Exit interviews are supposed to reveal useful information you can use to improve your company and your retention rates. Learn the psychology behind why they seldom work and a technique to get far superior results.

Research at Facebook looked at the key factors that led to high employee retention. They found one management behavior had a greater impact than all others. Learn how to tap the power of this finding to retain more of your top performers.

What does it take to be a credible sales leader? Is it charisma? Raw intelligence? Some intangible trait that some people are born with and others are not? The fact is, credibility often boils down to one key factor. In this program you’ll discover what that is and learn: Why 'leadership skill' is NOT what gets people promoted into management, the number one source of credibility for sales leaders, the key to increasing, and sustaining, your credibility as a leader and just how fragile credibility can be.

University of Missouri researchers found that when the interviewers formed a favorable first impression of a sales job applicant, they fall victim to “confirmation bias” and starting selling the job instead of qualifying the candidate. Learn how to avoid this trap and make better hiring decisions.

University of Pennsylvania research reveals why some salespeople handle rejection so much better than others. Unsuccessful people engaged in negative self-talk, seeing their failure as personal (their fault) and pervasive. Successful salespeople did the opposite, framing failure as something external to themselves and related to the specific situation. Learn how to coach your people using this powerful insight.

Researchers from Columbia University found that there's a right way and a wrong way to deliver employee praise. This Quick Take reveals their findings and shows managers how to avoid the common mistakes that can cause praise to backfire.

Research from Northeastern University reveals the link between vulnerability, trust and performance. Learn why leaders who show vulnerability have teams who are more likely to feel safe, take risks and learn from past mistakes.

Research from the University of Illinois reveals why it's critically important for leaders to show people a fact-based plan during a crisis. Learn five key elements of an effective plan.

Researchers from Stanford University show that it's extremely difficult for experts to transfer their knowledge to non-experts. So how can your struggling salespeople learn from your best? The answer: role plays - but only if you do them right.

A study conducted by Huthwaite, a leading sales consulting firm, examined more than 35,000 sales calls and found that pushing a sales team to work harder, make more calls, get more meetings, and close more deals can actually depress results. Learn the behaviors that can help your team avoid this dangerous trap.

A study reveals the critical importance of a single managerial behavior – predictability – that can reduce stress, improve team morale, boost productivity and reduce employee attrition. In an uncertain environment, this is about wearing your game face and keeping people calm and focused.

Researchers from Stanford University examined a phenomenon called the competence trap - which suggests success in one area often blocks success in another. Learn why the root of this problem is all about expectations and metrics.

The coventional wisdom 80-20 Rule says that the best 20% of your salespeople generate 80% of your results. That makes it tempting to offer huge incentives for top performance. But national analysis from the Sales Leadership Council says this could be a costly mistake.

Learn why saying 'You have a bad attitude’ is the worst possible thing to say to somebody who has one. Instead, focus your feedback on specific behaviors that people can actually change.

There is one thing all successful leaders get that failed leaders don’t. They know they can’t achieve breakthrough organizational results by themselves. That wisdom is often hard-earned because most leaders started their careers as individual high performers who moved mountains all alone. But they figured out at some point that the key to their success as a leader was their team. This program will give you a proven 4-point model for building and maintaining a high-performance team that consistently delivers extraordinary results.

When managers get promoted from the rank-and-file to a leadership role, they often struggle to make the shift from being their colleagues' 'buddy' role to being their 'boss.'' Learn the key pitfalls of this tough transition and how to avoid them.

A study from Harvard Business School investigated the critical factors that make managers successful. The findings showed that credibility as a leader starts with your Confidence Base. Find out how to put this counterintuitive insight to work for you.

Numerous studies have shown the benefits of “productive failure.” People learn more quickly - and more deeply - when they first struggle and fail. Learn why managers must give employees the opportunity to fail safely.

Learn what research from Gallup reveals about the best way to turn around a low-performing sales team; why efforts to improve skill deficits can backfire; and where to focus your coaching efforts to get the best results.

Research from Stanford University shows that bold managers who adopt a “growth mindset,” rather than a “fixed mindset,” are far more able to change behavior and develop their people.

Social Psychologist Angela Duckworth and othe researchers from the University of Pennsylvania investigated the concept of 'grit' and why it is such a powerful predictor of professional success. Learn how managers can apply these findings to build a persistent and passionate team of high-performers.

Researchers investigated the reasons managers and organizations allow goals to drift downward. Learn why this is such a dangerous problem and what steps leaders can take to prevent goals from moving in the wrong direction.

Research shows that leadership is highly situational and that no “one-size-fits-all” leadership style works all the time. Master a repertoire of six managerial styles that will allow you to respond appropriately in a variety of different situations.

A Stanford University study suggests that peer participation in learning initiatives is surprisingly effective. People view peer advice as more “real-world” than that from experts, so they’re more likely to act on that advice.

A study from Erasmus University in Holland reveals why traditional interview questions so often fail to predict future performance. The findings show why “situational interview” questions far outperformed all others in the study, and how to create and use these questions based on the specific job you need to fill.

A University of Michigan study revealed a method for framing corrective feedback so that it addresses non-productive behaviors head on – but does so in a positive, non-threatening way that’s remarkably effective.

Giving sales reps a pep talk after a failure doesn't hurt, but it doesn't do much good either. Research from the UC Berkeley shows why such “outside validation” doesn't work - and reveals what managers should do instead to get reps back on track.

International research team led by Department of Psychology Chinese University of Hong Kong shows how using a numerical scale to frame reference check questions accurately predicted candidates' future success. Learn how it works.

This Quick Take will show you the number one reason why star sales managers get extraordinary results from their sales reps. If you often feel that you’re constantly drilling your reps on time-tested selling techniques, but that your message just isn’t sinking in, the reason is that you’re not following the simple practice outlined in this program. Less than seven minutes from now, you’ll know the secret, and it will transform the way you train your sales force.

Following up on leads can pose a real dilemma for salespeople. On the one hand, you want to be sure you exhaust every opportunity to convert those prospects into new business. On the other, you don’t want to waste valuable time chasing leads who have no real intention of buying. In this Quick Take, you will learn what a massive research study reveals about how much follow-up it takes to find real buyers, the follow-up “sweet spot” – the number of calls that yielded the best return on time and effort for most salespeople, how much effort salespeople really devote to follow-up, versus how much effort they think they put in, and how to create an optimal follow-up strategy for your sales team.

Research from the Universities of Bath and Sheffield in the UK found that your two to three times more likely to achieve your goals by writing down “goal implementation” instead of “goal intentions.” Learn why this simple but powerful technique is so effective.

It would be nice if you could just pick up the phone or drop by an office and reach key decision makers at prospect companies. But that’s not the way it goes. More often than not, you find yourself dealing with a gatekeeper … someone who is very protective of the boss’s time and trained to screen out unwanted sales calls. Every once in a while you can use your charm to navigate your way past gatekeepers, but when faced with a real professional, friendly chit-chat and small talk won’t get you anywhere. This Quick Take will give you the insights you need to work through the most tenacious gatekeepers. You’ll learn the #1 mistake most sales people make when faced with gatekeepers, the one skill gatekeepers take the greatest pride in and the thing that gatekeepers fear most – and how to use it to your advantage.

Research from Baylor University reveals that the key to overcoming call reluctance is shifting from “self-focused attention” to “task-focused attention.” Learn how this insight can vastly increase targeted call volume and boost sales.

A study on the concept of “buying schema” reveals the key reason why prospects tune out your message, when it’s a good idea not to meet buyers’ expectations, and how to get buyers to really listen to what you’re saying.

University of Georgia research found that the way many salespeople start a cold call is consistent with behavior psychologists call grandiose narcissism. Find out why this is such a common problem, and learn the three steps sellers should let prospects know before they say anything else.

Research shows that many salespeople make two critical lead management mistakes - they underestimate how many potential buyers they have and dismiss high-value leads long before they should. The “Rule of 45” explains why.

Research from MIT shows the best times for salespeople to make prospecting calls. But the real secret to success can only be revealed in a Time Optimization Plan. Learn how to create one so you can maximize your efficiency and results.

Stanford University researchers examined how likely people are to say “yes” to a second request after they've said “no” to a first. The results reveal a psychological insight every sales professional must understand.

Sometimes the best way to reach the C-suite decision-maker is to go down and sideways through the organization before you try to go up. Research from the University of Michigan and Northwestern University explains why.

A study in a major medical publication shows how confirmation bias causes doctors to diagnose patients incorrectly. Learn how confirmation bias also causes salespeople to “misdiagnose” buyer commitment, resulting in sales that waste time but never close.

An in-depth study of sales pipelines at a Fortune 500 company revealed some surprising results. Learn why more leads on the front end can result in fewer sales on the back end - and questions you can ask early in the process to protect your valuable time.

A study reveals the main reason why salespeople avoid awkward questions, why and when prospects are most willing to disclose valuable information about themselves, and the best way to structure your questions to avoid resistance.

A massive study on discovery calls conducted by the research lab at the software company Gong.io found that uncovering four customer problems, instead of just one, drove success rates from 53% to 85%. Learn the details of these surprising results - and how to achieve them.

The founder of the Toyota Motor Corporation developed a time-tested method for to getting to the root cause of problems. Find out how top sellers apply this technique to discover needs that buyers may not even be aware of.

Researchers in the Psychology Department at Harvard wondered what went on in people’s heads when they were asked certain kinds of questions. Find out what questions light up buyer's brains and why some “stupid questions” aren't stupid at all.

A legacy research study reveals the real reason buyers react so badly when they feel pressured – they feel they’re losing control. Learn how you can avoid triggering “reactance” and increase the chances you’ll get what you need from buyers.

A leading sales software company conducted a study of 3.5 million sales leads from 400+ companies to find out if texting helps or hurts sales. They found that conversion rates were 40% higher than average when texting was used. But be careful, the opposite can happen if those texts are sent at the wrong time.

Experiments conducted at Ohio State University looked at how stories can connect with people and change their beliefs. The research reveals powerful insights sales professionals can use to craft compelling stories that win buyer trust.

An analysis of 500,000+ discovery conversations found that top executives tolerate only half as many questions as lower-level buyers. Learn what else you must do to sell successfully to the C-suite.

Researchers at Harvard Business School conducted experiments to see how people would respond when given pieces of good news or bad news. Learn how salespeople can use these findings when communicating with their customers and prospects.

Mirroring a buyers behavior is an age-old sales technique. Act as they act and you're more likely to connect. But a studied from Babson College suggests the psychology at work goes a little deeper. Learn what you really need to do to make mirroring work.

Renowned sales researcher Neil Rackham found that buyers don't judge value by how many benefits you pile on, but by how well they fit. Find out why so many sellers get this wrong and what you can do to be sure your efforts to add value don't backfire.

Studies on persuasion and behavior from Indiana, Northwestern and Ohio Universities suggest two powerful ways to harness buyers’ own motivations and get them more committed to buying your solution. Find out how this “repeat and defend” strategy can make your sales conversations more effective.

Anchoring price is not a new concept for salespeople. But research from the University of Idaho suggests that leading with a ridiculously high number may help you increase your ultimate closing price.

Research from the University College of London reveals that avoidance of loss triggers far stronger emotions than opportunity for gain. Learn how to use this insight to get hesitant buyers to feel urgency and take action.

The average salesperson talks over 81 percent of the time in a selling situation. A Harvard study shows it’s because talking about yourself (or your product) is as addictive as gambling and drugs. A sister study shows the shocking truth about how much income people are willing to give up because they can’t stop talking about themselves.

Numerous scientific studies have found that in the early stages of a relationship, the decision to trust someone comes down to two questions. Results also suggest that people make up their minds about these two factors within minutes. Learn how to apply these insights to build trust and win more sales.

Research from UCLA and Georgetown University shows how “benefits overload” can drive a wedge between you and your prospect. Learn how to keep your communication positive and persuasive; and why presenting more than three features or benefits at a time can undermine your sales message.

A research project analyzed millions of recorded sales conversations using interactive voice recognition. The results identified three factors that drove conversion rates up by 275%. Learn the details of these finds and what language needs to be a part of every call.

An international research team came to the surprising conclusion that disclosing risk can actually help you sell more. Learn why timing is key and how it can turn fear into trust.

A group of professors writing in the Harvard Business Review reveal a counter-intuitive approach for adding value to your proposals. Learn how this concept can make your message more compelling and increase your chances of winning the sale.

What’s the best way to counter a person who has deeply held, but incorrect belief? A Dartmouth University study answers that question. It gives insight into how the brain processes information any explains a simple but powerful technique salespeople can use to win agreement.

You can offer the highest value, the lowest price, the best service. None of it matters unless you first win your customer’s trust. But trust takes time – time you don’t always have … and that’s what leads many sales people into the “Yes Trap” – and it crushes their credibility. In this Quick Take, you’ll learn what the “Yes Trap” is, why it snares so many salespeople, and a counterintuitive technique to avoid it and instantly build trust and credibility.

Researchers from the University of British Columbia uncovered what buyers are really looking for when making a high-stakes purchase. Learn their surprising findings and what you can do to increase your chances of winning these sales.

Researchers from the University of Minnesota studied how thinking about money influences our behavior. Learn how to use their findings to avoid the destructive impact price discussion can have on your sales conversations.

A team of international social psychologists conducted experiments that point to an effective approach to honestly acknowledge your offers imperfections in a way that can actually add perceived value. When you get it right, you increase the likelihood that a buyer will say yes.

Research from Columbia University and Hebrew University in Jerusalem found that people focus on the negative when pushed to make immediate decisions. Discover how these findings can help salespeople better persuade potential buyers who raise “deal-breaker” objections.

A study from the Wharton School at the University of Pennsylvania reveals why it’s so difficult to get buyers to abandon the status quo, and offers a counterintuitive insight into what it takes to get them to change.

Salespeople who encounter stalled sales more than they'd like often suffer from a psychological phenomenon call “anticipatory regret.” Brain function measured by MRI scans show that fear of losing the sale may prevent you from asking questions you should early in the process.

Conventional sales and marketing wisdom says we always need to show how our product are different and better than. Research shows that when trying to unseat entrenched competitors, that approach is almost certain to fail. Learn a better approach and the key insight behind it.

Too many sales reps fall back on the “commodity copout” when a sale isn’t going the way they want. They argue, “Our product is a commodity and we have to lower our price to win the business.” Truth is, your product isn’t a true commodity and the buyer knows it. In this Quick Take, you’ll learn: why salespeople buy into the commodity copout, how the commodity copout sabotages sales, and the best way to differentiate your products and services and get the price you deserve.

It’s normal for buyers to feel anxiety about a major purchase, and that anxiety can jeopardize sales. Learn about research on a concept called “emotional contagion” that can cause normal, manageable anxiety – both the buyer’s and your own – to spin out of control and actually kill deals. Good news: There are ways to prevent it.

You've just finished making your pitch and the prospect serves up an objection. Your gut reaction is to respond with a counter argument. Stop right there. That instinct might cost you the sale. Fortunately, there is a way to respond in a way that turns the objection into an objective you and your customer can work on together -- and potentially net you a sale in the process. In this Quick Take, you will learn a simple technique that can help you deal with the toughest objections without being offensive, pushy or argumentative.

Researchers from Carnegie-Mellon University conducted studies to measure the impact confidence has on perceptions of expertise and credibility. Find out just how powerful confidence is, and what every salesperson can do to build it with buyers.

Cornell University researchers and experts on the psychology of influence examined the impact of up-selling versus down-selling. Learn what they uncovered – and how to apply their findings to win trust and increase customer value.

Harvard University researchers found that asking a lot of the right kind of questions has a surprising benefit. But they also found that asking the wrong type of question can destroy rapport and undermine your sale.

A study from Missouri State University looked at the relationship between trust and expectations. It found that most salespeople work hard on meeting expectations about the sale, but fail to meet expectations about the sales relationship. Learn what it takes to avoid this critical mistake.

Is it a good idea to give a gift to a customer? Researchers studied the psychological principle of “reciprocity” and found that what you give, and to whom you give it, dictates success or failure.

A landmark study by the Sales Executive Council found that “Challenger” salespeople win 14% more sales than average. Learn how providing “critical insights” really works and a 3-step model you can use to close more deals.

Behavioral researchers at MIT, Cornell and Northwestern Universities studied the body language cues people doing business together for the first time use to determine trustworthiness. Some of the findings make perfect intuitive sense. Others will surprise you.

Psychologists who founded the “social penetration” theory of interpersonal communication discovered that effective conversations, whether face-to-face or by phone, follow a pattern. If you understand that pattern, you can structure “deep conversations” that can help make you a trusted advisor rather than a mere salesperson.

Ever wonder why buyers often don’t give you the time you need with them to complete a sale? Could it be because they perceive that you’re trying to close the deal with minimal effort on your part? A study on the concept of “reciprocity” shows that’s exactly what often happens. Learn the power of showing the buyer your “time spent” on a given sale.

A study from the University of Chicago and UC-San Diego School of Management shows that making lots of small promises that are easy to keep is better than delivering on one big promise. Learn how the concept of the “fairness premium” can improve your customer relationships.

According to psychologists, you can get someone to like you more by asking for a favor. It's called the Ben Franklin effect. Learn why it works and how savvy sellers use it to win more business.

Research shows that when buyers are uncooperative – cancelling meetings, making unreasonable demands, etc. – they’re doing it for a specific reason. Learn the “secret message” behind uncooperative buyer behaviors, how you can help buyers feel empowered without yielding control, and the absolute worst thing you could possibly do with an uncooperative buyer.

Researchers found that salespeople with strong internal “professional” networks are nearly twice as effective as those with weak networks. But more interesting, those who also had strong internal “personal” networks were three times as effective. Learn the details of how to put these findings to work. (https://www.cies.org/grantee/danny-pimentel-claro)

An international research team discovered that upselling success rates were driven by two key factors: the complexity of the sale, and the way the upsell was framed. Learn how these findings can shape your upselling strategy.

Research published in the Harvard Business Review explains why prospects who say they would purchase your product aren't always willing to advocate your proposal within their organizations. Learn how to help them overcome their deal-crushing risk aversion.

To win complex sales you often need an “champion” who will advocate for you. However, research published in the Harvard Business Review suggests that salespeople too often align themselves with the wrong champion. Learn the different stakeholder profiles to watch for - and how to align yourself with the right one.

Research published in the Harvard Business Review examines how buyers use “justifiers” to help them decide when there's no clear first choice between you and a competitor. Learn why the psychological concept of “anticipatory regret” drives the final decision.

What's really happening when sales get stuck. Research shows that in eight out of 10 cases, when buyers sit down to make a decision, one or more critical pieces of information is missing. Learn a proactive process to avoid this pitfall, shorten your sales cycle and close more deals.

Numerous studies from Stanford University and others uncovered a phenomenon called “reactive devalution.” This psychological insight sheds light on why offering concessions during a negotiation can undermine a salesperson's credibility.

Researchers from Purdue and the University of Idaho a certain type of question can help you win agreement - but only if you're seen as a credible source. Learn the details of how you can use “tag questions” to increase the odds that people will agree with you.

What are buyers actually thinking when they say, “I'll get back to you. I need to sleep on it.” Research from Cornell and Tilburg University answers that question and explains why you shouldn't call attention to your product when the buyer is mulling it over.

Research on sales negotiations from the Kellogg School of Management experimented with a way to offer choice without trading away value – a strategy called Multiple Equivalent Simultaneous Offers (MESOs). The findings show this technique will help you close more, and significantly bigger deals.

When prospects take “psychological ownership” of the solutions you recommend, they're far more likely to buy. Psychologists call this phenomenon the “endowment effect”. Find out how researchers from Princeton and other top universities connect this to giving your buyers a sense of power and control.

There's a certain phrase sales professionals can use that might double their odds of getting a yes. This psychological principle supported by numerous studies and a meta-anlaysis by a researcher from Western Illinois University is as simple as telling buyers that are “free to say no.”

What can you do to increase the odds that buyers will follow through on what they say? Research says the key is to ask them to make a promise. Find out the psychology of why this is so effective how to use this concept to protect your time.

Research shows that one of three people experience anxiety when they spend money. That might explain why some sales seem to get stuck for no reason. But a major study on buying behavior from the University of Michigan and Carnegie Mellon identified two simple strategies that can help you get those buyers to say yes.

Don’t sell past the close. You’ve heard that a million times. Once the customer says yes, just say, “Thank you very much and let’s get started.” The problem is, some customers still have unfinished business. And if you ignore it, you could find that sale slipping away. In this Quick Take, you will learn how to use the Post Close: a simple yet powerful technique that can help you test your new buyer’s commitment and protect your sales against last-minute surprises.

A Harvard study shows how a negotiating tactic called a “restorative turn” can restore equilibrium in negotiations, neutralize aggressive price objections and help salespeople hold the line on price.

Research from Stanford University reveals the best way to present your customer with “unconsidered needs.” When you’re facing a buyer who thinks they know what they want, this powerful technique can position you as a safer and better choice.

Scholars from Columbia University and Israel’s Ben Gurion University discovered that people are less likely to make decisions that upset the status quo late in the day. Find out how this phenomenon known as “ego depletion” can help you close more deals.

A study done at Penn State University investigated how creating “consumption visions” drives behavior. Learn why this powerful technique works and the best way to apply it to your next sales conversation.

Obviously, when you state your price it can’t possible hurt to explain the “why” behind the prices you’re charging, right? Not so fast. A study showed that justifying your price isn’t always the best approach.

Many sales professionals fear upselling because they believe it will make them look greedy and might cost them the sale. Fact is, this fear is legitimate – if you don’t handle upselling properly. But top sellers know that upselling is a powerful tool to increase sales volume and add value to the customer. In this presentation you’ll learn: The two most common upselling mistakes, the ideal moment to ask for more and the #1 insight star salespeople “get” about upselling.

Most salespeople know to ask their satisfied buyers for referrals. But researchers from The Wharton School and others suggest there's another type of referral that most don't ask for - and it's one that can open doors to many new prospects.

Research shows that referrals are as much as 180 times more likely to close than cold contacts. Yet only 11 percent of salespeople actually ask for a referral, mainly because they think the “cost of helping” is too high. A study shows why this is wrong, and why potential referrers are for more willing to help than you might expect.

No matter how much you ask for referrals, customers rarely give you a name. So is it even worth the effort? A study says yes. Learn why you may be underestimating the value of asking for referrals, a key reason why referral efforts fail, and which types of customers are most likely to give you a referral.

A study led by researchers from three major U.S. universities examined situations where customers were most generous about providing referrals. Learn how the results shed a surprising new light on conventional sales wisdom.

Researchers from Babson University studied what's going on in the minds of angry customers. The results tell us what these customers really want and what they don't. Learn why these findings are good news for you.

According to research from Gartner Group, 88 percent of salespeople believe great service and support are the keys to account growth. They're wrong. Find out what really does drive success.

A study reveals the built-in reason people experience a letdown after they’ve made a purchase, why it’s not something you caused or could prevent, and a simple approach to managing this emotional letdown and keeping your buyer’s enthusiasm high over the long term.

Do buyers just assume price increases are unfair? According to research from the University of California Graduate School of Management, no, provided the news is delivered a certain way. Find out what you need to know about this critical sales skill.

Why do salespeople so often miss the signs of trouble ahead with existing customers. Researchers at McGill University found that it has to do with our brain's bandwidth and natural tendency to focus on our own role in conversations. Learn a proven approach to avoid this dangerous pitfall.

Here’s a scary fact: A study shows that 50% of “satisfied” customers are willing to switch suppliers. To retain customers, you need to do more than just satisfy them. You need to “entangle” them. That is, find ways to lock them into your services so that the cost of switching to too high.

Every sales person eventually deals with customers who have unrealistic expectations. They underestimate the amount of work required to complete the job, the internal resources they’ll need to support the project, and the time required to get it done. You’re eager to close the deal so you’re reluctant to challenge them too much in the early goings. But having misaligned expectations is a recipe for disaster. This Quick Take will give an approach that can help. You’ll learn how to effectively manage buyers’ expectations, have a tough talk without scaring them off, and get the commitment you need to be successful.

A study by marketing professors at Universities of Miami, Ohio and Missouri-Kansas City found that “vendor complacency” was the number one reason companies switch providers. Learn the four common mistakes that cause salespeople to drop the ball.