The rehearsal room
Browse the scenarios
you can practice.
Every scenario is a real conversation you can rehearse out loud against an AI persona that pushes back the way a real person would. Pick the moment that’s on your calendar this week and get the reps in before it counts.
Sales
Practice high-stakes sales conversations — discovery, objection handling, executive briefings.
- SalesHard
Champion enablement
A 30-minute internal-prep call with the seller's coach inside the buying org. The coach has a meeting with their executive next week and has agreed to make the case internally. They want the seller to help them prepare: framing, language, slides, pre-empted objections. The seller is not in the next meeting; the coach has to carry it alone.
- SalesHard
Competitive displacement
The counterparty is two years into a contract with a competitor. They are not actively unhappy but they are quietly underwhelmed. The seller has been let in for a single conversation to make the switching case. The competitor's account team has heard about the meeting and is already mobilizing internally to defend.
- SalesHard
Discovery call
First scheduled call with a qualified prospect at a mid-market company. They responded to an inbound campaign two weeks ago and agreed to a 30-minute call. You have a one-line note from the SDR about their stated reason for the meeting and nothing else. The counterparty has not yet decided whether this conversation is worth a second one.
- SalesHard
Executive briefing
A 25-minute meeting with an executive sponsor has been booked by a champion below them. The executive walks in with a one-line brief and a hard stop. The seller has one shot to land the business case, address the one strategic concern the executive actually has, and earn permission to continue the deal cycle.
- SalesHard
Objection handling
Mid-cycle call. The counterparty has raised a specific objection to moving forward — pricing, vendor risk, internal capacity, or competitive comparison — and they have asked the seller to address it directly on this call. The deal is alive but soft; folding here forfeits the deal, escalating here breaks it.
- SalesHard
Pricing negotiation
Late-stage call with the deal in the close window. The counterparty has the proposal in hand and has asked for the pricing call. They will press on discount, term length, payment schedule, and out-clauses. The seller's authority on price is bounded; their authority on structure is wider. This is the conversation where margin is either preserved or surrendered.
- SalesHard
Re-engagement after silence
The counterparty went silent six months ago after a strong discovery and a soft exec briefing. They responded to the seller's most recent outreach and agreed to a 20-minute call. Something changed inside their org; the seller does not yet know what. The counterparty is willing to talk but unwilling to rewind.
- SalesHard
Renewal conversation
The contract renews in 60 days. Usage is steady but the counterparty has signaled some dissatisfaction — a missed integration, a slower-than-expected support response, or a feature gap. They have asked for a renewal conversation and the word "discount" is in the air. The seller has to surface the real churn signals, address them honestly, and structure a renewal that does not start a price-compression cycle.
- SalesHard
Technical deep-dive
A 45-minute technical session with the practitioners and their team lead. They have read the docs, run a sandbox, and prepared a list of questions. They want to know how the product handles their specific architecture, what its real failure modes are, and where it falls short. A clean technical session opens the door upward; a sloppy one closes it permanently.
Management
Practice tough conversations as a manager — PIPs, terminations, peer conflict, layoff conversations.
- ManagementHard
Address a recurring issue you've already raised
Your direct report has the same recurring issue you have already raised at least three times: missing standup, vague status updates, dropped follow-ups on async threads. After each prior conversation they agreed warmly and changed nothing for more than a week. You have a documented trail of the prior conversations. The pattern is not a single egregious incident; it is the failure to change after explicit feedback. Today's conversation needs to land harder than the last three.
- ManagementHard
Deny a promotion to a strong performer
Your direct report submitted a promotion packet this cycle. They are a strong performer and have been operating at the next level on most dimensions for two quarters. In calibration, the decision was to hold them at level for one more cycle — peer feedback flagged a specific gap in cross-functional influence, and the business is constrained on senior headcount this half. The decision is final for this cycle. You are the one delivering it.
- ManagementHard
Deliver a comp decision that disappoints
Your direct report asked for a meaningful raise — citing market rate, scope expansion, and a competing offer they hinted at. The comp recommendation that came out of the cycle is at-band, with a standard merit increase but no out-of-cycle adjustment. You have already advocated internally and lost. The decision is final for this cycle. You are delivering it today.
- ManagementHard
Notify a strong employee that their role is eliminated
The company is reducing headcount. Your direct report's role is being eliminated as part of a function-wide reorganization. This is not performance-based; they have been a solid contributor. The decision was made above your level; you advocated to keep the role and lost. The package, last day, healthcare bridge, and outplacement support are all locked in by HR. You are delivering the news today. The conversation will be 15 minutes; HR is on standby for follow-up.
- ManagementHard
Deliver bad news to your own boss
A flagship project under your ownership is going to slip significantly — at least one quarter, possibly two. The slip is not a single root cause but a compound: a key engineer left, a third-party dependency missed, and a scope decision you owned turned out to be wrong. You committed a date publicly to your boss and to leadership at the last QBR. You are walking into a 1:1 with your boss to deliver the news. You have a mitigation plan but no firm new date. The customer-facing exposure is real but contained.
- ManagementHard
Confront a peer about an ongoing conflict 1:1
You and a peer (cross-functional or same function) have an escalating conflict that is starting to cost cycles for both teams. Recent flashpoints: a meeting where the peer publicly contradicted you, a Slack thread where they re-litigated a decision in front of senior stakeholders, and a launch where their team did not staff against a commit. You have asked for this 1:1 to address it directly before it escalates further. No shared manager is in the room. This is the conversation you have been avoiding.
- ManagementMedium
Pip Delivery
Your direct report has missed shipping commitments for three consecutive sprints. Performance has slipped despite two informal coaching conversations. Today you are formally placing them on a Performance Improvement Plan with a 60-day window.
- ManagementHard
Address a professionalism issue (tone, Slack, hygiene, attitude)
Your direct report has a professionalism issue you have been avoiding raising directly. It could be Slack messages with a sharp or mocking tone that have been forwarded to you, an attitude in meetings that lands as dismissive, hygiene that has drawn private comments from peers, or recent customer-facing interactions that crossed a line. Today you are addressing it explicitly. The issue is not catastrophic; it is the kind of thing managers routinely fail to raise until it becomes a pattern. There is at least one specific recent incident with a customer or stakeholder.
- ManagementHard
Termination Conversation
The PIP window has closed without sufficient improvement. You are delivering the termination decision today. HR has approved. Severance and benefits transition details are prepared.
- ManagementHard
Confront a high-performer about toxic behavior
Your direct report is one of the top output producers on the team. They are also driving people away. You have collected specific complaints from at least three peers over the last quarter — interrupting in meetings, dismissive code-review tone, public corrections of teammates, refusing to help juniors. Two teammates have privately said they are looking to transfer. The business depends on this person's delivery for the current roadmap. You are having the first explicit conversation about behavior, separate from any performance praise.
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Sign up free, pick a scenario, and talk it through out loud. Your first rep takes about 30 seconds to start.