your conversion rate is steady, maybe those missing visitors weren’t your target audience anyway. The key is understanding the story behind the stats.

Start by checking these basics:

• Use Google Analytics or other marketing analytics software to compare website traffic trends over time.
• Look at your search rankings. Have competitors outranked you?
• Check your content calendar. When was the last time you published something new?
• Review your paid campaign performance if you’re running ads.

For brick-and-mortar businesses, measuring foot traffic is trickier, especially if you don’t have previous benchmarks. But you can start tracking now to spot patterns going forward.

Pro tip: Don’t just look at overall traffic numbers. Dig into your traffic sources. I’ve seen businesses panic over a drop in social media traffic only to discover their organic search traffic was actually growing — they were just looking at the wrong metrics.

Business Trends Are Negative

Sometimes, the issue isn’t internal — it’s the market itself. Even the best businesses feel the effects when customer demand drops across their industry. But I’ve learned that not every negative trend means your business is in trouble. Here’s what to watch for:

• Industry disruption from new technologies.
• Shifts in competitor strategies or pricing.
• Declining interest in your type of offering.
• Wider economic factors affecting buying behavior.
• Changes in how customers prefer to buy.

Pro tip: Use Google Trends to spot bigger patterns in your industry. It won’t tell you everything, but it can help confirm whether you’re dealing with a broader market shift or just an internal hiccup.

Jehann Biggs of In2Green notes that external trends often drive slowdowns more than internal inefficiencies. “We track repeat customer rates, social media sentiment, and industry-wide demand signals to determine if our slow periods are seasonal or a sign of deeper market changes,” she shares.

Final Thoughts on Diagnosing a Slow Business

Yes, seeing your numbers drop is scary. But I’ve learned that although slowdowns rarely fix themselves, they’re almost always fixable if you spot them early enough.

The key is staying curious instead of panicking. Ask questions. Dig into your data. Talk to your customers. The sooner you understand what’s really causing your slowdown, the sooner you can do something about it.

Remember that sometimes what looks like a crisis is actually an opportunity to make your business stronger. In the next section, we’ll explore why some slowdowns might actually be good for your business — and how to tell the difference.

Why Is Business Slow Right Now?

Not every slowdown is a crisis. Some industries naturally experience peaks and valleys, and even the most successful businesses go through slower periods. If you’ve planned for seasonality or are using this time to improve your processes, then a temporary slowdown isn’t necessarily bad.

That said, not all slow business is harmless. A downturn can be an opportunity — or it can be a warning sign. The key is knowing why business is slow and whether you need to adjust. I've learned that jumping to conclusions about a slowdown can lead you down the wrong path entirely.

Kristin Marquet, founder of Marquet Media and FemFounder, puts it perfectly: “The first instinct might be to panic, but the real key is to diagnose the root cause quickly and strategically. Slow periods can happen for various reasons — external (economic downturns, seasonal shifts, industry disruptions) and internal (marketing gaps, operational inefficiencies, shifting customer needs).”

Below, I’ll break down the most common reasons businesses slow down — and how to respond.

Holidays and Seasonal Patterns

Some industries naturally ride the waves of seasonal demand. I see this every year in content marketing — B2B content engagement typically dips during the summer months and holiday seasons. It’s not a crisis; it’s a pattern you can plan for.

According to Joy Gendusa from PostcardMania, “Summer is always slow for us. We’re B2B, and I believe this is common for B2B businesses. Our summer leads dip about 15%, and we go from averaging around 3,200 leads to 2,700 in the summer.”

Jehann Biggs highlights how recognizing seasonal trends can help businesses adapt. “One of the first things I track is sales data over multiple seasons,” she explains. “If sales typically dip at the same time each year, it’s a clear indication that the slowdown is seasonal, and I can adjust my marketing strategies or inventory planning accordingly.”

Here’s how to handle seasonal patterns:

• Compare performance to the same period last year, not to peak seasons.
• Adjust sales targets and forecasts for known seasonal patterns.
• Use slower periods to prepare for upcoming busy seasons.
• Track year-over-year data to spot true seasonal trends.

Harrison Tang, CEO and co-founder of Spokeo, a people search engine, adds valuable insight: “To pinpoint the causes of slow periods, we analyze six months’ worth of data. This timeframe allows us to detect anomalies and correlations.”

Weather and External Events

Weather patterns can dramatically impact consumer behavior and business performance. I’ve seen this firsthand while working with various industries. For example:

• HVAC services see spikes during extreme temperatures.
• Roofing companies often experience increased demand after storms.
• Retail foot traffic typically drops during bad weather.
• Seasonal products (like sunscreen) show predictable demand patterns.

In January 2025, U.S. retail sales experienced a significant decline, partly attributed to extremely cold weather conditions. “The wildfires in Los Angeles, the second-largest metro area in the U.S., and severe winter weather in other parts of the country may have limited face-to-face shopping activity,” Jay Hawkins, a senior economist at PNC Financial, told Reuters.

Pro tip: Use tools like Google Trends to anticipate and prepare for seasonal fluctuations in your industry. I’ve found it especially helpful for content planning — you can see exactly when interest in certain topics starts to rise.

Economic Factors

The economy is probably the biggest factor on this list for affecting business right now. During economic downturns, consumer attitudes change. Those who lose jobs have less money to spend, and even those who retain work may change their consumer behavior as their positions seem less secure. The average buyer may make fewer luxury purchases and try to extend their dollars the best they can.

Olivia Tapper recommends watching these key metrics during economic slowdowns:

• Lifetime Value (LTV) changes.
• Average Order Value (AOV) trends.
• Customer Acquisition Cost (CAC) fluctuations.
• Conversion rate variations.
• New versus returning customer ratios.

She emphasizes, “If your LTV has decreased but AOV stays the same, it means that your customer isn’t coming back to buy more. Then ask yourself if something has changed with your offering or its delivery.”

These metrics tell a story. For example, if your CAC is rising but conversion rates stay steady, that might signal broader market competition rather than internal issues.

Consumer Trends and Market Shift

Through my work with various sales teams, I’ve watched consumer preferences shift faster than ever before. One quarter, you’re on top of the world; the next, you’re scrambling to understand why your tried-and-true approach isn’t working anymore.

An interesting example is the case of fidget spinners. Its popularity skyrocketed in late 2016, eventually accounting for 17% of online toy sales. But as competition grew and consumer interest fell, the craze quickly cooled off. While this is an extreme example, it demonstrates the boom and bust cycle of trends — and how certain industries are more vulnerable to it than others.

Here’s what to watch for:

• Generational attitude changes.
• Social media trends affecting buying habits.
• Growing environmental consciousness.
• New technology adoption patterns.
• Changes in how people prefer to shop.

Biggs notes an interesting trend, “We’ve noticed an increasing demand for sustainability-focused products even during slower retail periods. Despite fluctuations in consumer spending, eco-conscious shoppers continue to prioritize sustainable and ethically produced goods.”

Pro tip: Don’t just watch what customers are buying — pay attention to how they’re buying it. I’ve seen businesses lose ground not because their product was wrong but because they weren’t selling it where their customers wanted to buy it.

Legislative & Regulatory Changes

Sometimes, a slowdown isn’t about market conditions or customer preferences — it’s about adapting to new rules. I’ve seen this firsthand in content marketing when GDPR hit. Suddenly, everyone had to rethink their email marketing strategies.

Major regulatory changes can force you to:

• Shut down certain marketing channels.
• Change your operational model.
• Adjust how you handle customer data.
• Modify your products or services.
• Revamp your entire business approach.

Luckily, you usually get some warning with regulatory changes. The key is using that time to prepare rather than hoping the changes won’t affect you.

Market Disruption and Competition

One thing I’ve learned is that disruption doesn’t always announce itself with fanfare. Sometimes, it creeps in quietly until one day, you realize the game has completely changed.

Andrey Meshcheryakov from Recombinators, a strategy consulting firm, suggests watching for these disruptive trends:

• New competitors entering your space.
• Technology innovations changing industry standards.
• Shifting customer expectations.
• Changes in service delivery models.
• Emerging alternative solutions.

Think about what Uber did to the taxi industry, or how streaming services transformed entertainment. The businesses that survived weren’t necessarily the biggest or strongest — they were the ones that saw the changes coming and adapted.

Early Warning Signs

Whatever may be the cause of your business slowdown, it’s important to keep your eyes open for early warning signs to catch things before it’s too late. When you notice these warning signs, you can then determine the cause of the slowdown and if you need to be concerned — and possibly make adjustments.

According to Gerti Mema, marketing manager at Equipment Finance Canada, businesses should watch for these red flags:

• Inconsistent conversion rates across sales stages.
• Longer deal closure times.
• Declining response rates.
• Reduced inquiry volumes.
• Changes in customer objection patterns.

I’ve found that the businesses that best weather slowdowns are those that recognize these patterns early and respond strategically rather than reactively. Think of these warning signs like check engine lights — they’re telling you to investigate before you have a bigger problem on your hands.

From my experience working with various sales teams, the trick isn’t just spotting these signs. It’s knowing which ones matter most for your business. A drop in website traffic might be devastating for an ecommerce site but barely register for a B2B service provider with a stable client base.

In the next section, I’ll explore specific strategies for managing slow periods effectively — because spotting the problem is only half the battle. The real win comes from knowing exactly what to do about it.

I’ve learned through years of working with businesses that slow periods, while challenging, can be powerful opportunities for growth. Remember what feels like a crisis today might actually be your chance to build a stronger foundation for tomorrow.

Instead of panicking when business slows down, I recommend using this time strategically. Here are proven ways to strengthen your business during slower periods.

1. Analyze your CRM.

During slow business periods, it’s the perfect time to optimize your CRM and fine-tune your sales process. I’ve spent years working with sales teams, and I’ll tell you this: Your CRM data tells stories — if you know how to listen.

For example, your sales reps can dive deep into their contact details:

• Are company sizes and locations properly recorded?
• Do you know which industries your clients are in?
• Are you tracking the right metrics for your business?

As a sales manager, you can use data in your CRM to see how your team is performing. How long is the typical sales cycle for your reps? How often do they close-win deals versus close-lose?

To help you monitor your team’s performance, you can create a dashboard and keep track of metrics, including:

• Sales Activity Metrics
• Pipeline Sales Metrics
• Lead Generation Sales Metrics
• Sales Outreach Metrics
• Primary Conversion Sales Metrics
• Channel Sales Metrics
• Sales Productivity Metrics
• Rep Hiring and Onboarding Metrics
• Sales Process, Tool, and Training Adoption Metrics

These analytics will enable you to make decisions for your team. You can use CRMs like HubSpot’s Sales Hub to create reports and dashboards for your team’s performance.

2. Align your marketing and sales.

Here’s something that still surprises me: Only 30% of sales professionals believe their sales and marketing teams are closely aligned. I’ve seen this disconnect firsthand — marketing generates leads that sales can’t use, or sales develops messaging that doesn’t match marketing campaigns.

This misalignment can have big consequences, like lost revenue, wasted budgets, and gaps in the buyer’s journey. But there are plenty of benefits of alignment, such as:

• Improved sales performance.
• Enhanced customer experience (28% of salespeople report this).
• Stronger lead quality (26% of teams see this improvement).
• More effective content creation.
• Better understanding of customer pain points.

Think about it this way: Your marketing team needs to know what questions prospects are actually asking during sales calls. And your sales team needs to know what content is available to support their conversations.

Pro tip: Set up regular meetings between sales and marketing. I’ve seen teams transform their results just by having weekly check-ins where both sides share what they’re hearing from customers.

3. Focus on upselling and/or cross-selling.

I’ve worked with plenty of sales teams that see their biggest wins by focusing on existing customers. And it makes sense — according to HubSpot’s 2024 State of Sales Report, existing customers make up 72% of company revenue on average, while new customers account for just 28%.

With that much revenue coming from retention, it’s no wonder 26% of sales professionals prioritized existing customers over acquiring new ones this year.

But it’s not just about keeping customers happy — it’s about creating opportunities to grow those relationships. Almost 92% of sales professionals try to upsell, and nearly half of companies report up to 21% of their revenue comes from upselling. Cross-selling follows a similar pattern, with 87% of reps using this strategy and companies seeing up to 21% of revenue from cross-selling.

As Andres Lares from Shapiro Negotiations Institute points out, improving engagement strategies with existing clients can fuel even greater success.

“When one of our financial services clients experienced a significant slowdown, we helped them use this time to develop a more sophisticated stakeholder mapping and engagement process,” explains Lares. “This improved their current pipeline and substantially increased revenue per client, with much more cross-selling success.”

Here’s what I’ve learned about successful upselling:

• Build relationships beyond the initial sale.
• Stay in regular contact with existing customers.
• Understand their evolving needs.
• Time your offers based on their business cycle.
• Make recommendations based on their usage patterns.

The takeaway: It’s easier to grow accounts when you maintain strong relationships beyond the initial sale. Whether through upselling, cross-selling, or simply staying top-of-mind, investing in existing customers isn’t just good practice — it’s a smart, revenue-driving strategy.

4. Revisit your sales training.

If your reps continue to miss targets, it’s time to take a fresh look at your training and coaching initiatives. Here’s something that might surprise you: Approximately 70% of salespeople lack formal training, and 84% of sales training content is forgotten within three months.

I’ve worked with teams that assumed training was a one-and-done process, only to realize later that gaps in knowledge were holding them back. A little extra coaching can go a long way — not just in improving numbers but in building confidence and momentum.

As a sales manager, consider the following questions:

• Are your new or junior-level employees starting on solid footing, or could they benefit from more comprehensive training?
• Are your seasoned reps up-to-date on the latest technology and strategies?
• Are your reps leveraging your CRM to its full potential?
• What areas need the most improvement (prospecting, nurturing, closing, etc.)?

If training has been an afterthought, it might be time to take a closer look at where your team could use more support.

5. Refine systems and processes.

To sell successfully, your sales team needs a refined system to track prospects and monitor deals. But when was the last time you took a step back to assess whether those systems are actually working?

During slower periods, it’s the perfect time to audit your sales process and spot inefficiencies. As Cambria Davies, a former HubSpot product manager, puts it, “Consider what is and isn’t working for your reps and prospects to tailor your new process to better fit their needs, so more deals are closed and more customers are delighted.”

I’ve worked with teams that assumed their process was solid — until they looked at the data. Deals that should have closed were stuck in limbo, and reps were spending too much time on manual follow-ups instead of meaningful conversations.

Reilly James Renwick from Pragmatic Mortgage Lending tackled this issue by systemizing their sales process and automating follow-up sequences within their CRM, which increased conversion rates by 18.3% in a single quarter.

If you’re unsure where to start, observe your reps in action. Ask yourself:

• What does a typical deal look like from start to close?
• How much time passes between each stage?
• Where do prospects tend to drop off?

A clear view of your sales system makes it easier to identify what’s working and what isn’t. Small refinements — whether it’s adjusting follow-up cadences, improving CRM usage, or streamlining approvals — can make a huge impact on your team’s efficiency and results.

6. Create a sales enablement strategy.

Sales enablement helps reps sell more effectively by providing the right tools, training, and content at every stage of the sales cycle. A well-structured enablement strategy ensures new hires ramp up faster, experienced reps have resources at their fingertips, and teams consistently hit their targets.

And it’s only becoming more essential — 59% of B2B sales pros in the U.S. now use sales enablement content, a 48% jump from last year. Even more telling? Salespeople who leverage enablement content are 58% more likely to outperform those who don’t.

Why Sales Enablement Matters

• Higher win rates. According to G2, organizations with a sales enablement strategy achieve a 49% higher win rate on forecasted deals.
• Faster onboarding. Sales enablement can reduce onboarding time by 40-50%, helping new reps ramp up quickly (G2).
• Stronger sales performance. 76% of leadership teams believe sales enablement is crucial to driving results (G2).

Source

Your Sales Enablement Strategy Should Include:

• A sales content library. Product guides, competitor comparisons, case studies, demo scripts, and an internal knowledge base.
• Training & coaching programs. Continuous skill development, onboarding resources, and best practices.
• Technology & automation. CRM integrations, AI-powered recommendations, and automated follow-ups.

How to Improve Sales Enablement

• Audit your enablement resources. Are reps using what’s available? What’s missing?
• Set clear training and content goals. Focus on areas that slow deals down or create bottlenecks.
• Make enablement an ongoing effort. Sales training shouldn’t stop after onboarding.

I’ve seen how the right sales enablement strategy makes a difference. Having resources available isn’t enough — reps need a clear, structured way to access and apply them in real sales conversations. When that happens, they can engage buyers more effectively, handle objections with confidence, and close deals faster.

7. Develop a future-proof sales plan.

Successful sales teams don’t wait for market shifts to dictate their next move — they build strategies that keep them prepared for what’s ahead. A strong sales plan provides structure while allowing for adjustments as conditions change.

Whether business is booming or slowing down, planning for the future means setting clear financial benchmarks, identifying potential risks, and creating opportunities for long-term growth.

Financial planning plays a major role in building a resilient sales strategy. Sales teams that track revenue goals and break-even points are in a stronger position to adjust their approach when needed.

“Our sales team is aware of this break-even point to exceed every month, plus an extra 10% as a margin of safety,” says Iqbal Ahmad. This extra buffer helps businesses stay on track even when sales cycles fluctuate.

A future-proof sales plan also requires ongoing evaluation. Tracking key sales metrics, monitoring customer trends, and adjusting tactics based on performance data keeps teams prepared for changing conditions.

From my experience, teams that take a proactive approach to sales planning build a stronger foundation for long-term success. A well-structured plan should evolve with the business, keeping sales teams ready for whatever comes next.

8. Avoid burnout.

Let’s talk about something that often gets overlooked during slow periods — team burnout. Burnout isn’t just an individual issue — it affects team performance and workplace culture. A recent study by the Society for Human Resource Management (SHRM) found that 44% of U.S. employees feel burned out at work, with 45% feeling emotionally drained and 51% feeling completely used up by the end of the workday.

In sales, where high-pressure targets and constant outreach are the norm, burnout can hit even harder.

I’ve seen how unchecked burnout leads to disengagement, lower productivity, and higher turnover. That’s why regular check-ins aren’t just helpful — they’re essential. When business is slow, take the time to reassess how your sales reps are doing. Are they feeling motivated? Do they have the right tools and training to succeed? Are they setting smaller, achievable goals to stay on track?

If you notice signs of burnout, here are a few ways to help:

• Encourage Open Conversations. Make it easy for reps to share concerns about workload and stress.
• Ensure They Have the Right Resources. Not having the right tools or clear processes can lead to a lot of frustration.
• Promote Work-Life Balance. Encourage taking breaks, unplugging after work, and using PTO.
• Offer Professional Development. Learning new skills can re-energize reps and help them stay engaged.

9. Work on professional development.

When sales slow down, it’s easy for motivation to dip. Instead of waiting for things to pick back up, reps can use this time to build new skills and refine their expertise. In my experience, teams that actively invest in professional development come back stronger, more engaged, and better prepared to close deals when business ramps up again.

Here are a few great ways to make the most of slow periods:

• Take courses. Learn new sales techniques, negotiation tactics, or industry trends.
• Get certifications. Strengthen credibility with recognized sales or product certifications.
• Read industry blogs. Stay informed on market trends and competitor strategies.
• Deepen product knowledge. Understand your offering inside and out to handle objections with confidence.
• Update your online presence. Refresh LinkedIn profiles, highlight achievements, and build personal brands.
• Attend conferences and networking events. Connect with industry peers and gain fresh insights.

When reps focus on professional growth, the entire sales team benefits. I’ve seen firsthand how stronger skills lead to better conversations, more confident selling, and a higher-performing team overall.

10. Perform a competitive analysis.

A slowdown isn’t always about internal challenges — sometimes, shifts in the competitive landscape play a role. Pricing adjustments, marketing moves, and product changes can all impact customer behavior. I’ve found that a well-executed competitive analysis not only clarifies where you stand but also reveals opportunities you might be missing.

A competitive analysis can:

• Identify gaps in the market. Look at what products or services competitors offer. Ask yourself questions like, “Are there gaps in their offerings?” and “Do we offer a product or service to fill that need?” These gaps can help your sales team position your product.
• Uncover market trends. If you find that a competitor has an offering that you don’t, think about why. Is a new trend emerging in your industry? If so, you might want to consider how new trends will fit in your offerings and/or disrupt your sales process.
• Sell more effectively. Get a look at how competitors are selling their products or services. Learn about their sales process and use it to inform your own process.

A strong competitive analysis starts with the right questions. I always recommend asking:

• How are competitors positioning their products?
• What sales channels are they using?
• Why do customers choose them — or don’t choose them?
• What objections do their buyers commonly have?
• What is their revenue?
• What do their programs or products look like? Do they work with partners?

During periods of slow business, understanding how your product compares to competitors can help you strategize for future success and growth.

11. Brainstorm new products or services.

Sales reps have the best pulse on what’s happening with customers. During slow periods, I’ve found that tapping into your sales reps and asking them to brainstorm ideas for your product team can lead to innovative solutions.

The numbers back this up. According to HubSpot’s research, companies that maintain innovation during slowdowns see:

• 25% higher customer satisfaction rates.
• 33% better employee retention.
• 40% faster recovery when business picks up.

Here’s how to make the most of this downtime:

• Identify customer pain points. Sales reps hear firsthand what customers are struggling with. Are they frequently requesting a feature that doesn’t exist? Is there a service competitors offer that your company doesn’t? These insights can guide product development.
• Refine existing offerings. Sometimes, customers don’t need something brand new — they just need a tweak to what already exists. Whether it’s improving onboarding, adding integrations, or adjusting pricing models, small changes can make a big impact.
• Look for market shifts. If an industry trend is gaining traction, slow periods are a great time to evaluate whether it aligns with your business and how you could adapt.

Renwick from Pragmatic Mortgage Lending has seen businesses use slow periods to rethink their approach and unlock growth. One of his clients used this quiet time to revisit the customer journey.

“That was where a decision to invest in an intuitive user interface was made, enhancing their digital experience,” Renwick explains. “This firm also refocused its marketing campaigns toward improving its customer loyalty programs. In just six months, this company was retaining 22.76% more of their customers.”

I’ve seen companies turn slowdowns into an opportunity for reinvention. By brainstorming with your sales reps, you’ll learn more about your customers and how to sell to them. Also, this can help your sales team grow better.

12. Conduct customer interviews.

Is business slowing down? If so, I’ve found that talking to customers is one of the best ways to re-engage and learn. A simple conversation can reveal things your sales team might not even be aware of — new pain points, unexpected wins, or fresh use cases for your product.

Customer interviews also help with creating buyer personas, customer testimonials, and case studies. Your sales team can use real customer stories to build trust and handle objections, making conversations feel less like a pitch and more like proof.

If you’re reaching out for customer interviews, keep it simple:

• Start with your biggest advocates. Who’s been vocal about loving your product? They’re the easiest people to approach. Send them a quick email introducing the idea. If they’re open to the idea, you’ll need to write interview questions, conduct interviews, and gather their stories in a digestible, distributable format.
• Ask open-ended questions. I always go with something like, “What were your biggest pain points before using our product?” or “How does our product help your team reach its goals?”
• Turn insights into action. The best interviews don’t just sit in a Google Doc — they get used in sales decks, case studies, and onboarding materials.

The best part? These conversations don’t just help your business — they help customers feel heard. And in my experience, that goes a long way in building loyalty.

13. Automate your sales process.

Slow business periods are the perfect time to clean up and automate your sales process. I’ve seen sales teams waste so much time on repetitive tasks — manually logging activities, sending follow-ups, or updating the CRM — when a little automation could free them up for more important work.

Aja Frost, a contributor to the HubSpot Sales Blog, points out that automation is especially useful for:

• Follow-ups. Automating email follow-ups ensures no lead slips through the cracks.
• CRM Updates. Automatically logging prospect activities keeps everything organized without extra manual work.
• Long Sales Cycles. For deals that take months to close, automation helps nurture leads without reps needing to check in constantly.
• Cold Leads. Instead of chasing low-converting leads, automation can segment and handle outreach so reps can focus on better opportunities.

And there’s a real payoff: Sales teams that automate their processes see a 15% boost in productivity and a 12% decrease in marketing costs. That’s according to a report from Kissflow, which highlights how automation saves time and money while improving efficiency.

If your team isn’t already automating parts of the sales cycle, here are a few easy wins:

• Create reusable email templates for outreach and follow-ups.
• Set up automated workflows in your CRM to log prospect interactions.
• Use scheduling tools to make booking calls seamless.

The way I see it, automation isn’t about replacing personal connections — it’s about eliminating busy work so sales reps can focus on actual selling. And during slow periods, setting up these systems makes sure your team is in the best position when business picks up again — so instead of scrambling to catch up, they can hit the ground running with a more efficient process.

14. Set goals.

Sales reps are usually focused on hitting their monthly quota, but that’s not the only goal that drives success. When business slows down, I’ve found that setting new goals — ones that go beyond just closing deals — keeps teams motivated and sharp for when things pick up again.

• Mentor goals. Meeting with a mentor once a week for fresh insights and coaching.
• Activity goals. Improving the quality of outreach by asking more “Why?” questions during sales calls.
• Win rate goals. Focusing on closing a higher percentage of deals instead of just chasing more leads.
• Incentivized goals. Rewarding specific behaviors with bonuses or recognition to keep motivation high.

And structured goal-setting pays off. HubSpot’s 2024 Sales Report found that 56% of sales professionals are exceeding their goals, despite 54% saying selling has gotten harder. Sales reps who focus on improving efficiency, targeting new markets, and refining their sales process are finding ways to stay ahead, even in a more challenging landscape.

Even small changes — like setting a goal for the number of discovery calls or prospecting emails sent each week — can have a big impact. Another strategy I’ve seen work well? Strategic promotions. If sales are slow, why not plan a limited-time offer that helps reps close deals while reinforcing their goals? A well-timed discount or bundled package can push hesitant prospects to take action.

I’ve learned that reframing sales goals during slow periods keeps teams engaged and improving, rather than just waiting for things to pick up. When you use this time to refine strategy, it pays off when the momentum returns.

15. Practice sales strategies.

Slow periods are the best time to sharpen sales techniques. I’ve learned that refining prospecting, pitching, and closing strategies during these times can make a huge difference when business picks up again. A strong sales cycle includes five key stages, and each one offers an opportunity to improve:

• Prospecting. Try new outreach techniques like social selling, warm emails, or personalization through research.
• Connecting. Strengthen discovery calls by asking more “Why?” questions, such as “Why is this problem a priority now?” or “Why hasn’t this challenge been solved before?” These questions help uncover a prospect’s motivations and whether they’re a good fit.
• Researching. Dig deeper into LinkedIn, press releases, and industry reports to uncover insights on a prospect’s company. I’ve found that researching and knowing what’s happening within a company makes it easier to build rapport and ask meaningful questions.
• Presenting. Roleplay is a powerful way to improve sales pitches and objection handling. If formal training isn’t available, I’ve seen practice sessions set up with colleagues and found that even informal feedback can help refine messaging.
• Closing. Experimenting with different closing techniques, such as:

• Soft Close. Presenting the benefits without pushing for an immediate commitment.
• Assumptive Close. Ask questions like “Does this sound like it would solve [pain point]?”
• Sharp Angle Close. When you change direction and catch your prospect by surprise by trying to close the deal. Respond to a request with a condition: “If we can include that feature, will you sign today?”

Sales is a skill like any other — the more you practice, the sharper you get. Using slow periods to fine-tune strategies means when business picks up, reps will be ready to engage prospects more effectively and close more deals.

16. Collaborate with other sales reps.

When I notice business slowing down, I’ve found that the best way to keep momentum going is through collaboration. Sales can feel like a solo job at times, but the most successful reps I’ve worked with don’t operate in isolation. They learn from their peers, trade insights, and refine their strategies together.

One of the most effective ways to do this is peer coaching. Setting up film reviews, where reps analyze and give feedback on each other’s calls, is one of the fastest ways to sharpen messaging and objection handling. If your team doesn’t already have a formal mentorship program, now is the time to start one. Pairing new reps with experienced ones creates a natural learning environment and helps the entire team level up.

Another strategy I’ve seen work well is knowledge-sharing sessions. Have reps bring their most effective sales emails, outreach messages, or discovery call techniques to a team meeting and break down what works and why. When sales pick back up, your team will be better prepared to tackle objections and move deals forward.

Slow periods can be frustrating, but they’re also an opportunity. Reps who take the time to learn from each other come out of these lulls stronger, more confident, and ready to close more deals.

Turning Slow Periods Into Growth Opportunities

Working on this piece gave me a new appreciation for how much opportunity there is in a slow business period, if you use it wisely. I went into this thinking about slowdowns as something to overcome, but after digging into expert insights, I see them differently. They’re a chance to refine, reset, and even get ahead.

Sales pros who thrive in the long run aren’t just great at closing deals when the pipeline is full. They also know how to optimize their process when things slow down. Whether that means improving sales enablement, automating tasks, sharpening techniques, or collaborating with peers, the most successful teams treat downtime as an investment in future success.

If sales are slow right now, remember this: There’s always something to refine, automate, or improve. The work you put in now won’t just help you through this slump — it’ll set you up to sell more effectively when business picks up again.