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How do you coach a rep who talks too much and doesn't listen during discovery

📖 2,587 words🗓️ Published Jul 2, 2026

Direct Answer

Coaching a rep who talks too much and doesn't listen during discovery is a battle against their own ego, anxiety, and a mistaken belief that talking equals selling. The fix is not telling them to "shut up" — it's showing them that silence is a weapon and that the buyer's voice, not theirs, closes deals. Start by recording their calls and playing back the moments they interrupted or hijacked the conversation; then, drill a structured discovery framework where they have a specific number of questions to ask before they can pitch. The hardest shift is emotional: they must learn that listening is not passive — it's the most aggressive, intelligent move in sales. This guide is for sales managers and coaches working with seasoned reps who need a behavioral reset, not just a script change.

CRO SYNDICATE

Why This Happens — The Root Cause of the Talker

A rep who talks too much is almost never doing it out of malice. The root cause is usually one of three: anxiety (they fear silence and fill it with words), ego (they believe their expertise is the value they bring), or lack of a structured process (they don't have a clear discovery framework, so they ramble). Many top performers who get promoted to senior roles actually talk more because they feel they "know the answers" already. This is a trap: the buyer feels unheard, the rep misses critical pain points, and the deal stalls because the rep never uncovered the real decision criteria.

The first step in coaching is to help the rep see the pattern themselves. Use call recordings — play a 2-minute clip and ask them to count how many times they spoke versus the buyer. Often, the rep is shocked to realize they dominated most of the conversation. This is not a skill problem yet; it's an awareness problem. Once they see it, you can move to the fix.

The Listening Drill — A 3-Week Behavioral Reset

You cannot fix this in one coaching session. It requires a structured, 3-week behavioral reset that rewires the rep's conversational habits. Here is the exact drill:

Week 1: The Silence Rule. Every time the buyer finishes speaking, the rep must count to 5 seconds before responding. This feels agonizingly long at first, but it forces the rep to actually process what was said instead of jumping to their next point. Role-play this daily for 15 minutes.
Week 2: The Question Limit. The rep is not allowed to make a statement longer than 2 sentences without asking a question. They must use open-ended questions that start with "What," "How," or "Tell me about." If they start pitching, the coach stops them.
Week 3: The Recap Rule. After every 3 minutes of conversation, the rep must summarize what the buyer said in their own words and ask, "Did I get that right?" This forces active listening and builds trust.

Track progress by recording calls and measuring the talk-to-listen ratio. Aim for the rep to speak no more than 30% of the time during discovery. This is a quantifiable behavior change, not a vague goal.

The Discovery Framework — Structure Beats Talent

A talkative rep needs a container — a clear, repeatable discovery framework that tells them exactly when to speak and when to listen. The MEDDIC or BANT frameworks are too high-level; you need a question-by-question script for the first 15 minutes. Here's a simple one:

Open: "Thanks for your time. I have a few questions to understand your situation — is that okay?" (This sets the expectation that the rep will ask, not tell.)
Pain Discovery: "What's changed recently that made you look at solutions like ours?" — then shut up. Let the buyer talk. If they pause, don't fill it — wait.
Impact Discovery: "And what's that costing you in terms of time or revenue?" — again, silence.
Authority Discovery: "How does your team typically make decisions on something like this?" — listen for the real decision process.

The key is that the rep cannot move to the next question until the buyer has fully answered the previous one. Role-play this script multiple times until it becomes muscle memory. The rep will feel uncomfortable at first because they're used to talking; that discomfort is the sign of growth.

The Emotional Side — Why They Talk and How to Address It

Coaching the behavior is only half the battle; you must also address the emotional driver. Many talkative reps are anxious — they fear that silence means they're losing control of the conversation. This is a deep-seated belief that needs to be reframed. Use these coaching questions:

*"What are you afraid will happen if you stop talking for 10 seconds?"*
*"When you interrupt the buyer, what do you think they feel?"*
*"How does it feel when someone talks at you without listening?"*

The goal is to help the rep realize that listening is a sign of confidence, not weakness. The most powerful reps in the room are the ones who ask the best questions, not the ones who talk the most. Share examples of great listeners in your own organization — reps who close at higher rates because they make the buyer feel understood. This emotional shift is what makes the behavioral change stick.

Measuring Success — The Metrics That Matter

You cannot coach what you cannot measure. For a talkative rep, track these specific metrics over a 4-week period:

Talk-to-Listen Ratio: Use call recording software to measure the percentage of time the rep speaks versus the buyer. Aim for 30% or less.
Number of Interruptions: Count how many times the rep cuts off the buyer. Start with a baseline and reduce by half each week.
Question-to-Statement Ratio: Track how many questions the rep asks versus statements they make. A good ratio is heavily skewed toward questions.
Discovery Call Win Rate: Measure the percentage of discovery calls that move to the next stage. If the rep is talking less, this should improve.

Review these metrics in your weekly 1:1. Celebrate small wins — a rep who goes from high talk time to moderate talk time is making real progress. The goal is not perfection but continuous improvement. Over time, the rep will internalize that listening is the most effective selling skill they have.

CRO SYNDICATE

The "Question Budget" Framework — A Practical Tool for Self-Regulation

One of the most effective structural interventions is introducing a "question budget" — a simple, measurable constraint that forces the rep to shift from broadcasting to gathering. The concept is straightforward: during any discovery call, the rep must ask a predetermined number of questions before they are allowed to offer any solution, opinion, or product mention. This isn't about counting questions rigidly; it's about creating a mental boundary that rewires the conversation flow.

Start with a baseline: for the first half of the call, the rep's only job is to ask questions and listen. No pitching, no problem-solving, no "that reminds me of a case study." You can even make it a game — give them a physical token (like a coin or a paperclip) that they must hold until they've asked their allotted questions. Once they've earned the right to speak, they can "spend" their token. This tactile cue interrupts the automatic impulse to fill silence.

Coach the rep to categorize their questions into three tiers: situational (what's happening now), impact (what's at stake), and vision (what ideal looks like). If they find themselves talking, they should immediately ask themselves: "Am I in situational, impact, or vision mode?" If they're not in one of those three, they're likely monologuing. Record a practice call and have them count their own questions versus statements — the ratio should be heavily skewed toward questions. A useful qualitative benchmark is that for every minute they speak, they should have spent at least three minutes listening. This isn't a hard rule, but a guiding principle to internalize.

The deeper shift here is from talking to prove expertise to asking to uncover value. Many over-talkers believe they need to demonstrate their knowledge to earn credibility. In reality, the buyer's perception of expertise comes from how well the rep understands *their* world — and that only happens through disciplined questioning. When the rep feels the urge to interrupt with a solution, train them to instead say: "That's helpful context — can you tell me more about what that looks like in practice?" This keeps the focus on the buyer while still feeling engaged.

The Listening Audit — How to Diagnose and Measure the Problem Objectively

Before you can fix the behavior, you need to make it visible. Most reps who talk too much don't realize how much they dominate the conversation. They feel they're being helpful, or they're anxious about silence, or they believe they're building rapport. A listening audit removes the subjectivity and gives you a data-driven starting point for coaching.

Select three recent discovery calls (recorded, with permission). For each call, create a simple timeline: mark every 30-second interval and note who is speaking. At the end, calculate the talk-to-listen ratio — the percentage of time the rep spoke versus the prospect. A healthy discovery call typically has the prospect speaking for the majority of the time. If the rep is at 60% or higher, there's a clear imbalance. But don't stop at the ratio — also note interruptions: count every time the rep cut off the prospect mid-sentence. Even polite interruptions ("I hear you, and that's exactly why our product...") are interruptions. Also note topic shifts: did the rep redirect the conversation to something they wanted to talk about, rather than following the prospect's thread?

Present these findings to the rep not as criticism, but as a diagnostic tool. Ask them: "What do you notice about this pattern? Where do you think you could have listened more?" Often, they'll self-identify the problem once they see it laid out. Then, set a specific improvement target for the next week: reduce interruptions by half, or increase the prospect's speaking time by a meaningful amount. Track progress call by call. The goal isn't perfection — it's awareness and incremental improvement.

A more advanced version of the audit is the "listening transcript" exercise. Take a five-minute segment of a call and transcribe everything the rep said. Then, highlight every sentence that is a question, a paraphrase, or an acknowledgment of the prospect's point. Everything else — statements, opinions, product mentions, stories — is "talk." The rep will often be shocked at how little of their speech is actually serving discovery. This exercise builds self-awareness faster than any lecture.

The Emotional Shift — Why Listening Feels Like Losing (And How to Reframe It)

The deepest reason some reps talk too much is emotional, not tactical. They feel that silence means they're losing control, that they're not adding value, or that the prospect is judging them. This is especially common among high-ego reps who pride themselves on being "smooth talkers" or "closers." For them, listening can feel passive, even weak. The coaching challenge is to reframe listening as the most powerful move in the sales arsenal.

Start by having the rep recall a time when a prospect revealed something unexpected — a hidden objection, a budget constraint, a personal motivation — because the rep simply stayed quiet and let them talk. Ask: "Did you feel more or less in control in that moment?" Most will admit that the prospect's honesty gave them *more* leverage, not less. The insight is that control in discovery doesn't come from talking; it comes from knowing. The more you know, the more you can tailor your solution, anticipate objections, and close with confidence. Talking too much is actually a sign of insecurity — a fear that if you stop, you'll lose the room.

Coach the rep to embrace "strategic silence" as a deliberate technique. Teach them that after asking a question, they should count to three in their head before speaking again — even if the prospect pauses. That pause is where the real gold lives. The prospect is thinking, processing, and often revealing deeper truths. If the rep jumps in to fill the silence, they rob themselves of that insight. Practice this in role-plays: have the rep ask a question, then sit in silence for a full five seconds (which will feel like an eternity). Then debrief on what they noticed about the prospect's body language or next words.

Finally, help the rep find a personal mantra that shifts their mindset. Some examples: "My silence is their honesty." "I learn more by listening than by talking." "The best question is the one I don't answer." This isn't cheesy motivation — it's a cognitive anchor they can return to when the urge to talk arises. Over time, listening becomes a habit, not a chore, and the rep discovers that their close rates improve precisely because they stopped trying to close and started trying to understand.

FAQ

How long does it take to change a talkative rep's behavior? Typically, several weeks of consistent coaching and drilling are needed to see a lasting change, as old habits are deeply ingrained.

What if the rep resists the coaching and insists talking is their strength? Show them evidence from their own calls — recordings where the buyer disengaged or deals that stalled. Hard evidence is harder to argue with than opinion.

Should I use role-play or real calls for the drills? Start with role-play in a safe environment, then move to real calls with a coach listening in. The low-stakes practice builds confidence.

What if the rep's manager is also a talker? Then the manager must model the behavior first. You cannot coach listening if you don't listen yourself. This is a cultural issue.

Can a talkative rep ever become a great listener? Absolutely. Many top closers started as talkers and learned the hard way. It's a skill that can be developed with deliberate practice and feedback.

What's the single most important drill to start with? The 5-second silence rule. It's the quickest way to break the habit of filling every pause and forces the rep to listen.

Sources

Sales Hacker — "The Art of Discovery: How to Ask Better Questions"
HubSpot Sales Blog — "Active Listening in Sales: Techniques and Examples"
Gong.io — "The Science of Discovery Calls: What Top Reps Do Differently"
RAIN Group — "The 5 Steps of Effective Discovery"
Salesforce — "Sales Coaching Best Practices for Managers"
Harvard Business Review — "The Power of Listening in Sales"
LinkedIn Sales Solutions — "How to Coach a Rep Who Talks Too Much"

flowchart TD A[Rep talks too much] --> B{Why?} B -- Anxiety --> C[Fear of silence: drill pauses] B -- Ego --> D[Belief they know best: show data on lost deals] B -- No process --> E[Lack of framework: teach a structured discovery] C --> F[Role-play: 5-second silence rule] D --> G[Review calls where buyer disengaged] E --> H[Install a question-first script]

flowchart TD A[Rep talks too much] --> B{Emotional driver?} B -- Anxiety --> C[Reframe silence as control] B -- Ego --> D[Show buyers trust listeners] B -- Habit --> E[Install structured script] C --> F[Role-play silence] D --> G[Review lost deals from talking too much] E --> H[Drill question-first approach]

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## Direct Answer

Coaching a rep who **talks too much** and doesn't listen during discovery is a battle against their own **ego**, **anxiety**, and a mistaken belief that **talking equals selling**. The fix is not telling them to "shut up" — it's showing them that **silence is a weapon** and that the buyer's voice, not theirs, closes deals. Start by recording their calls and playing back the moments they interrupted or hijacked the conversation; then, drill a structured discovery framework where they have a **specific number of questions** to ask before they can pitch. The hardest shift is emotional: they must learn that **listening is not passive** — it's the most aggressive, intelligent move in sales. This guide is for sales managers and coaches working with seasoned reps who need a behavioral reset, not just a script change.

## Why This Happens — The Root Cause of the Talker

![How do you coach a rep who talks too much and doesn't listen durin — Why This Happens — The Root Cause of the Talker](/assets/cro-cover-5.jpg)

A rep who talks too much is almost never doing it out of malice. The root cause is usually one of three: **anxiety** (they fear silence and fill it with words), **ego** (they believe their expertise is the value they bring), or **lack of a structured process** (they don't have a clear discovery framework, so they ramble). Many top performers who get promoted to **senior roles** actually talk more because they feel they "know the answers" already. This is a trap: the buyer feels unheard, the rep misses critical pain points, and the deal stalls because the rep never uncovered the real **decision criteria**.

The first step in coaching is to help the rep see the pattern themselves. Use **call recordings** — play a 2-minute clip and ask them to count how many times they spoke versus the buyer. Often, the rep is shocked to realize they dominated most of the conversation. This is not a skill problem yet; it's an **awareness problem**. Once they see it, you can move to the fix.

```mermaid
flowchart TD
  A[Rep talks too much] --> B{Why?}
  B -- Anxiety --> C[Fear of silence: drill pauses]
  B -- Ego --> D[Belief they know best: show data on lost deals]
  B -- No process --> E[Lack of framework: teach a structured discovery]
  C --> F[Role-play: 5-second silence rule]
  D --> G[Review calls where buyer disengaged]
  E --> H[Install a question-first script]
```

## The Listening Drill — A 3-Week Behavioral Reset

![How do you coach a rep who talks too much and doesn't listen durin — The Listening Drill — A 3-Week Behavioral Reset](/assets/cro-cover-5.jpg)

You cannot fix this in one coaching session. It requires a **structured, 3-week behavioral reset** that rewires the rep's conversational habits. Here is the exact drill:

- **Week 1: The Silence Rule.** Every time the buyer finishes speaking, the rep must count to **5 seconds** before responding. This feels agonizingly long at first, but it forces the rep to actually process what was said instead of jumping to their next point. Role-play this daily for 15 minutes.
- **Week 2: The Question Limit.** The rep is not allowed to make a statement longer than 2 sentences without asking a question. They must use **open-ended questions** that start with "What," "How," or "Tell me about." If they start pitching, the coach stops them.
- **Week 3: The Recap Rule.** After every 3 minutes of conversation, the rep must **summarize** what the buyer said in their own words and ask, "Did I get that right?" This forces active listening and builds trust.

Track progress by recording calls and measuring the **talk-to-listen ratio**. Aim for the rep to speak no more than 30% of the time during discovery. This is a **quantifiable behavior change**, not a vague goal.

## The Discovery Framework — Structure Beats Talent

![How do you coach a rep who talks too much and doesn't listen durin — The Discovery Framework — Structure Beats Talent](/assets/cro-cover-5.jpg)

A talkative rep needs a **container** — a clear, repeatable discovery framework that tells them exactly when to speak and when to listen. The **MEDDIC** or **BANT** frameworks are too high-level; you need a **question-by-question script** for the first 15 minutes. Here's a simple one:

- **Open:** "Thanks for your time. I have a few questions to understand your situation — is that okay?" (This sets the expectation that the rep will ask, not tell.)
- **Pain Discovery:** "What's changed recently that made you look at solutions like ours?" — then **shut up**. Let the buyer talk. If they pause, don't fill it — wait.
- **Impact Discovery:** "And what's that costing you in terms of time or revenue?" — again, silence.
- **Authority Discovery:** "How does your team typically make decisions on something like this?" — listen for the real decision process.

The key is that the rep cannot move to the next question until the buyer has fully answered the previous one. **Role-play this script multiple times** until it becomes muscle memory. The rep will feel uncomfortable at first because they're used to talking; that discomfort is the sign of growth.

## The Emotional Side — Why They Talk and How to Address It

Coaching the behavior is only half the battle; you must also address the **emotional driver**. Many talkative reps are **anxious** — they fear that silence means they're losing control of the conversation. This is a deep-seated belief that needs to be reframed. Use these coaching questions:

- *"What are you afraid will happen if you stop talking for 10 seconds?"*
- *"When you interrupt the buyer, what do you think they feel?"*
- *"How does it feel when someone talks at you without listening?"*

The goal is to help the rep realize that **listening is a sign of confidence**, not weakness. The most powerful reps in the room are the ones who ask the best questions, not the ones who talk the most. Share examples of **great listeners** in your own organization — reps who close at higher rates because they make the buyer feel understood. This emotional shift is what makes the behavioral change stick.

```mermaid
flowchart TD
  A[Rep talks too much] --> B{Emotional driver?}
  B -- Anxiety --> C[Reframe silence as control]
  B -- Ego --> D[Show buyers trust listeners]
  B -- Habit --> E[Install structured script]
  C --> F[Role-play silence]
  D --> G[Review lost deals from talking too much]
  E --> H[Drill question-first approach]
```

## Measuring Success — The Metrics That Matter

You cannot coach what you cannot measure. For a talkative rep, track these **specific metrics** over a 4-week period:

- **Talk-to-Listen Ratio:** Use call recording software to measure the percentage of time the rep speaks versus the buyer. Aim for 30% or less.
- **Number of Interruptions:** Count how many times the rep cuts off the buyer. Start with a baseline and reduce by half each week.
- **Question-to-Statement Ratio:** Track how many questions the rep asks versus statements they make. A good ratio is heavily skewed toward questions.
- **Discovery Call Win Rate:** Measure the percentage of discovery calls that move to the next stage. If the rep is talking less, this should improve.

Review these metrics in your weekly 1:1. Celebrate small wins — a rep who goes from high talk time to moderate talk time is making real progress. The goal is not perfection but **continuous improvement**. Over time, the rep will internalize that listening is the most effective selling skill they have.

## The "Question Budget" Framework — A Practical Tool for Self-Regulation

One of the most effective structural interventions is introducing a **"question budget"** — a simple, measurable constraint that forces the rep to shift from broadcasting to gathering. The concept is straightforward: during any discovery call, the rep must ask a predetermined number of questions before they are allowed to offer any solution, opinion, or product mention. This isn't about counting questions rigidly; it's about creating a mental boundary that rewires the conversation flow.

Start with a baseline: for the first half of the call, the rep's only job is to ask questions and listen. No pitching, no problem-solving, no "that reminds me of a case study." You can even make it a game — give them a physical token (like a coin or a paperclip) that they must hold until they've asked their allotted questions. Once they've earned the right to speak, they can "spend" their token. This tactile cue interrupts the automatic impulse to fill silence.

Coach the rep to categorize their questions into three tiers: **situational** (what's happening now), **impact** (what's at stake), and **vision** (what ideal looks like). If they find themselves talking, they should immediately ask themselves: "Am I in situational, impact, or vision mode?" If they're not in one of those three, they're likely monologuing. Record a practice call and have them count their own questions versus statements — the ratio should be heavily skewed toward questions. A useful qualitative benchmark is that for every minute they speak, they should have spent at least three minutes listening. This isn't a hard rule, but a guiding principle to internalize.

The deeper shift here is from **talking to prove expertise** to **asking to uncover value**. Many over-talkers believe they need to demonstrate their knowledge to earn credibility. In reality, the buyer's perception of expertise comes from how well the rep understands *their* world — and that only happens through disciplined questioning. When the rep feels the urge to interrupt with a solution, train them to instead say: "That's helpful context — can you tell me more about what that looks like in practice?" This keeps the focus on the buyer while still feeling engaged.

## The Listening Audit — How to Diagnose and Measure the Problem Objectively

Before you can fix the behavior, you need to make it visible. Most reps who talk too much don't realize how much they dominate the conversation. They feel they're being helpful, or they're anxious about silence, or they believe they're building rapport. A **listening audit** removes the subjectivity and gives you a data-driven starting point for coaching.

Select three recent discovery calls (recorded, with permission). For each call, create a simple timeline: mark every 30-second interval and note who is speaking. At the end, calculate the **talk-to-listen ratio** — the percentage of time the rep spoke versus the prospect. A healthy discovery call typically has the prospect speaking for the majority of the time. If the rep is at 60% or higher, there's a clear imbalance. But don't stop at the ratio — also note **interruptions**: count every time the rep cut off the prospect mid-sentence. Even polite interruptions ("I hear you, and that's exactly why our product...") are interruptions. Also note **topic shifts**: did the rep redirect the conversation to something they wanted to talk about, rather than following the prospect's thread?

Present these findings to the rep not as criticism, but as a **diagnostic tool**. Ask them: "What do you notice about this pattern? Where do you think you could have listened more?" Often, they'll self-identify the problem once they see it laid out. Then, set a specific improvement target for the next week: reduce interruptions by half, or increase the prospect's speaking time by a meaningful amount. Track progress call by call. The goal isn't perfection — it's awareness and incremental improvement.

A more advanced version of the audit is the **"listening transcript"** exercise. Take a five-minute segment of a call and transcribe everything the rep said. Then, highlight every sentence that is a question, a paraphrase, or an acknowledgment of the prospect's point. Everything else — statements, opinions, product mentions, stories — is "talk." The rep will often be shocked at how little of their speech is actually serving discovery. This exercise builds self-awareness faster than any lecture.

## The Emotional Shift — Why Listening Feels Like Losing (And How to Reframe It)

The deepest reason some reps talk too much is emotional, not tactical. They feel that silence means they're losing control, that they're not adding value, or that the prospect is judging them. This is especially common among high-ego reps who pride themselves on being "smooth talkers" or "closers." For them, listening can feel passive, even weak. The coaching challenge is to reframe listening as the most powerful move in the sales arsenal.

Start by having the rep recall a time when a prospect revealed something unexpected — a hidden objection, a budget constraint, a personal motivation — because the rep simply stayed quiet and let them talk. Ask: "Did you feel more or less in control in that moment?" Most will admit that the prospect's honesty gave them *more* leverage, not less. The insight is that **control in discovery doesn't come from talking; it comes from knowing**. The more you know, the more you can tailor your solution, anticipate objections, and close with confidence. Talking too much is actually a sign of insecurity — a fear that if you stop, you'll lose the room.

Coach the rep to embrace **"strategic silence"** as a deliberate technique. Teach them that after asking a question, they should count to three in their head before speaking again — even if the prospect pauses. That pause is where the real gold lives. The prospect is thinking, processing, and often revealing deeper truths. If the rep jumps in to fill the silence, they rob themselves of that insight. Practice this in role-plays: have the rep ask a question, then sit in silence for a full five seconds (which will feel like an eternity). Then debrief on what they noticed about the prospect's body language or next words.

Finally, help the rep find a **personal mantra** that shifts their mindset. Some examples: "My silence is their honesty." "I learn more by listening than by talking." "The best question is the one I don't answer." This isn't cheesy motivation — it's a cognitive anchor they can return to when the urge to talk arises. Over time, listening becomes a habit, not a chore, and the rep discovers that their close rates improve precisely because they stopped trying to close and started trying to understand.

## FAQ

**How long does it take to change a talkative rep's behavior?**
Typically, several weeks of consistent coaching and drilling are needed to see a lasting change, as old habits are deeply ingrained.

**What if the rep resists the coaching and insists talking is their strength?**
Show them evidence from their own calls — recordings where the buyer disengaged or deals that stalled. Hard evidence is harder to argue with than opinion.

**Should I use role-play or real calls for the drills?**
Start with role-play in a safe environment, then move to real calls with a coach listening in. The low-stakes practice builds confidence.

**What if the rep's manager is also a talker?**
Then the manager must model the behavior first. You cannot coach listening if you don't listen yourself. This is a cultural issue.

**Can a talkative rep ever become a great listener?**
Absolutely. Many top closers started as talkers and learned the hard way. It's a skill that can be developed with deliberate practice and feedback.

**What's the single most important drill to start with?**
The 5-second silence rule. It's the quickest way to break the habit of filling every pause and forces the rep to listen.

## Sources

- Sales Hacker — "The Art of Discovery: How to Ask Better Questions"
- HubSpot Sales Blog — "Active Listening in Sales: Techniques and Examples"
- Gong.io — "The Science of Discovery Calls: What Top Reps Do Differently"
- RAIN Group — "The 5 Steps of Effective Discovery"
- Salesforce — "Sales Coaching Best Practices for Managers"
- Harvard Business Review — "The Power of Listening in Sales"
- LinkedIn Sales Solutions — "How to Coach a Rep Who Talks Too Much"

## Related on PULSE

- Explore more in the PULSE library.

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