4 Simple Steps to Prevent ANY Objection

If you are waiting till the end of your sales conversation to start handling objections, you're doing it wrong and you're leaving sales on the table. Now, I've taken over 6,000 sales calls to be conservative, and I've closed over $6 million in sales in the past four years. I sold B2B and B2C and a lot of those closes are objectionless. Why? Because I pre handled the objections before they even come up in the first place. So in this video, what I'll be doing is I'll be showing you the four simple steps on how to pre handle any objection before we actually get to the end and we drop the price. Now, if you watched my last video, I did a breakdown of a sales conversation or I gave tips on how to pre handle the objections that were coming up in the conversation. But a lot of people reach out to me asking how I pre handled this objection, that objection, this objection. So what I've done for you is I'm giving you a sneak peek into my precisions closers group where I break down my exact sales system from the start of the conversation all the way to the end to get more sales. So I'll be doing is showing you a module in that group as far as how to actually pre handle objections before they come up. So if you're interested in the group link is in the description, but if not, lock in, take notes, and actually start applying what I'm teaching here to your sales conversations. I promise you, you, you'll make more sales. Okay, let's dive in. All right, so in this video, what we'll be covering is how to pre handle and reframe somebody's beliefs as we're going through the sales conversation. So why this topic is really important because this is really what's going to separate good sales reps from great sales reps. It's because if you're able to have the same type of conversation every single time and get the same amount of emotion and the same type of outcomes out of every single conversation, you're more likely to close the sale. But the problem is people will come onto the call with certain type of beliefs or thought processes that would prevent you from having those same type of conversations. So you need to understand how to get them back on track and to be able to still get out everything you need in the conversation. So we need to understand how do we actually pre handle concerns before they even come up. How do we reframe to have a better sales conversation overall, but also pre handle and make objections Easier at the end. So in this video we'll go over exactly what pre handling is, how to actually do it, but why we do it as well. Okay, so let's just go ahead and dive into it. Okay, so pre handling masterclass.

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Made by yours truly. Caffeinated, ready to go. Okay, so first and foremost, like what is pre handling? So it's preventing or addressing an objection before you drop the solution. And it's really on focusing on their commitment to change. So we're not pre handling, oh, are they going to buy this particular product or particular program or pre handling their commitment to actually make make a change. Because if they're not committed to make a change, it doesn't matter what you put in front of them, they're not moving forward. So we need to make sure we get commitment and that's what the main thing we're going to be focusing on. Okay, so number two is why even pre handle objections in the first place. So it will make objectionless closes more common. And something you should be doing is tracking number one, the objections that you're getting. But number two, the objection list closes that you're getting as well.

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So it'll give you a good metric to go off of how well you're actually pre handling objections before they even come throughout the conversation. Another big thing that it'll allow you to do is you gain authority throughout the call. So when you challenge somebody and you change the way that they actually view something and you get buy in, it gives you more authority throughout the call. And throughout the call you'll get more fruitful answers. And again you'll get the type of answers that you need out of each and every person and you need out of the process. And so one of the biggest things that I see problems as far as coming up is we let certain type of mentalities, mindsets, limiting beliefs go unchallenged. So when we ask some of these questions, which are good questions, they don't answer them or they don't answer them in the way they actually need to be answered. And, and why I am really, really, really big on pre handling objections rather than just waiting till the end to go into objection handling mode is there's not the same amount of fear after the price is dropped.

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So when you're getting the commitment to change like on the front end, they don't really know much about like the exact ins and outs of the solution and they don't know the price. So there's less fear there. So you only really need to get More buy in on their commitment to change and not also buy in on the solution that you're providing and the price. So you need more buy in at the end. So it's harder to overcome objections at the end rather than pre handling them before they come up. Now they still might come up at the end, but they're going to be a lot easier to overcome because what you'll tap into is a consistency bias. People want to stay consistent to what they have said previously. So if we're able to get them to tie down that they need to make a change and they need commitment to, to actually shift the reality, they're going to be hard pressed to completely go against that. And if they do, it's really easy to get them back on track. Okay, so when we go into how do we actually pre handle objections? So number one is we need to identify what needs pre handled. So this is going to be the biggest thing that I see people, they don't even know that some of these things are potential objections, so they're not even able to identify it. Then from there we need to understand and clarify. So we don't want to assume we know what somebody is saying. If we assume we know what they're saying, we will start to handle something that might not be the actual concern. Okay, number three, we need to reframe. Okay, so we need to give them a different view or give it different meeting as far as the belief that they have. And number four, we need to close a loop. So tie off the potential objection so it's less likely to come up. Okay, so we just need to tie it off in a nice little bow, typically through consequence. But I'll definitely get into more of that later. Okay, so when we're talking about identifying, and this is like step number one, once you start identifying, you'll realize how often these come up. So they're limiting beliefs typically. Okay, so they're patterns that people fall into that either give their power away or it minimizes the need for change. So understand that human beings are pattern machines.

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So they've probably been in a certain type of pattern and they might not even realize that that's a pattern that they're falling into. So we need to start to recognize these patterns and then being able to show and reframe and be able to actually get these people on the right track and let them understand that if they keep these limiting beliefs, it's going to prevent them from changing for the better. Okay, so how do we actually reframe limiting beliefs? The Way that somebody talks to us as salespeople is how they actually speak to themselves. So if they're showing you patterns that are going to prevent them from making a change and get a desired outcome, it it's our jobs as salespeople to help them shift that way of thinking. Because if they don't, they're just going to keep that same pattern oftentimes for the rest of their lives. So when you're really able to identify limiting beliefs and really start to address it and give them different ways to view things, you're able to start to have a lot deeper of a conversation. You're able to connect a lot deeper with your prospect. And I know some of you have been posting like people actually thank you because of it.

Okay.

Because you're helping them make the change they want into their life. Now, another thing you've really have to understand is people think by talking. Very, very, very few people are very introspective and just sit for hours upon a time analyzing their thought patterns, where they come from, or all these different things. Typically, these conversations you're going to have is going to be the first time they've truly, truly thought about it and they're going to be thinking about it by speaking.

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So if we're able to shift the way that they talk, we can shift the way that they think about a particular limiting belief. So we actually teach them how to speak, which will teach them how to think. This is also big, especially in the entire process, but especially when we're trying to reframe limiting beliefs is we don't allow them to go down negative paths. We got to keep them on point on what's going to actually help them. Because if we allow them to go down negative paths, they'll start to re like affirm their negative beliefs. They'll tell themselves that that's the way that it is. But if we're able to again, shorten the amount of time they spend on the negative, get them to view it a different way and get more buy in, they'll start to change the way they think because they're changing the way that they talk. And as a salesperson, we can control what they're able to expand on with our questioning ability and how we're controlling the conversation.

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Now people will tell themselves stories on why they can't do something. If we help them to see that they are just stories, it puts them in a position of power to make a decision to change or not. So people will tell themselves why they can't do Something.

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The biggest thing is there is no I can't. There is only I won't. And the difference is, is I can't. You are not able to. There is something outside of you that prevents you from doing it, which is just typically never the case. Okay? Especially with the people that you're talking to, it's going to be an I won't. That means they're the one in power. And if they can admit to themselves that they just don't, they won't do it because they don't want it bad enough. Like, that's one thing. But you can't let this person off the call telling themselves that they can't do it because they're giving their power away. And as a salesperson, my biggest job is to give people their power back, whether they want to make a change or not. But understand that they are the person who is in charge if they can make a decision. So it's not that I can't dance. It's I won't dance. I won't put in the time. I won't go through the embarrassment.

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I won't do the work. So it's not that I can't. It's just that I won't. And if we start to get people to see that it's just that they won't do it, nine times out of ten, they'll realize, okay, they need to actually do something to make a change. But if you get to the end and they just tell you, hey, I don't. Like, I won't. I won't do it. I won't put in the work. Changing isn't for me. Then there weren't going to be a good client anyways. They weren't going to get results, so that's fine. But at least they have the clarity that they're the person in power and that's what we want to give people.

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Now, when we're talking about limiting beliefs, these are going to be some of the main ones. So really take a look at this list and start to. In your sales conversations, either go back and listen to them or when you're listening, actively listening to your prospects, start to be aware of some of these limiting beliefs and how they might be coming up.

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So a big one is like they're skeptical, like they think everything is a scam.

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So it's like, I've been scammed in the past. Everything is a scam. Nobody makes money online. Whatever it is, it's like, it works for other people. It just can't work for me. Like these. These are going to be things that are going to be pulling people away from actually getting the results they want. Another big one is money. Like, I don't have money now, therefore I can't get help. Like, they're not willing to get resourceful, okay? Like a big. An example I use quite, quite a bit is if somebody was giving you a $300,000 Lamborghini for $10,000, like, you would find the money because you would get resourceful because you know how much it's worth. And even if you sold it for half the price, you'd be able to get a huge return on it. So it's not that they don't have the money, it's just they're not willing to get resourceful, but they'll tell themselves, like, I can't do it because I don't have the money, okay? So that's a limiting belief. Another big one is things are not that bad, okay? A little bit of a typo there. So things are not that bad, okay? So this one is going to be big. When people want to minimize their pain, okay? Oftentimes it's when people have an ego, okay? Like, oh, like things aren't that bad. They want to minimize their pain, like, as a shield because they're caught up into, like, an. Their ego of, like, where they're at. And they don't want to show pain. They want to shield themselves, okay? But people change because of pain or the fear of future pain. So if they're not willing to feel pain, then they're not willing to actually change. Oftentimes another big one is abdicating responsibility. So they blame outside circumstances for the reality example, like, the economy is bad. That's why I'm not winning. It's the economy's fault. It's not me. But regardless of the economy, winners win, period, at the end of the story, okay? So another. Another limiting belief is things are good. Like, things are good. Like, everything's fine. Again, they're not allowing themselves to feel pain. Like, they're overplaying their situation and they're comfortable staying the same. But especially if you're taking more inbound leads, like they hopped on a call for a reason. So if they're going to tell you that everything's good, then why are they taking an hour out of their time to speak to you? Now, when we're talking about maybe cold call and you outreach into other people, this one's going to be a little bit different. But this is when People come to us and they'll overplay their situation. Again, not wanting to show you pain because their ego is tied up into whatever that they're doing. Okay, next one is it'll happen no matter what. So this one is a huge red flag. Because if it's gonna happen no matter what, regardless of what they do, there's no urgency to change now. So it's just not true. It's just not true. That'll happen no matter what. Like, there are things you have to do to put yourself in a position to win. So if they don't see that they actually have to do something and it's just gonna magically come to them.

Okay.

Then oftentimes they can get stuck in their own way. Next. Wishful thinking. Okay, Wishful language. Big one, for example, is like, oh, I want to do that. Or, oh, that'd be really nice if I can make 10,000 per month. Or, oh, yeah, I definitely wanna do that.

Okay.

Want versus a need. Want is if it happens. That would be nice. If it's convenient, I'll make it happen. That's a want. A need is, I'll do whatever it takes. People don't get what they want, they get what they need. So we need to get people to make that shift in their mind that this is something that they need to do in order to get the change. Next is, I'm going to do it, just not now.

Okay.

They're pushing off, taking the leap. So the same thought process that makes somebody push something off for a week is the same thought process that makes people push it off for a month, a year, two years, five years, 10 years, whatever it is, they keep on telling themselves that it's just not the right time. I'll definitely do it later. But that's why, like, those people who are like, new Year, New me, it typically doesn't stick, is because, like, let's say I'm a hundred pounds overweight and it's November. If I'm super committed to making a change, like, dude, I start now, I start going to the gym now. I start dieting now because I need to change. But if I'm that person who's New Year, new me, oh, like, I'll do it January 1st, right? Like, I'm not as serious about it. It's something I can push off. So if we give. If we let people have that same mentality, we're really setting them up for failure. And then the last that I have here, and there's definitely more, but these are just the main Ones I see on calls is research mode analysis, analysis paralysis. Like, they're overthinking it, okay? They aren't taking action, and they're just overloaded with information. Especially in an Internet age, there is so much information out there. So somebody can be an analysis paralysis for years. And you'll see this oftentimes, especially in the, like, biz op space, is they've been looking for like, three months, six months, year, two years, wanting to start a business, wanting to go off on their own. They might have tried few things, dip their toes in, but they never fully committed to anything. That's why they didn't get results.

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So that research mode analysis paralysis can really hold people back. So those are going to be the main limiting beliefs.

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Now once we understand it, okay, we recognize it, that's a limiting belief. We want to clarify. We don't want to assume we know what they mean because we. What can happen is, is you can try to start handling a concern, but it's not really what they said. Don't assume you know what they mean. Because, yes, we use the same language, but there are so many different meanings to words, especially in English, that they might mean something different than what we think that they mean. So don't assume. Don't put people in boxes. We need to have the conversation we're having, not the conversation we want to have. Okay? So take your time. Truly understand where they're coming from. You won't reshape somebody's beliefs if they don't. You don't think you even understand them. Okay? So you need to truly understand them. That's where some empathy comes into play. Now, once we clarify, then we can go through a reframe, okay? So we give a new meaning to their belief. We teach them how to speak. This will re. This will start to reshape how they actually see the belief. We always want to ask permission or ask an intentionally confusing question. Okay, why do we do that? So this will make them more open.

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So asking to share a perspective or give a suggestion like you're asking them, and because they said yes, they're gonna be more open to it. Now, when you ask a com intentionally confusing question, what this will do is they'll go back into their mind, try to come up with an answer, and what will happen is they'll come up with nothing. And so that will cause doubt in their mind. So they're gonna ask you, what do you mean? So once we have that doubt, they ask you, what does that mean? Then that gives you Free reign. They're gonna be more suggestible to what you actually have to say. So my favorite one is what if it wasn't what you thought it was? Okay, so that's intentionally confusing or that's intentionally. To get the response of well, what do you mean? Okay, so then once they put it back on me, then I can go into my reframe. Okay, then when we go into how to reframe. So this is going to be very, very similar to objection handling. Okay, so a big thing is going to be slight of math, sleight of mouth patterns. So this is a set of logistics, strategies used in influence to alter someone's belief through dialogue. So this is from nlp. So these patterns provide a powerful tool, toolkit for anyone looking to enhance their persuasion and communication abilities. So it's really about, especially when we're talking about reframing somebody's beliefs, it's understanding the main patterns of, of how to reframe and the strategies to how to reframe. That way again, you can use it for every scenario. So I'll take you through what the main ones are. Okay, so number one is we change the meaning of their belief. Okay, so we change the meaning of an event or a situation involving altering the way it's perceived. Like this technique, it's about shifting the inter interpretation to create a different emotional or cognitive response. The aim is to transform potentially negative perceptions into ones that are either neutral or positive. For example, okay, let's say you're talking to somebody about investing and they're saying the markets are down, the economy is bad. Well, that's a good thing. That's because most people are not actually investing right now. So that means the upside, okay, there's more volatility. Which means the more volatility, the more up and down. You can take the top off of that. Like that's how you actually make money in trading. So the more volatility there is is actually a good thing. So I'm gonna change the meaning of it. The fact that there is more volatility in the market is a good thing, but only if you know the patterns. Okay, so are you committed to actually put in the work to learn that? Okay, so that's example of changing the meaning. Okay, so changing the causes. Okay, so changing the perceived cause of an event is altering the assumed casualty. It challenges and modifies the reasons why people believe an event has occurred, which can shift their emotional and behavioral responses to it.

Okay.

For example, oftentimes you'll run into people who have been Burned before. Okay, so now they're saying like, oh, I don't want to do it or I don't want to try something else. Okay, but if that burned before, it's actually the reason you making that change wasn't the bad decision. You just chose the wrong company. So now you are actually more equipped to choose the right company. Okay, so I'm changing the cause, you know, of why you got burned.

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So it's causing you to actually be better prepared to make that leap when you need it. Okay, so comparisons. So using comparisons involves placing a belief or a situation in the context that alters its perceived value or importance. By comparing it with something worse or better, the original belief may appear more favorable or less troubling. So again, let's say somebody comes to you about like the economy, like I'm talking to a salesperson and they're like, oh, well, just like the economy's down, people aren't buying. Well, I mean, I've trained people in your specific industry who are doing five times as much as you. So what do you feel like they might be doing that you're not? So again, a comparison. Why are other people winning in your specific position and you're not? I put it back on them. Okay, so that's a way to see a comparison. Words are hard. Okay, so then we change the logical levels. So changing logical levers refers to shifting the discussion from specific details to a higher level of abstraction or vice versa. This strategy involves moving from discussing specific events or behaviors to talk about values, beliefs, identity, or purpose. So, as you probably already know, I'm really big on shifting to the identity. So if they're telling me these limiting beliefs, then I'm going to pull it to the identity. Like, does somebody who is a six figure, seven figure business owner, like, do they have these same limiting beliefs? How do they view things? Okay, when they face a challenge, do they contract or do they see as an opportunity to actually overcome it? So I'm shifting the logical levels on the logistics, the challenges versus what identity are they and how would they need to act if they are that identity or the identity they're looking to take on as themselves to reach their goals. Okay, so then like after we reframe them, we want to tie off the limiting belief or pattern so get agreement to look at it a different way or tie them down with consequence if they do not change. Okay, we also need to tie this into the rest of the conversation with your questions in your presentation. Okay, so why I like to tie things off in Consequence. Because I want them to see and them to tell me and tell themselves what the reality is going to be like if they do not change his way of thinking. So, for example, like, they're the type of person who thinks everything is skeptical. Well, that way of thinking, what does that actually cost them? And what if they hold on to that same level of thinking and they never actually choose an opportunity and go all in? What if they hold onto that belief for the rest of their life? What are they going to lose? I need to get a good consequence there and then throughout the conversation. So let's say, like, we're able to come in, you know, we're able to actually put that skepticism aside and you learn the right skills.

Okay.

What would that actually do for you?

Okay.

But what if you hold on to that skepticism? Okay, so it's like I'm tying it into the conversation moving forward to really make sure, like, that doesn't come up again. Okay, so that's gonna be the last bit there. So then what I also want to go over is going to be specific examples.

Okay.

So I have a specific example for each of the ones that we go through. So I'll, I'll run through this real quick. You'll also have this doc that you can run through as well. So again, this is not like, hey, you have to use these patterns. It just gives you examples and starts to get your mind thinking. Okay, so let's say someone is saying, like, oh, like, things are going pretty well.

Okay.

You'll hear that a lot when people, like, hop on. So it's like my normal response is compared to what? Like, compared to where you want to be. Oh, no. Well, I can appreciate that. And, well, it looks like we are going from like, good to great. So I'm changing the level of thinking.

Okay.

So it's not just like, oh, things are going good now. Like, we're looking from going good to great.

Okay.

You'll rarely get people who will fight back on that. Oh, yeah, for sure. I guess. Have you ever heard the phrase, like, good is the enemy of great? No. Yes. Like oftentimes that's get it gets a laugh out of people. Well, can you see why that is though? Because good is comfortable. Like, would you agree? Okay, I'm getting buy in. Oh yeah, for sure. So let's not have a good conversation. Let's have a great conversation.

Okay.

Yes, get buy in. Because, like, what would happen if you, if you stay good and you, you never achieve great? Like, what are the consequences of staying where you're at. If you're always that guy who's good.

Okay.

That's how we tie that off. So again, something to take into account is I want to make sure I'm getting buy in. I'm asking if they agree. I don't want to just put a frame on somebody and just hope it hits. I need to get their buy in.

Okay.

And if you understand, good is now comfortable. Comfortable. And if they want to achieve, great. Can they be comfortable? Like, no. So I'm giving good a new meaning and allowing them to buy in on it. Okay, so abdicating responsibility. Let's say you're talking to somebody specifically. Like, busy moms. Okay. They're trying to lose weight. Like it's a fitness program. Yeah, I want to lose weight and I know what to do. I just don't have the time. Oh, how do you mean you don't have the time? I'm clarifying. Well, I'm a busy mom, have four kids, I have to work, so it always seems like I don't have the time. Well, what if it wasn't what you thought it was? How do you mean? Okay, so again, getting them to open up about it. How do you mean? Well, I work almost exclusively with busy moms on how to lose weight, and they're able to get results. So what do you feel like is missing in your workout regimen or diet plan that's still causing you to not be able to lose weight despite the time? So again, comparison. And then what I'm doing after the comparison is I'm asking them a question to internalize the problem. They're blaming the outside. I need to get them to take it internal.

Okay.

They might say, well, I'm not sure. Well, if you really think about it, again, stay on the point. Make them answer the question. And if they're not able to answer the question, you can insert. Okay, but only if they can't. If they can't. If they go into their mind they can't come up with something, then we can start to insert specific things, but make sure we get buy in on it. Well, I feel like it's a bit complicated and I can't keep up with doing it all. And what do you think that's causing? Oh, it's causing me not to do it half the time. Okay, so she's not doing it.

Okay.

Is that something you want to change? Well, of course. Like, that's why I'm here. I mean, I have to ask, like, what if you don't, though, and you keep Falling into this trap of telling yourself, you don't have the time.

Okay.

Consequence. They're never gonna achieve their goal. Let's say somebody's skeptical.

Okay.

Everything's a scam. Okay, well, I have to ask you. It's been six years. So let's say this is somebody who's looking for a business opportunity.

Okay.

They're looking for a way to make more money. Well, it's been six years. Where does that skepticism come from? Well, I hear a lot of things on the news, and there's so many things on the Internet, it's hard to tell who's legit. Well, what if it wasn't what you thought it was again? Open it up. Oh, can I make a suggestion? Can I share a perspective? Okay, you can. Whichever one you like. I like the what if it wasn't what you thought it was? It's just fun to say. Okay, how do you mean? What if I told you less than 1% of businesses, that 1% of businesses that you see are scamming, otherwise, they want to stay in business. Now, the news is always going to amplify because it's sensational, and that's what. And they'll find that 1%. Have you ever considered that way of thinking that everything out there that generates income is a scam? Have you considered that way of thinking, after six years of being retired is the reason you're still in the same position you're in? You're in because of the way you view that? Like, so break that down real quick. Okay, so again, they see it on the news. So their cause for it is because everything's a scam. I gave it a different cause. It's that the news is sensational. It's what gets the clicks, but it's really less than 1%. And have you considered that way of thinking is the reason you're at where you're at after six years of not doing anything? Like that could be the case. Okay, so what do you feel like you've lost in the past six years having that thought process that everything out on the Internet is a scam? Lots of time, probably lots of money. Like, are you willing to change that, or is this something that you're going to add to your list because you're not actually willing to explore it further? Like, are you just going to put me on the list of scams because you're not even willing to look at it? Well, it depends on what you guys have. Okay, but what if you keep that same mindset, though an opportunity keeps on passing you by. What happens then? Okay, consequence. Hopefully you're seeing a pattern here.

Okay.

Okay, so another one is this one. You'll get a lot when you try to dive into their problems and they're not really wanting to bite. Okay, so how does it make you feel like leaving that money on the table? Well, it's not that bad. Oh, like, how do you mean? Well, it is what it is. It's a part of business. Well, can I share perspective?

Okay.

You think that might be part of the problem? Oh, like, what do you. What do you mean? Well, why do people typically change? Typically because of pain or fear of future pain. Okay, because if you're in a Super bowl and one of your teammates told you, little typo told you he didn't care whether he won or lost, it is what it is. Would you want him to be your teammate? So again, I'm comparing it to something else. So it's like, you're saying it is what it is. You're throwing your hands up. What if you're in the Super Bowl? What if you're, like, in a sporting event and your teammate was like that. Would you want him to be your teammate? Like, no, I wouldn't. Well, why not? Oh, because he doesn't care. Blah, blah, blah. Exactly. So be real with me, because I want to see you win. Like, how does that actually feel leaving that money on the table as a business owner? So, again, I'm going to re. Ask the question after I reframe the belief. And what would be the consequences if you keep telling. If we keep telling ourselves it is what it is and don't change? So what if you hold on to this belief? What are going to be the consequences of that? Okay, another big one will happen no matter what. So this is gonna be. Especially when you're asking some of these different consequence questions, right? Like, oh, well, what happens if nothing changes? Oh, like, it'll happen no matter what. Well, how do you mean? Like, I'll know. I. I know I'll get there. And oftentimes, like, a salesperson will hear that, and they'll be like, oh, fantastic. They're committed. But what they are is they're giving themselves an emotional out. Okay, so how I'll typically respond is. And I'm not questioning your willingness. What if it wasn't what you thought it was? Well, how do you mean? Have you ever heard of the success bias? Well, no. So basically, it states that we only see the people that succeeded, the people who figured it out. Because if you're not making money in this. How long do you keep going? Okay, so again, I'm giving him different mean, like, I'm giving him a different meaning, different, giving him a different cause. Like, he's seen people succeed, so he thinks, okay, I can succeed, succeed. But he's only seeing the people that have figured it out. Okay, probably not long. Exactly. So we only see the few that succeed. We don't see the thousands plus of people that tried but weren't able to cut it. So now I'm not saying that's going to be you, but we have to understand that that's a possibility. We don't push ourselves hard enough. So be real. Like, what happens if nothing changes? So he's like, again, giving it a different meaning. So he might be thinking in his mind, like, oh, I don't want to even explore the possibility of failure because that means I'm going to fail. But no, exploring the possibility of failure and knowing that it's a possibility makes us push harder. So if we get him to see that, he's going to be more open to that change.

Okay.

Wishful thinking. Okay, well, I definitely want to get to that point where I can quit my job and do this full time. Well, is it a want or is it a need? Well, right now it's a want. Like, I'm working a good job, blah, blah, blah, blah, blah. Well, do you think that might be part of the problem? Well, what do you mean? Well, do you know the difference between a want and a need? A want is if it's convenient, it will happen. Is it typically convenient? Well, no. Okay, well, need is. I'll do whatever it takes. So do people typically get more of their wants or their needs? Well, they get their wants for sure. Well, why is that? Well, they have to have it. They put in more work. So again, we're tying, like, oh, he wants to do it, but really he needs to have a need, so we're shifting it. So would you be willing to make it a need? That way we can actually achieve what we're setting out to do. Like, yes, I would. Like, why would you. Okay, once they take a step forward, we want to push back a little bit, ask them why, get them to open up on it more. Okay, and what happens if you. If you don't, though? And yeah, that stays the. This stays a want. So we never actually put in the work to make it happen. Consequence. Hopefully, again, you're seeing a pattern. Okay, like, I'm gonna do it, just not now. Yeah, I'm for sure gonna Change, Just not right now.

Okay.

Like, oh, how do you mean? I just have a lot going on. I wanted to start this next month. Next month? Oh, I see. And what changes between now and next month? Just to see if I can help. Again, I'm clarifying. I need to understand exactly what's going on. Well, I have a lot on my plate. Well, can I share perspective? Sure. Well, you becoming a business owner, making the type of money you want, is that just a short term decision or is that a decision we're looking to make for life? Oh, it's a decision for life for sure. Why is that? Because it's important to me.

Okay.

And I can appreciate it. I can appreciate that because I want to see you win. But if this is a lifelong decision, it's safe to say that life is gonna happen again and you're gonna be strapped for time. So we can either make it work when we don't have time, that way we can make it work anytime. But on the flip side, if we wait for the right time, okay, we're always gonna tell ourselves that only when things line up, stars align, that we put in the work. So do you want to be the type of person who makes it work no matter what, or the type of person who always waits for the right time? So again, I'm changing it from finding the time to the identity of what type of person does he want to be? Oh, I want to be the person to make it work no matter what. Why though? What happens if you don't? Okay, so we get more of that buy in there. So let's say they're in research mode. I've been researching it for the past six months. Oh, like, how do you mean? I've also been watching things on YouTube and seeing what's out there.

Well, can I.

Can I make a suggestion? Sure. Can you see how just being in research mode for the past few months and not getting any help with it has really led you to being where you are right now? Like, are you okay with me saying that? Okay, so the tone on that one's really important. So it's like, can you. Can you see how just being in research mode the past few months and not getting any help is really led you to being where you are right now? Like, are you okay with me saying that? So we kind of push back a little bit. Like, oh, like, are you offended? Are you okay with me saying that? And they're going like, yeah, I'm okay with you saying that. Well, how are you actually going to overcome that? Way of thinking so we can get out of research mode and we can start getting real results. Well, I know I have to take action. Well, I mean, you don't have to. Again, I'm pushing back. He's taking a step forward. I want to push back on him. Oh, like I do. What if you don't again, get him to explore, if he holds on to his belief, like, what's actually going to happen. Okay, so what changed more recently that I want you to take this more seriously so that can get more buy in on, like why we're looking to take it more seriously and get out of research mode now and again. I want to weave this in throughout the entire conversation and in my presentation as well. Okay, let's say money. Well, I just haven't had the money to get help. It's so expensive. How do you mean by expensive? Again, clarifying. Well, people ask for thousands of dollars, but I don't have it. Well, what if it wasn't what you thought it was? Again, I'm asking a purposely confusing question. What do you mean? Well, I mean, my favorite, my favorite quote is by Tony Robbins. It goes, humans biggest superpower is their resourcefulness. But most people are resourceful on how they can't be resourceful. You know what I mean? Again, I'm giving it a different meaning. So he right now is being resourceful on how he can't be resourceful, but he needs to get resourceful on how he can be resourceful. Yeah, it's true. So where does that thinking come from of being in the pain for the past few years but not getting resourceful so you can actually get the help and break the pattern? It's just something I've never done before. And I can appreciate that because I've been exactly where you are before. But I gotta ask, like, what do you feel like that way of thinking, thinking it's cost you in the past few years? I'm not sure. Well, if you had to think about it lots of time, money. I'm sure. Okay, so again, I'm giving that way of thinking a different meaning. It's not, oh, well, like, I just can't do it. It is what it is. Like, no, that way of thinking is costing him time, costing him money. So he needs to buy into that fact. So that's why I want to ask that question. So is that way of thinking worth keeping moving forward if we want to achieve your outcomes? You're looking for like, no. Why isn't it? What happens if you, if you hold onto it though, and that keeps you on the same path. Okay, so that's gonna be the end of the doc there. So hopefully these examples have been helpful. But to recap, okay, first we need to make sure we identify these limiting beliefs. Now, there are going to be more limiting beliefs than what I listed there, but that's just going to be a short little list that. That'll give you a little bit of things to look for. Then from there, we need to clarify exactly what they mean. Okay. So we understand exactly what limiting belief we're trying to reframe. Then from there, once we understand, we can reframe it.

Okay.

Use one of those techniques as far as, like, the slide of mouth to go ahead and reframe those beliefs.

Okay.

Or take the ones that I use here. Definitely use those as well. Or you can get the same type of principle across. And number four, we need to tie it off in a pretty little bow and then make sure we're also weaving it through the rest of our conversation to make sure it does not come up at the end.

Okay.

And if it does come up at the end, then we can use whatever hooks, whatever frames that we've used in the conversation in order to, you know, very easily overcome those concerns at the end.