In addition to the 80/20 scenario, Sales Organizations need to understand "how-to"...

        + increase revenue of individuals & sales teams without reinvesting in existing tools,

                                methodologies, or sales processes? 

        + address the critical issues associated with forecast inaccuracies & deal slippage?

        + improve overall Seller negotiating position (BATNA) and minimize unnecessary discounts?

    Best Alternative To Negotiated Agreement determines which side has the advantage or  vulnerability in the negotiation

                  If not familar with the consequences of knowing the Buyer/Seller BATNA, call us!

We Teach How To Create A More Equitable Revenue Dispersion

Across The Sales Organization

By Increasing Sales For Individual Sellers ?

Remember Vilfredo Pareto, the Italian economist, who in 1906 established the "Pareto Principle", also known as the the 80/20 rule. A variation of Pareto's principle suggests that 20% of a company's Sellers will generate 80% of the sales revenues. Stated differently, 80% of the sales team is generating only about 20% of the total revenues. This single situation presents a difficult challenge for businesses that need every salesperson to be generating as much revenue as possible.

Imagine The Financial Achievement When The Other 80% Of Sellers  Experience Even A Modest Increase In Revenue Production. 

.A Master Class

The Art of Asking Great B 2 B Questions

Until now,

there's been plenty of excuses

for a lack of great questioning  by Sellers 

Here's 6 Reasons Why These Scenarios Need To Be Revisited
1. The knowledge and skill of creating & asking questions is not an explicit part of the curriculum at business schools or executive education programs. Emphasis is more focused on getting the right answers versus knowing how to ask the right questions.

2.  During the interview process, You rarely determine whether a Sales Candidate has the  competency to structure, prepare, & ask great questions. Additionally, Questioning as a skill is also rarely addressed during New Hire Training or part of the On-Boarding Process.

3. Far to many "less tenured" sales managers are not equipped to offer help with more effective questioning because their exposure to advanced questioning is generally no better than that of their reps. 

4. Buyers are now using Sellers questions as a way of differentiating potential value of one sales rep from another. 

5. One of the reasons why sales reps may struggle to gain access to higher-level executives is an inability to ask thought-provoking questions. When utilized, these questions would signal to an executive they're speaking to a Seller with relevant experience and insight.

6. Reps haven't been taught much beyond the 6 W's (who - what - where - when - which - why) and unfortunately, leads them to the most commonly used opening to a question...

  "Can you tell me"__________?   As a Seller, are you really sure you want to sound                                              like the last 4 reps that the Buyer spoke to, but did not buy from?

What We Deliver

Sellers receive the requisite knowledge and increased functional capability to secure casual & critical data, to better understand issues & challenges that shape business requirements, to improve their status and position within the buying organization, to gain competitive advantage in negotiations, and to create distinction and differentiation as a seller via effective use of a broad range of advanced questioning styles and techniques.

  The Art of Asking Great B2B Questions

What Competencies Does The Master Class Address?

YES...Questioning Is A Competency or Should Be !!!

The Significant Role That Questions Play In Selling & Life

  • Most Everything That Exists Was An Answer To A Question

  • Human Nature Is More Drawn By Questions Than Statements

The Mona Lisa of Sales Skills, Higher-Order Questioning

  • Differentiating Yourself By The Questions You Ask

  • Asking Purposeful - Intentful - Thought-Provoking Questions

Getting 2 For 1 With Two-Sided Questions

  • Illuminating Both Buyer & Seller

  • Requiring Anticipation - Intent - Strong Word Selection

Going Broad & Deep With Funneling Questions

  • Specialized Approach To Guiding Conversations  

  • Questioning Broad To Narrow & Narrow To Broad

  Brainstorming In The Questioning Tree

  • Strategic Approach To Brainstorming Fresh Questions

  • The Process Improves The Quality

 Becoming More Persuasive

  • Be Humbly Aware This Isn't Easy 

  • Building Trust & Credibility Via Ethos - Pathos - Logos

The 2 Faces of Lower Order questios are the most misused type of all the questioning types.  Does thatmean we should limit their use or simply use with a specific purpose

The Two Faces of Lower Order Questions

  • The Bane Of Existence For Many Sellers

  • The Strategic Use Of Closed-ended Questions 

Socratic Questions For The 21st Century

  • Minimize Assumptions For Both Buyer & Seller

  • Utilizing Analytical & Comparative Questioning

  Stifling Competitors Via Isolation Questions

  • Securing High-Value Information 

  • Maximizing Your Unique Attributes & Benefits 

 Create The Eureka Moment With Futurist Questions

  • Take Buyers Outside Of Their Own Paradigm 

  • Asking Questions That Excite & Or Disrupt Thinking

How To Structure & Frame Great Questions

  • Focusing On The Outcome 

  • Questioning With Intent - Purpose - Perspective  

I’m Asking Great Questions, Now What…Listen!

  • Why We're Poor Listeners 

  • Distinction Between Hearing & Listening



Contact us to discuss our negotiations offering...

 a perfect synergy between

"Advanced Questioning & Better Negotiations"

Workshops Delivered Virtually & f2f

(when  deemed safe & appropriate)

SCORM Compliant e-Learning 

"The Great Aim of Education Is Not Knowledge But Appropriate Action"       Herbert Spenser 

The Skill of Advanced Questioning Requires Multiple Disciplines 










How Great Sellers Differentiate Themselves !

Planning: Advanced Questions Require A Proactive Approach

  • Understand the roles and responsibilities of the individuals being quired

  • Determine the objectives for the conversation 

  • Anticipate surprises that may arise during the conversation (new people, different agenda, objections, etc)

  • Working backward, think of 1 or 2 general questions, when answered, lead up to your first key question  

 Curiosity: Without This Behavior You're Just Another Average Seller

  •  Driven by truly wanting to solve a problem versus just selling something

  • Seek insights prior to problem arising, causation of trigger event, current status & consequences of actions,

  • Additionally, what does the future state look like and what are the expected payoffs

  • Extends the conversation beyond the scope of the problem revealing greater value, and potential innovations  

Intent: Being Viewed As Someone Who Understands The Buyers Business & Industry

  • Viewed as being more relevant than any other competitive seller and also being a great listener

  • Create an atmosphere of collaboration, that we're truly in this together

  • Broaden and Extend relationships through Operations, Management, Executive levels

Purpose:  By  End  of  Conversation,  Have  The  Buyer "Think - Feel - Know " S omething  of  Value  &  Relevance

  • This requires forward thinking and a focus on being outcome focused

  • Get through the conversation without "winging it"

Structure: Thought-provoking questions don't happen by accident

  • Structure is comprised of perspectives, financial - technical - strategical - operational - innovative etc.

  • Consider the type of question being asked - specific opening & use of illuminating words - focused topic 

The Business & Personal Outcomes Realized From A Master Class On Questioning?



  • Increased Accuracy of Forecast

  • Decreased Reliance Upon Discounting

  • More Thoroughly Qualified Opportunities

  • Reduces Misunderstandings & Assumptions

  • Greater Precision Executing Your Sales Process

  • Fosters Critical & Creative Thinking Both Internal & External

  • Increased Effectiveness Utilizing Executive & Technical Resources

  • Relationship Accelerates While Broadening To Other Critical Issues

  • More Collaborative Atmosphere Leads To Establishing Trust & Credibility

  •  Improves Negotiating Position Via Quantity & Quality Of Information Gained


  • Seller Enjoys Greater Confidence

  • More Effective At Defusing Negative Or Difficult Situations

  • Seller Obtains Increased Quantity & Quality Of Information

  • Seller Viewed As More Consultative - Competent - Relevant 

  • Increased Collaboration Enables Introduction Of New Ideas

  • More Adept at Negotiating Based On Greater Understanding

  • Viewed More Frequently As Trusted Advisor & Critical Resource

  • Human Nature Is More Interested In Questions  Versus Statements

  • Set Tone For Extracting Buyer Insights, Opinions, Feelings & Beliefs

  • Thought-provoking Questions Are Foundational To Becoming Persuasive

If Questions Are The Engine, Then Words Are The Fuel
wide.words matter.jpg

Here is where the real work takes place, questions require words, and the words you choose really matter ! 

2Question addresses the selection of words in the context of structuring questions for greater effectiveness. The sequencing of questions, why and how they need to be connected and delivered for optimum effect is addressed.  What words are used to form questions that are designed to create an open and collaborative dialog?  Which action verbs are more effective than others in creating a sense of urgency?  Which words actually pull your buyer emotionally closer to you, and which have an opposite effect?  Which words actually lead a buyer to a preferred conversation versus an alternative conversation?


Both Buyers & Sellers frequently use a "common everyday word" thinking it's perfectly clear to each other. However, common words don’t necessarily have an equally shared meaning between Buyer & Seller.   Example: Consider a question in which you’re asking about “the frequency of occurrence of a problem”. Think about how many degrees of intensity there are between "Always" and "Never". What are the words that suggest less than always, but more than never?  How might that vagueness cause a miscalculation or a gap in your knowledge and your eventual point of view or recommendation?  Think about the high probability for assumptions to exist between, always – usually – frequently – often – sometimes – occasionally – seldom – rarely - hardly ever, and never.  In the mind of the Seller and Buyer, each of these common words likely carries a slightly different meaning. Consequently, a slightly different approach, solution offering, and value proposition may create just enough difference to lose to your competitor. 

"The difference between knowledge and intelligence...

  one provides the right answer and the other the right question"  Albert Einstein