Assessment On: How to Sell More Than 99% Of People By Jeremy Miner

Welcome to Your Assessment Test

Topic: 7-How to Sell More Than 99% Of People By Jeremy Miner

This assessment is designed to evaluate your understanding of the key concepts covered in How to Sell More Than 99% Of People (3 Hour Masterclass) by Jeremy Miner. Topics include the complete NEPQ (Neuro Emotional Persuasion Questions) framework, the distinction between problem-finding and product-pushing approaches, the three modes of selling, the power of dialogue-driven sales conversations, and the strategic use of situation, problem awareness, and solution awareness questions.

The assessment also covers advanced communication techniques such as verbal cues, verbal pacing, verbal pauses, status positioning, emotional engagement, and objection prevention strategies that help sales professionals guide prospects toward informed buying decisions without creating resistance.

Assessment Instructions

The assessment consists of 10 Multiple Choice Questions (MCQs).
Each question carries 1 mark.
Only one option is correct for each question.
There are no negative marks for incorrect answers.
Questions skipped or left unanswered will be considered as 0 marks.
Retakes are not permitted once the assessment has been submitted.
The total duration of the assessment is 15 minutes.
The timer will start automatically once you enter your Name and Email Address and click on "Start Test".
Ensure you have a stable internet connection and complete the assessment within the allotted time.
Read each question carefully and submit your responses before the timer expires.

All the best!

Name

What is a 'connection question' in the NEPQ framework?

A question that asks the prospect how they heard about your company

A qualifying question used to determine the prospect's budget

A question designed to disarm the prospect put the focus immediately on them and get them into results-based thinking from the very start of the conversation

A question that establishes common ground between the salesperson and prospect

Jeremy identifies that objections like 'think it over' and 'need to talk to my spouse' are not genuine objections but unspoken concerns triggered by uncertainty the salesperson created. What does this reveal about the relationship between the quality of the discovery phase and the frequency of late-stage objections?

Late-stage objections only arise with prospects who were never genuinely qualified

Late-stage objections are inevitable regardless of how good the discovery phase is

There is a direct inverse relationship: the more thoroughly the discovery phase builds genuine gap emotional connection and certainty the fewer late-stage objections arise — because the prospect's brain has already resolved the uncertainty that produces those objections. Telecallers who get frequent late-stage objections are receiving feedback that their discovery phase is not building sufficient gap or trust

Late-stage objections are primarily caused by price not by the quality of discovery

According to Jeremy what is the correct way to handle a prospect who says 'I'm busy can you call me back later?'

Ask them directly when they would like you to call back and confirm the time

End the call politely and send a follow-up email instead

Apologize for the interruption and ask when would be a better time

Use status-raising language — suggest they call you back to see if you are available imply you have a full schedule and use a playful tone to re-engage them rather than immediately accommodating their request

Jeremy says 'what type of pain are you possibly feeling?' is more effective than 'are you having any pain?' What questioning principle does this demonstrate and how should telecallers apply it broadly?

This technique only works when the topic is sensitive or personal

Open questions are always better than closed questions in sales

It is a technique specific to medical or health-related sales conversations

Replacing yes-or-no closed questions with 'what type of' language directs the prospect's brain to search for and describe the thing rather than simply confirming or denying its existence — dramatically increasing both the depth and emotional richness of the answer

What is verbal pacing and what does it achieve?

Matching the prospect's speaking speed to build rapport

Deliberately slowing down the delivery of a question — pausing between words — so the prospect has time to internalize what was asked and give a deeper more emotional answer

Using short sentences to make questions easier to understand

Speaking quickly to maintain energy and momentum on the call

What are 'solution awareness questions' designed to achieve?

Transition the conversation toward the closing stage

Get the prospect to see and feel what their future looks like once the problems are solved — building certainty and urgency to change

Present the product features and benefits in question form

Confirm the prospect's budget and purchase timeline

What are 'situation questions' in the NEPQ framework used for?

To present the solution and get initial buy-in

To handle objections that arise during the discovery phase

To qualify the prospect's budget and timeline

To help both the salesperson and the prospect understand what the real current situation is — including facts about their problem the prospect may not have fully articulated

Jeremy says the short follow-up message 'I called a few times but we didn't hear back — where should we go from here?' is highly effective. What makes this three-line message outperform a long multi-paragraph follow-up email?

A short message with an open-ended question triggers an emotional reaction — the prospect feels they owe a response their curiosity about 'where should we go from here' prompts engagement and the lack of pressure or fluff makes them feel respected rather than chased. Long emails signal desperation and are not read

Short messages are more likely to be read on mobile devices

Short messages create urgency through their brevity

Short messages are more professional in B2B contexts

Jeremy says 'success is simply a choice' and frames the entire training around the skills game. For a telecalling team where some members consistently outperform others what does this philosophy imply about management's responsibility — and what specifically should change about how underperforming telecallers are developed?

Management should reassign underperformers to easier lead lists to build confidence

Management should monitor call recordings for script compliance to ensure consistency

If success is a skills game then underperformance is a skills gap — not a motivation gap or a personality gap. Management's responsibility is to diagnose specifically which skills are underdeveloped — questioning technique verbal pacing tonality objection prevention gap-building — and provide targeted skill-specific training rather than motivational sessions or volume increases

Management should focus on increasing call volume targets for underperformers to build experience

Jeremy says objections are triggered by uncertainty in the prospect's brain — and that uncertainty is the salesperson's fault not the prospect's. How does this reframe the way a telecaller should think about every objection they receive?

It means telecallers should qualify more strictly to avoid talking to prospects who are likely to object

It means objections are inevitable and the focus should be on overcoming them quickly

It means telecallers should prepare longer and more detailed objection rebuttals

It means every objection is diagnostic feedback — telling the telecaller specifically where in the conversation they failed to build certainty. Rather than blaming the prospect or the lead the telecaller should reverse engineer what they said or asked that left the prospect uncertain and fix that part of their process