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

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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 are 'problem awareness questions' designed to do?

Help the prospect understand the pricing structure before the close

Identify which competitors the prospect has already spoken with

Help the prospect understand not just what their problems are but the root causes and — most importantly — the consequences of not solving them

Qualify the prospect on their decision-making authority

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

The salesperson uses too many closed questions

The questions are too complex or technical

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?

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

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 focus on quantity over quality which damages the company's reputation

According to Jeremy what are the two biggest emotional drivers that cause a human being to want to change?

Logic and rational self-interest

Pain they are currently experiencing and fear of future pain

Social pressure and financial incentive

Desire for status and fear of missing out

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

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 inevitable regardless of how good the discovery phase is

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

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

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

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

Jeremy demonstrates that seeding a word like 'now' into a sentence — 'you're doing okay for now' — changes the prospect's interpretation of their entire situation. What does this reveal about the role of individual word choice in a telecaller's script and how should it change the way scripts are reviewed and refined?

Word choice only matters in written communication — on phone calls tone matters more than specific words

Script refinement should focus on objection responses rather than discovery phase language

Individual words carry specific psychological triggers that can shift the prospect's mental frame — from certainty to doubt from present-focused to future-focused from cost-thinking to results-thinking — without the prospect consciously noticing. Script review should therefore focus not just on what questions are asked but on which specific words within those questions are producing which mental states in the prospect

Individual word choice matters less than overall tone and energy on a call

Jeremy says the most persuasive mode of selling is when you allow others to persuade themselves. For a telecaller what does building a conversation that causes self-persuasion actually look like in practice and why is it more durable than external persuasion?

Self-persuasion is achieved when the telecaller's questions cause the prospect to articulate their own pain identify their own problems describe their own desired future and state their own reasons for buying — at which point the prospect cannot dispute what they have said because it came from them. This is more durable because people defend their own conclusions rather than reversing them

Self-persuasion requires a minimum of three calls to build the necessary trust

Self-persuasion happens when the telecaller presents such a strong logical case that the prospect agrees

Self-persuasion is only possible with prospects who are already warm or inbound

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 prepare longer and more detailed objection rebuttals

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

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

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

10.

Jeremy's entire NEPQ framework is built on a single foundational insight: prospects must be guided to discover their own problems feel their own pain and arrive at their own decision to change — the salesperson's role is to facilitate this journey through questions not to push convince or close. How does fully internalizing this philosophy change a telecaller's fundamental relationship with rejection?

When a telecaller understands that their role is facilitation rather than persuasion rejection becomes informational rather than personal — it tells them either that the prospect genuinely does not have the problem their product solves or that their facilitation skills did not build sufficient gap or trust to help the prospect see their own situation clearly. Neither conclusion is a personal rejection — both are diagnostic data that points to a specific improvement

It eliminates rejection entirely because prospects who are facilitated never say no

It means telecallers should only call prospects who are already aware of their problem

It makes rejection harder to handle because the telecaller feels more personally invested in each call

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