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

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

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

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

Jeremy says 'you can never sell to just the needs of the client.' This sounds counterintuitive. What does he mean and why is it true?

Needs-based selling was effective in the 1980s but is outdated today

Selling to needs focuses too much on the product rather than the relationship

Most prospects don't fully know what their real needs are when they first start talking to you — they have a surface-level understanding of their problem. Your questions must help them discover deeper needs and consequences they hadn't considered because it is those deeper discoveries that create the urgency to buy

Clients' needs are too variable to be addressed in a standard sales process

Jeremy teaches the question 'Are you 100% satisfied with the results you're getting?' Why is including the word '100%' more effective than simply asking 'Are you satisfied?'

No one is ever 100% satisfied with anything they have — adding '100%' makes it psychologically impossible for the prospect to say yes causing them to immediately begin thinking about what they don't like which opens up emotional disclosure that a simpler satisfaction question would never produce

It is only effective when the prospect has a previous relationship with a competitor

It implies a high standard that positions your product as the better alternative

It sounds more professional and thorough

Jeremy says the reason sales trainers tell you sales is a numbers game is because 'basically what they just told you is what I'm training you doesn't really work that well so you're just going to have to work harder.' What is the systemic damage this mindset causes to a telecalling team over time?

The numbers game mindset is only damaging for senior salespeople — junior telecallers benefit from the volume

The numbers game mindset creates a culture where skill development is permanently deprioritized — telecallers are trained to compensate for poor conversion through volume which means they never improve their actual conversion rate. Over time this produces teams that are busy but not effective with high burnout and turnover because the fundamental work is unrewarding and the income ceiling is determined by hours not skill

It causes telecallers to make too many calls which leads to burnout

It causes telecallers to focus on quantity over quality which damages the company's reputation

What is verbal pacing and what does it achieve?

Using short sentences to make questions easier to understand

Matching the prospect's speaking speed to build rapport

Speaking quickly to maintain energy and momentum on the call

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

What does Jeremy say is the number one reason prospects give vague and surface-level answers to questions?

The questions are too complex or technical

The salesperson uses too many closed questions

The salesperson asks questions too fast giving the prospect no time to internalize and think deeper about what was asked

The prospect is not interested in the product

According to Jeremy Miner what is selling fundamentally about in one word?

Persuasion

Change

Value

Closing

Jeremy uses the phrase 'those are fairly decent' when referring to a competitor's product rather than saying either 'those are great' or 'those are terrible.' What specific psychological effect does this neutral phrase achieve?

It is used only when the competitor's product is genuinely average in quality

It avoids legal liability from making negative claims about competitors

It seeds subtle doubt in the prospect's mind about their current solution without triggering defensiveness — causing them to start questioning whether what they have is actually good enough while keeping their guard down

It signals to the prospect that you are objective and unbiased

Jeremy teaches consequence questions — 'what if you don't do anything about this and X gets worse?' He says these must be personalized to what the prospect said they wanted rather than used as generic templates. Why does personalization matter so much for consequence questions specifically?

Personalized consequence questions are only appropriate after the second or third interaction

Generic consequence questions are more legally defensible than personalized ones

A generic consequence question triggers the prospect's awareness that it is a scripted sales technique which immediately raises their guard. A consequence question built from the prospect's own words — their spouse their job their grandkids — is not perceived as a technique but as the salesperson reflecting back their reality. This keeps the guard down and makes the emotional impact far greater

Personalized questions require more preparation time which reduces call volume

Jeremy says 'I appreciate you taking the time to come in' actually lowers your status. Why does this specific phrase undermine a telecaller's authority and what should they do instead?

It is grammatically awkward and sounds unprofessional

It only lowers status in face-to-face settings not on phone calls

It communicates that the prospect's time is more valuable than yours — positioning you as grateful for their attention rather than as the trusted authority with problems to solve. The prospect has the problem not you — so they should be qualifying to you not the other way around

It is too formal and creates emotional distance with the prospect