Bill Stinnett’s Think Like Your Customer teaches sales professionals, consultants, and entrepreneurs how to understand customers’ true needs, priorities, and decision-making processes. The core message is that successful selling comes from deep empathy and business acumen—seeing the world through the customer’s eyes and delivering value that aligns with their goals.

Overview

Successful sellers learn what drives their customers’ profits, growth, and success. By focusing on business goals instead of just needs, you position yourself as a valuable partner.<ul><li class="ql-align-justify">Learn what drives profitability, growth, and success in your customer’s world.</li><li class="ql-align-justify">Ask smart questions about their challenges and initiatives, not just about your product.</li></ul>

Understand the Customer’s Business Drivers

Customers don’t buy products or services; they buy the outcomes they believe those products and services will deliver.

Communicating in terms your customers care about (like outcomes and metrics) builds immediate credibility. Avoiding internal jargon helps ensure they understand and trust your message.<ul><li class="ql-align-justify">Use terminology and metrics that matter to them (like ROI, productivity, cost reduction).</li><li class="ql-align-justify">Avoid technical jargon that only makes sense inside your company.</li></ul>

Speak the Customer’s Language

Customers care less about what you’re selling and more about what it helps them achieve. Shifting the conversation to outcomes moves the discussion from price to value.<ul><li class="ql-align-justify">Frame your solution in terms of the results it will deliver.</li><li class="ql-align-justify">Customers care less about features and more about achieving goals.</li></ul>

Focus on Business Outcomes, Not Products

Becoming a trusted advisor means offering insights and guidance even when you’re not selling. This long-term approach builds deep trust and loyalty.<ul><li class="ql-align-justify">Become indispensable by consistently helping customers make better decisions.</li><li class="ql-align-justify">This means guiding them even when you’re not selling anything.</li></ul>

Develop a Trusted Advisor Relationship

People don’t care how much you know until they know how much you care.

Effective sellers know who influences and makes the final buying decisions. Engaging all stakeholders prevents surprises and stalled deals.<ul><li class="ql-align-justify">Understand the buying process and all stakeholders involved.</li><li class="ql-align-justify">Map out influencers, approvers, and end users.</li></ul>

Identify and Engage All Decision-Makers

Tie your solution to the customer’s top business initiatives to increase its relevance and urgency. When you help advance their big goals, you become indispensable.<ul><li class="ql-align-justify">Link your solution to initiatives already on their radar.</li><li class="ql-align-justify">Show how you help advance their big-picture goals.</li></ul>

Align with the Customer’s Strategic Priorities

Put real numbers behind the benefits you provide to help customers justify their investment. Quantifying value strengthens your business case and reduces price resistance.<ul><li class="ql-align-justify">Put numbers to the business impact of your solution.</li><li class="ql-align-justify">Help customers justify investment internally.</li></ul>

Quantify the Value You Deliver

Great salespeople ask thoughtful, open-ended questions and listen deeply to uncover real needs. This consultative approach builds stronger solutions and trust.<ul><li class="ql-align-justify">Use open-ended questions, active listening, and deep discovery.</li><li class="ql-align-justify">Focus on diagnosing before prescribing.</li></ul>

Master Consultative Conversations

Show customers the cost or risk of doing nothing to move them toward action. Helping them understand the downside of delay accelerates decision-making.<ul><li class="ql-align-justify">Help customers understand the cost of inaction.</li><li class="ql-align-justify">Show the consequences of delay in clear, business terms.</li></ul>

Create a Sense of Urgency

Focus on the lifetime relationship, not just the one-time sale, by continually delivering value. Long-term clients are more profitable and more likely to refer others.<ul><li class="ql-align-justify">Focus on lifetime value, not just one-time transactions.</li><li class="ql-align-justify">Cultivate relationships over time with consistent follow-up and value delivery.</li></ul>

Build Long-Term Customer Value

The most successful sales professionals are the ones who become invaluable resources to their customers.

This is one of my top five books on sales and business development. While this summary doesn't go into the specific tools, templates and frameworks of how to execute a large deal sale, the book does and worth reading directly applying the frameworks and tools.

How to capture customers by learning to think the way they do The most common complaint Bill Stinnett hears from his corporate clients is that would-be vendors and suppliers "just don't understand our business." In Think Like Your Customer, Stinnett explains why the key to landing corporate customers is to learn to think about the things executives and business owners think about and understand how they make complex buying decisions. Drawing upon his years of experience as a Fortune 500 consultant, he offers sales and marketing professionals a powerful framework for understanding the inner workings of a business; knowing what motivates its executives and influences their buying decisions; identifying a company's organizational structure and decision-making psychology; and using that information to develop a winning strategy for influencing how and why the customer buys. In addition, you receive: <ul><li>Solid marketing insights delivered in a fun, breezy style by a top corporate consultant and seminar leader</li> <li>Expert tips on how to maximize the value and profitability of relationships with corporate clients and customers</li> </ul>

productivity

Productivity

marketingandsales

Marketing & Sales

strategy

Strategy

business

Business

books

Books

Bill Stinnett

Think Like Your Customer: A Winning Strategy to Maximize Sales by Understanding and Influencing How and Why Your Customers Buy

Middle managers spend up to 35% of their workweek—about 13-14 hours—in meetings. Yet, 71% of these meetings are considered unproductive. Leaders need to make every minute count.

The reality

Preparation sets the stage for success. Gather the necessary data ahead of time, ensuring everyone comes equipped with what they need to contribute meaningfully. The meeting owner (i.e., the decision owner) must send out a pre-read or agenda in advance—it’s not just an invitation; it’s an investment in productivity.

Gather inputs (raw material)

The meeting isn’t just about discussion—it’s about refining ideas into concrete concepts. Facilitate with intention, guiding conversations toward clarity, alignment, and action. When done well, meetings become a forge where raw ideas are refined into actionable insights.

Facilitate the discussion (refine concepts)

No meeting is complete without follow-through. Make sure conclusions were drawn and send a follow-up with clear actions, owners, and deadlines. Accountability turns decisions into progress. Regular follow-ups ensure that what was agreed upon turns into real, measurable outcomes.

Capture outputs (produce decision)

If your process is broken, you’ll produce faulty outcomes—again and again. Meetings are where ideas move through the organization and get further built, refined, and and finalized. If there a breaks in your decision-making process (turning ideas into actions) it will ripple through your organization like a broken assembly line - only a lot less visible.  Would you allow a production line that was 29% efficient go unmanaged?

Think of your meetings like a production line

By structuring meetings and managing the process, you can reclaim your time, empower your team, and drive smarter decisions.

Middle managers spend up to 35% of their workweek—about 13-14 hours—in meetings. Yet, 71% of these meetings are considered unproductive. Leaders need to make every minute count.

problemsolving

Problem Solving

timemanagement

Time Management

leadershipandmanagement

Leadership & Management

Finding Time: Turn your biggest time sink into your biggest outcome driver

Monarth shows that people assess your leadership potential not only by what you do but by how you appear to do it. Performance and perception need to align, or your efforts may be overlooked.<ul><li class="ql-align-justify">Action step: Ask 3 people to describe your professional image in one word to spot alignment gaps.</li></ul>

Perception Is Reality

It’s not enough to be competent; people must perceive you as such.

Body language—including posture, eye contact, and tone—immediately signals confidence (or lack of it). These subtle cues often speak louder than words in professional settings.<ul><li class="ql-align-justify">Action step: Stand in front of a mirror and practice holding eye contact for 60 seconds without shifting.</li></ul>

The Power of Nonverbal Signals

You are the author of your leadership story, and proactively shaping it is important. Without your input, others will fill in blanks that may not favor you.<ul><li class="ql-align-justify">Action step: Write a 3-sentence summary of your leadership journey and practice saying it aloud.</li></ul>

Craft Your Narrative

If you don’t craft your story, others will craft it for you.

Leaders who can regulate their emotions—especially under stress—are seen as stable and capable. Staying calm in crises enhances your credibility.<ul><li class="ql-align-justify">Action step: When faced with frustration, pause and silently count to five before responding.</li></ul>

Emotional Control Equals Power

High performance is essential, but Monarth makes it clear: being seen doing valuable work is what propels careers forward. Strategic visibility ensures your impact is recognized.<ul><li class="ql-align-justify">Action step: Attend at least one high-stakes meeting this month and speak up at least once.</li></ul>

Visibility Matters

The ability to express ideas clearly and succinctly is key to executive presence. Monarth notes that vagueness weakens your credibility, while precision builds it.<ul><li class="ql-align-justify">Action step: Prepare one sharp, concise point to deliver at your next meeting.</li></ul>

Communicate With Precision

Vagueness erodes confidence. Precision builds it.

Deep listening is a powerful way to build trust and demonstrate respect. Active listening helps you pick up on unspoken needs and power dynamics.<ul><li class="ql-align-justify">Action step: In your next conversation, reflect back what you heard before adding your perspective.</li></ul>

The Art of Listening

Your long-term credibility—your reputation—is your most valuable professional asset. Maintaining consistency in behavior and results to build a lasting positive image.<ul><li class="ql-align-justify">Action step: Choose one core value (like integrity) and make a conscious effort to embody it in every decision today.</li></ul>

Your Reputation Precedes You

Effective leaders shift their style based on the context and audience. One-size-fits-all behavior can weaken your presence, while adaptability makes it stronger.<ul><li class="ql-align-justify">Action step: For your next two meetings, identify one small way to shift your tone or energy to match the group.</li></ul>

Adapt Presence to Fit the Room

No leader succeeds alone. Building strong professional alliances to extend your influence and create opportunities.<ul><li class="ql-align-justify">Action step: Send a thank-you note or LinkedIn message to a mentor or colleague who’s helped you.</li></ul>

Relationships Multiply Presence

Executive Presence breaks down the often invisible factors that make people rise to leadership roles beyond just talent or results. Harrison Monarth explains that perception—shaped by your behavior, appearance, communication, and emotional intelligence—determines how others judge your readiness for leadership. The book emphasizes that leaders are made visible and credible through deliberate strategies that manage both real performance and how it’s perceived, blending authenticity with image management.

Get the Key to the Boardroom with Powerful Executive Presence! “This book can be a key aid in helping you make it to the next level! Great coaching for anyone who is even thinking of becoming an executive!” Marshall Goldsmith, New York Times bestselling author of What Got You Here Won’t Get You There “On the corporate battlefield a true leader’s success is based upon his or her ability to communicate effectively, persuade others to follow a goal, and execute it. This leads to success for all. When the stakes are high, you’re well advised to read this book first.” Scott A. Gaines, vice president, Hertz Corporation “If you are seriously looking to be perceived in the light you choose, Executive Presence is the book that not only answers the question, but shows you how to apply the answers.” Kevin Hogan, author of The Psychology of Persuasion “Harrison Monarth is a first-rate thinker who writes as clearly as he thinks. No matter where you are on the career ladder, Executive Presence will put you a step ahead of your competition.” T. Scott Gross, author of Positively Outrageous Service “Most people know that to move up in your career, you need to have self-awareness and the ability to manage the perceptions of those whose opinions count. . . . Executive Presence is your comprehensive guide to help you become more profi cient at self-marketing and the art of ethical persuasion to achieve your personal and professional goals.” Larina Kase, PsyD, MBA, author of The Confident Leader and coauthor of the New York Times bestseller The Confident Speaker About the Book An expert in coaching high-level players in the art of perception management, Harrison Monarth reveals the critical difference between CEOs and those of us who wish to be CEOs. It’s not a matter of intelligence, connections, or luck. It can be summed up in two words: executive presence. While most of us toil in obscurity and expect great things to follow, those on the path to corporate leadership spend their time perfecting the types of leadership communication skills that generate respect and get others to share their vision. They use these skills to establish how they are perceived by others and to manage their reputation throughout the organization. In other words, these soon-tobe top players have developed the presence of an executive through careful image management—and they make sure they have the goods to back it up. In Executive Presence, Monarth shows how you can seize control of your own career using the same skills. Inside, he explains how to: <ul> <li>Accurately “read” people and predict their behavior</li> <li>Influence the perceptions of others</li> <li>Persuade those of opposing views to your side</li> <li>Create and maintain a personal “brand”</li> <li>Manage and control your online reputation</li> <li>Perform damage control when things go wrong</li> </ul> Monarth’s conclusions aren’t based solely on his keen insight and extensive experience; they’re the result of the latest scientifi c research in interpersonal communication and human behavior. Talent and skills are important, but they alone won’t take you to the top of your organization. People reach highly infl uential positions because they deeply understand the power of perception and know how to leverage it in their favor. The good news is, anyone with the will to succeed can do it. Executive Presence provides all the techniques you need to take your career to the highest level of any organization.

career

Career

personaldevelopment

Personal Development

habits

Habits

Harrison Monarth

Executive Presence: The Art of Commanding Respect Like a CEO

In today’s competitive environment, talent and hard work alone are not enough—you must actively ensure others know about your contributions. Self-promotion is essential for career advancement, visibility, and gaining recognition for your efforts. If you don’t advocate for yourself, you risk being overlooked no matter how valuable your work is.

Self-promotion is a necessity, not a luxury

It’s not enough to be talented, hardworking, and accomplished; you have to make sure people know about it.

Effective bragging isn't about showing off; it’s about sharing your success in a way that feels genuine and relatable. When done well, it builds trust and opens doors rather than alienating people. Mastering this art allows you to highlight your worth while strengthening relationships and reputation.

Bragging is an art form

A brag bag is your personal collection of accomplishments, skills, positive feedback, and milestones. By keeping this resource updated, you’ll always have material ready to draw from when opportunities arise. This ensures you’re never caught off guard when asked to discuss your strengths or track record.

Create a “brag bag”

A bragologue is a short, conversational story that weaves your achievements naturally into discussions. Rather than reciting a list of accomplishments, it invites your listener into a narrative that feels personal and memorable. Having these ready makes it easier to communicate your value with confidence and polish.

Develop “bragologues”

﻿People connect much more deeply with stories than with facts or lists. Turning your successes into mini-stories makes them stick with your audience and allows your achievements to shine in a relatable way. By becoming a strong storyteller, you’ll stand out and make a lasting impression.

Practice storytelling

Bragging done right is not about self-aggrandizement; it’s about sharing your success in a way that is authentic, engaging, and memorable.

Not every brag fits every context—what you highlight should change based on who you’re talking to and what matters to them. Tailoring your message shows emotional intelligence and ensures your self-promotion lands effectively. This skill boosts your ability to connect and persuade across different settings.

Adapt to different audiences

The best bragging balances pride in your work with humility and gratitude. When you highlight your success while acknowledging teamwork or lessons learned, you come across as confident yet grounded. This balance builds respect and keeps your reputation intact while raising your visibility.

Confidence + Humility = Effective Bragging

Bragging should never feel like a monologue or a pitch; it works best when it’s integrated seamlessly into natural dialogue. This makes your self-promotion feel more authentic and less scripted. Applying this helps others feel comfortable and keeps interactions smooth, even as you highlight your achievements.

Keep it conversational

You don’t need formal events to promote yourself—casual chats, quick updates, or even email exchanges can be great chances to showcase your value. Recognizing and seizing these moments keeps your profile top-of-mind. This habit ensures you're consistently seen as engaged, capable, and impactful.

Use everyday opportunities

“If you don’t tell your story, no one else will.”

The more comfortable you are with your achievements internally, the more effortlessly and authentically you’ll be able to share them. Regularly reminding yourself of your successes helps you embody quiet confidence. This inner work makes external promotion feel natural rather than forced, amplifying its effectiveness.

Internalize your value

Brag! is a practical guide designed to help individuals promote themselves skillfully and authentically without coming across as arrogant. In today’s competitive world, doing great work isn’t enough—you have to make sure people know about it.

It is well-documented that working hard isn't enough to keep your professional star rising: Self-promotion is recognized as one of the most important attributes for getting ahead.

Peggy Klaus

Brag!

What Got You Success in the Past May Be the Very Thing Preventing Future Growth. New Levels Require New Behaviors and Mindsets.<ul><li class="ql-align-justify">Regularly Reassess Your Behavior</li><li class="ql-align-justify">Stay Adaptable</li><li class="ql-align-justify">Prepare to Evolve Your Leadership Style</li></ul>

New Levels Require New Behaviors

Successful People Often Have "Success Delusions"- They Overrate Their Own Contributions and Resist Change.<ol><li class="ql-align-justify">Challenge Your Assumptions</li><li class="ql-align-justify">Invite Outside Perspectives</li><li class="ql-align-justify">Stay Humble</li></ol>

Success Can Blind You to the Need for Change

There are 20 common interpersonal habits, such as the need to win, giving unsolicited advice, criticizing, and not listening, that can sabotage otherwise talented individuals.<ul><li class="ql-align-justify">Identify your personal habits.</li><li class="ql-align-justify">Work on one habit at a time.</li><li class="ql-align-justify">Track your progress daily.</li></ul>

20 Bad Habits That Can Sabotage Your Success

"The higher you go in the organization, the more your problems are behavioral."

Behavioral change — not technical skills — is what separates great leaders from good ones. Soft skills become critical at higher leadership levels.<ul><li class="ql-align-justify">Prioritize Communication and Empathy</li><li class="ql-align-justify">Develop Trust</li><li class="ql-align-justify">Lead Through Influence, Not Control</li></ul>

Behavioral Skills Become More Important Than Technical Skills

You must be willing to receive honest feedback and future-focused "feedforward."Growth requires openness to hearing what you need to change.<ul><li class="ql-align-justify">Seek forward-looking advice.</li><li class="ql-align-justify">Listen without defensiveness.</li><li class="ql-align-justify">Thank those who help you.</li></ul>

Honest feedback and "feedforward" are critical

Sincere Apologies and Gratitude are powerful tools for repairing and strengthening professional relationships.<ul><li class="ql-align-justify">Offer Sincere Apologies</li><li class="ql-align-justify">Express Gratitude Frequently</li><li class="ql-align-justify">Repair and Deepen Connections</li></ul>

Apologizing and thanking others strengthens relationships

"Success is the enemy of change."

Small Behavior Changes Consistently Applied Are More Important Than Grand Overhauls.<ul><li class="ql-align-justify">Focus on Micro-Changes.</li><li class="ql-align-justify">Practice Daily Discipline.</li><li class="ql-align-justify">Celebrate Small Wins.</li></ul>

Small, consistent behavior changes drive real improvement

Listening More and Speaking Less Dramatically Increases Leadership Effectiveness.<ul><li class="ql-align-justify">Listen Actively Without Interrupting</li><li class="ql-align-justify">Reflect Back What You Hear</li><li class="ql-align-justify">Value Understanding Over Being Right</li></ul>

Listening is More Powerful than Speaking

By publicly committing to change and following up, you can build trust and accelerate progress.<ul><li class="ql-align-justify">Share your goals with others.</li><li class="ql-align-justify">Invite them to hold you accountable.</li><li class="ql-align-justify">Build credibility through consistency.</li></ul>

Publicly Commit to Your Change Efforts

Long-term leadership success is built on humility, persistence, and continuous personal evolution.Changing perception is often just as important as changing reality.<ul><li class="ql-align-justify">Embrace Lifelong Growth</li><li class="ql-align-justify">Accept Setbacks as Part of the Journey</li><li class="ql-align-justify">Keep Evolving Your Leadership Approach</li></ul>

Long-term Leadership Success Demands Humility and Persistence

"People will do something — including changing their behavior — only if it can be demonstrated that doing so is in their own best interests."

This review consists of a holistic overview of the book, which I think is missing from the other reviews. One of the biggest take aways I found though were the 20 Bad Habits that Sabotage your Success. If enough interest I can post those as well, they are very helpful to reference and review. 

Your hard work is paying off. You are doing well in your field. But there is something standing between you and the next level of achievement. That something may just be one of your own annoying habits. Perhaps one small flaw - a behaviour you barely even recognise - is the only thing that's keeping you from where you want to be. It may be that the very characteristic that you believe got you where you are - like the drive to win at all costs - is what's holding you back. As this book explains, people often do well in spite of certain habits rather than because of them - and need a "to stop" list rather than one listing what "to do". Marshall Goldsmith's expertise is in helping global leaders overcome their unconscious annoying habits and become more successful. His one-on-one coaching comes with a six-figure price tag - but in this book you get his great advice for much less. Recently named as one of the world's five most-respected executive coaches by Forbes, he has worked with over 100 major CEOs and their management teams at the world's top businesses. His clients include corporations such as Goldman Sachs, Glaxo SmithKline, Johnson and Johnson and GE.

Marshall Goldsmith is an accomplished writer whose work has resonated with readers around the world. Marshall Goldsmith has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Marshall Goldsmith's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Marshall Goldsmith

What Got You Here Won't Get You There

Societies developed differently across the world primarily because of environmental and geographic factors, not because of biological differences among people.

Geographic Determinism:

Access to easily domesticable plants and animals allowed some societies (especially in Eurasia) to develop food surpluses, which supported larger, more complex societies.

Domestication of Plants and Animals:

Stable food supplies freed people from subsistence farming, enabling the rise of specialized professions (like soldiers, rulers, and inventors), which accelerated societal development.

Food Surpluses Enable Specialization:

“The striking differences between the long-term histories of peoples of the different continents have been due not to innate differences in the peoples themselves but to differences in their environments.”

Proximity to domesticated animals in Eurasia led to the development of deadly diseases (like smallpox), which devastated indigenous populations elsewhere during periods of conquest.

Germs as Weapons:

Societies with more dense populations and interactions were more likely to invent new technologies — and crucially, to spread and refine them — accelerating innovation over time.

Technological Innovation is Cumulative:

Eurasia’s east-west orientation allowed crops, animals, and ideas to spread more easily across similar latitudes and climates compared to continents like the Americas or Africa with north-south axes.

The East-West Axis Advantage:

“Eurasia’s success was due to its size and its east-west orientation. These factors led to a greater number of domesticated plants and animals and to more intense competition and innovation.”

Larger, food-producing populations were able to form complex, hierarchical political structures (chiefdoms, states, empires), facilitating large-scale cooperation, warfare, and conquest.

Political Organization and State Formation:

Societies that developed writing could transmit knowledge, coordinate large groups, maintain laws, and preserve innovations, giving them a significant advantage over non-literate societies.

Writing and Record-Keeping:

Eurasian societies developed advanced weapons, armor, and military strategies that, combined with germs, allowed relatively small forces to conquer larger indigenous populations elsewhere.

Military Power (Guns and Steel):

The book argues that global inequalities arose from geographic and environmental luck, not from differences in intelligence, morality, or inherent capabilities between peoples.

Rejecting Racial Explanations:

“History followed different courses for different peoples because of differences among peoples’ environments, not because of differences among peoples themselves.”

I hope you all enjoy. After reading a few different summaries I was surprised by how inaccurate or incomplete they were. I hope this one does it better justice.

"Fascinating.... Lays a foundation for understanding human history."—Bill Gates In this "artful, informative, and delightful" (William H. McNeill, New York Review of Books) book, Jared Diamond convincingly argues that geographical and environmental factors shaped the modern world. Societies that had had a head start in food production advanced beyond the hunter-gatherer stage, and then developed religion --as well as nasty germs and potent weapons of war --and adventured on sea and land to conquer and decimate preliterate cultures. A major advance in our understanding of human societies, Guns, Germs, and Steel chronicles the way that the modern world came to be and stunningly dismantles racially based theories of human history. Winner of the Pulitzer Prize, the Phi Beta Kappa Award in Science, the Rhone-Poulenc Prize, and the Commonwealth club of California's Gold Medal.

Think Like Your Customer: A Winning Strategy to Maximize Sales by Understanding and Influencing How and Why Your Customers Buy

Finding Time: Turn your biggest time sink into your biggest outcome driver

Executive Presence: The Art of Commanding Respect Like a CEO

Brag!

What Got You Here Won't Get You There

Jeremy Hutton