Todd Caponi is one of those people who is autonomously good at communication, while displaying expert knowledge in the field he’s passionate about. With the release of his new book, The Transparent Sales Leader, Caponi is in full throttle with respect to this particular form. It’s a welcome relief given the fact so many business and leadership advice guides can suffer from a sense of flintiness and impersonality.


Of course, these days, critics might say the pendulum has swung a little far to the other side of the equation. It seems easy for the informed reader to point a finger of blame to the rather infamous catchphrase Facts, not your feelings. But Caponi has too much style to let that happen. As soon as you crack open the book, you genuinely feel – regardless of concise presentation of the heady material – you’re in the best possible hands.

This is reflected by the structure and presentation of ideas, such as in passages like the following. “As human beings, we are prediction machines,” Caponi writes. “From the time we are babies, our brains are wired to predict. We use those predictions to learn and as the basis for our satisfaction. Our hearts beat faster in anticipation of moving from a seated position to standing up. We learn by configuring a prediction, observing reality, comparing our prediction to that reality, then consolidating those learnings for storage for the next time.”

He continues: “…Could the secret of revenue leadership success begin with something as simple as accurate expectation setting? It’s a great place to start. The brains of the individuals you lead are optimized when they can make a confident prediction as to what their experience in that moment and in the future is going to be. A prediction is hard to come by when the recipient is having trouble trusting the source. The more the individual reporting to you can trust you as the source, the more discretionary effort the individual will put in—not only to help themselves, but also to help you.”

It’s through these kind of statements that Caponi is able to reinforce the idea what he promotes is fundamentally simple. There’s no need to get lost inside of the sometimes pedantic, sometimes cyclical proverbial nature of various topics, a la Leadership strategy,or Communication techniques. As Caponi shows time and again, actual concerns are staying in touch with the essentials, while honing what he believes to be the possible methodology structure to retain a solid, effortless customer base for the long-term.


“At even a subconscious level, we know that perfection isn’t probable,” he writes. “When assessing an investment in our time, resources, or dollars in something new, our brain goes on a journey to decide, ‘Is the juice going to be worth the squeeze?’ However, our brain filters the good news until it has assessed the trade-off, which could be the price, what elements or features are not included, and what experiences others have had—especially the negative.”

Garth Thomas