The paper explores how the global financial crisis wrought changes in the financial industry, even far from the crisis' epicentre, in sales orientation, rhetoric and practices. We draw on accounts from managers and employees gleaned from a strategic sample of Scandinavian financial institutions. Framing our analysis in terms of Meyer's (1982) concept of environmental jolts, we identified a genealogical shift in accounts in relation to sales as the context changed: there was a transition from an early stress on blame games, through the nurturing of a more conceptual plurivocality, culminating in embellishment. Initially bankers blamed external actors and factors. Their rhetoric changed when they had to confront customer's complaints about overselling and mis-selling as well as critiques from regulatory authorities. A new discourse emerged focused on "right selling" and changes in sales practices but one still constituted in terms of the pressure to sell.