Michael Kithcart Favor

Most training, the posts argue, was built for closers, “people who love the chase,” and high-volume coaches, not founders whose actual work is delivering expertise.

• That mismatch produces what the posts call Identity Resistance — the feeling that selling distracts from the real job — and shapes behaviour long before any tactic does.
• Kithcart Favor lays out five ways founders sell.
• Two named ones sit at the passive end: the Referral Rider, whose growth “is something that happens to you” while waiting for the phone to ring, leaving the pipeline in other people's hands; and the Reactive Rainmaker, who can solve anything, does, and ends up “busy, scattered, and quietly exhausted” by custom work.
• Three more are grouped as the “Reluctant Trio” and left unnamed.
• Only one breaks the pattern: the Revenue Leader, who treats sales as an extension of the work rather than a separate performance and runs it as a system covering identity, strategy, and performance.

The post opens with the objection, “I'm a founder, not a salesperson,” and answers that saying it “unknowingly built a ceiling over your own revenue.” It closes by asking readers which of the five identities they are running on, then previews a workshop and a 12-week revenue leader transformation.

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Founders of professional services firms can do a dozen things, and the mistake is trying to sell all of them at once.

• The teaching device is a college football analogy: the 42 Dive, described as the core play that built a winning dynasty, guaranteed at least three yards every time and opened the door to bigger plays.
• A firm's equivalent is its single most reliable offer — the one that consistently solves the ideal client's biggest challenge, gets the founder a foot in the door, and unlocks the next phase of growth.
• The claimed payoff has four parts: focus, because the founder stops chasing every opportunity; clarity, because prospects understand the problem solved before they ask; trust, because consistent delivery creates a referral loop; and efficiency, because outreach without a compelling offer is just noise.
• The framing is about sharpening, not shrinking, the business — everything else is meant to grow around the core play.

The post grounds the abstract argument in the football play, then turns it into a question a founder can answer the same week: what is the one part of your professional services business that could drive growth if you committed your time and energy to that single, reliable play?

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The phrasing recurs across the set, making it a position rather than a slogan.

• The audience is just as consistent: professional services founders, consultants, and service business owners, including the person whose honest reaction to selling “makes me want to run the other way.”
• The promise is predictable, scalable revenue “without ever being treated like a vendor” — a direct swipe at the chase-and-close model the creator opposes.

One post frames the anxiety as a training mismatch rather than a personal failing — most sales training “was built for closers and high-volume coaches.

• It was never built for professional services founders” — and answers the reader's quoted objection with “you're not broken.”
• Another rules out scripts, pressure, and self-reinvention before promising a system for leading decisions.

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Naming the founder's problem appears to be as much a part of the offer as the process that follows — readers are invited to recognise themselves in a label before being taught anything.

• The public posts also work as staged releases: frameworks are introduced with parts deliberately withheld, and the follow-up explanation sits inside live sessions or paid programs.
• For anyone assessing the method from the posts alone, ask what the sessions or programs cover.
• The direction of travel points toward the Revenue Leader Method as the centrepiece.

One post names only two of the five selling identities, says “I'm not naming them yet,” promises more “over the next few weeks,” and invites readers to comment a keyword to hear when a workshop opens. Another ends by linking a priority waitlist for the Sales Growth Sprint.

The repeated teasers point toward the Revenue Leader Method and a 12-week program. Ask for publication dates to establish the sequence.

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Public teaching happens in free live sessions — multi-session masterclasses under the Win Your Way name and a shorter 90-minute session — before any paid step is offered.

• The posts then point to the Sales Growth Sprint and the 12-week revenue leader transformation.
• The free sessions carry the same core promise as the paid material: building revenue without being treated as a vendor.

One post advertises a free three-session masterclass with live dates and puts the registration link in the comments rather than the body; another advertises a free 90-minute session and asks readers to claim a seat.

The posts advertise different live dates, suggesting repeated cohorts rather than a single event. Ask for publication dates to establish the order of the sessions.

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It lays out the central vocabulary—Identity Resistance, the Reluctant Trio and the Revenue Leader—that the other posts and programs build on, making it the right place to start.

The post argues that founders who say "I'm a founder, not a salesperson" have built a ceiling over their revenue.

• It names two of five selling identities: the Referral Rider, whose growth "is something that happens to you" while waiting for the phone to ring, and the Reactive Rainmaker, who can solve anything, does, and ends up "busy, scattered, and quietly exhausted."
• Four identities, the post says, grow out of Identity Resistance—the feeling that sales distracts from real work.
• Only the fifth, the Revenue Leader, breaks the pattern by treating sales as an extension of the work and running it as a system rather than hustling.
• The post asks readers which identity they run on and previews a workshop and a 12-week revenue leader transformation.

For brands planning a campaign

Gives a workshop a ready-made structure: a self-assessment hook, five named identities and one reframe (lead decisions rather than force them). Because three identities are withheld in this post, ask for the workshop material or follow-up posts that name them before presenting the full five-part model.

Newcomers see how the teaching becomes an actionable exercise a founder could try the same week.

The piece borrows a college football play—the core run that guaranteed at least three yards and set up bigger plays—and maps it onto a founder's most reliable offer: one that solves the ideal client's biggest challenge, gets the founder in the door and unlocks the next phase.

• It lists four payoffs: focus (stop chasing every opportunity), clarity (prospects understand the problem solved before they ask), trust (consistent delivery creates referrals) and efficiency (outreach without a compelling offer is noise).
• It asks which single part of the business could drive growth and links to a Sales Growth Sprint priority waitlist.

For brands planning a campaign

Campaign-ready as a teachable, single-session workshop: the sports analogy lands with founder audiences, and the four payoffs double as a session outline. The post promotes a waitlisted program; treat the linked sprint logistics as dated.

Useful context for deciding whether the teaching style suits a brand's audience.

The post asks whether selling feels exhausting because the reader was taught the wrong way, then contrasts most sales training—built for "people who love the chase"—with professional services founders, described as wired differently.

• It rules out scripts, pressure tactics and becoming someone else, and instead promises a system for leading decisions rather than forcing them.
• The offer is a free three-session Win Your Way Masterclass advertised for August 18 and August 20, with the registration link in the comments.

For brands planning a campaign

Brands seeking a live, low-friction session on founder-led selling will find a clear model here: short sessions, free entry and one reframe per session. The advertised dates have passed; confirm current programming before using the post's schedule in a campaign.

Readers can quickly see who this person speaks to and what they promise.

It opens with a quoted objection—being good at the work but wanting to run from selling—and replies that the person is not broken: most sales training was built for closers and high-volume coaches, not professional services founders. The post promises a framework built for who the founder already is, delivered in a free 90-minute live masterclass on September 3.

For brands planning a campaign

Useful audience language for a brief: the "not broken" framing gives brands an empathy hook for founder audiences. The date is historical, so the post evidences the format rather than a bookable session.

In this telling, sales training was built for closers and high-volume coaches, not people whose work is delivering expertise.

• An "Identity Resistance" turns sales into a distraction.
• The posts outline five ways founders sell, including the Referral Rider, who waits for the phone to ring, and the Reactive Rainmaker, who can solve anything but stays busy, scattered, and stretched across custom work.
• The Revenue Leader is presented as the pattern-breaker: someone who treats sales as an extension of the work and runs it as a system spanning identity, strategy, and performance.

A named-identity taxonomy (Referral Rider, Reactive Rainmaker, the "Reluctant Trio," Revenue Leader), followed by a closing question asking readers which of the five they currently run.

For brands planning a campaign

A brand partnering with this creator should expect sales to be framed as self-definition before tactics.

• A workshop or talk will work best if founders first identify the pattern holding them back, then learn a process.
• Opening with quotas, scripts, or closing techniques would conflict with the framing that draws the audience in.

Examples: Source 1 · Source 2 · Source 3

The post uses a college football analogy, the 42 Dive, for a firm’s most reliable offer: the one that consistently solves the ideal client’s biggest challenge, gets a foot in the door, and unlocks later growth.

• The claimed payoff is listed as focus, clarity, trust, and efficiency; outreach without a clear offer, the post argues, is noise.
• The framing is explicitly about sharpening rather than shrinking the business.

A sports metaphor runs through the piece, followed by a four-point benefit list and a direct question about which single part of the reader’s business could drive growth.

For brands planning a campaign

This is the posts’ most concrete, teachable idea and the easiest to build a session around: choose one offer, sharpen it, and let the rest grow around it. It gives a brand a practical workshop exercise rather than a purely motivational theme.

Examples: Source 1

The promise is predictable, scalable revenue without being treated like a vendor. The masterclass is positioned as an entry point to longer paid work: a Sales Growth Sprint with a priority waitlist, and a twelve-week revenue leader transformation mentioned in a separate post.

The invitation posts list different live dates (August 18 and 20, and September 3), suggesting repeated cohorts. Ask for publication dates to confirm the sequence.

For brands planning a campaign

The creator’s primary format is a low-friction group event that feeds a longer paid program.

• That makes a co-hosted or sponsored session a natural fit, with the brand attached to the teaching rather than a hard pitch.
• Any partnership should account for the event’s role in an existing funnel.

Examples: Source 1 · Source 2 · Source 3

The audience is professional services founders, consultants, and service business owners, including people whose honest reaction to selling is to want to run the other way.

For brands planning a campaign

This positions the creator against conventional sales tooling and appeals to founders who distrust it. A brand selling sales enablement, CRM, or training products would reach founder-operators resistant to classic sales language; its pitch would need to avoid chase-and-close vocabulary to remain credible.

Examples: Source 1 · Source 2 · Source 3 · Source 4

Several posts introduce a framework and withhold the full explanation, promising more in the following weeks. Naming the founder’s problem appears to be as much a part of the product as the process that follows.

Frameworks are previewed in public posts and completed inside paid programs or live sessions.

For brands planning a campaign

A partnership would license framing language rather than generic sales advice, so a brand should be prepared to adopt the creator’s terms instead of substituting its own. The teaser format also means public posts promote a method more than they explain it in full.

Examples: Source 1 · Source 2

One post lists sessions on August 18 and 20; another repeats the free 90-minute masterclass for September 3. The same brand tag runs across the posts, and they write that they are hosting a workshop on building a professional services business beyond referrals.

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The posts do not state whether the method is their own or a partner's, so the relationship is unstated.

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Using the sprint’s “42 Dive” lesson, they argue that a firm should lead with one reliable core offer. Ask whether the sprint is their own program, an employer’s, or a partner’s.

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One post recounts a client conversation in which McMakin stops pushing a proposal and asks about the client's priorities; another covers a consulting growth intensive on pipeline, niche, positioning, and referrals. Both treat selling as a learnable practice for firms that deliver expertise.

McMakin's public material centers on recounted client conversations and account expansion, with less of a coined identity framework than Kithcart Favor's five-selling-identities language. The intensive he promotes is largely another consultant's workshop, making the overlap thematic rather than a like-for-like teaching franchise.

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He warns that one good month can hide a pipeline gap and argues for several routes—referrals, partnerships, content, email, webinars, and communities—to work together, then promotes a masterclass series. That system-over-scramble message aligns with Kithcart Favor's call to lead revenue rather than react to it.

Nicholls writes mainly for coaches and covers coach wellbeing and boundaries; Kithcart Favor writes for professional-services founders, focusing on sales identity and a single reliable offer. Nicholls's examples center more on marketing and energy management, while Kithcart Favor's focus on the founder's relationship with selling itself.

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He argues that hustling is a hiding place, tells founders to track manual work, define an ICP, and automate one critical workflow, and warns that AI cannot design a capital-efficient business. Both creators push founders past hustle toward a repeatable operating system for growth.

Samples emphasizes operational systems, CRM, automation, and AI limits; Kithcart Favor focuses on the founder's relationship with selling itself. Both reject hustle, but Samples concentrates more on infrastructure and workflow than sales language and live cohort teaching.

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McMakin's account of a long courtship with a private equity-backed healthcare consulting firm shows the work: repeated calls, a proposal that went quiet for a month, then a deliberate decision to ask how the client's quarter had gone before raising the proposal again.

• He discovered that the firm's account leads could land new logos but struggled to widen their remit into existing accounts, so he aimed a business development programme at that challenge.
• For account managers responsible for expansion, and firms that want selling reframed as curiosity and relationship-building ("stop talking about what I want to talk about and start asking about the person I want to serve"), he addresses the task directly.

Campaign fit calls for a talk or workshop that helps founders who resist selling find a way to lead revenue.

• Michael Kithcart Favor's posts cover relationship-led business development across a small number of named accounts, not a repeatable session built around an exercise founders can complete together.
• No published framework, worksheet, or event format anchors a ninety-minute booking.
• One of the two posts is largely a quoted promotion of another consultant's paid workshop, so it shows what Favor values rather than a curriculum.
• Buyers should also expect a longer, relationship-paced sales cycle in the session itself: they emphasize many conversations before a proposal, an approach that is harder to compress into one event than an offer-identification exercise.

Examples: Source 1 · Source 2

His diagnosis is the pattern a firm will recognise: a good month fills the diary, marketing slows, clients end, and the hunt restarts.

• The fix he teaches is structural, twelve routes into the business \u2014 referrals, partnerships, content, email, webinars, communities \u2014 from which a creator picks the few that work together so no single channel carries the business.
• He also handles the exhaustion side of the need explicitly, with a weekly energy audit that asks the owner to delete one drain and add one source of energy, which lands with audiences already fully booked and running low.
• If the firm wants a workshop on building predictable demand and sustainable working patterns rather than on a founder's selling identity, his material fits more closely.

The setting is coaching businesses, and the language throughout is aimed at coaches \u2014 clients who coach boundaries while replying at night, comparing their behind-the-scenes to other coaches' highlight reels.

• A professional services firm looking for founder-led revenue systems would need the material translated, and the twelve routes live in an off-platform infographic referenced but not shown in the posts, so a session built on them needs the full asset from the creator first.
• Most importantly, the teaching is about generating and sustaining demand across channels; it does not answer the central complaint that selling feels pushy, because it largely sidesteps selling conversations in favour of acquisition systems.

Examples: Source 1 · Source 2

The argument is blunt: constant hustle is a red flag that the owner is stuck in the wrong role, and the shift required is from Chief Doer to architect of the business.

• The steps are concrete and session-ready \u2014 track every repetitive manual task for a week as an operational waste inventory, sharpen the ideal customer profile, engineer the CRM so data triggers revenue actions, then pick one workflow such as lead routing or onboarding and automate it end to end as a proof of concept.
• The second post extends the theme into a position most founder audiences have not settled: AI speeds up tasks but cannot design a predictable, capital-efficient business, and automating a messy CRM only scales the mess.

This is system design, and it never addresses the reason for the session.

• A founder who says the thought of selling makes them want to run the other way gets no help here with the selling conversation itself; the answer offered is avoiding the manual grind around it.
• The format is also less certain than for the other two alternatives: the posts are argument-led with a numbered call to action and no indication of a live session, cohort, or workshop to book.
• And the framing carries more of its own brand furniture \u2014 a named growth operating system, recurring hashtags, and requests to follow and repost \u2014 which a firm will want to agree on before putting its name beside the session.

Examples: Source 1 · Source 2