Why Interested Prospects Don’t Buy, and How to Move Them From “I Want This” to “I’m Ready”

Hey, good morning everybody. How are you? Chad Thibodeaux here. Today what I want to do is I want to talk with you guys about what we call the decision gap. Why people that you're talking to, they may be interested, but they end up not buying. And what I want to do is I want to talk with you about how do I move them from I want this to I'm ready, okay? Now, one of the things you have to know, I've been coaching a long time, and one of the biggest mistakes that I see people make in sales, whether it's they're selling their coaching program or their online course or whatever, is assuming that interest equals readiness. It doesn't. Okay? Just because somebody's interested in your problem doesn't mean they want it. Someone literally can watch your content every single week. They can tell you that they love what you do. They can ask about your program. They can jump on a call. They can jump into your DMs. They can tell you that The offer that you're giving them sounds completely amazing and they want it and still not buy. And that's where so many people, and I know that I do, get absolutely confused. And we start wondering, you know, okay, is the price too high? Or did I explain the offer badly? Was I too aggressive? Was I not aggressive enough? Do I need a better sales close? Should I follow up again? All the things, right? And what happens is, is when someone is interested but they ended up not buying, this is when All the feels come in. Okay? And honestly, this is where you can be manipulated the most because if you're a sales guru, they're going to just tell you, well, you have to overcome objections better. You know, if you're a copy guru, you're just going to say, well, your copy wasn't good enough. If you're an offer guru, you're going to say, well, the offer wasn't good enough. And what I want you to know is that there's actually a gap between wanting something and being ready to make a decision about it. And that's what I call the decision gap. So write that down, the decision gap. Okay. The decision gap is the distance between I'm interested and I'm ready. That distance matters because people ultimately don't buy making decisions— excuse me, let me rephrase that. People ultimately don't make buying decisions simply because they understood your offer. And that's a fallacy because there's a lot of really good books out there that just say that, you know, if you can make them understand it, they'll buy it. That's not 100% true. People make buying decisions when they have enough certainty about it. Okay, so if I was to, you know, and I'll have a whiteboard and I'll share this with you in a minute, but you know, if I was to come on and draw an arc, okay, and on the left side of the arc was they're interested, on the right side of the arc is they bought it. In the middle, what we're looking for is we're looking for certainty, and that's what I want to teach you today is certainty, because your job in selling your program is not simply to create interest. And there's nothing wrong with creating interest. We need to go social, you know, we need to have our content out there. We have to create interest because we have no interest, we have no customers. But your job is to create enough certainty for the right person to make a confident decision. And I'm gonna just tell you, you know, from a coaching perspective, sometimes the person that needs the most certainty in your offer is you. One of the reasons why we don't sell a lot is because we're not certain about our own offer. Okay, so in order to give someone else certainty about your offer, you have to have certainty in your own offer. Okay, and your job is to create enough certainty for your prospect or the right person to make a confident decision, and that begins to change the way you sell. So instead of asking things like, you know, how do I get them to say yes, I want you to start asking Where is their certainty breaking down? I just want you to marinate on that for a second, okay? So instead of saying, what do I have to do? How do I have to manipulate the conversation in order to get them to yes? Start asking, where is their certainty breaking down? In fact, this is really good advice for any relationship that you're in, whether it be a romantic relationship, whether it be a business relationship, Whether it be an acquaintance relationship. Okay, when you're trying to communicate something and you're trying to convince someone of something, don't try to get them to yes. Just simply try to understand where the certainty is broken down and then build that certainty. Because most of the time when a qualified prospect does not move forward, there's a gap somewhere between interest and action. And today what I want to do as we fill in this decision gap is I want to show you 5 places Where I believe that gap commonly appears. Now, before I get there, I'm going to go to my handy-dandy iPad here, and I just realized I keep forgetting to do this. I got to connect my pencil. But I'm going to go to my handy-dandy little iPad here. What I'm going to show you before we get to the 5 places that it can break down, I want to show you, if I can do this, I want to show you— there we go. I think you guys can see that. Okay. I want to show you the 4 stages of a buying decision. Okay? So let's look at the 4 stages of a buying decision. And these are really important stages for you to learn because if you're going to try to get somebody some clarity, then you really have to know these. The first one is interest. Okay? The first one is interest. Okay? There's a level of interest that they have to have. So how do I get their attention? How do I get them to watch? How do I get them to click? How do I get them to book? How do I get them to respond to my DM? All of that matters, but as you can see here, interest is simply the beginning. It gets somebody into the conversation. Certainty moves them through it. That's an important distinction. Okay? Interest gets them to it, certainty gets them through it. Okay? Somebody can literally be highly interested and have very low certainty. They may be thinking, I really like this, but I'm not sure. I want this, but I don't know. That sounds great, but what if? And the sale usually lives inside whatever comes after the word but. Okay? I like this, but, and whatever they say next, that's really where the uncertainty is hiding. Because the prospect doesn't necessarily need more persuasion, they need the right uncertainty resolved. You know, think about your own buying behavior. There are probably things that you wanted for months that you still have not purchased. You're interested, maybe even very interested, but something has kept you from moving forward. Well, that same thing happens with your prospect. And this is why I want you to stop thinking about sales As getting someone to say yes, and I want you to look at sales as helping someone move from uncertainty to certainty. Because once enough certainty exists, then a decision becomes easier. And once that decision is made, action becomes more natural. So the question becomes, what creates uncertainty? So let's, let's look at these 4 stages. So you have interest, and then you have certainty. Okay? And then you have decision. Okay? And then you have action. Okay? And this is sort of how it works. Okay? So, you go from interest to certainty, from certainty to decision, from decision to action. That's just sort of how it works. And so, if you can understand that, then you can understand where the gaps are. So, let's look at the gaps here. So, if we're going to go from— You know, from interested, if I can get this to work, if we're going to go from interested all the way to action, okay, let's look and see where the gaps lie, okay? The first problem, the first gap so to speak in our decision gap is what we call the problem gap. Okay, the problem gap. Okay, there's a problem gap right here, okay? This happens when a prospect knows something is wrong, but they've not yet decided that it's serious enough to solve. Okay, so they're aware of the problem, they just haven't assigned enough importance to it. And you see this all the time. Somebody says, you know what, I need to go work on my marketing, or I probably need help with my sales, or I need, you know, my offer to get a little bit more work, or I need to go lose some weight, or I know that our, uh, the communication our team needs to get better, right? So They know that they need to, and notice the language that they're saying right here in the— I don't know why this isn't working. Notice the language that they're saying in their problem gap. The language that they're saying right here is need or probably or should or would like to. Those are awareness words. They're not decision words, and there's a massive difference between I know I should fix this And I'm no longer willing to let this continue. And that difference between the I know I should and I'm no longer willing to let it continue, that's the problem gap. And until the prospect understands the consequence of staying where they are, the problem may never become urgent enough to solve. And this is where so many of us make massive sales mistakes, because they hear the problem and they immediately start pitching the solution. You know, so the prospect may say something like, you know, I'm struggling to generate leads. And the salesperson would say, great, my program has 6 modules, weekly coaching calls, templates, AI support, private community. No, no, who cares? That's way too fast. You solved a problem the prospect has not fully decided needs solving. And so before you explain the solution, you have to help them understand the problem, not through manipulation, but through clarity. I mean, if we were in a live room right now, I'd have everybody say that. Through what? And everybody would say, through clarity. Okay? And because clarity is ultimately what fills these gaps. So you want to ask questions like, you know, how long has this been happening? Or what does that cost you? Or what have you tried already? And if nothing changes over the next 6 months, what happens? What does this problem prevent you from doing? And so what you're trying to do is you're trying to get the prospect to start connecting the current situation to the consequence. And here's what you're trying to uncover. In the Problem Gap, you're trying to uncover 3 big things: pain, consequence, and timing. Write that down. In the Problem Gap— oops, sorry. In the Problem Gap, you're trying to uncover 3 things. You're trying to uncover pain. You're trying to uncover consequence. Oops. And you're trying to uncover timing. Okay, so pain— I don't know why this keeps going back and forth. Hmm, well, we may not be able to use our pen today. Is my pen dead? It may be dead. Okay? So here's what I'm gonna do. I'm gonna put my pen on the charger for a little bit, and I'm going to do this, and I'm just gonna teach you guys, okay? We'll come back to that. So you're trying to uncover pain, consequence, and timing. And in that problem gap, if you can uncover pain, consequence, and timing, then what ultimately happens is you're beginning to figure out like what's happening. So pain answers, says what's happening. Consequent answers, what's it costing them. And timing answers, why does it matter and matter right now. A problem without a consequence ultimately feels optional. So we say all the time that you either have an irresistible offer or you have an optional offer. And one of the things that makes your offer optional is because you really haven't discovered the problem. Okay. Because— and if you have discovered the problem, then you really haven't discovered the consequence that goes along with the problem. And your prospect has got to understand both of those because if they have a problem without a consequence, it ultimately feels optional. A problem with a clearly understood consequence starts to become a priority. And what you're trying to do is you're trying to take this problem and make it a priority for your clients. And that's why one of the most important questions in selling is not like, You know, what do you want? It's what happens if nothing changes. And as a coach, you really need to wrestle and you need to know the answer to that question with your prospect. It's like, what happens if nothing changes? Because sometimes the prospect needs to hear their own answer. And you're not creating pain, you're simply revealing it. And you're helping them accurately evaluate the pain that already exists. And that's That's the problem gap. The problem gap is one of the most important. You've got to be able to wrestle with that. The second gap is what we call the outcome gap. The outcome gap. Now, the outcome gap, and I think I can share this on my screen here, the outcome gap I'm working the thing by myself today. There we go. The Outcome Gap is the second decision in bringing certainty with the— in our Ultimate Decision Gap. Okay? So, this happens when someone knows they want something but the desired outcome is still too vague. Okay? So, they know they want something but the desired outcome is still too vague. Now, for instance, this pen is a great idea of a problem, right? It's a pain. It's pesky, right? And so, apparently it's died and it doesn't have enough So that is a problem. If I didn't care about writing on this presentation together, I wouldn't care about the outcome. But because I do care about the outcome, I do want to write in this presentation today. I know that I want something better, and because of that, I'm willing to do something about it. Well, what happens is with your prospects, is if they know they want something better but the desired outcome is still too vague, which is relatively common, then what's gonna happen is they're gonna push their decision. So this is relatively common in the coaching world. So ask somebody this, ask somebody what they want and they say, well, I want more clients. Or I want to grow, or I want more freedom, or I want to make more money, or I want to feel better, or I want to get organized. Okay, those are what we call desires. Okay, but vague desires really rarely create strong decisions. I want you to write this down. I want you to think through this. Vague desires really rarely— I don't know why I can't say that word today. Vague decide— I'm going to try one more time. I should have had my coffee this morning. Vague desires rarely create strong decisions. I want you to write that down and I want you to remember that because so many of you, you know what you're trying to sell. You, you may even know some of their problems. You may even know some of their desires, but their desires are vague. They're not measurable. And the more clearly somebody can see the destination, the easier it is to evaluate whether the journey is worth taking. And that's why specificity matters because if someone says, I want more clients, you don't need to say, awesome, that's great. You need to say, how many? And then you need to make them figure out how many they want. And so, here's a vague answer. Oh, as many as I can get. No, that's vague. Okay? That's vague. And as long as you let them stay vague, they're gonna stay circling in the decision gap. Okay, so we want them to become specific. And so then you could ask like, hey, what would 5 additional clients per month do for your business? Okay, so now you're beginning to help them put meaning to the outcome. What would that allow you to change? Now you're connecting the result to their life. I don't know, maybe 5 clients means another $20K a month. You know, maybe $20K means they can finally hire. Maybe hiring means they can stop working 70 hours a week. Maybe that means they can get their evenings back. Now we're not talking about more clients. What we're doing is we're talking about a completely different life. And this is why people do not really buy the things you sell. They buy the things that you sell make possible. So if you sell coaching, I guarantee you they're not buying Zoom calls. Not one person has ever said, I can't wait to like go get on a Zoom call. Okay, nobody buys what I'm doing right now. If you sell a course, they're not buying videos. If you sell consulting, they're not buying your calendar. If you sell a service, they're not buying tasks. What they're doing is they're buying an outcome, and underneath the outcome is usually another outcome, and that's the outcome That they want. And I've taught this before. It's the difference between chips and queso. Okay? Chips is simply the delivery mechanism that gets what you want delivered to you. Okay? When we go to a Mexican restaurant and we order chips and queso, okay, if they had chips and they had queso, chances are we wouldn't just eat the chips. We'd take the chips and we'd put it in that amazing queso and we— because the queso is what we want. We can't just grab the queso. That would be messy. So the chip— the chips take what we want and deliver it to us in a very clean and practical manner. People often tell you they want the chips, like more money, more clients, better marketing, a better funnel, stronger team. Okay, but there's typically a queso underneath it— things like confidence and security and freedom and recognition and peace and control or, or impact. And the better you understand The real desired outcome, the easier it becomes to create some type of decision. So when a prospect says, I want to grow my business, you can't leave it there. You have to ask them, okay, what does growth mean to you? What number are you trying to hit and why does that number matter? Okay. And that's what we call the outcome gap. Okay. So I'm going to see if I can, see if I can make my little whiteboard Happen again here. Okay, and let's try this. Okay, I think we got it. Okay, so on the outcome gap, okay, so what you're looking for with the problem gap is you're trying to, you're trying to understand pain, consequence, and timing. And on the outcome gap right here, okay, what you're trying to do is you're trying to determine what is their current reality And you're trying to get them to what we call the desired future. And so you could become really good at asking questions, okay? This is why sometimes the best salespeople are really good, good question askers. The 3rd gap in the decision gap that I want you to see is what we call the belief gap, okay? The belief gap. Okay, now what is the belief gap? Okay, this happens when somebody believes in the outcome but they do not fully believe they can achieve it. Okay, listen to me. They believe in the outcome but they do not fully believe that they can achieve it. And there's 2 actually, there's 2 belief questions right here that happen during a sale. Number one, they're asking, does it work? And the second one is, will this work for me? Those are not the same question. Because you can have the best testimonials in the world, you could show somebody 100 success stories, and they may still be thinking, yeah, those people are different from me. And this is why proof alone doesn't always close the belief gap. And sometimes proof actually widens the belief gap, because if you're giving proof from people that they believe are more gifted and talented than them, it's actually going to widen the belief gap because they're like, yeah, but they're You know, they got an audience, or they're known, or they're a lot farther ahead than I am. And so sometimes proof can widen the belief gap. The prospect ultimately has to see themselves with the proof. They may believe that your methodology works, they just don't believe they're capable of succeeding with it. And maybe they tried something before, maybe they failed before, who knows, right? Chances are they bought another program and did nothing with it. Okay? Whatever the deal is, is you have to know the internal story that they are telling themselves. For example, you know, I've tried ads before. Well, that may sound like a tactical statement, but underneath it might be, I don't trust myself to spend money on this again. Okay? That's really the deal. Or, I bought coaching before and it just didn't work. Underneath they may be saying, you know, what makes this different? Or, maybe I'm just not good at implementing. The surface statement and the actual belief are often different, and your job as a coach— and this is why I say that you can't sell as a salesperson, you have to sell as a coach— because your job as a coach is to peel back those layers and see what is the actual belief that they're dealing with. And this is where, where a good case study can become powerful. And so don't just say Sarah made $50 grand, but tell me who Sarah was before before she made 50 grand? What was she struggling with? What was she afraid of? What, what had she already tried? What did she believe and what changed? And now what happens is now the prospects begins identifying with Sarah and they're like, you know, Sarah sounds a lot like me. And suddenly the proof becomes relevant. And so one of the strongest forms of proof is not look how successful this person became. It's look how similar this person was to your current situation before they became successful. And if you do that, then that closes the belief gap. So what you're trying to do with the belief gap here is you're trying to get them to say, okay, I can see myself Doing that. I can see myself doing that. And that sentence matters because there's a difference between admiring someone else's success and imagining their own. The 4th gap in our Decision Gap is what we call the Path Gap. And of course, my pen died on me again. We'll go back to this, we'll give it a couple seconds of juice. See, listen, I'm in my hotel room in Everett, Washington. I get on a plane in 35— all right, I get— I've got to leave for the airport in 35 minutes and I forgot to charge my pencil. So say, hey, listen, it happens to the best of us, but the show must go on, right? Okay, so here we go. So the path gap, this happens when the prospect wants the results And believes it may be possible, but they cannot clearly see how they're going to get there. Now notice this is the 4th gap, okay? It's not the 1st gap, it's the 4th gap. Because sometimes we want to merge the problem and the path. And you can't do this, you gotta take them on a journey. Because this is where your mechanism, your methodology, your framework, or your process ultimately matters. Right. Because people are skeptical of vague promises, okay? They're skeptical of vague promises. And so you've got to be able to understand that because they're skeptical of vague promises, that you got to say, okay, well, if that's the case, then, then let me show you how this is going to work. Because if you tell me that I'm going to help you scale your business, wonderful, great. How? If you tell me, I'm going to help you become healthier, great. How? If you tell me I'm going to become a better leader, great. How? If you're going to tell me I'm going to find the love of my life, great. How? If you're going to tell me I'm going to help you grow your audience, fantastic. That's wonderful news. But guess what? You have to show me, you have to show me how. Okay? And that's where the path comes in. And so, When you're creating a path, you have to stay at the highest level. You have to understand that the path is simply a bridge from where they are to where they want to go. They don't need every detail. In fact, sometimes too much detail— in fact, not sometimes, always— too much detail ultimately creates confusion. I remember one time I was working with a client and I had done a masterful job taking them through Through these 4 gaps. And I got to the path and they were 100% sold. They had certainty that they wanted to buy. They were ready to buy. And then I kept talking. And I kept telling them what was in it and what they get and how awesome it was. And what happened was I then moved them from certainty to where they were ready to give me their credit card and buy, to confusion. And I actually talked them out of the cell by telling them everything that they got. Okay? And so you can't give them too much. You have to be able to practice this bridge. Okay? But they need enough visibility in the process to trust that there is a process. And this is why I'm a believer in frameworks, because the framework says, you know, we're, we're not making this up as we go. There is a path, there is an order, there is a reason we do step 1 before step 2. And I really want you to hear this because a lot of people that I've been coaching recently, You know, they use the word depends a lot. Okay? And if you guys have been around me long enough to know, you know that is my pet peeve word. You're never allowed to use the word depends. Why? Because depends communicates to your audience that you don't know. And it's almost like a custom build-your-own-ending type program. And that may sound good on the surface, but it terrifies the heck out of your prospects. So they— because they want to know that there's a path. They want to know that there's an order. They want to know that there's a step 1 before step 2. They want to know that there's a method behind your madness. They want to know that there's a route to the result. Okay, so for instance, imagine if there's 2 coaches, okay? And Coach 1 says, you know what, I'm going to help you grow your business. And Coach 2 says, you know, we start by identifying your core competency, then we clarify your core outcomes, and then we map your core career. And then we build your core product. Which coach feels safer? Well, the one who has got a method behind his madness, that coach feels safer. The reason is, is because the prospect can then see the path. So if your path needs a lot of education, it's not a path, it's education. Hear me. If your path is too confusing and it's not simple and it doesn't use lay language, then it's too confusing. And sometimes in our path, we want to use insider language, and I don't want you to use insider language in your path, okay? I don't want you to have to use language that you have to explain to people what that language is, because now you've just created a whole other education loop that you don't need to enter. So use language that they can relate with and that they can know Because that's the best way to bring certainty. If you start using insider words or different words or made-up words or words that only a certain group of people would understand, then you're causing uncertainty. I was talking with a gal the other day and I was trying to explain to her that your path is very, very confusing. And she looked at me and she goes, if they don't understand that, they're not my people. And I'm like, that's a very quick way to— To stay broke. Just like that. That's a very quick way to stay broke. Okay? Because if they understood all that, they wouldn't need you. And it caused a little friction between the two of us because I couldn't get her past her inside language. And this person wanted me to believe that they'll know the word or they're not their ideal person. And I'm just like, come on. Okay, that's, that's just not true. Okay, that's not true. So certainty increases when complexity decreases. Write that down. Certainty increases when complexity decreases. And so your prospect probably is really overwhelmed. They've probably watched a ton of YouTube videos, they've probably bought 7 courses, they've probably tried 10 strategies, and the last thing they need is more information, especially when it's confusing. What they need is a sequence. They need to know, do this first, then this, then this, and that becomes the power of a pathway. When you sell, don't dump your curriculum on them. Show them the journey. Show them the journey. And so that's what you're trying to do in this particular path. The path gap, what you're trying to do is you're trying to simply show the journey. That's it. Just simply show the journey. And if you do this, then you're a lot more likely to close that decision gap. Now, let me give you a bonus. Bonus. Let me give you a bonus one in here that when I first wrote this, I didn't use, but then I sort of talked myself into it. And it's the 5th gap and it's the bonus gap. It's what I call, and I'm going to use a different color for this one so you know it's a bonus. It's what I call the priority gap. It's the priority gap. This happens when a prospect agrees with almost everything. Yes, I have the problem. Yes, I want the result. Yes, I believe it can work. Yes, I understand the process. But many of you, you'll get all the way there and they still don't buy and we can't figure out why. And as I've wrestled with this, I sort of have figured out why. The reason why is because something else is winning the priority battle. Because every purchasing decision competes against something. It's either competing against time or money or attention or goals or problems or fear, something, okay? It's competing against something. And the offer is rarely competing only against your competitor. Very often your biggest competitor is maybe later. That's the priority gap. And this is important because urgency does not mean creating fake pressure. Urgency means helping someone accurately evaluate timing. And there are ethical reasons to act now. Now trust me, there's a lot of scam artists out there who use unethical urgency and unethical scarcity. And to be brutally honest with you, they're just lying out of their teeth On all of it. And I hate that. And I think you should run away from people who do that. Okay? Just so you know, I can't stand unethical urgency and manipulative scarcity. But you know, as the coach, that there are— excuse me— there are ethical reasons to act now, and there are ethical reasons to wait. And your job is not to force someone into action. Your job is to help them decide whether waiting makes sense or whether taking action now makes sense. So I put some questions together that I want to give you, and you guys can go back and watch this and write these down. But what would need to happen for this to become a priority? Or what are you weighing this against? Or if you waited 6 months, what would be different? Or what makes now a good time or a bad time? That's one of my favorite questions. What makes now a good time or a bad time? What happens between now and then? And you really want to engage them in conversation because those questions reveal the action decision. And actually what I've learned is I've actually learned that sometimes asking those questions reveal another gap in the decision gap, whether it's a problem, outcome, a belief, or path. Okay, those questions Ultimately will reveal the actual decisions. Sometimes the answer is, "I really should wait." Fine, then waiting is the right decision. But sometimes the prospect realizes, "I've already been waiting for two years," and that matters. We we had a gal down in Sarasota, and I was doing this, and and I was selling her something, and she goes, "You know what?" She goes, "You just really really resonated resonated with me," and she goes. My go-to objection on all of this is I just want to wait and I just want to think about it. She goes, but you said something earlier that just made me think. I've been waiting for years. I'm done waiting. And she pulled out her credit card and she bought the program. Okay? Because sometimes they recognize that later it's become a pattern and that's where you can help them make a more intentional choice. This is also A distinction between urgency and pressure. Okay? You have to understand that pressure says, you need to do this because I need the sale. Okay? Listen to that. Okay? So when we talk about urgency, we're not talking about pressure. Pressure's— you do pressure because you need something. You need money, you need the sale. So because of that, you put pressure. Urgency says, you need to decide this because this matters to you. There's a big difference between those two. Okay, and there's a completely different energy between those two because great salespeople are comfortable with either answer, yes or no. What they do not want is perpetual indecision because indecision is not neutral. Indecision has a cost. And if someone waits another 6 months with the same exact problem, well, ultimately there's a consequence and you want them to be able to see that consequence, and ultimately, if you believe in your product enough that it can avoid that consequence, then you have a moral and ethical obligation to show them a different route to avoid that consequence. If someone delays making a change they already know that they need to make, then your job is not to help them figure out that they shouldn't delay it, Your job is to help them define the consequence. And if someone keeps tolerating the thing they say they want to fix, well, there's a consequence. And your job is simply to make that consequence visible. And that closes the priority gap. So, let me go back here and let me— where are we at? Here we go. Let me go back here and share my screen. Hopefully, my pen still works. Okay? So, what we're going to do here, your job here is to make— and of course, oh, there we go— make the consequence visible. And if you can make the consequence visible, then you've closed that priority gap and the decision to say yes or or no is a lot more likely. Now, before we get out of here, I want to give you something practical that you can use after every sales conversation, okay? Whether you're selling on a Zoom call, you're selling on a stage, or you're selling one-on-one, whatever. When someone doesn't buy, most people ask, what objection did they have? And I want you to ask a better question. Where did certainty break down? Okay? And that ultimately runs the 5 gaps, okay? The problem, the outcome, the belief, the path, the priority. Okay? That's your sales diagnostic. So when you're coming here and you're asking questions about where did the certainty break down, figure out which one of those 5 it is. Okay? And what you may do is you may discover that your sales calls are weak in one specific Okay. And a lot of people tell me, Chad, I'm not really good at selling. And what I want to tell you, you don't need to be good at selling, you need to be good at coaching. And if you understand these 5 gaps inside the Decision Gap, then you can coach people through the process. But if you haven't done your work, then I'm just simply telling you that you're going to struggle a little bit. Okay, so here's what I want you to walk away with today. Stop trying to become better at convincing people. Become better at helping people create certainty. Okay, and that's a completely different approach to sales. I hopefully, hopefully that was helpful to you because it's one of my favorite things to teach because what I want you to see is that you can become magnificent at selling by becoming magnificent at coaching. And you can become magnificent at coaching when you understand the 5 things that you really have to be good at. You have to coach them through, through the sales process. All right guys, we'll see you next time. Hopefully this was helpful.