• Increased Sales 
• Decreased Turnover 
• Time Saved 
• Conflicts Resolved 
• Better Relationships 
• Happier Employees 
• Problem Solving

 The course instruction was excellent and the content was fascinating and practical. One of the exercises had us set an 'outcome' anchored with sensory linkages. Mine involved a key business issue. The changes/outcomes we envisioned are unfolding in front of our eyes! 
Think there is some real 'power' in what Genie is teaching. 
We also learned that IBM ( a long term client) ranks this course as its top non-technical course. Brought home a very detailed case study that delineates 'how to measure soft skills training' in terms of business results. Good Stuff. 
Ted Wolfe, 3M 

 I have been with IBM for over 12 years and have never seen a class with a subject and content so powerful and motivating. . . . this [will] have a very positive effect in my daily work routine. . . . the materials, the exercises, the interaction, the videos, and the instructors were FANTASTIC! 
Jerry Laude, IBM   

 It has been six months since the field has been introduced to your new sales skills and I am pleased to report that we have had a 20% increase in sales. Bottom line results speak for themselves. 
Gunnar Thordarson, Anderson Jacobson, San Jose 

 Research correlated economic achievement and sales success . . . and high job performance . . . to . . . greater internal locus of control . . .. results show the students attending the GLA Sales Excellence training recorded a more significant shift toward an internal locus of control than the students attending other sales and technical courses, or no training at all. 
Linda McGregor, Pacific Bell, San Francisco 

 My sales directors and managers . . . [have] already incorporated the [Sales Excellence] skills into sales presentations, which has resulted in increased business for Bulova. 
David W. Richardson. Bulova, Flushing, New York 

 Here are the 1985 figures for our car dealership. New car sales are up l4%. For the automobile industry as a whole, the new car sales increase is only 1 to 2%. Also, our dealership profits are up 18%. 
Ken Shafer, Colonial Ford, National City, California 

 Since I took the training, I've noticed several areas in which I've improved considerably. Cold calling is easier. I know now that I can find a common ground and get the customer's interest, even if I start with bare bones information. Another area is overcoming objections. Since I took "Sales Excellence," I don't seem to hear the word "no," and I sure won't offer it! . . . I'm getting more information from my customers with less effort. Finally, I'm doing what I've tried to do since I started in sales, which is get rapport with the customer, find out what they want, and show them how what I have can help them. Only now, I'm doing it with specific skills for each step of the process. It's terrific! 
Jim Johnson. Wang Laboratories, San Francisco 

In the four months after IWI, we ended up having all centers at plan. December—which was a short month and a month in which three-quarters of the people were out the last week—was the best month of the year. . . We went from 70% of plan to 120–130% of plan [between September and January]. 
Malcolm Brown, Sprint, Kansas City 

 They [Inbound] have become a sales organization rather than an order-taking one. 
Vice President. Sprint, Kansas City 
 

 Then in the area of personnel retention, we have an outstanding record. The industry average is 100% turnover per year. At our agency we have 22 salespeople and 75% remained with us the entire year; the other 25% rotated several times. This is a great improvement over most ear agencies, and saves us money in training new people. 
Ken Shafer, Colonial Ford, National City, California 

We have seen a very significant drop in the amount of attrition. 
Peggy Powers, Sprint, Kansas City 
 

Most valuable . . . for me was the lesson on how to run meetings. I was recently, put in charge of a project which involved daily progress meetings . . . People. . . commented that these were the best meetings they had ever attended. The . . . techniques deserve most of the credit. 
W. T. McNeary, McDonnell Douglas, St. Louis 

 I'm focusing on outcomes more, so when I go into a meeting, I get to the key issues more quickly. I've always prided myself on running meetings, and now I'm subtler, and more in control. 
Jim Johnson, Wang Laboratories, San Francisco 

 [Participants] found that, if they could clearly see, hear, and feel their outcomes and teach others to clarify their outcomes in the same manner, meetings (large and small) will be much more productive and focused. 
Marion M. Minke, FPL, Miami 

 Jack Lerner, second vice president of Executive and Management Education at Chase, says Communication Excellence "helped me get more of a focus on what my intentions are when I speak, what I need from any exchange of information, and kept me on target for my desired outcomes." 
Livewire, Chase Manhattan Bank, October 1987 

Meetings are where I think I noticed the changes the most at first—in that meetings were more effective and utilized people's time better . . . . So my immediate reward from IWI was reducing the amount of time spent in meetings—we came out of meetings with more resolution, and to me that was a money-saver. 
Vice President, Sprint, Kansas City 

 Our meeting times down by 50% when clear outcomes are established, communicated, and agreed to. 
Sprint Corporate Research 

Generally all meetings last ½ normal time X 10 staff members. 
Sprint Corporate Research 

The advent of the Super Questions . . . has allowed some troubles, which previously took a day or more, to be cleared on-line at the time of the originating telephone conversation. 
Peggy Powers, Sprint, Kansas City 
 

 Since taking your course . . negotiations have been more successful and require less time. By using your concepts of defining desired outcomes and "dovetailing," I have been able to rapidly negotiate a number of very successful win-win contracts . . . In the middle of a recent very important negotiation with two representatives of an original equipment manufacturing vendor, one of the two negotiators on their side began to negotiate our position with the other of` the two. He proceeded to negotiate a better contract for us than anything that we were hoping for. My attorney, who was observing the proceedings, had a difficult time believing that what he had observed had actually happened! 
Wendell L. King, Medtronic, Inc., Minneapolis 

In the first weeks following the short course our Vice President made a dramatic reversal in a negotiation and achieved a real success. 
Bruce W. Harris, Harris Corporation, Dallas 
 

 Several other participants have reported dramatic improvement in customer relations after only a short interaction using their skills. 
Bruce W. Harris, Harris Corporation, Dallas 

Interactions with customers as well as teamwork with other groups have dramatically improved. 
S. B. Dong, McDonnell Douglas, St. Louis 

 The negotiated contracts have been better for us, the party being negotiated with has felt better about them, and our vendor relationships have improved. 
Wendell L. King, Medtronic, Inc., Minneapolis 

 Dee Aldrich, a DSDR systems review officer, describes [Communication Excellence] as "critical" because it improved her ability to establish a better rapport with auditees. All her technical skills are dependent on her ability to communicate effectively with auditees, she says. 
Livewire, Chase Manhattan Bank, October l987 
 

 A lot of people went home at the end of the day feeling worn out. Were they going to make it through Friday'? So serious. . . Seldom heard laughter. Didn't see many smiles. Now smiles are all over the place . . . And we're having fun . . .. Laughter is heard everywhere. And I believe it is this enthusiasm and energy that will ensure that we exceed the objectives set for us in `90. 
Peggy Powers, Sprint, Kansas City 

 I enjoy the harmony that is present throughout the floor. I enjoy the laughter, the humor between calls, and things of that nature. 
Sales Representative, Sprint, Denver 

I have more time to be more productive at work, and employees seem happier and more content; therefore, working harder and applying themselves more. 
Sprint Corporate Research 
 

 If we were able to isolate a specific problem-solving issue . . I think we would spend less time on it today than we would have done before . . . . We get through the meandering sooner and cut to the choice a lot faster than we previously have. 
Kerry Moore, Sprint, Kansas City 

They have grown from being people who write very detailed, functional solutions—which the programmers in Information Management would take and write code—to people who implement their own solutions. We have thereby eliminated the middleman. 
Peggy Powers, Sprint, Kansas City 

On December 31 the first time ever we eliminated all [200.000] aged inventory . . . . I conducted a meeting in October and used the PEGASUS outline . . .. The outcome of the meeting was, yes, we could eliminate it before the end of the year. 
Peggy Powers. Sprint, Kansas City