Episodes

Research has shown that for commonly used skills, we drastically overestimate our abilities. In one particular study, people’s average percentile ability in the test skill was 12%, but they rated themselves on average at 62%. Asking great questions...

Connection questions are all about lateral thinking and how things fit together. The goal is to use them to get hired, develop trust, and be helpful in general. Examples include: “What other projects or teams might benefit from knowing what …

Future questions ask people to articulate what they think a future should look like. Elevating questions explore the present at a high level. Examples include: “How do you think your CEO sees this fitting in with your overall strategy?”, “What...

Make sure you’re getting the other side to share their personal perspective, something that only they know. Questions focused on the past and the future are great starting places for teasing out that information. Past questions include: “What...

Asking great questions gets you a triple win. The first being it creates an enjoyable experience for the other side. When people share information only they know (self-disclosing information), the pleasure center of their brain lights up. The second...

Mo Bunnell breaks down the Herrmann Brain Dominance Instrument and reveals the key insights into how you can tailor your communication to win with anyone and everyone. Learn about the one thing that analytical thinkers care about more than anything,...

Experimental thinkers are looking for the big picture. You’re going to see clues around themes, outcomes, brand, and vision. They are looking for the right strategic fit. For the work that needs to be done, are you known for that …

For high Relational/Red thinkers, you’re going to hear a lot of questions around trust and connectivity. Relational decision-makers are looking for answers to three questions: Do I trust you personally? Do I trust your team is going to make my …

Practical thinkers want details and all their questions drive around one thing: making a safe choice. Give them everything they need to make you the safe choice, whether that’s timelines, hours invested, or the list of things that can go …

When you’re dealing with a high analytical thinker, you should get to the point. To know someone is an analytical thinker, they are often brief and to the point and focus more on the numbers. Make it clear that your …

How the brain is wired is an emerging science. What we learned in the 40’s, 50’s, and 60’s no longer applies. Research has shown that the brain has a hub and spoke model and is very elastic and flexible. This …

Mo Bunnell breaks down the perfect buy-in process and how you can create a magnetic and enjoyable buying process that clients love. Learn about the key components of a successful buy-in process, the four big “yeses” you need to get …

The fastest way to get to the next step is to ask for it. A face-to-face ask is 34x more likely to get a yes than a request over email. The key point is being able to see each other, …

Building a project with the prospect taps into the Ikea Effect; we buy into what we help create. Making incremental decisions and blending your ideas with a potential client allows you to arrive at the best solution to their problem. …

Curiosity is an intrinsic motivator. You should try to create curiosity for your services as soon as you can in a conversation. People are highly motivated to experience curiosity and it’s one of the key elements of a great buy-in …

There is a triple-win when asking good questions. A person’s pleasure center in the brain lights up when people offer self-disclosing information. You learn your prospect’s priorities in their words. This would be impossible if you didn’t begin...

There is an optimal order for how we like to buy. Step one is listening and learning. Break the ice, then quickly flip the conversation to the other person. As a buyer, you want to feel heard, and like the …

Mo explores the key business development mindset shifts that you need to make to become great at business development. Find out why business development skills are both learned and earned, how anyone can become great at business development, and how...

Business development can be hard. You’ve got to figure out a reason to persevere and keep adding value to your relationships, even when it feels like you’re not making much progress. To discover your why, ask yourself the Five Whys? …

When you’re being sold to, you almost want to run away. You can tell the salesperson has only their best interests in mind, not yours. We are happy to buy when the reverse is true. When we’re learning and we …

Every expertise, no matter the field, is both learned and earned. You can become great at anything if you break it down into little pieces and practice each piece. You may not become world-class or be able to play in …

Adam Grant did a study on salespeople and put them on a spectrum of introversion to extroversion. For most people they land right in the middle and end up being a mix of both introvert and extrovert, and most successful …

Dr. Kay Anders Ericsson spent over 30 years studying high-end expertise and discovered that every complex skill is both learned and earned. You can look at any expert and you would find decades of deliberate practice that got them to …

Mo asks Marty Fagan: If you could record a video about growth or Business Development, and send it back to your younger self, what would you say? First thing is to be authentic. If you truly are authentic, people can …