What is PeopleAnalyst?

PeopleAnalyst is the front door for people-analytics research: 205+ works indexed and profiled, 40+ citation-grade findings extracted, and peer-reviewed behavioral science translated from academic to actionable — the missing manual for the people analytics you always meant to do.

What is people analytics?

People analytics is not a dashboard. It is behavioral science and statistical inference applied to workforce decisions — a discipline with its own methodology, spanning measurement, organizational design, talent, leadership, and analytics craft.

Why does AI in HR need measurement science?

AI is being deployed in high-stakes people decisions — hiring, performance, attrition — without the measurement science to evaluate whether it works or whom it harms. Construct validity, effect sizes, and criterion validity are the vocabulary for asking an AI vendor the right questions.

How is the research made accessible?

The evidence is indexed and searchable: 205+ works, 40+ citation-grade insight cards, and 8 research arcs, so the right finding reaches the right decision at the right time.

What separates good people measurement from assertion?

Good measurement has a method: construct validity, reliability, and effect-size interpretation are not optional — they are what separates evidence from assertion.

library / libd7bf457883faccbc

New Sales Simplified the Essential Handbook

In a sentence

A blunt, practical handbook that demystifies prospecting and new business development by arguing that acquiring new customers is simple—select targets, build and fire sales weapons, and execute a disciplined attack.

New Sales. Simplified. is a no-nonsense field guide for salespeople, sales managers, and executives who have lost—or never learned—the fundamentals of hunting for new business. Drawing on two decades of top-performing selling and a decade of coaching fifty-plus companies, Mike Weinberg strips away Sales 2.0 hype and flavor-of-the-month theories to reveal a stunningly simple framework: pick a finite, focused, written, workable list of target accounts; arm yourself with powerful sales weapons (above all a compelling, client-focused sales 'story' or Power Statement); and plan and execute a high-frequency attack by protecting your calendar and working the math. Along the way it holds up a mirror to the sixteen reasons salespeople fail, puts CEOs and companies on the hot seat for anti-sales cultures and illogical comp plans, and rehabilitates the proactive phone call, the discovery-driven sales call, and the maligned presentation. Energetic, honest, and immediately actionable, it equips readers to become proficient sales hunters who consistently create new opportunities.

The four lenses

Science
Statistics
Systems
Strategy

The model

A causal model expressing how design levers (target selection, sales weapons/story, and disciplined execution/time blocking) drive psychological and behavioral states (confidence, proactive selling activity, reduced buyer resistance) that in turn produce new business outcomes, moderated by company/context conditions.

Target Account Selectiondesign lever

The strategic act of choosing a finite, focused, written, and workable list of prospect and referral accounts that resemble a company's best customers and give the salesperson the best chance of winning new business.

Sales Story (Power Statement) Qualitydesign lever

The degree to which a salesperson possesses a succinct, compelling, differentiating, client-focused sales story that leads with client issues, states offerings simply, and articulates strong differentiators to justify premium pricing.

Proactive Selling Activitybehavioral pattern

The volume and consistency of outbound prospecting behavior—proactive phone calls, voicemails, emails, and face-to-face sales calls—executed against the target list, including protected time blocks dedicated to new business.

Time Blocking and Calendar Disciplinedesign lever

The extent to which a salesperson schedules and protects dedicated blocks of time for proactive prospecting and refuses to let account management, service burdens, and distractions crowd out selling time.

Sales Call Effectivenessbehavioral pattern

The quality with which a salesperson structures and conducts a face-to-face sales call, including sharing an agenda, discovery via probing questions before presenting, appropriate talk-listen ratio, and defining next steps.

Salesperson Confidence and Positive Attitudepsychological state

The salesperson's internal psychological state of optimism, pride, self-belief, and positive outlook that comes from viewing oneself as a value creator and problem solver armed with a strong story.

Buyer Reflex Resistancepsychological state

The prospect's automatic, instinctive negative or defensive reaction to salespeople that must be minimized through mindset, voice tone, word choice, and leading with client issues.

Company Sales Conditionscontextual condition

Organizational context factors—clear strategy, sensible compensation plans, positive sales culture, mentoring, and reasonable service burden—that enable or hinder a salesperson's ability to develop new business.

New Business Acquiredoutcome metric

The ultimate outcome metric of the model: the volume of net new accounts and new revenue closed, reflected in a full, moving, and balanced sales pipeline and achievement of new business goals.

How they connect

target account selection → predicts proactive selling activity
sales story quality → predicts salesperson confidence
sales story quality − influences buyer resistance
salesperson confidence → predicts proactive selling activity
time blocking discipline → predicts proactive selling activity
proactive selling activity → predicts new business acquired
proactive selling activity → predicts sales call effectiveness
sales call effectiveness → predicts new business acquired
buyer resistance − influences new business acquired
company sales conditions → moderates new business acquired
company sales conditions → moderates time blocking discipline

The story

The reader A salesperson, sales manager, or executive responsible for acquiring new customers who wants to consistently and confidently develop new business.

External problem

They are not acquiring enough new accounts or new business and inbound demand has dried up.

Internal problem

They feel scared, lost, confused, and lacking confidence about how to hunt for new business.

Philosophical problem

It's just plain wrong to be told that prospecting is dead or that selling is so complicated it requires gimmicks—new business development should be simple and within their control.

The plan

Select a finite, focused, written, and workable list of strategic target accounts.
Build and sharpen your arsenal of sales weapons, especially a compelling client-focused Power Statement.
Master the proactive telephone call to secure face-to-face meetings.
Structure and conduct winning, discovery-driven sales calls (dialogue, not monologue).
Time-block your calendar, work the sales math, and maintain a balanced pipeline.

Success

Consistently acquiring new accounts and exceeding new business goals.
Increased confidence, pride, and energy in prospecting.
A full, moving, balanced pipeline and greater income.
Being recognized as a proficient, in-demand sales hunter.

At stake

Continued underperformance and missed new business quotas.
Becoming a prisoner of hope to a few stale deals.
Being a victim of declining inbound demand with no reliable way to create opportunities.
Being viewed as just another self-focused, resistible salesperson.

Questions this book answers

Why do so many salespeople fail at acquiring new business?
Is proactive prospecting (including cold-calling) still effective, or is it dead?
What is the simplest framework for launching a new business development attack?
How do you craft a compelling, differentiating, client-focused sales story?
How should salespeople conduct proactive phone calls and face-to-face sales calls?

Glossary

Target Account Selection: The strategic identification and prioritization of a defined set of prospect and referral accounts most likely to become profitable new customers, chosen to resemble the company's best existing clients.
Sales Story (Power Statement) Quality: The strength of a salesperson's client-focused narrative that captures attention, differentiates the offering, and justifies premium pricing by leading with the pains removed, problems solved, and results achieved for clients.
Proactive Selling Activity: The frequency and consistency of outbound, salesperson-initiated behaviors aimed at creating new opportunities with target accounts.
Time Blocking and Calendar Discipline: The degree to which a salesperson schedules dedicated prospecting time and protects it from account management, service demands, and distractions.
Sales Call Effectiveness: The competence with which a salesperson conducts a face-to-face meeting so that it is a controlled, discovery-driven dialogue that advances the opportunity.
Salesperson Confidence and Positive Attitude: The salesperson's optimistic, self-assured psychological state and pride, stemming from viewing oneself as a value creator armed with a strong story.
Buyer Reflex Resistance: The prospect's automatic defensive reaction against salespeople that impedes engagement and must be minimized.
Company Sales Conditions: Organizational context that enables or constrains new business development, including strategy clarity, compensation design, culture, mentoring, and service burden.