I've Handled 9,638 High Ticket Sales Objections, Here's the Full Training

Hey, man, this all sounds great, but I just need to think about it. You've probably heard something like this before. And the problem is most sales reps panic when they hear these words. I know this because after handling thousands of sales objections and closing over $10 million in sales for the likes of Alex Hormozi and Iman Gadzhi, I have seen every variation of no that you could imagine. And most objection handling training just teaches you a foolproof way to have a prospect ghost you forever. And I am honestly sick of seeing them on YouTube. But there are a handful of frameworks that work effortlessly, which is exactly what I'm going to show you in this video. That way you could close more deals and make more money in sales because that's why you're here. But before anything, I want to lay some ground rules. If you're closing below 40%, this video is for you. And if you're not consistently making over $20,000 per month in commission with high ticket sales, this is also for you. And if you've been fumbling call after call wondering if sales is for you, this video is also for you. Now, first, we need to understand the most common ways that people try to handle objections and why they are just plain wrong. Mistake number 1: The combative closer. This is the mistake that most closers fall under. Essentially, they put the boxing gloves on. It'll sound something like a prospect saying, I don't know, I need to think about it. And the salesperson will follow up with, well, what is there to think about? Didn't you tell me that you wanted to solve this problem? The idea here is to essentially fight fire with fire and challenge the prospect. But I'm speaking from experience here. If you're selling to people with money, which is the goal, this might work 1 out of 10 times, but you'll piss off 9 prospects along the the process. And on top of that, you know, the goal with sales is to sell the most expensive thing possible to people with money. That's how you're going to make the most amount of commission every single month with sales. And the combative closer frame typically only works for low-acumen buyers. The second you start leveling up and dealing with more sophisticated people, you cannot strong-arm your way into the sale. So let's say if you're selling to low-acumen buyers, this will work 1 out of 10 times. If you are selling B2B to people with money that know their shit with sales, this will not work, point blank, period. Mistake number 2: the discount desperado. Next is the panic discounter. It's too expensive. Okay, well, what if I give you 50% off? This immediately destroys your credibility and it also, it lowers the perceived value of your product. It shows that you have no conviction in your pricing. Plus, again, prospects could smell your desperation from a mile away. And I will add another side note from experience. If you offer somebody a discount, 99% of the time, the most logical thing they could do is see how far they could take the discount. So don't offer discounts. Mistake number 3, the feature dumper. Then There is the feature overwhelm method, and that sounds something like a prospect saying, you know, I'm not sure if this will work for me or, you know, I've bought something in the past that was similar as you guys and received no results. And in response, the salesperson will start dumping additional features about the product that the prospect does not care about. You know, the, well, let me tell you about our 47 modules and the one-on-one calls and all the support that you'll be getting. Let me justify through features how we're different. What you're doing is essentially throwing spaghetti at the wall and seeing what sticks. And features don't close deals, solutions do. And I'll add in a decent analogy with that. I do think, you know, sales is a lot like dating. It's eerily similar. A lot of girls and guys that are really good at sales are not to be messed with when it comes to dating. And put it this way, imagine you're on a date with somebody that you like, that you want to like commit to, right? And they tell you, hey, Alex, or hey, you, I don't think I want to date because I've been cheated on in the past. And your immediate response is like, I would never do that. Like, I'm a really good person. Here's why. Here's all these features about me. I know in my case I'd be like, yeah, all right, maybe still a little bit skeptical. You want to come from a place of understanding in the dating situation, but also the same thing with sales. Like, the way you're gonna get a lot further with that is being like, hey, totally sorry, that sucks. Like, if you don't mind me asking, what exactly happened? Or, you know, hey, do you mind diving deeper in that? Like, what do you mean by you got cheated on? Or even, hey, I really like you. What do you want to see from me that would prove to you I'm not the same as that person or the guy or girl that you spoke to in the past? So all that to say, don't be a feature dumper. And you'll close a lot more deals and possibly get a lot more dates. Finally, mistake number 4 is the person who doesn't objection handle at all. You know, maybe this is you, or I'll be real, this was me a little bit when I first started with sales where I really did not know what to say. And so if an objection came up and I didn't know what to say, it was very easy for me to cave and just let the prospect get off the call with their own BS excuse of I'll email you, I'll send you a text, let me chat with my wife, and so The problem is not every deal will close during follow-up. Some people need the push to get across the line. Think of it for yourself, right? If I just today pitch you a product that is $20,000 or even less, $10,000, like, what are the chances that you actually pull your credit card out and buy? You know, I'd say for 99% of the world, but even myself spending $20,000, like, there's a lot of stuff that that money could go towards. I could help my family, I could buy a car, I could send my mom money, I could put my daughter in a better position. So it's normal when you drop a high ticket ticket price as a high ticket closer, that people have some hesitations or some objections that you need to help them work through. And so if you don't understand how to say the right things to push your prospects across the line, there's a lot of money on the table that you're leaving behind. That rhymed. But here's the thing. The main reason why I didn't rate any of these different frames or different ways to handle objections highly on the list is because it does require you to fight upstream. And here's the thing. The further along that you get with sales, the more you realize good closers don't get objections, they just get questions. So for you watching this, you know, I guarantee you fall into at least one of those mistakes, but that's where the Revolver Method comes into play. Here is the 3 frameworks that changed everything. Framework number 1, the Revolver Method. Think of this as loading bullets throughout discovery. You're asking questions to get important information, to add a bullet to your clip. Then once an objection comes up, you're going to fire them at your prospect. Here is exactly how it works. The loading phase. Ask these 5 questions at the end of discovery. Now, question number 1 is all about timing, and it's a 3-question stack. So you want to ask all 3 of them back to back. Number 1 is how long have you been experiencing your problem? Number 2 is how soon are you looking to solve this problem? And number 3 is why? Let's say you're selling B2B, right? Like a B2B marketing solution for a business. They may say, yeah, well, listen, I've been trying to double my lead flow so we could make more money for the past 2 years. Then once you follow up with, well, listen, just to be sure here, how soon are we looking to solve this problem? They'll probably say, well, immediately. That's why I'm on the call. And then we could follow up with, I hear you, but if you don't mind me asking, like, why? Why now? In a B2B sense, they could say a lot of things, right? They could say that, you know, maybe their business has been unprofitable or, you know, hey, Alex, this is just the next steps of business, right? I mean, we've been staying stagnant for the past couple of years, and if I double my lead flow, I'll make double the money, which is, you know, the goal. I got big things I'm trying to achieve. And with those 3 questions, you just loaded your bullet. Now, if an objection comes you could essentially fire your bullet. So let's say, for example, they say, you know, hey, Alex, they give you a timing objection, right? Hey, I want to put this off for the next couple of months. Let me figure some stuff out with the business and I'll come back to this. Again, you can now fire your bullet at the prospect and you want to do it nicely, right? You don't want to go too hard and go for the jugular here. But you could say something along the terms of like, hey, I hear you, but listen, you've been experiencing this problem for the past 2 years. You told me you want to fix it as soon as possible so you could experience X, Y, Z result. Like, what changed? In the past couple of minutes. Now, question number 2 is a commitment question. And again, for context, I am going to ask this commitment question directly after my 3 timing questions. So let's say I ask the very last question of timing, which is, hey, why now? Why are we looking to solve this problem today? And they give their answer. Well, I really want to experience XYZ result. I'm going to go straight into my commitment question and say, hey, we could definitely help you achieve XYZ result. But here's the thing. Just like hiring a personal trainer, we could tell you what to do and give you the solution. You still need to implement it. So is this something that you're committed to so you could experience XYZ result? Now, you guys, I'm riffing here. I just keep bullet points on, you know, a note sheet in front of me. So it sounded a little bit wordy, but at the end of the day, we're just trying to gauge their commitment to the solution. We're letting them know that, hey, we could help, but at the end of the day, are you committed with working with our team? That way we could get you there. Now, later, if they give you like a commitment objection, meaning, hey, you know, I'm not sure if I really want to do this right now, this works as works especially well with B2C and B2B, to be honest. But, you know, let's say you're selling like a B2C biz-op opportunity or even like a B2B marketing solution. And they say like, you know, Alex, I don't think marketing is a thing that I'm going to focus on right now. Or, hey, Alex, I'm not really sure if I want to commit to learning to trade stocks. We could fire our bullet and use their own words against them and say, hey, you know, totally hear you. I get it. New things could be nerve-wracking, but I literally just asked you a couple of minutes ago if this is something you wanted to commit to and you said yes. So what changed? Now, question number 3 is my favorite pre-handle that I use on every single sales call, and that's asking a closing question. Now, again, question number 3, I'm asking directly after question number 2, and all I'm saying is, hey, as long as our team could help you achieve XYZ goal and solve XYZ problem, would you be ready to move forward today? I am laying the foundations for closing the deal and you will be surprised how well this works. I do this on every single sales Hey, by the way, as long as we could help you get there and solve XYZ problem, would you be willing to move forward with our team today? Now they'll probably respond, yeah, I'd be ready to move forward as long as you could solve my problem. And there you have it. You just loaded another bullet in your clip. So now if they give you an objection later on in the call revolving around their inability to close today, we could fire our bullet at the prospect and say, hey, just to be sure, you know, I asked you that a couple of minutes ago and you said that as long as we were able to get you to XYZ goal, you'd be ready to move forward. Forward today. So let me know what's the real objection here. Now I'm going to go into question number 4 of the Revolver Method, but I do want to add one thing. There's a caveat to all of this. So there is a singular thing that you got to add into your sales process that I'm going to talk about directly after these 5 questions. But question number 4 would be, if you guessed it, getting rid of the partner objection. Now there's different ways to do this. You could ask this question directly after, you know, your closing question, or you could just do it at the very top of the call. I've done this a lot on sales calls where as soon as someone jumps in and we're about to set frame, I just say, hey, by the way, before we jump into things, you know, is there any business partners that you need on here to make a decision? Or if you're selling an offer that's notorious for getting the husband or wife objection, I'd say the same thing before we get started here. You know, is there anyone else, a husband, your wife, that needs to be involved with you making a decision today? And it flows really nicely, you know, to go from, hey, how's the day going, to cool, we have about 45 minutes here. Do you mind if we jump in? Awesome. By the way, I just always like to check in. Is there anyone else that need to be involved in you possibly making a decision today? And most times they say no. And then I go into setting frame. But at the same time, you know, with the Revolver Method, technically that's question number 4, which I started off asking this as my 4th question at the end of discovery. But it's exactly as it sounds. You're simply just asking, hey, by the way, you know, I know you just told me that you're committed to this. I know you told me that you'd be ready to move forward today as long as we could help, because we asked those 2 questions, meaning question number 2, we asked commit. Commitment. Question number 3, we asked our closing question. Then we follow up with, cool, by the way, I know you're committed. I know you're ready to start today, but is there anyone else that needs to be involved with you making this decision? Once they say no, we have handled the partner objection cold. And you will be surprised how many deals I've gotten across the line when someone gives me the partner objection and I just simply say, hey man, you told me that you don't need a partner. Like, what exactly changed? Yeah, well, you know, $10,000 is just a lot of money You know, what if it doesn't work? And you'll be surprised how many deals I've closed by, you know, someone telling me a partner objection at the end of the call. And I just simply say, dude, I just asked like 5 minutes ago if you need a partner and you said you didn't. So let me know what's happening here. And finally, question number 5 is all about time commitment. Now, what you don't want to do with this is tell your prospect, hey, in order for you to succeed with XYZ thing, meaning our offer, you need 15 hours 'per week, does that work for you?' Because all you're doing is possibly creating an objection that doesn't exist. Meaning what if they don't have 15 hours per week and they tell you, 'Actually, Alex, I don't have 15 hours. I got like an hour a day that I could spend on this.' Next thing you know, you just created a random, you know, time commitment objection and now you can't close the deal. So instead, ask the question open-ended, meaning instead of saying, 'We have 15 hours per week, does that work for you?' I am just going to I'm going to say, hey, by the way, how much time do you have to commit? That way you could experience X, Y, Z result. Once they tell me, oh yeah, I got about 15 hours per week, does that work? I'm just going to say, okay, sweet. Listen, all we'd expect from you is about 10 hours per week and it sounds like you have that. Is that correct? Boom. Now we just loaded another bullet into our clip. And if they ever say, Alex, this all sounds great, the pitch sounds a lot, but I don't think I'm going to have enough time. To implement all of this, we could fire a bullet off at them. Now, what I'm about to do is show you the exact framework and questions that I ask if an objection comes up at the end of the call, meaning I'm going to show you how we fire off our bullets. But there's a caveat that I mentioned in order for any of this to work. And what that is, is alignment. And all alignment means is that we are asking the question to the prospect to make sure that they feel that the product or service that we have to offer will help them reach their goals and to solve their problems. And so this is what it looks like. If you're looking at the framework of your sales call, the last two sections is pitching and closing. Now, after I pitch and before I close, meaning before I drop price and tell them how much this is going to cost, I am going to get alignment. And so let's say I just pitch a product and I say, cool, that covers everything. What questions do you have? They start asking me like all these small analytical questions about how stuff works and so So forth. Once they have no more questions, I am going to get alignment and just say, hey, by the way, before I share, you know, the price and how this works, this is most important, Mr. Prospect. Based off everything that we touched on, do you feel like what we have here today will help you achieve XYZ goal and solve XYZ result that you told me you had? The reason why this is important is this is the foundation in which you could handle any objection in the first place. Meaning at the end of the day, anything that you say, any way that you handle objections will hold zero weight if they just don't believe in the product in the first place. And so we need to come to terms on that first. It is so much easier to handle an "I need to think about it" objection or a partner objection if they just told you, hey, Alex, yes, I feel like everything you have here will 100% help me reach my goals and, you know, solve all the problems that I have. And so ask alignment. And if they give you some type of wishy-washy answer, meaning again, after I pitch and before I drop the price, I ask the question and they say, yeah, I think so. I'm going to follow up with why. Sell me on why you feel this is going to help you. Because again, you could have the most perfect framework and script and I could tell you exactly what to say with a partner objection. But at the end of the day, if they just don't believe in the product, it doesn't matter what you say, they're not going to buy. Alignment. Read about it. The firing phase. Now, this is what to say when objections come up. So at this point, you have received your objection. Right. So we went through the whole thing. We used the revolver method. We loaded all of our bullets. On top of that, we asked alignment. So we have our foundation built. The prospect gave you all the answers to your questions that you asked in discovery. And then on top of that, when you asked alignment, they said, yes, 100%, this will work. This is what I'm looking for. Now, let's say we drop price and they still give you some type of an objection. It could be anything like the I need to think about it objection. The one thing I want you to realize is the first objection that you receive, 99% of the time is a smokescreen. So your job is to sidestep it, get past the smokescreen, and find out what the real objection is. And so I always ask these 3 questions. Number 1 is XYZ objection aside, do you actually feel like this will get you to XYZ goal? Number 2 is why? And then number 3 is cool, so when you say XYZ objection, sorry, like, what do you mean by that? Just to see if I could help. So the way it flows is something like this. Hey Alex, you know, this sounds great, but I need to think about it. Well, no worries, man. Listen, I totally get it. But thinking about it aside, you just told me you wanted to make X amount of money with your business and solve this lead gen problem. Do you feel like everything we have here will actually get you there? Yeah, yeah, yeah. Like, I definitely feel it. I, you know, I like everything that you guys are doing and I've seen the testimonials and so forth. Okay, but why, if you don't mind me asking, why do you feel like this will help? Well, I really like B, I like C, I've seen a bunch of testimonials. I know a lot about the company. Okay, cool. So, Mr. Prospect, If you don't mind connecting the dots here for me, and I even like look off a little bit, scratch my head. What exactly do you mean when you say you need to think about it to see if I could help? From there, they will give you their real objection. And that, folks, that is what you need to handle. And what I mean by that is that is where you need to fire your bullet. Now, why is this important? Pretty simple. Most objections are not even real objections, right? I mean, they're just belief misalignments. That's just a fancy way of saying that your job isn't to listen to what a prospect says, it's to understand what they mean beneath that. And, you know, a great example I could use for this is something like the partner objection. Like I mentioned earlier, you know, 99% of the time, the first reason that someone tells you they can't buy, a.k.a. the first objection that you receive, is just a smokescreen. And so if you don't follow these steps by asking your revolver method questions, by building your foundation, by getting alignment, and then on top of that, by following the 3 question process that I shared to you earlier, you end up wasting 10 or 15 minutes handling an objection that doesn't really exist. You know, they may tell you that they can't move forward because they need to speak with their partner. But what they really mean beneath that is, hey, $10,000 is a lot of money and it's a little bit nerve-wracking. What if I don't succeed? I'm just nervous to move forward. And so you need to use all 3 sections of the framework that I shared with you. That way you could handle objections seamlessly. Consciously, number one, ideally, so you only get questions and you don't actually get any excuses as to why people can't buy. But in the case that you do, let's break past, you know, what they're saying on the surface level and understand the real identity misalignment. Now, before we wrap all of this up, there is one final step that you absolutely need to wire in your brain, and that is the yes, no, or maybe frame. If you were to take anything out of this entire video, take this one thing and apply it to your very next call. And the way it works is so simple that it's going to sound silly to you. If you don't want to hear somebody say, I need to think about it, tell them ahead of time that that isn't what you want to hear from them. It sounds simple, right? But it works like this. Now, directly after I go through discovery and directly before I actually pitch my product, I am going to include the yes, no, or maybe frame. And this is exactly what I say. Hey, Mr. Prospect, so we could definitely help you reach XYZ goal and solve X problem that you told me you had. Do you mind if I break that down? Once they say yes and give you permission to proceed, you could go ahead and dive into the yes, no, or maybe frame. And all you need to say is, cool, really quick before I break that down. You know, I know at the end of the call there's typically 3 things you could say, either Alex, hell yes, let's do this. No, which I want you to know, you know, I'm 100% okay with a no. We're both adults here. The one I do want to avoid are those in between answers, the, I don't know, let me think about it, simply because that's just usually a nice way of saying no. And like I said, we're both adults here. So is it okay to keep it between a yes or no at the end of the call? That's it. You'll be surprised how well that works. I've had so many people get to the end of a sales call and I drop the price and, you know, it's $5,000, $6,000 for the product or sometimes more. And they tell me, oh, Alex, you know, I'm usually the type that wants to think about things, but I know you told me, you know, you didn't want to hear that. So it feels right. Let's just move forward. In the rare case where you have somebody tells you before you pitch, actually, no, this is something I'm going to need to think about beforehand. At least we found the objection before you pitched and dropped the price rather than after. And why that's important. There's a big difference between receiving, you know, an objection after you drop the price and then you're trying to fight an uphill battle when they clearly know you're trying to make them buy versus if they tell you their objection before you even pitch. If I ask someone the yes, no, or maybe frame and they say, hey, Alex, no, this is actually something I'm going to think about, I could still come from a place of I'm trying to help and explore what the objection is and try to handle it before I pitch a product at all. You know, a couple of keys with saying this, because I'll be pretty frank with you, I rarely get people ever, you know, I'd say 1% on sales calls that would tell me, hey, Alex, I'm actually not cool with giving you a yes or no answer. I'm going to need to think about it. And I think what's helped me is saying it with the right tonality and the right playfulness. You know, if I were to add any extra sections into this objection handling video, it would be how much your tonality matters. But luckily, I do have a video on my page where I just go over tonality as a whole. So I'll put that in the description rather than, you know, diving super deep into it now. So all that to say, add this to your sales calls. If you're going to take anything away, add the yes, no, or maybe frame to your calls tomorrow. And once it works, the one thing I ask of you is to come back to this video and toss a comment. That way I could feed my ego, which I'm kidding. And look, objections will always come up in sales. It doesn't matter how good you are. There is a proper way to minimize the objections that you receive, which is what this video is about. But just remember, great closers, they don't really get objections. They just get questions. But now you have my exact frameworks that has helped me close $10 million in sales. So the only thing I ask of you is implement this immediately on your next call, come back to this video, toss a comment, and let me know how it went. And if you're really serious about improving with sales, because objections is only a small piece, I suggest that you watch this free 5-hour training that goes over the best way to make a consistent $10,000 to $15,000 a month with remote high-ticket sales. Should pop up somewhere on the screen. I'll put it in the description too. And remember, once you learn to sell, you will never starve. Thanks.