LIVE TRAINING What Your Customer Needs to Believe Before They Buy

Good morning, everybody. How are you? Chad Thibodeaux here, and welcome to another Monday Morning Mentor. You may notice I'm not in my studio today. I am up in the Pacific Northwest. Beautiful day here up in Portland. I'm up here visiting some family, and I'm at my sister's house this morning with a freshly brewed cup of coffee in my hand. And we're going to jump in and we're going to do a teaching today. Many of you guys may know I got a brand new book that is coming out. In fact, it is even as we speak, it is off, going to be sent to Amazon this morning and it should be eligible to purchase here in the next 48 hours online, which I'm really excited about. But it's all ready to rock and roll. And Deb, you may get a kick out of this. Jeff, one of the guys online, wanted to know if that was my daughter. That just walked by. Oh, thank you. Thank you. And so my older sister appreciated that little compliment that she got. Thank you, Jack. But you guys will be able to buy the Six Figure Keynote. You guys will be able to buy that online I think as early as 2 days. And what's really cool about it, it's a brand new book. So those of you who had the beta know that that was just my rough concept, rough idea that I put together. This Six Figure Keynote book, in my opinion, is some of my best work. And whether you're going to speak on stage or not, if you sell anything, this is a really solid book to have because I go really deep into the psychological mindset. And that's what we're going to be teaching on today, the psychological mindset that your audience has got to have if they're going to buy. So you guys may, uh, you're going to want to, uh, get ready to go and you'll be able to purchase that in a couple of days and I'll make sure that you get, everybody has the link, link for that. And so there's the book, there's the workbook. I have a full workbook, full digital workbook that goes along with it. I have an online course that goes with it. And I have trained, many of you guys have seen Chat AI, and I've taken a version of my Chat AI and only trained it to be my speech coach, my speechwriting coach. And so you'll be able to use that and it will be able to help you create your very own 6-figure keynote. And it's pretty cool. It's a whole bundle offer. So you can buy the book, I think, for $20 you can get by the entire offer, an entire bundle for $100. And so it's, um, it's pretty cool. And you guys will, you guys will definitely love that. If you've already got, if you guys were one of my, uh, 16 beta members, uh, you guys will get all that for free. So you don't have to purchase any of that. You guys will be getting a complimentary copy in the mail with all of that in it. So really happy, really happy to do that. So, all right guys, well, I'm going to pause 5 seconds here so my editors know where to cut the video and then we're going to jump in And we're going to get teaching this morning. I'm going to be teaching you guys today some of the concepts that are inside my book, The Psychology of Learning. So let's take 5 so they can see where to break. Today what I want to do is I want to talk with you about the psychology of selling and the psychology of buying. If you're in the online space, let's say you're trying to sell some coaching or some consulting, or maybe you have an e-course. Ecommerce product that you're trying to sell. And what you need to know is that in order to make money, you're going to have to make an offer. Okay? In fact, Myron Golden says the best way to make more money is to make more offers. And there's a lot of truth to that. And so what I want you to do is I want you to pull up one of your offers. It could be your coaching program, your consulting program, maybe you have a membership or something you're getting ready to launch. And as we work through this, I want you to think about that specific offer because most entrepreneurs can tell me what they sell. They can explain how many calls are included, they can tell me how long the program is, they can tell me what the customer gets, they can even tell me how much it costs, but what does somebody need to believe before they would want to buy? So I want you to think through that. What would someone need to believe before they would want to buy? That's really one of the largest questions that you've got to be able to answer as someone who's making an offer, because if you don't know what your audience needs to believe before they buy, then your stuff is probably not going to sell all that good. That question, what do they need to believe before they buy, deserves your attention because you can have a very valuable program and still struggle to sell it to someone who does not believe your approach can actually solve their problem. Inside my book, 6 Figure I write about this in the context of a presentation, but the principle will apply anywhere that you're making an offer. So whether you're speaking on stage or you're selling on a webinar or you're selling one-on-one, the same principle applies. So grab a pencil and piece of paper and we're going to jump into this. Okay? Every offer requires a belief. Write that down. Every offer requires a belief. Before somebody will invest, they have to believe something about their problem. They have to believe what is possible, and they have to believe that your solution can help them. Okay, so every offer requires a belief. Okay, today we're gonna work through 3 things. Okay, we're gonna work through what I call the big idea, we're gonna work through the belief behind it, and the mechanism that makes all of that possible. Now let me tell you how powerfully important this training is and why you need to pay attention. The reason is, is because in my high-ticket coaching program, I make sure that every person in my program, before they go to market, has answers to these questions. Because it's the difference between you making $10,000 and you making $1 million. It's that powerful and that important, so pay attention. And by the time we finish today, I want you to be able to explain why your offer makes sense without having to read somebody the entire list of things they get. See, 'cause one of the big mistakes we make is, well, you get this and you get this and you get this and you get this and you get this, great. Who cares? We're gonna talk a little bit about that. So let's get into the big idea. So the first part of this, and I wish I had my iPad, I would draw you a Venn diagram, okay? And so in the middle of the Venn diagram is your sellable offer, and there's 3 components. So the first component is The big idea, we're gonna start with that. The big idea expresses the belief you want your customer to adopt. That's it, it just simply expresses the belief that you want your customer to adopt, okay? It gives them a clear way to understand that something matters to them. So if you tell me your business is about leadership, well, I know your subject, I still don't know your point of view, okay? If you tell me your team's performance may be limited by the decisions only you are allowed to make, okay, well, now you've given me something to consider. So I can look at my company and ask whether that is happening or not. Okay, so that's the powerful thing of a big idea. So you're not just helping people with leadership, you're increasing their team performance by helping people become better decision makers. Okay, so I can think about, you know, like if I'm a leader, I can think about the approvals sitting in my inbox. Okay, I can think about the people who keep waiting for me. I can, I can begin to see why another productivity tool might not solve the problem. Problem if I'm a leader, right? Because I didn't just say I'm teaching about leader. That's what a useful big idea does. It changes how somebody understands their situation, and the same thing happens to your offer. Suppose you help entrepreneurs launch a coaching program. You could say I help people build coaching programs. Wonderful. That tells me the category or the envelope, so to speak, that you work in, but it sounds like so many other offers. So now Let's switch it up. I get paid to launch, or you could say you you can get paid to launch your coach coaching program before it's fully built. Okay, so so now that's a big idea. Like you can get paid to launch before your coaching program is really built. Wow, okay, that makes a lot of sense. Okay, that's what that's what I do. That's the big idea. That's the thing that I'm trying to persuade them on. And what it does is is this gives the prospective customer a different possibility. You know, they may have assumed they needed— you know, in this example, they may have assumed they needed to record every lesson, or they need to have built a website, or they need to have connected all the technology, or they need to have finished the entire program before they could ask anyone to buy. Well, this big idea gives them a reason to reconsider that assumption, and they start wondering whether the thing that they've been waiting to finish actually needs to be finished before they begin. So now your offer has their attention for a specific reason. So it starts with this big idea. And this is where I want you to be careful because a big idea needs more substance than just an interesting headline. I see a lot of good headlines out there, but they don't really tell me anything. So your big idea headline should be able to explain why it's true, when it applies, and how your offer helps someone act on it. So if your idea sounds good, but you can't support it, well, you've created a claim that is baseless. So let's use another example. Suppose you help professionals advance in their careers, okay? And you say, get promoted. Great, that's an outcome, okay? Career advancement, this career advancement is the subject, okay? Your readiness, here's the big idea, your readiness for the next role has to become visible to the people who decide. Do you see that? So your readiness for the next role has to become visible to the people you decide. Now that's an idea. So the idea can help a capable professional understand why doing excellent work quietly may not be enough. It also creates a reason to consider help without communicating their value. And so you're implanting an idea in the brain of your prospect that here's something to think about. And it's planting a seed in the back of their mind that says, you're probably gonna need help with this. And you want that. You want them to begin thinking that. Okay, so notice how much direction the big idea gives an offer. Okay, so in the one we just gave you the example, you know what the program needs to address, you know what your content needs to explain, you know which examples would help someone understand the problem. So think through that. When you have a big idea, You know what the program needs to address. So in other words, you've got a direction and a point for your program. You know what your content needs to explain. So now you can base your content on that big idea, and you know which examples, whether they're testimonies, case studies, or illustrations, would help someone understand the problem. So here's a couple questions that I like to ponder on. So take a minute or two and write these down. Okay? So, what does my prospective customers misunderstand about getting the result they want? Let's just pause there. Okay? What does my prospective customers misunderstand about getting the result they want? Because you know in every result, there's an easy way and there's a hard way. Okay? And chances are, your prospects are doing something a particular way and trying to go a particular direction in order to get a result. And you need to look at that and say, there's a misunderstanding in what you're doing. And when you can communicate that misunderstanding, you begin to agitate the issue and the problem for them, and they lean in and they listen, okay? So like, for instance, so maybe they believe they need a bigger audience, or maybe they believe they need more credentials, or maybe they believe the entire business has to be built before they can sell anything, or maybe they believe they have to have the perfect marriage before, you know, before they can be happy with the one they got. Maybe they believe a promotion will automatically come if they work hard enough. Whatever. You start with an assumption you've actually heard from customers. So you gotta think through your prospects and through your customers, and what are some assumptions that they, they've actually had? And so don't make these assumptions up for them. Get the market research and let them tell you. And so every time you do a, a call or you tell somebody what you do for a living, listen, because they will tell you this. Okay? Okay, then my, uh, my sister's alarm is going off on her phone. Hold on. There we go. Okay, so I want you to listen to them. Okay, then what I want you to do is I want you to write one sentence that helps them understand that assumption differently. Okay, so, so write an assumption that you've actually heard from customers and then write a sentence that helps them understand it differently. Okay. And so I want you to just, just do that. Okay. And so, so let's just look at that. So let's look at that process. So if you've got a sheet of paper on one side of the ledger, I want you to write, here's the assumption that I've actually heard and make it a big one. And then on the other side, write a sentence that helps them understand that assumption differently. Literally that simple. Okay. And you're the pro, you're the expert. So you need to be able to do this. Okay. Because why are they going to buy from you? If you, if you can't do, do this, then why would they buy? And so as you listen to your own sentence, when you write this down, I want you to ask yourself whether it has a point. Okay? So I help people reach their potential leaves us with a question, and I want you to leave them with a point. Okay? Uh, so you could say you can validate demand for your program before spending months building it. Okay? That's a point. Okay? It gives us something specific to examine and that really matters. So that's the idea. The second piece of this Venn diagram, the second component of your offer is what I call The belief. So you have the big idea, then you have the belief. Now, this is probably the most important component of everything we're going to do today, so I want you to lean in and pay attention, because this one's really important. So let's go underneath that sentence. The big idea is how you express the belief. Belief, what I call belief transfer, belief transfer happens when your customer begins to accept that belief for themselves. Okay, so it's one thing for you to talk about it, but you have to understand that your role and everything that you're doing is transferring belief, right? So that's what I'm doing today on this talk. Like, I'm trying to get you to believe that there's something your audience has to believe before they buy, and I'm transferring through this communication— I'm trying to transfer that belief onto you, okay? And that's, that's really what's happening, because belief transfer happens when your customer comes to accept this concept for themselves. And they're connected. They're not disconnected. They're connected. But saying something clearly does not mean somebody believes it. So you can say something clearly with your big idea, but it doesn't mean that they believe it. So I could tell you— so there's a little phrase that I want you to write down. We'll come back to it in a minute. If I can get my audience to believe X, Then they'll buy my program. So if I can get my audience to believe X, then they'll buy my program. I want you to write that down. So I could, in my Small Event Big Profit, if I can get my audience to believe that they only need 12 to 15 people in a small room to make $100,000 instead of 50 people, Then they'll buy Small Event Big Profit, right? So if I know that the big mech— the belief mechanism that I've got to get them to understand is that, hey, 10, 12 people is all you need to make $100,000. If I can get them to believe that, then they'll buy my Small Event Big Profit coaching program. So I need to know that, okay? So if I told you that small events can produce a significant financial result, you might understand every word and still think, well, that's great for Chad. I could see how that works, but I, I could see how that works for him, but I don't think that's gonna work for me. So what happens is, is when they're like, okay, well, that makes sense, but that probably works for other people, doesn't work for me. You haven't transferred the belief yet, okay? Because they haven't accepted that belief. And this is where a lot of people lose prospects in their offer. Or lose customers in their offer because the entrepreneur thinks, well, I've explained what I do, I've explained the benefits, why aren't they buying? How many of you have done that? I explain what I do, I explain the benefits of the program, I even tell them what's in the program, but they're still not buying. Why? The reason is because there still may be an assumption underneath the decision that makes the whole offer feel unlikely, unnecessary, or pointless. Or premature. Okay. And this is where you got to go back, you know, um, to the examples that I gave you. So let's go back to the coaching program. Your prospective customer currently believes that I need to finish the entire program before I can sell it. Okay. If that's what they believe, a program that helps them enroll their first clients now may feel out of order. Because if they truly believe they have to finish it all, and I'm trying to sell them a program that gets them their first client, well, That's, it's, they're, they're gonna, they're not gonna believe that they're ready for that yet and they're gonna pass on your program. Okay. They may like you. They may eventually want your help, but their conclusion is always gonna be, not now. I need to finish a few things later. Okay. Now look at the belief you need to help them develop. Okay. The belief could be, I can enroll an initial group into a clearly defined beta program. Deliver what you promise. And use their feedback to build a better finished program. If I can— if they can accept that, then getting help launching becomes relevant now. So you got to think through your product, okay? What's the big idea of the product and what's the belief I need them to have? And then, then we're going to talk about belief transfer, okay? So here's a, here's a couple little ways that you can do that, okay? You need to understand that if you're not selling a ton of your programs, belief transfer could be the biggest thing. Okay? You understand something because of your experience, right? Because you're the pro. So you already understand something. Your customer or prospect needs enough explanation and evidence to reach that conclusion too. So if you know the belief that they've gotta have in order to buy, then you can keep your conversation pointed back to that belief. This is why very rarely when I'm selling my high-end coaching program, very rarely do I tell them what's in the program. Because I'm not trying to sell them on chips, I'm trying to sell them on queso. Okay? Because chips is simply the delivery mechanism to get what they want inside their mouth. Well, the deliverabilities in your program are simply the chips. So what I talk a lot about is the queso, and I talk about the belief mechanism. We're going to come to Caso in a minute, the belief mechanism that they have to have. Okay, and so if I can do that, then we do a really good job of making sales. If I don't do that, then I'm always trying to convince them, you know, why, you know, a half-day intensive with Chad is like the best thing that they need. Well, that's a chip. It's not a caso, right? So I gotta work on the promise. So here's a sentence you can complete. Okay, if my customer believed blank, My offer would make more sense because. So earlier we said, you know, if I can get them to believe X, then they'll buy Y. So now what I want you to do is I want you to take that one step further. Okay? And let's let's see if we can bring some practicality to this. If my customer or prospect believed this, whatever your belief is, then my offer would make more sense. And then I want you to figure out why your offer would make more sense if they believed that. Because what's happening is you are conditioning your mind as a person selling the program. Because if you believe it, they'll believe it. And I've seen this so many times. One of the things that keeps us from selling is because we don't believe— we don't believe that our stuff is that great. And the reason why we don't believe our stuff is that great is because we're looking at our stuff. We're not looking at the belief we're trying to impose upon our prospects and upon our clients. Okay, so this is where I want you to do that, that work. And the second part matters because if you truly believe that if they believe that then they'd buy your stuff, then your confidence level is just gonna skyrocket and you will become believable, okay? You will become believable. So maybe that belief helps them want to change, but it doesn't explain why they would choose your particular approach. That's why you need to do that sentence. That's why you need to put that, right? So okay, great, they got the belief, but why would they choose my approach? I want you to do the hard work. And so this is for you, not necessarily for them, okay? Okay, because someone can believe they deserve a better life and decide to take a vacation or change a job or join a gym or hire an entirely different coach. Okay, we need a belief that connects more directly to the problem your offer solves. Okay, so you know if if I'm tired, okay, if I'm tired and I'm sluggish and I believe that my tiredness and my sluggishness is keeping me from being productive. And you come and tell me as a coach, you know, your tiredness and your sluggishness is keeping you from being productive. Well, great, wonderful. I may just go buy— I may just go buy a cup of coffee, and you may be wanting to sell me this new sleep system. Okay, so you, you have to, you have to be able to come in and tie The idea with your offer, because if not, I'm just gonna go buy a cup of coffee instead of buying your $10,000 sleep system. Okay. I'm telling you this one because this was a, this was a real issue this past week, right? I was trying to work with this guy who sells this $10,000 sleep system, and I was trying to tell him because he just, he thought that this whole belief concept, he goes, well, that doesn't, it doesn't matter. People know if they're tired. I'm like, yes, I do know if they're tired, but I also know that what I do when I am tired, I go drink a Red Bull or I go drink a cup of coffee. I don't consider buying your $10,000 product. So you've got to tie your messaging back to your belief, okay? So let's move on. The third thing is what we call the mechanism. So it starts with the first part of the Venn diagram is the idea, the second one is the belief, and the third one is the mechanism, okay? How does your product— how does your offer, excuse me, Produce a result. So the mechanism is a really big thing because if you have a mechanism that makes the belief come true, then your product is very sellable. So let's take the sleep guy that I was talking about. So we had done a really good job with the idea and we'd done a really good job with the belief, but he hadn't done a really good job with his mechanism because he just thought anybody would buy it, his sleep system. He went from idea to belief to my sleep system, but he never really talked about the signature or secret ingredient inside of his sleep system that would cause people to no longer be tired or sluggish. He never did that. Once someone understands your idea and begins to believe the result is possible, then they're going to have a logical question. Their question is, okay, well, how does this actually work? And your mechanism, the signature secret thing inside your program, is the process or approach that produces the result you're promising. Okay? So in my program, like in my Catapult program, I tell people that, you know, so many people pay $20,000, $30,000, $40,000, $50,000 to launch their program. What if there was a way where you could get paid $100,000 in the next 100 days to launch your program as opposed to having to pay money To get launched. Would you be interested? And then I go in there and then I talk about my mechanism and I talk about this concept of a prototype and I give this illustration about I went to this car show and it was a really cool car show and there was this car that I was just drawn to and I looked at the guy and said, hey, how fast does this go? And he goes, I don't know. It doesn't have an engine in it. I was like, what? He goes, oh no, that's just a prototype. And he used that word and it stuck with me. He goes, that's just a prototype. He goes, what we do is we take the prototype to car shows, and if people like it, then we sell them the car. They prepay for it, and then once we get enough money, then we take that money and we go build the car and then deliver it, and then we're never out of pocket. And I'm like, God, that makes so much sense. Elon Musk does that with Tesla, right? So if you guys remember those Tesla Cybertrucks, you know, he, he took a prototype of the Cybertruck, put it out to market, and he got billions of dollars in sales. And once he got those sales, he took that money and then he went and built it. So he sold them a prototype. So the unique mechanism inside of my Catapult program was what we do is we help you build a prototype of your program. So you don't— your program doesn't have to be created yet in order for you to sell it. And so we take a prototype, we put that prototype in what we call a syllabus, we take that syllabus and we launch it in beta mode. And so we actually get paid to launch. So, so, you know, If you have a $25,000 program that you can sell for $5,000, so people are going to get the beta program for a lot less money than their big program and you can get 20 people to do that, and our goal was always 24, if you can get 20 people to do that, you've been paid $100,000 before you even open business. This would start making sense for people and this is how we sold a ton of Catapult. We help you start. Products, right? So that prototype mechanism, that syllabus and that, that beta concept together, that was my mechanism that I would put inside their program that allowed them to get paid before they launch, right? And so your mechanism is the process approach that produces the result you're promising. So if I ask you how your program works and you tell me it includes 12 coaching calls or You know, we meet regularly, uh, whatever. It doesn't help me because the prospect still needs to understand what they're going to do in those calls that helps them solve the problem. And the same thing is true of videos. The same thing is true of worksheets. The same thing is true of community. That's all chips. Those are all chips. It's not the queso. Okay? Those are all valuable. So don't discount that. They're all valuable. But the value becomes clearer when you can explain what they help the customer accomplish. Okay. So in the launch example, example that I gave you, it was the prototype, right? So what I would do is when I'm explaining that prototype, we would define an initial version of the program with a very specific outcome. And we build an offer around that version. We present it to appropriate prospective customers. We enroll an initial group, deliver the promised experience, and use what we learn to improve the program. Okay, that process, okay, is was the prototype process. And so it was easy for me to explain to people. They're like, okay, gosh, that makes sense. Let's do it, right? I didn't have to tell them that you get twelve calls or you get a group. I didn't have to tell them because I sold them on. The process that delivered the mechanism, and that's what they wanted. So the process addresses the problem we identified. So an entrepreneur who's been spending months building something without knowing whether people will pay for it or not, they were my ideal client because the prototype then gives them a way to test demand earlier and learn from actual clients. And so, so we can sort of explain how this works. Now let's, let's connect all 3. Okay. Let's connect all 3. The big idea. So in my program, the big idea, you can get paid to launch your coaching program before it's fully built. That's the idea. The belief, a clearly defined beta program can deliver value and validate demand before the finished program exists. And the promise that I would say around that belief is, is the— is that you can actually get paid $100,000 in the next 100 days Even before your product is launched. So that was the promise attached to that. And then the mechanism, which is the third piece, the mechanism was build the prototype, enroll a beta group, deliver the promised result. That was it. Okay, that was the whole thing. And so once I communicated that, now my offer had legs. Okay, and I literally could sell the program without having to tell them anything else. And I cannot tell you how many times we did this. You can ask like other people people in our program, like many of you guys know John, John would laugh because people would get inside the program, they would start on Monday and they were like, wait, how much does this program even cost? They didn't even know because they were sold on the concept and I didn't have to tell them the cost, I didn't have to tell them the deliverables, I didn't have to tell them any of that. And so that's how this works. And so when you're putting your offer together, you need to take some time to to go, to go through that. So here's a little exercise. So we help you achieve blank through blank, and this works by blank. So let's write this down. Okay. We help you achieve blank through blank, and this works by blank. Okay. So if the explanation is clear, then, you know, you can, you can put a name to this thing. So like, for instance, I'll give you an example. When I launched our Catapult program, I just walked you through the entire process, but I learned that that approach needed to have a name. We called it the Beta Launch. That was the name. It had a name, but the audience still needed to understand what it does. What we did is we flip-flopped. We understood what it does before I gave it a fancy name. And then I did that by filling in the exercise of we help you achieve blank through blank, and this works by blank. So mine was, we help you launch your coaching program through a prototype and beta enrollment process. This works by validating demand with paying clients and improving the program through delivery and feedback. Great. I had a career advancement And so we came up with one that said, you know, we help you demonstrate readiness for your next role through a structured process for documenting results, developing the relationships that matter, and showing leadership in your current position. Okay, we came up with that one. And so you need to, you need to do the work on that. Okay. So, so then if someone came to me and says, you know what, I need to finish my program before I work with Okay. Well, they would have learned something useful in my big idea and my signature mechanism. And more times than not, I could get them off of that misbelief that we started the conversation with today and move them to the belief that I wanted them to believe. So here's what your assignment looks like this week. And I'll put this in the show notes when we deliver this inside the library. I want you to end up thinking through your offer through 5 concepts. Here they are. The first one, my customer wants blank. Right now they believe blank. My big idea is blank. For my offer to make sense, they need to believe blank, and my mechanism helps them get the result by blank. Okay, so I'll put all 5— I'll say these again, but then I'll put them in the show notes so you have them. Okay, so my customer wants what, right? So you need to know what is the outcome that your customer wants. One of the big mistakes that so many of you can make, and I'm not going to spend a ton of time on this, this is another training, is if that is like 10, 12, 15, 18 things, then you haven't done a very good job of narrowing your offer. When you can get that down to 1, 2, 3 things, bam, now you've narrowed it. So what does your customer want? Right now they believe what? So what's the thing that they misunderstand? What's the big idea? So what's the point of what you're trying to do? And then the belief, like for my offer to make sense to them, they need to believe what? Or if they can believe X, then they'll buy Y. And then my mechanism helps them get the result by what? What is that unique mechanism and how does it work? When you understand that, baby, you got everything that you need for the offer and you can, you can go live today. So by the way, all this stuff is inside of the Six Figure Keynote book, the brand new book. That just launched. I hope you guys get your hands on that. It should be available for purchase here in the next 48 hours. We'll make sure that we send out emails and texts and everything that you need in order to get your hand on that. If you've already bought the beta program, don't sweat it. You're going to get all that for free, which is pretty cool. Thank you guys who participated in the beta program because it was your input and feedback that just makes this book— I just think it's going to be one of the best books on the market. When it comes time for selling your stuff from a small stage. And I believe in it wholeheartedly, and I really believe it's going to help you so much. So thank you guys for, for your input on that. And hopefully, guys, you'll get your hands on that. This is in one of the chapters. I call it the antidote. The— I believe it's chapter 4 inside the book. It's called the antidote. And that That's what, that's what we talk about in that, in that part of the book. So you guys will love it. All right, guys, if you guys are on the Monday Morning Mentor Kabu call, you guys stay right there. Everybody else, we'll see you guys next week.