How To Close Someone in One Call…

Let's say you get to the end of the sales call, the prospect says, I need to think about it or I need to talk to my wife or whatever thing they're going to come up with to get you off the call. But they are super interested. You set a follow up for tomorrow and just for whatever reason, they don't show up. You send them emails, you send them texts, you call them. But again, crickets. Well, today's your lucky day because I'm going to show you how to never get to that point to begin with. Here's how you actually close a prospect in just one call. Alright, let's go ahead and dive in to the sales process on how you can start getting more. One call closes. And this is the exact structure that I used in order to consistently be making 60,000 per month in commissions. As a closer, but also the same structure that I've taught hundreds of other students to get them to the point like Peter here, who at $47,000 per month in commissions we get James, who at 40, we got Georgie, who over 32,000 per month. All that is to say, like, this stuff works and if you actually utilize it, you will make a lot more money. So take notes, pay attention.

Okay?

So when we dive into the actual process, I'll be going over what to say. Like the how, like, but more importantly, why you need to actually say it. The biggest problem that most people have, especially when you're talking about a sales process, a script, a structure, whatever it is, that you don't understand the why, so you're too stuck in your head so you're not able to be an actual human on the calls. Like I could tell you all the ninja tricks if in the world of what to say, but if you're not an actual human, people aren't going to buy from you because people buy from people.

Okay?

So understand the why behind it, actually study the why, understand human psychology, you'll connect a lot better with your prospects, which means you'll be able to close more of your prospects.

Okay?

So when we talk about the process, the very first thing we need to do, obviously when we are starting the call, we need to start the call, okay? Now something you don't want to get into is you don't want to be like, oh, how is the weather there? Where are you calling out from? Just because again, most people understand the reason you're saying that stuff is just to get them to like you so I can sell you my shit, right? That's what they're thinking in Their head, especially if they've been on a ton of sales calls. So what this will do is it will cause people's guard to go up, and we don't want people's guard to go up again. The best way to do it is just getting right into the call. So typically, how I'm going to start the call is like, hey, can you hear me? Can you see me? Perfect, man. So it looks like you booked in about possibly getting some help with blank. Is that right?

Okay.

Looks like you booked in about possibly getting some help with blank. Okay, Getting some help with whatever it is they booked in for. Perfect. Made it to the right spot. And then from there I need to understand, why are they here now? I will open up the call in a very open way. Like, hey, how can I help now? The reason why I'm able to open up the call in a very open way is because again, I have the skill set to the point where it's like if they go off into the rails, I know exactly to get them back and. And get them back on point. If you feel like you have a hard time, like getting people reined in and like you have a hard time with talkers, ask a little bit more pointed of a question when you very first start the call. Like, hey, what made you want to go ahead and book in in the first place? Or hey, what did you see that attracted your attention that made you want to go and book in? What they're going to tell you is why they're there.

Okay.

And what they're looking for is what they don't have. So that's going to give you the direction of where to take the conversation.

Okay.

After that, you need to ask them what are they looking for help with. For example, if you are selling a biz op, let's say you're selling a trading course.

Okay?

Because that's in forefront of my mind because I just reviewed a call for one of my Mastermind members and that's what he was selling.

Okay.

So use that as an example. Like, hey, when it comes to getting into trading, do you know what type of help you're actually looking for? The reason you want to ask that is because what they're looking for is what they don't have.

Okay.

So what they don't have, that's where their pain is. That's where their problem is. And that's going to give you direction on where to take the conversation Then from there, once you understand. Okay, what they're looking for, you need to also understand is why are they looking for that in the first place? For example, if you're selling like a biz op, okay, why would they even be looking to get into trading or starting their own business to begin with? What they're going to tell you is their problem, okay? They're either not making enough money, they're, they want more freedom, they want more time. Okay, let's say you're selling lead generation, for example. Hey, when it comes besides the office of you getting more leads, do you know what type of help you're looking for? Oh, well, we're looking to get higher quality leads. Okay. No, that makes sense. Just so I can have a better understanding, what are you seeing right now in your business that would have you looking for a way to get higher quality leads? Oh, just right now the quality isn't where we want it to be.

Okay.

So now you know the problem is in the quality of leads that they are getting.

Okay.

So that is really all you're going to need at the beginning of the call.

Okay?

Again, you need a problem or an overarching goal. So when we dive in a little bit more on like the opening so you can understand a little bit more of the why behind it.

Okay?

So what they're looking for is what they don't have, which equals their pain. So everyone you talk to has some level of pain or a need that isn't being met to level of which they wanted to be met. That's why they're on the call. So you can't fall into somebody's frame of hey, I just want to see what you guys have. Because I don't know anybody who's super high level making millions and millions of dollars and is just going to willy nilly hop on sales calls just to hear random pitches.

Okay?

They have a need that is looking to be met. The more you can keep it conversational is going to be better. The less that you can make them feel like they're in an actual sales call is going to be better because we're going to get them to be more open. Just naturally understand that people have scripts in their mind, especially have scripts in their mind of people in sales and, and how salespeople act. So if they associate you with every other salesperson, they're going to treat you like they've treated other salesperson, which probably isn't going to be the best. So you want to keep it conversational. You want to get the focus off of you and put it on them as quick as possible. Why we don't want the focus on us is because, again, we need to understand what the prospect is thinking. That way we know how to position whatever it is we're selling in the best light so we can actually solve the problems that they have.

Okay?

So don't assume, be curious and understand what's going on. Like, be neutral. At the very beginning of the conversation, you don't want to be, like, super attached to the person who you're talking to. You just want to understand what's going on. Now you want to, like, you know, be happy. Like, not overly excited, but at least be happy to be there. Right. Like, you want to have a conversation but you're not going to be like, oh, yeah, I definitely know we can help because again, you don't know much about them. If you just met some random person and they told you, like, oh, like, yeah, I can solve all your problems without them even knowing you just naturally, like, your walls are going to go up.

Okay?

So at the very beginning of the call, you don't assume you're curious.

Okay.

And you just want to understand what's going on. Another big problem that I'll see at the very beginning of the call, especially when you're dealing with type A personalities, is we try to put people in certain boxes where they don't quite belong. So you have to be very careful of only using the prospect's words.

Okay.

I'm not going to put different words on people even though they might mean the same things in your mind, but in the prospect's mind, they mean something different.

Okay.

So always be careful of not using your words. Use their words instead.

Okay.

Also, why you want to use their words? Just naturally. We like people who are like us. So if you talk like me, I'm naturally, I'm going to like you better because you're a part of my tribe.

Okay.

Little hack there.

Okay. Okay.

Next, when we're talking about, like, having an agenda of, like, hey, how this call is going to go is this, this and this.

Okay.

I would say having an agenda is like training wheels. If it helps you, fantastic, but it limits your speed.

Okay.

If you are going to have an agenda, I would only have an agenda if it makes you feel more comfortable or you get a lot of pushback in your discovery. Now, just understand the reason you get a lot of pushback is because you're not conversational and your tone just not where it should be. It is going to be better just overall, if you had the skillset to where you didn't need the agenda because agendas Just remind the prospect that they are well aware that this is a sales call. Their walls are going to go more up. Now, if you are going to have an agenda, put in an agenda that is super basic and it's not a hard like, hey, I need a yes or no. If you're going to add an agenda, add in something like this. Like, hey, in just a first part of this call, it's going to be pretty basic. It's just more for us to really understand, like where you're at in terms of A, B and C and where you're really looking to go and just to see if we can help. And at the end, if you feel like this might be what you're looking for, we can go over next steps from there. Like, would that help you? Again, something super basic to the point. But again, it's like training wheels if you need it, fantastic. At least to start. But you want to get to the point where you have the skill level, you have the conversationality, you have the tone to where you're not getting pushback and you don't need an agenda.

Okay?

Optional things that you can do is adding in hooks and frames. Now this is just going to come down to a lot of what you actually sell, okay? So don't do this unless you have the whole process down and you're very comfortable in your process.

Okay?

This hook, for example, that I have here, this is for somebody who's selling like a biz op.

Okay?

So if you are talking to somebody and they say like, hey, I'm in a 9 to 5 and I'm really looking to transition and you know, like, start a real estate business, whatever it is you're selling, okay? You can do this for any type of biz op, but it goes something like this. It's like, oh, and I love working with people who are in a transition phase from going from like 9 to 5 to becoming their own business owner, like influencer. Again, if you sell for an influencer, you add that in. Let's say, like, you know, Tony always says, you know, people are going from order takers to action takers. It's a bit more risky, but I promise it's worth it. Now why would I add that frame in there?

Okay?

Now I don't just add this frame in here and just like leave it. And that's the only time I touch on it. But what I am doing is I'm starting to get the prospect who is a 9 to 5 worker to start to take on the identity of being a action Taker of being a business owner.

Okay?

So I want them to start to agree and buy into the frame that they are going from a order taker to an action taker. So this is just like the more I can get them to get into the belief of their action taker, the more likely that they're going to take action at the end.

Okay?

So when we talk about really getting into what they're looking for and getting into people's pains, the opening of the conversation is going to be the most important because if you don't have direction in the sales conversation, the rest of it is going to go haywire.

Okay?

So when we're talking about understanding the prospects pain, it's about understanding what motivates people and what moves people. So you have to understand again, people are hopping on the sales call because they have needs that are looking to be met. So what are those needs? Okay, There are two frameworks that I'm always going to keep in my mind.

Okay?

We got Maslow's hierarchy of needs.

Okay?

So this is a hierarchy that goes like, you know, physiological needs, safety, belonging, a seem self actualization.

Okay?

Now this is always good because if people are talking about like hey, they're needing help or they're having problems in one of these realms, okay, Physiological needs, safety, belonging, esteem, I'm going to ask questions around them not having those needs met at the moment.

Okay?

Another framework I'm always going to keep in mind is Tony Robbins six human needs framework. Why? Because again, it'll give me a better picture about what needs are they on the call that are looking to be met.

Okay.

We have certainty, love and connection, significance, variety, growth and contribution. So if somebody is talking, you can just tell by their language. And that's why it's really important to listen on what needs aren't being met to the degree that they're looking to be met. And that's the reason why they're hopping on the call and also why I like to keep it at least, especially when I'm, you know, teaching it in more of a pyramid like framework. Because some needs are more important than others, at least at the level that they're at. For example, okay, a call I was reviewing yesterday, like that, that trading call review, okay, this person had two needs that weren't being met. It was certainty.

Okay?

Again, he was, you know, wanting to get into trading. So he was more certain about, you know, his retirement, the money he was making. Now if any big payment hit, okay? And it was also variety. He wanted to travel, he wanted more things out of life. He wanted more time. He wanted more freedom. Okay, now the closer focused mostly on, on the variety, him being able to travel. But he did not touch on his lack of certainty. Just in the now of God forbid, if a big payment hit, how would he be able to pay that? And guess what at the end, that he didn't have the urgency to actually pull the trigger. Now again, he did close later. But to get that on the one call close, you need to focus on the more fundamental needs. Because if this person doesn't have certainty on whether, whether or not, like, they can pay their bills, like, it doesn't really make too much sense to talk about the pain of them not being able to go on vacation. Like, yes, you can get to that pain, but the more fundamental pain is the certainty of them or the uncertainty that they're currently in right now of them not being able to pay their bills. So you want to start to direct your conversation onto the uncertainty of them not being able to pay their bills.

Okay.

And in the opening of the conversation, again, I just need to understand what, what's the overarching goal or problem, But I'm also listening very intently to how they describe it. So I can start to see, like, the needs that aren't being met. So I can really direct where the rest of my conversation is going to go. Okay, so just understand people are hopping on calls to meet needs. What needs are not being met? So I'm going to direct my call and I'm going to direct my questions around those needs that aren't going to be met. And I'm going to talk more about the more fundamental needs that things that are lower on the pyramid first, because that's typically, not always typically where more pain is going to be. Okay, now what do we do when, for whatever reason, like, we get like an A hole or whatever, you know, we get a type A or we did something on our end to trigger a prospect, they're like, hey, just tell me what you do. I'm sure you've all gotten that. Okay, so there's a couple of different ways to actually go about handling that. I'll go with a soft way to go about handling that and. And then a medium weight. There are some more ninja tricks you can do, like really hard frames, different things like that, but it's like 99% of the time you're never going to need that. Okay, so let's just go with the most basic stuff. Okay, so when somebody tells me or somebody tells you on a Call, hey, just tell me what to do. We don't want to give in because again, if somebody's just telling you like, hey, everything's good, I just want to see what you have. Like, you have to understand that they're lying. Like we mentioned before, they have needs that aren't being met. So you need to understand what those needs are so you can best help them. If you don't know what's going on, to be frank, you just can't help them to the ability that you truly could if you just understood the situation. So don't fall into the frame that these people don't need help, because they definitely do need help. And if you're not able to find out what exactly they need help on, like, you're doing them a disservice. Okay, so somebody's telling you, hey, just tell me what you do. Very first and foremost what you're going to do is you're going to just soft approach. You always want to use minimal necessary force. Okay, if somebody says, hey, just tell me what to do. When we're using like a hard frame, we're just trying to big dick people. Again, like, yes, for some people it'll work, but for other people you're just going to piss them off and they're just going to hang up on you. And it might feel good that you can big dick some people, but are we looking to make as much money as possible? So lowest necessary force and then if we need to ratchet it up, we can go ahead and we can ratchet it up. Okay, so when you first get it, we need to address it. This is the biggest thing too. I see some people, like, they're like, oh, I just wanted to see what you guys do. And they don't address it and then they just move on with their call. And then especially if they're type A, like you are ignoring them and they kind of like they're going to feel a little bit pissed off. So we don't want to piss people off. At least hopefully we want to get the sale. So we need people to start being open and they're not going to be open if they're pissed off. So first things first, like, oh yeah, just tell me what you do. Oh yeah, for sure. And we'll definitely go over that. Like what we do is a bit custom. We don't just have like a one size fits all. So it just really depends on like what where you're at now, really what you need. So just have a better idea, like what type of help are you looking for specifically?

Okay.

Or you would ask whatever next question it is. So it's like you always want to agree and then you're diffusing like, hey, we just don't have a one size fits all. Like, what we're doing is fairly custom.

Okay.

So it just depends on what you're actually looking for. And then focus right back on them. Anytime somebody puts a focus on me, it's right back on them. I'm getting back into the conversation. Now. Let's say it comes up again. They're like, oh, you know, things are good. I just want to see what you guys have. I mean, if you're happily married, you tend not to go on dates, right? What would even have you open to doing something different in the first place? And you kind of say it in a confused way of like, hey, why are you here? This is what you need at the very beginning of the conversation. You need them to admit, why are you here?

Okay.

Or something you can do. Again, you always want to make it in their best interest. Well, we can for sure go over that well. And we don't just have like a one size fits all. So if you want, we can set aside three to four hours to go over all the different ways and we can, you know, possibly help, But I tend not to have that much free time. Like, would it be better if I just understand you so I can tell you exactly how we can help you specifically, it's like, hey, man, I don't have three hours to go over everything. Would it be better if I just understand you?

Okay, Put the focus back on them. Okay.

And we can sure go over that. But it's going to be hard if I don't know much about what you need. Like, if you go to a doctor and you start asking for pills without telling a doctor what's wrong, it's probably going to be a pretty awkward conversation, right? So be real with me. What even has you looking for, you know, possible doing something different in the first place? And again, say this with a smile and just get them to be open. That's the biggest thing. Like, if you go to the doctor, start asking for pills and not answering any questions, it's going to be pretty awkward. Really easy thing to do. It's a frame to where it's very hard to disagree with.

Okay.

That's why it's really good. Good to use analogies, especially analogies that are very hard to disagree with. Especially like a doctor analogy. Or like, if you're married, you tend not to go out on dates. Since it's very hard to disagree with like that analogy, they're more likely to actually buy into whatever it is you're saying. Okay, now another type of prospect you'll get is everything is all good. Just looking to get better. Fan tastic. I'm not in any pain, you know, I just want to get better. Everything's amazing. When you get these type of people, it's really easy to put them in a good to great frame. Okay, so what I mean by that, like, I always like, I'm like, oh yeah, like, of course. So like we're looking to go from like good to great, right? I've never had anybody tell me no, everyone who's like, oh yeah, yeah, I'm definitely looking to like do better. Go good to great.

Okay.

Then from there, like you're going to add a hook on there. It's like, yeah. And I love working with business owners, people, avatars, whatever it is that you're selling that are looking to go from like, good, you know, from being good to being great. Because they know they can't do what 99% of others do. You know what I mean?

Okay.

And then you just re ask the question in the process adding in the great.

Okay.

For example, if they're like, oh, like things are good. I just want to see what you guys had. Like, then you're going to re ask, okay, so right now, what type of help would you be looking for so you can get that level of great? Or if you're in problem, it's like, okay, so what do you feel like right now you're missing that's causing you to be at good rather than great? Now there's other things can put more harder frames on it. Like, hey, can I share perspective? Have you ever heard the phrase like good is the enemy of great? Because good is comfortable.

Right?

So in terms of like us getting out of that comfort zone, the first thing we have to admit that we're no longer being comfortable. Like, are you willing to do that? So are we willing to actually have a great conversation today? So okay, so let's have a great conversation. You can put harder frames on. Oftentimes again it's not needed. Put into the good to great framework or frame on just like that tends to be all you need. Okay, so then when we dive into situation, it's going to really depend on what exactly you sell, what your situation is going to look like. But pretty basic. What are they doing now around the area of which their pain is. So if it's biz op. What are they doing to make money now? If it's lead generation, how are they generating leads now? If it's fitness, what does their fitness resume now? Okay, if it's something like, it's an improvement offer, like sales, for example, like, what type of process are they using now? Whatever it is, what are they currently doing now? Okay, how long have they been doing that and is there any particular reason why they're doing it that way? Now, the reason you ask these questions is you need a little bit more insight into what their problem is. Okay? So you have a little bit more direction.

Okay?

Now depending on what you sell, you might need additional information on the results they're getting. For example, if you're selling something like lead generation, you probably need to know like, hey, how many leads are you generating? How many of those are converting to deals and how much is a deal actually worth you? Those are going to be the typical when it comes to you selling lead generation. Now, the reason why you ask, like what they're currently doing now, because again, you need more insight like, hey, what are you doing now? How long gives you a bit of a timeframe of how long have they been stuck in their current situation that hasn't been working? And the reason why you ask, hey, what caused you to go that route? Or why did you do that? And is because you want more insight on is there any particular reason they chose this route? Now if there isn't a particular reason, they're like, oh, well, it's like it's just the first thing we saw or it's just how we always done it. They're also telling themselves that there's no really particular reason why they're doing whatever it is that they're doing. Okay, which is good for us because they're admitting there's no real reason why I'm doing this. It's just how I do it.

Okay, cool.

So after you understand the situation, then we need to get into the problem. So when we're talking about getting into the problem, we need to get them to admit that they have a problem. And then we need to make it hurt. And then we need to eliminate next best alternatives and get them to change, commit to actually doing something. Okay, so let's dive into it. So the biggest thing when we talk about problem, you need to understand why people change. You need pain, like what creates urgency naturally, it's pain or fear of future pain. So the reason why I'm going to dive into problem first, okay, I don't get into goals and then problem, or there's a ton of different ways to do it. But just understand like how the human brain works. It's naturally geared towards the negative. Why is that? Because when we are growing up in tribes, however long ago, like if there is a tiger there, you needed to get all your focus to the negative, but especially for people. And this is actually a trick you can do on yourself. If you don't really know what you want out of life, you can better come up with reasons or things you don't want. And all what you want, like the future pace and we'll get into later in the framework, is just a mirror of the problem. So it's much easier to understand from people what their current pain is than their future pace. Because most people don't know exactly what they want, but they know what they don't want. And just people's brains in general, they're more geared towards negative.

Okay?

That's why news, everything out there, it's all geared towards negative negativity, sensationalism, all that stuff. Okay, so you need pain, okay? Like what creates urgency naturally, it's pain or fear of future pain. So you need to understand what their pain is and what in life is telling them that they have the problem. Problem versus symptom. Their pain is in the symptoms. Okay, so what I mean by their pains and the symptoms, like, let's take a look at this guy here. Okay, if he is overweight, so the real problem is like this dude's like overweight, like he's fat, he doesn't eat right, whatever it is. But where is his pain? It's everything in life that is telling him he's overweight, it's his knees hurting, it's him being out of breath, it's him not being able to play with his kids. That's where the real pain is. So if I'm able to tap into what in life is telling this person that they need to lose weight, I will get them to relive the pain. So I'm more focused on what are the symptoms of the actual problem that are coming up and I want to get them to expand on it. Okay, so you want to stay on the needs that are not being met. Like we were talking about before. If it's more certainty, if it's more loving and belonging, you're focusing your questions around the pain of those needs not being met at the moment. Okay, if you get multiple needs, dig deeper in the more base needs before going up the pyramid. So let's say you're like in the previous example, you have two types of needs. You have somebody who has certainty that's not being met, but then also has variety. I'm going to dive into certainty first. And sometimes when you dive into it, you realize like, this isn't the base need. Like, they really. The biggest thing for them is variety, okay? But more often than not, it's going to be the more base need. But like, you go into the more base need first, and if you don't, if, like, you can get a feel for it, like this isn't as painful as it probably should be, then you want to go ahead and hit the other one, okay? Now, in terms of like, the two most common offers, there are improvement offers and new opportunity offers. Some are a mixture of the two. When we're talking about improvement offers, something like lead generation. If somebody is already doing Facebook ads and I'm going to come in and I'm going to do Facebook ads better, that's an improvement offer. If you are already in sales and I'm going to teach you how to sell better, that's an improvement offer. Now, new opportunity offer is like a biz op. Like, you aren't doing trading at the moment, you aren't doing real estate at the moment, but I'm going to teach you how to do it so you can go full time. Some are a mixture of the two, like fitness, for example. Like, sometimes people are already doing something, okay, but it's not really working. So there's an element of we need to understand why it's not working. But then there's also the new mechanism that you can add in, okay? So how do you approach each one differently? So when you're talking about an improvement offer, you need to create doubt in their current method and get them to admit that is their fault. The reason why you need to create doubt and you need to get them to admit that it is their fault because you're going to be replacing whatever it is that they do, okay? And if it's not in their control, they don't need to solve it. There's nothing they can do to solve it. For example, if I'm selling you sales training and you tell me like, hey, my leads are shit, it doesn't matter what I say to them, okay? They're never going to buy. Then it's like that person will never buy sales training. Why? Because they don't feel it's their fault, okay? So there's different things I can do in order to actually get them to think more Internally and for them to actually take blame and admit that they are the problem. Okay, so how do we actually do that? We ask internal based questions. What's an example? So when we're talking about internal based questions, it's if they answer the question, they're admitting that they are the fault. Okay, so for example, let's say for lead generation, so what do you feel like is maybe missing in the way that you're attracting leads or maybe how you're actually nurturing them that's causing your business to be stuck or whatever it is that they said? Now if they answer this question, then they are admitting that they are the problem.

Okay?

Now sometimes they are going to either tell you that they don't know or they're going to use. They're going to say like, hey, it's the market.

Okay?

So anytime anybody uses a external excuse for something, the easiest way to do it to get around it. Because again, they're blaming something that's outside of themselves. They're not taking full responsibility. I need them to take full responsibility. If they're going to change. I use a comparative frame and I re ask the question. Let's say, for example, when it comes to lead generation, okay, they're like, I asked them, hey, what do you feel like is missing in the current way you're generating leads or like, how are you nurturing them? They that's causing you to just be inconsistent, like he had mentioned. And they're like, oh, well, just our market, you know, it's just how it is.

Okay?

It's like if I allow them to continue that way of thinking, when they get to the end, they're like, I don't know, I don't think it'll work in my market. Boom, okay, we're cooked. So what we're going to do instead is. Yeah, potentially, can I share a perspective? And this is after working with thousands of clients, and we work with actually dozens of clients who are actually in your market who've been able to grow once they get their marketing dialed in. So what do you feel like is missing that's maybe making your marketing inconsistent? So what you're doing there is, you're like, hey, there are other people that we work with specifically who have your exact same situation. They figured it the fuck out. Why can't you? So you're putting it right back on them. You're taking away their excuse. For example, let's just say for fitness, okay, this one's going to be big. They're like, oh, I don't Know, I just don't have the time. Yeah, that could be an issue. Can I make a suggestion? And this is after, you know, just we work with like hundreds of people or, you know, doctors, lawyers, like, oftentimes, you know, they have a family at home too, and they're able to make it work with their schedule. So what do you feel like is missing just with your fitness regimen right now that's preventing you from losing weight with just the time you do have? Boom. It's their fault. Like, I'm always putting it back on them. Okay, let's say, for example, they are trying to get better at sales, but. But they're blaming the leads. It's like they're like, oh, I don't know. Like, it's just very hard selling real estate agents. Right. Which it is. But if you know what you're doing, it's not hard.

Okay.

Side note, they're like, yeah, potentially. Can I share perspective? And this is after working with hundreds of clients and quite a few who sell to real estate agents, and they're able to actually get to 40, 50, even 60% close rate once they're able to actually dial in their sales process. So what do you feel like is actually missing right now? Just how you're actually, you know, you know what, what you're saying to these leads, or maybe even how you're coming across in your tone that's causing you to get all these objections. Again, if they answer that question, it is their fault. I need them to admit that is their fault.

Okay?

Now another thing that you're going to run into, especially when you're talking about improvement offers, is they might tell you they have no clue what their problem is. Now, why is this a problem if they don't know what their problem is? If they don't know what the problem is, they don't know what's going to solve their problem.

Okay?

So if we go into it and like, they don't know what their problem is and we get to the end, they're like, well, this sounds great, but I don't know if it's going to work for me. Now, this is only for improvement offers. When you're talking about a new opportunity offer, you don't really need to get them to understand, like, you don't need the problem out of them, that they don't know how trading works. That's literally what the offer is going to do. But let's say, for example, they are already doing marketing or they're already doing sales, and they don't know what's causing them not to be able to get people across the line or they don't know what's causing people to not opt in. Okay, so like this is a problem. And the reason it's a problem is because it's like, hey, if I don't know what's preventing me from making sales, like I don't know if your solution is going to work. So here's what you do instead. You're going to ask them like, hey, what do you feel like is missing? And they're going to tell you, I don't know. Fair enough. Now anytime somebody tells you I don't know, you always want to follow up with, well, if you really thought about it. The reason you always follow up is because a lot of times people will tell you, I don't know, just more of like a knee jerk reaction answer. So you want to say, well, if you really thought about it. So they actually go back in their brain and they try to come up with an answer. Now if they go back in their brain and they try to come up with an answer and they come up with nothing, jack squat. Just understand whatever you're going to insert at this point, just because you caused a lot of doubt in their mind, because they went for an answer, they couldn't find it. Whatever it is that you're going to say, they're going to be much more suggestible to what you're about to say. Okay, so let's just say, for example, you're selling lead generation. That's what this is from. And there are reliant on referrals. Okay, what do you feel like is missing? Just at the way that you're, I don't know, attracting leads or maybe how you're nurturing them that's causing just your lead flow to be inconsistent, like, oh, I don't know. Well, if you really thought about it, oh, I really don't know. Well, I mean, this is after working with hundreds or can I make a suggestion? Oh yeah, for sure. And this is after working with hundreds of clients. What we typically see is relying on referrals can be inconsistent because we're not in control of how many you get. And because of that it's hard to scale. I'm always going to like, especially when I'm inserting a problem, I'm always going to say, do you feel like that might be what you're running into? Get a yes. And then anytime I insert something along those lines, I'm going to ask, how do you see that being the case. The reason why I ask, how do you see that being the case? Is because I want them to expand and I want them to take on this belief. I inserted a belief. And then once I get them to buy into the belief, I'm going to get them to defend it. Now, the reason why, in both the comparative frame and the inserting the problem, I'm always going to ask, hey, can I share a perspective or can I make a suggestion?

And.

And then I'm always going to put in some type of. After working with hundreds of clients, dozens of clients, the reason is you ask to give them a perspective. Number one, because it's going to make them more suggestible. Two, you want to give yourself more credibility. So they're much more likely to actually take the feedback or take whatever it is that you're going to give them.

Okay?

So that's why it's really important. So after you get that, then you get to their real pain. You get them to actually buy in that they are the problem. And once you get that they are the problem, that's when you dig.

Okay?

So you need them to admit that it is on them and they are in control Now. Pro tip, if you're dealing with a type A personality, get to numbers quicker. People can't hide behind the numbers.

Okay?

Pro tip there.

Hey.

Okay. Now if it's a new opportunity, what you need to do is get them to admit that their current opportunity is the cause of their problem.

Okay?

They need to admit what they're currently doing now isn't what they want.

Okay.

And once you get the pain and problems, you dig.

Okay?

So typically the way that you're going to ask on a new opportunity to get them to admit that their current opportunity is causing them pain is, hey, what makes you feel like just with your current job, it's not quite enough to give you the time to give you the money, whatever it is, moving forward.

Okay.

Let's just say, for example, it's a biz op. Hey, like, what do you see right now in your job that just makes you feel like it's just not quite enough in order to give you that financial freedom you're looking for? Or let's say it's fitness, okay? If, like, they're not doing anything right now, you're going to ask them why is it so important for you to lose the weight? You want them to admit that their current opportunity, the current way that they are, that's what's causing them pain. And then once you get to the problem, that's when you go ahead and you dig. Okay, then from there, like, how do we actually dig once we get to the problem? This is a infographic that I made for again for my Mastermind members. But once we get a problem, okay, let's say for lead generation. Oh, things are just inconsistent. Things are up and down. Let's say for weight loss, why is it so important for you to lose the weight? Just right now I'm feeling lethargic. Let's say for like sales training, for example, it's like, oh, right now losing a lot of sales to objections, whatever it is, like, we finally get to the problem. We get to the bedrock. What is their actual problem? What is their pain? Okay, then from there, I'm going to just start broad and I'm just going to start digging. As soon as I get a problem, the very first thing I'm always going to ask is, well, what do you mean by okay? Because I want them to expand on it. Now, when you are asking more probing questions, you need to come across a little bit confused. The reason why you want to come across a little bit confused is naturally when somebody is confused. But what the brain does is like, okay, this person didn't understand me. Let me expand on what I mean. And the reason why I want them to expand is because I'm getting them to relive their pain. The more I can get them to relive their pain, the more urgency it's going to build. Because just understand people think by talking. Most people don't sit and just think about all the problems they have. They come to these conclusions by talking. And oftentimes with the people you're talking to, this is the first time that they fully expanded out their entire pain to realize how much pain and, and how big this problem is. Okay, once we start broad, we're going to ask, okay, what do you mean by whatever it is that they said, okay? Then from there you can get specifics. Now, this is something that's going to be optional, but I tend to do this every single time. Like, hey, can you give me an example? Or is this all the time? Or are there specific times this shows up? Okay, you want to understand really, when does their pain happen? Let's say for weight loss, for example. Okay, why is it so important for you to lose weight? They're like, oh, just right now, like, I feel really lethargic and my energy's just low. What do you mean, like, your energy is low? Oh, well, blah, blah, blah, blah, blah. You know, like, this happens, this happens. This happens. Okay, well is this like all the time, like our energy is low or there specific times that it shows up? No, it really just shows up like, you know, after a long day of work, like I get home and like I'm just so drag out tired and like what happens then? Like we're drag out tired and we just get home like that.

Right.

It's like, oh, well, I just, like I go and I sleep. Oh shit. Right. So it's like we get the specifics. Like what is, what is the lack of energy doing? Okay, let's say for example, we're selling lead generation.

Okay.

It's like, oh, like things are just inconsistent. Well, what do you mean by inconsistent? Well, some months it's up, some months it's down. Okay, and are there specific months like during the year that they're typically down? And what are those down months actually look like typically? And then from there, like once we understand again, we start broad, we get them to expand and then from there we get some specifics. Then we want to explore the duration.

Okay.

The reason is time frame always expands pain and urgency. So you're going to ask them how long has this been going on? Or how long have you had this problem? Okay, once you ask them how long, then if you can, depending on what you sell, you want to quantify whether it be money, whether it be hours, those are going to be probably the easiest two. Or what is it taking you away from whatever it is. Like if you can turn their story into numbers, that is going to be best. Then from there you want to ask an impact on the thing. Okay, like what type of impact is this having on your day to day, your business, the people around you? Okay, typically this is going to be easier for them to answer. And then you're going to ask a personal impact question. Like, hey, I don't want to assume, but how does that make you feel? You want to get to the root of the emotions that they're feeling. And then optional is going to be consequence. What happens if this gets worse? Now I tend to won't ask consequence when I'm digging into pain, at least in the problem. I'll leave consequence for later. But again, conversationality over everything if it makes sense in the conversation. Asking a consequence really will push the ball forward. And the thing that I'm thinking of when I am digging is into the pain is I want to ask the scary questions. What do I mean by that? Again, I understand what their needs are or what needs are looking to be met. I'm Putting myself in their shoes to the best of my ability. And I'm thinking, if I was in their shoes, what's the one question that's in the back of my mind that would never want anyone to ask me? Not because, like, again, like, it's a rude question, but it's because I don't want to think about it. For example, okay, there's a call I was reviewing when it comes to, like, it's like a real estate offer that helps a lot of blue collar guys. And a lot of these guys, like, are really. They get their bodies beat up a lot, and there's a lot of burnout. And, like, it's a high attrition rate, especially after doing it years and years and years. And this guy was like, 20 years into this very, very, like, blue collar job that was really hard on his body. If you asked him, like, okay, in my mind, what's a scary question that he doesn't want to be asked is how much longer does he feel like his body can keep up? Because he already had some, like, injuries. They had to go, you know, workman's comp. It's like, hey, how much more can your body give? And if your body gives out and we have no backup plan in place, what happens? Because, again, he's taking care of a family, and that's something he doesn't want to think about, but he needs to think about if he's actually going to do something about it. And if you're able to get to the bedrock and ask those scary type of questions, like I'm telling you, it doesn't really matter how the rest of your sales calls go. They are going to buy. Okay, so we're talking about the pain stairway or whatever you want to call it. Let's just go through a couple examples so maybe you can crystallize it in your mind. Okay, let's start with. I would say, like, biz op is probably like, the easiest to kind of just visualize in your mind. And it's. I've just reviewed so many of the calls, like, the past couple days, so it's like the forefront of my mind.

Okay.

So when they're like, hey, like, what. What's coming up in your job that just makes you feel like it's not quite enough, Right. In terms of time, freedom, money, freedom, whatever it is. They said, okay, let's just say, like, with the money, freedom. Just right now, you know, I have to go to my job and, like, I'm just making enough to pay the bills. Like, I'M not making anything extra. Okay, like, what do you mean? Like, you're not. You're just paying the bills. You're not making anything extra. Oh, just right now, like, I'm only making enough to just get by. Like, make nothing else extra. Okay, so it's like, okay, and are there specific months that are, like, tighter than others, or is it probably pretty much the same, like, all the time? But, yeah, like, some months are definitely tighter than others. Especially during summertime, like, our energy bills go up. Oh, and how long has that been going on for? It's been three years. Oh, wow. Three years. And I know you also mentioned, like, you're spending a lot of time at your job. Like, how much time do you actually have to spend, like, working for someone else to just barely get by? Like, oh, like, right now, I'm working, like, 50, 60 hours a week. Oh, man. And, like, again, that's going to really limit as far as how much money that you're able to make. So how much money you feel like you're actually leaving on the table right now having to work for someone else, it's like, oh, well, it's like, I don't know. Like, I feel like I could be doing double if I'm working for myself. Like. And how much are you making now? Okay, so you're making five. So you feel like you could be making ten. Okay, so right now, just like, each year, we're leaving about $60,000, like, on the table each and every year. Does that sound right? They're like, oh, yeah, it does sound right.

Right.

You can get a calculator out and, like, calculate it for them and just depending on where the conversation goes. And then, like, I don't want to assume, but you having to work these long hours leaving money on the table, like, how does that actually affect, like, the people around you? Oh, it's just, like, right now, like, you know, the wife's always in my ears, like, you know, she wants this, she wants that, she wants this. And it's like. And, dude, I don't want to assume because, like, I'm in my shoes, I'm not in yours. But you not being able to provide the way that you're wanting to, like, how does that feel? Boom. Right? Crush them. So it's like, you take the. Oh. Like, I'm not able to get financial freedom all the way down to the point of, like, well, I'm not able to provide for my wife. I'm spending all the hours, and it feels like shit. Okay, that's where we need to get them to now, sometimes what will happen, especially when we're talking about biz op, is people are like, oh, I just want more.

Okay.

They're like, they're very forward focused. Forward focus, forward focus.

And.

And you need to get them to admit that they're not happy with their current situation. Okay, so how you typically go about that is, well, lots of people would be happy with staying the same. Where does that drive come from to make more money? Or why is it so important to you? And then they're gonna tell you why it's important. Okay, like, okay, what does that actually do for you? Does that mean you can't do those things now? Oh, like, what do you mean? Right. Like you take them forward a little bit and then you go ahead and you flip it negative. And then once you get to their problem, then you just dig deep, just like I showed here. Okay, cool. All right, on to the next one. Then from there we want to get rid of the next best alternative. You want to get them to admit that their plan B sucks ass. Okay, an example, besides A, B and C, what's the main reason you'd be looking for hands on help to lose their weight rather than just hope and pray you figure all out on your own. The reason why you want to ask that is because you want to get them to admit that figuring out on their own or whatever the next best alternative is if isn't going to work for them. For example, if you're selling lead generation, I guess what's the main reason you might be looking for outside help to streamline your ads rather than just double down and hope and pray it just works itself out? Well, I mean, we have been doubling down. It hasn't been working. Right. I need them to admit that what they're doing, if it's taken to their extreme, isn't going to get them the results. Okay, pro tip. If you're ever lost or you don't know where the problem is, just jump into that question and then pull it out and then dig. Okay, so if you're in the sales conversation and for whatever reason you get lost, happens to the best of us. If you don't know what question to ask or how to find their pain, just ask like, hey, what's the main reason you'd be looking for help rather than figure it out on your own? Or what's the main reason you'd be looking for this rather than that? And then they'll tell you a problem and then once you get the problem, then you go over and then you dig. Oh, what do you mean by that? Can you give me some specifics? How long has that been going on for? Okay, quantify the pain, all that stuff there's. Okay, hopefully that makes sense and I'm not just rambling over here. Okay, then from there you're going to ask them. Okay, so time to make a change. Possibly again, that's optional. I'll tend to ask that. And they're like, okay, yes. Then from there I need to understand their buying decisions. Now why do I need to understand their buying decision? The biggest predictor of future decisions are past decisions. So you want to dig into what their past decisions, the prospects made, eliminate any limiting beliefs. And only for advanced. Right. I would say you want to create a behavioral or identity gap on the decisions that they made and the person who they are. So how do we dig into their buying decisions? You're going to ask them before talking today, have you been out there looking for type of help to get specific outcome or what have you been doing? Now the reason I, I ask that question in a very specific way is have you been looking for specific type of help to get specific outcome? The reason is I don't want to deal with bullshit. So here's the thing, especially if you're dealing with like fitness or biz op, like, hey, have you been out there looking for other ways to make money? It's such a broad question, they're going to start talking about bullshit.

Okay.

Or have you done anything else about like losing weight? Okay, they're going to just start talking about bullshit. So you want to be very specific with this question so that way you don't get bullshit and you can get right into it. This will shorten your calls. The more specific you can be with this question. For example, if they're looking to lose 30 pounds, it's like, hey, and before we started talking today, have you been looking for like actual more hands on help to actually lose that 30 pounds or what have you been doing? No, I haven't been looking for hands on help. I don't really need to hear about the weight watchers. You get what I'm saying? Okay, now we're talking about like biz op, like let's say you sell a real estate offer. Have you been looking for more hands on help to really get into real estate so you can actually get to 10,000 per month or what have you been doing? I don't need to hear about like them watching drop shipping YouTube videos. It's irrelevant to the actual Conversation. Okay, so once you understand they're going to say yes or no. Those are really the only two things. Like I have been doing something or I haven't been doing something. If they did something, why didn't it work? Or why are they looking for something else? Okay, like what did you do and why do you feel like it didn't work for you? Now the thing is, once you understand like what they did and why it didn't work, you also want to understand like how long ago was it? For example, if you're selling something that's like weight loss and they did a program 10 years ago and it got them some results, but it didn't get them great results. But now we have 10 years of them doing jack shit. We need to attack the 10 years of inaction. Okay, Same thing with lead generation. They did something a year ago, but they haven't done anything since. Like okay, how long ago did you try that? Okay, so what's actually prevented you in the past year of getting more hands on help or you know, getting somebody in to actually systematize the process? Okay, so we just want to go ahead and like what's prevented you? Okay, so if they did something, why didn't it work? And then why are they looking for something else if they haven't even looked, why not? Why haven't they looked? You want to dig deep and find a belief on what is holding them back and attach it to a cost. Ask them if they are want to hold onto that belief, if it's worth it for them to hold onto that belief. Okay, so it's like, hey, what prevented you in the past? Okay, this is going to really give you insight on what's prevented them from actually buying something or investing in themselves in the past. And, and we need to handle that before we get to the objections. Why do you want to pre handle objections? The reason is before the price is dropped, you're going to have more trust and they're going to be less fearful. Okay, so they're going to be much more open to me reframing their beliefs. And the problem is if we don't actually pre handle and reframe their beliefs, the rest of the sales call is tainted with the beliefs that are holding them back. Their future pace, whatever it is, it's tainted with the beliefs that are holding them back. So I'm always going to dive right into the beliefs. Okay, let's say for example, they said oh, I just didn't have the time. Time is an excuse. Okay, the four biggest excuses that you'll hear when they say it's like, hey, I didn't have the time, I didn't have the money.

Okay?

I didn't know it was a thing and I was just researching. So what you need to do with all those is you need to debunk that shit, right? Like, it's not about the time you have, it's about the time you'll make. It's not about the money you have. It's about the resources that you'll actually, you know, being resourceful. Okay, I didn't know it was a thing. Okay, well, if you have this problem, whose job is it to go out and make it a thing?

Okay.

And find out what the thing is and do in research mode. Well, you can do all the research in the world. What's the only way you're going to know this works for you or not? Now, you don't say that. I'm telling you the thought process behind it.

Okay?

There's different ways that you can say it in a much more eloquent way that will get people on board, but let's just say time, for example, like, hey, I didn't have the time. You're going to use a comparative frame, like I had mentioned before. Okay, let's just say they didn't have the money. I'm like, oh, like, I don't know, that stuff is just really expensive. Blah, blah, blah, blah, blah. It's like, okay, I can, I can appreciate where you're coming from. Can I? Can I share perspective? I'm like, oh, yeah, sure. Do you know who Tony Robbins is? It's like, oh, yeah, he's a billionaire life coach. And again, he's helped presidents and, you know, lots of important people. My favorite quote by Tony Robbins is your biggest superpower is your ability to be resourceful. Just most people are resourceful on, you know why they can't be resourceful. Do you get what I'm saying? So what's prevented you from getting resourceful in the past? So I'm going to like again get buy in. So Tony Robbins said your, like, I'm always going to. Then like inside a quote, I'm going to use a little bit embedded commands topic for another video. But you can either say your or human's biggest superpower is their ability to be resourceful. Just most people are resourceful on why they can't be resources resourceful. You get what I mean? And they're always going to say, yeah, I get what you mean. So what's preventing you from being Resourceful belief. Okay, so it's like Tony Robbins said, your biggest superpower is your ability to be resourceful. Just most people are resourceful on how they can't be resourceful. You get what I'm saying? Oh, yeah. So what's actually prevented you from getting resourceful in the past? It's like, I don't know, like, you know, it wasn't a priority. I was scared to invest. Whatever it is they're going to tell you. An actual belief that is holding them back and not an excuse.

Okay.

Once we get an actual belief, that's when we can pre handle it. Okay, so can you share perspective on that? Can you see how this just not being a priority has just led you to being where you're at right now? Are you okay with me saying that? Like, oh, yeah, I'm okay with you saying that. And what do you feel like again, over the past three years, like, this has actually cost us. Depending on what you sell, you can actually add, like, add up a financial cost and like stick it onto the belief.

Okay.

If you're selling something that's like a non roi, it's going to be harder to do, but you still want. It's like, okay, what does this cost us then? From there it's like, okay, is it worth holding on to that belief given that it's cost us this much? Why not? What happens though, if we do hold on to this belief or what I will do is I will dive into identity. Okay, now again, I'll touch that a little bit. Then the next is if they have looked at something but they didn't take action again, why not find out what's holding them back and attack it. So when we talk about like diving into identity now, this is something that I would only do again, if you have a very well understanding of human psychology, you have a good baseline of sales skills and you have the confidence and conviction. If you don't have that stuff and you just start like diving into people's identity and just try to use like different identity frames and different things along those lines, like, more likely than not, you'll probably just piss people off. But if you have the skillset to pull it off, I promise you there is nothing that is going to be more powerful. Okay, so why is identity so powerful? It goes to the heart of the matter, who they are. So if you know anything about nlp, again, this is where a lot of this stuff is based off of. The highest leverage you have on a human being is their identity, who they are. Most people Most salespeople, we're going to focus on, like, behaviors and skills, competencies, sometimes beliefs, okay? But identity is who they are. So if I'm able to create a gap and get them to shift their identity, their beliefs, their skills, behaviors, everything else changes from this top. It's the highest leverage of conversation you can have is who do they need to be? Okay, if they buy into that again, they'll buy into everything else that you'll do. Okay, so again, this is advanced. Don't do this if you don't have the confidence and conviction. So I'll just go over the basics. There's a lot more ninja stuff you can do. But again, like, that'll make this video like three hours long. And again, I gotta hop on calls and do all other stuff. Okay, so let's go over the basics right now. So you want to create a gap of who they are versus who they need to be in order to get outcome. How do we actually do it? Okay, so after I get out the belief and I attach a cost to it, what I'm going to say after that is like, hey, and the reason why I ask is because if you get somebody the perfect diet plan in the world, but they don't have the right mentality to use it, like, what type of results do they get? I've never had anybody say, oh, they get good results. Like. Like it's a truism. Again, it's very hard to argue with.

Okay?

That's why I like to use analogies. They're like, oh, like, not good results. Exactly. So, yes, it's getting the right skills, but more importantly, it's about being a better person. Because if you're that guy who's making 20,000 per month, right? And able to close anybody that you're talking to, I'm telling you right now, you walk that like you walk differently. You know what I'm saying? But right now, we're the guy who makes 5,000 per month and we can't overcome objections. Is that right? Then from there, again, you want to take it further, but that's how you really set it up and you create the basically the gap of the person who they are or the person who they want to be versus the person who they are. Now, okay, again, you can plug this in for whatever it is you're selling. We're talking about like the healthy, fit dad who plays with his kids versus, like the dad who doesn't have the energy. Now, okay, we can talk about the guy who's making the money versus not making the money, whatever it is, who do they want to be versus who they are? Now you create that gap on not only the numbers, the pain, but the person who they are. That's what I'll do there. And it's a really great way to get people over the edge. Okay, then from there, after we do all of that, we need to know, what do they need to get to their goal? Now the reason why you want to ask, like, hey, what do you need to actually get to your goal is it helps you tailor your presentation. So at the end they are going to say, hey, this is exactly what I'm looking for. So how do we do that? Okay, so besides what they said, what do you feel like you would actually need in order to get to your outcome? Like how best you learn so we can make sure you get to your goal. Okay, why is that? Why is that important to you? Okay, so again, you just want to understand like, hey, what it is that you need. Now, for example, if you need certain things out of them, you can lead them to certain things.

Okay.

Like let's say, for example, you want them to say that they really want accountability or coaching or whatever it is. Like you're selling like a biz op or whatever. Like you want them to say they need coaching. So. Okay, and do you feel like if we just give you like a PDF sent you around, like you'd be good to go? Or do you feel like, you know, being able to ask questions and being able to like get a bit of coaching might help you? Why do you feel like that would help you though? Again, I'm inserting a bit of a belief, so I always want to get them to actually take on that belief. So I'm always going to ask why that's really important.

Okay, cool.

Next thing, future pace. Okay, when we're talking about future pace, what does getting their goal actually do for them? And like, I want to get to a moment in time. Okay, I'll dive a little bit more on what I mean by moment in time. But during the entire, like future pace, I'm going to be very light and very curious. The reason is most people, they really don't dream. Okay, so you're giving somebody a safe space, right? God, I fucking hate using that word. But you're giving somebody a space to actually, like dream and be open. So something that I will always do, I'm not saying you have to do this exactly is I will push my mic forward and I'll lean, I'll lean forward. Like I'm more interested in what they have to say when it comes to their future pace. The reason is I'm getting them to be more open. And especially when you're talking about tone, it's the shift in tonality that makes difference, okay? It's your shift in tone that really tells people what you're trying to get across when you're talking about your tone.

Okay?

So when we're talking about, like, a moment in time just with anything, okay, There's a certain moment in time when you're going to be the most happy with anything that you're doing, okay? When you're talking about, like, making more mom, like, making more money, there's something that you're striving for or a moment that really makes it worth it. For example, like, for me, okay, when I was first in sales, I really, really just wanted to hit, like, 20,000 per month. Like, in my head. 20,000 per month was gonna solve all my problems, okay? Like, now I now know, like, number one, like, 20,000 per month isn't really that much money. But at the time, it was a shit ton, okay? And really what was one of the biggest things that was driving me is like, dude, I wanted a fucking sports car. I know it sounds superficial, but, like, I grew up in a family that had nothing, okay? Like, I'm one of six kids, like, one of six children from my family with five different baby daddies, okay? So I'm the first one to graduate high school, let alone go to college, do anything in terms of business. So it's like having something nice, just, like, it meant success to me. And I'll tell you right now, like, I still love, like, driving, like, my Jaguar now, but the best I felt was when I was able to drive it off that lot. So if you're able, like, let's say you're selling me, like, you know, back in that state, if you're able to tap into, like, me being able to picture, really visualize and make it real of me driving off the lot for the first time, the best I would have felt like that would really drive me towards that goal. Like, that would get to the real heart of the emotion, okay? So that's what we want to do for other people, okay? Like, we're like Bob Ross over here. If you don't know who Bob Ross is, do better in life, okay? So future pacing. There needs to be something that the prospect is running towards, why they're going to have to do something uncharacteristic. So it needs to be worth it. People are motivated by two things, going towards pleasure and running away from pain. It's best to have both. A lot of sales trainers I see out there, they're focused on one or the other. It's best to have both, believe it or not. So, like, we're going to get both. We already have their pain, what they're running away from, and we'll get a little bit more pain with consequences. But you need to know what they're running towards. What's the pleasure to make them run as quick as possible?

Okay.

The more real and specific you can make their goal, the more real it is in their mind. You want to turn stories into numbers and turn their stories and numbers into pictures and moments. How? Okay, so you being able to do goal, whatever the goal is, what difference does that make for you? Not more you, for you? Okay, a little bit of a typo there, Apologies on that one. Okay, what difference does that make for you? Okay, now the reason why I like to say, like, what difference does that make? Is because it's neutral. Now, some people are more focused running towards and some people are more focused running away. Again, people have both, but just naturally people are more focused on one or the other. What difference allows you to choose? Right. Do you want to choose more on running towards or running away from or getting out of situations? You get to choose. Pick your own adventure. Okay, then from there I'm going to probe, I'm going to get specifics. Like, why that? Where would you go? Like, oh, like, you know, just really allow me to travel. Like, where would you go? Or would you be taking anyone with you or going by yourself? Why there? Right. You really want to paint them the picture. Like, oh, like, you know, I'd be able to move out, get myself a car. Oh, like, why? Why a car? Why that car? Like, what, what car? Like, what color would it be?

Right.

You want to get specifics out of them.

Okay.

Then from there it's like, okay, so I guess, like, you being able to go ahead and like, you know, take you, the wife and the kids, like, you guys can just pack up your bags and go to Barbados. Like that. What does that actually do for you personally? Like, again, you get them to expand.

Okay.

Then from there it's like, again, you want to probe like, oh, how do you mean? And they'll start to really open up. It's very light and it's very curious. You really just want to understand what's going on. Okay, then from there I'm going to really take all the information I Got and typically, like, this is going to take like five minutes or so.

Okay?

So like, really sit, take your time. Nobody says you have to go fast.

Okay?

So then you're going to take all the information you got and you just like paint a picture.

Okay?

You want to paint a scene again, you're Bob Ross up in this. Like, you're painting a scene in their mind of what it's going to be.

Okay?

So it's like, if you really had to picture it, like you driving off that car lot with that blacked out Aston Martin DB12 windows down, you know, winning your hair, sun on your face, like at that moment, like, how does that feel? And they should, like look up and like, they'll be like, that's everything. Or it's like, you know, getting to moments like that, like driving off a car lot, having conversations is a really easy one to do. Stepping foot in the brand new home, really easy to do. Like, let's say, for example, guy I talked about biggest driver was to retire his mom.

Okay?

So it's like you being able to sit down your mom and tell her, like, hey, I got you. You no longer have to work and see the look on her face looking back at you. How'd that feel? Right? And he's gonna sit there and he's gonna picture his mom just being like, dude, that's everything. Right? Like, I want to get to that point. I want to make it real, I want to make it vivid. And the more language as far as like wind in your hair, sun on your face, like these type of things, the look on her face, like, the more vivid language you can use, the more real it's going to be. Okay, now when it comes to pre framing, because sometimes when you are getting into future pacing, you get pushback. And the reason you're getting pushback is just because the prospect needs more context or your tonality just isn't to the level that it needs to be to not get pushback. Okay, and that's fine. We're all improving on our tonality. So there are things we can do as far as pre framing to not get the pushback in far as far as like future pace and then also consequence. I'll touch on that in a second. Okay, now this is the one that I'll tend to use. Mine shortened to the point I feel like my tonality is pretty good. Again, you can be the judge, but I'll just say, like, hey, at the end of the day, like, money is just a vehicle. It depends on where it's taking us. So for you to be able to get to the point where you're making 30,000 per month, like as a closer, like what difference does it actually make for you? Okay, now you can use a longer one, like the 100 meter analogy. This is one that I'll teach a lot of students to do. Like, it's like, okay, now I understand exactly what you need. And if you put somebody on a hundred meter line and you tell them to run, like I'm sure they'll run fast. But if you put somebody on the 100 meter line and tell them to run towards a gold medal, you think they'll run faster? Yeah, of course, right, because they actually have something to run for. And it's not because the metal is gold. It's because like everything that the gold medal represents, you know, so for you to be able to get to the point where you're making 30,000 per month or you're able to lose the weight, or you're able to whatever it is, you know, get more consistently, what difference does it make for you or what difference does it make for the business? If you're selling B2B, okay, easier to go right for the business. Hey, what difference does that make for the business? And get more specifics and then turn it personal. Okay, like hey, you being able to get to the point where it's like we grow the business to 100,000 per month, like what difference does it actually make for the business? How so? Okay, in what way? What would you be able to do with that type of funds in business? Maybe you can't do now, like why would you hire people? Oh, it's like get more time and you getting more time, like what does that really do for you personally? Right? Then we're able to go into the personal. So when you talk about businesses, you always go into what to do for the business first you get enough context, then turn a personal. Okay, now something that you can also do, again, this is something that's going to be more advanced is you can have a personal story. Now this is a great way to open yourself up emotionally pre handle objections and shape the answers you're going to get in consequence. So it's called tactical vulnerability. If I open myself up emotionally to you, you're more likely to reciprocate and open up yourself emotionally to me. Okay, so this is something to where again I want to add it in. Unless we're at a very advanced stage in our sales, and again, I've closed millions of dollars in sales without having Any personal stories. But to get to a point where you're closing above like 90% like personal stories is a really great way to get there because I can pre handle objections, I can open myself up emotionally and I can shape the type of answers that I'm going to get. Two biggest people that I learned this from are Tony Robbins, okay. He does it all the time. He's really great at storytelling. And Matt Ryder, okay, really great storyteller when it comes to sales. Now if you want a little bit more insight on this, you can take a look at my call recordings on YouTube. You can see how I do it. Do not copy and paste my story. The reason why stories work is because it's authentic. It should be authentically you. If it's not you and you're like, you're copy and pasting somebody else's story. Like, people are going to feel that, okay, unless you're like a sociopath, which most people aren't. Maybe you are, but most people aren't. And so there are going to be some subconscious things that you're doing that just makes it seem like off.

Okay.

So again, if you're going to do some personal stories, you have to have, you know, a higher skillset and in order to do that, number one, and number two, you also have to actually have a compelling story that makes sense for the offer that you're selling.

Okay, cool.

Next is going to be consequence. Now, cost of inaction is one of the biggest drivers to get people to move. You need to make this hurt. When you're asking consequence, you're not looking for a specific answer. You're more looking for an emotion.

Okay.

There have been times where I asked a consequence and they're like, hey, what happens if nothing changes? And the guy was like on the verge of tears and he's like, it'd be pretty bad, right? Like, I'm really looking for an emotion to get them to have enough urgency to do something about it. I'm not really looking for a specific answer.

Okay.

That's a big shift that, you know, I've seen help students a lot is we're more looking for emotion. If we're not getting that emotion, we need to dig more. But if we're gonna have that emotion. But maybe the words aren't exactly what we want to hear. Again, we shouldn't want to hear any specific thing. We should just wanna understand the person. But really it's about getting to the emotion. Okay, now I will two step consequence. Now why would I two step consequence. Because if you're really good at future pacing.

Okay.

You paint a beautiful moment and you really get them to buy into it. And then you ask what happens if you don't get that? People are going to want to fight, okay? They're going to want to fight to hold on to that moment that you paint for them. So what you're going to do is you're going to two step it, okay? You're going to two step it like this. And I have to ask, if nothing does change in area, whatever area that you're helping with, how likely is it that you're going to get to goal in timeframe? There's a very specific reason I ask it like that. Okay, if nothing changes in area, how likely are you able to get to goal in time frame?

Okay.

It's gonna be very hard for them to say. It's pretty likely. I want them to say it's not likely.

Okay.

So they're admitting that in their current situation it's not likely that they're gonna get their goal. Then I'm gonna get them to expand. Why not?

Okay.

Then from there I'm like, okay, so what happens if nothing changes? 3, 6 months go by and you're stuck with problem and you don't get emotional outcome? Now I have the information right now to be specific with my questions. Do not be broad. If you're abroad again, you could just swap this person out with somebody else and you're not having a real conversation. You have the information to be specific, be specific.

Okay?

Now optional, if they say something along the lines of oh, I'll just stay the same and some people are fine staying the same. But for you, what would be the day to day ramifications is six months from now or stuck in the same place again if I'm not getting to the emotion I need to continue to dig.

Okay.

Now when it comes to pre framing and some of the different answers we might run into. So number one, as far as like pre framing, this is again is going to help you to be more open. Giving people more context on why you're asking is going to get people to be more open with their answers. You always want to make it in their best interest. Okay, so typically this is the one that I'll do like and I appreciate you being open with me now that we understand like what you're to going gold medal and like what you're running towards. But if you take that same person on the 100 meter line, okay, and you put like a line behind them, okay, you feel like they'll run faster? Yeah, like, of course. Because that's how human beings work, right? They run away from things quicker than they run towards. So for you, what's your line? And I'll ask the consequence question. Okay, so it's like, and I appreciate you being open with me and like we were talking about that same person who's on the 100 meter line and they're running towards the gold. Like, again, like they'll run fast.

Fast.

But if you put a line behind them, do you think they'll run faster? Yeah, of course. That's how human beings work. Now me personally always use the personal story. I feel like that's a really great way to pre frame the consequence, but this is just a much easier way to do it. Again, especially if you're not at the advanced level where you have a good compelling personal story.

Okay.

Now sometimes you'll get people like, oh, like I'm not going to let that happen. Like, no, I'm going to change. What you're doing is you're, you're triggering their ego of like they're like, oh, like they're trying to tell you an answer that they think you want to hear. Like, oh, I'm really committed. So what you need to do is you just need to put their ego to the side.

Okay?

Hey, I'm not questioning your willingness, but if we never let lion out of the cage, we'll never run fast enough. So I have to ask and then you re ask the question.

Okay.

They say, I'm not sure. It's like if you really thought about it. Okay, now a big one that will come up. And again, if you're doing your job right, if you're doing your discovery right, you won't get this a lot, but sometimes it'll come up is I'll do something else. This is a red flag because if they're telling you, it's like, hey, if this doesn't work, I'll just do something else, then there's no real urgency to make this shit work, okay? So I can't, I need to debunk it. You know what I mean? Like, I can't allow this belief to continue moving forward.

Okay?

So if somebody says like, hey, I'll just do something else or do that or do this, I'll be like, hey, can it, can I share perspective?

Can I?

They'd be like, yeah, sure. Do you feel like that might be part of the problem? Well, if you look at, you know, everyone who's truly successful in life, did they have an option B.

Right.

If you look, you know, everyone who's truly successful in life, you know, did they have an option B? No. Right? Like, for example, do you know where the phrase burn the boats come from? It's from when the Spanish came to the Americas and when they first landed to take on the Aztecs. Like, they're outnumbered 10 to 1. So what the leader of the army did is he burned the boats behind them. Why? Because he knew if his soldiers had an option B in their mind of getting back on the boats, there no way they were going to win. Okay, you see how that works? Like in them being able to burn the boats, they're actually able to overcome. So would you be willing to actually burn the boats? Why? And in order to do so, we have to really understand what that line is behind us. So help me understand. Re. Ask consequence. Okay, the burn the boats analogy works like a charm, okay, of like, hey, do you know where burning the boats comes from? The Spanish, when they came to the Americas and when they first landed, they were going to take on the Aztecs, and they're outnumbered 10 to ones. So what the leader did of the army is he burned the boats behind them. Why? Because he knew if his soldier had an option B in their mind of getting back on the boats, there was no way they were going to win. So he burned the boats and they were actually able to overcome 10 to 1 odds. Do you see how that works? Okay, would you be willing to burn the boats and actually do whatever it takes to get the outcome? Why? So in order to do so, we have to really understand what that line is behind us. So help me understand. Again, it's in their best interest to answer the consequence.

Okay, cool.

Hopefully that is helpful. Okay, then from there, once we get a good consequence, now we're going to get commitment to change. So like, okay, we got a good consequence. Like, are you willing to allow that to happen? Okay, then from there it's optional, but like, hey, whose choice is it to allow that to happen or not? So are you actually committed to making a change so that doesn't happen? Why not? Or why now? Why not push it down the road like other people do? So time to make a change then. So you want to get like, hey, are you willing to allow this to happen? Why actually do anything about this now? So time to make a change then from there you're going to transition into the presentation. Now, the reason you want to transition into the presentation and ask if it's okay for you to present, because again, it's going to make them more suggestible to whatever it is that you're going to present them.

Okay?

So you're just raising the level of compliance they're going to have. And at this point, okay, we're going to be more straightforward. We can assume a lot more. We have more trust built, we have more leverage. Okay, at the beginning of the conversation, we have no trust, we have no leverage at this point. Like all, like, you know, you not being biased and you being neutral is out the fucking window. It's, it's at the point like we're going for it. Okay, that's exactly why I needed here. Because you know how you said ABC problem, which is causing XYZ issue, What we're doing here would work for you, okay, if it help, what I could do is I can go over exactly what we do specifically and how we can help you with ABC problem, how we can help you get to ABC goal. Would that help? Okay, cool. And then from there you go into the presentation. Now, a big mistake that I see with presentations is it's too long, it's too convoluted and it's too complex. If it is too long, too convoluted, too complex, you're giving the prospect a lot to think about, okay? Naturally. And number one, they're going to lose their train of thought. Number two, you're going to lose energy. And then number three, because you're giving them a lot to think about, they're actually going to want to go ahead and think about it, okay? So you want it to be clear, concise and to the point. The longer the presentation goes and the longer your call goes, the more complex, the more room for doubt to creep in the prospect's mind. Three to ten minutes maximum presentation. There are some exceptions just with everything in life. If you have a more complex selling environment and there's multiple decision makers, it's a very technical sell. Like, obviously it's going to have to go longer, okay? So typically there's going to consist of three to four pillars over different parts of how you help. Okay, Here is an example of a pillar, okay? Pillar one. Hey, one of the biggest problems that people have before they come to us is they didn't know. Insert lack of knowledge that you help with, which causes them to feel. Insert emotion.

Okay?

Now this is if you don't have specifics from them, okay? If you don't have specifics from them, you say, hey, one of the biggest problems people have, if you have specific problems from them, you know how you said you don't know this, and that's causing you this. Okay, so it just depends on the information you have. If you don't have information on them, the biggest problem people have is this, that's causing this. If you have specific knowledge, you know how you said this, that is causing this. Okay, so what we saw that for our clients is by xyz, we go over how we solve that, and then what that means for you is you will effectively learn XYZ because you know how you said, insert what they said, and this is how we're going to solve that. How does that sound? Okay, so again, you know how you said this, or people's biggest problem is this how we're going to solve that? Is this. Explain it. Clear, concise, a minute, maybe two minutes. Okay, and what that means for you is this. Checking for agreement. Do you see how that can be helpful? How does that sound? You always want to check for agreement to just make sure they're actually engaged to what you're saying. Do you see how that can help you? And in what way, though, right? Like get them to be involved in the actual presentation. Again, 3, 10 minutes at the very max.

Okay?

Then from there, before we drop the price, we always want to tie off value. Why do we want to tie our value? Because there are three objections that you can get. Time, money, value.

Okay?

You tie out value. Now you only have two. Okay, so what you're going to do, like you're going to go through your presentation again. If you're doing this right, you should get an emphatic yes, the value is here.

Okay?

If you're not getting a yes, the value is here, you done fucked up in your discovery. You got to go back to go. Do not collect $200. Okay, so what you're going to say is, hey, before we dive into the investment, do you feel like with what we covered the structure of everything, we can actually get you from current state to desired state? Why? Okay, the reason why I ask why is I want them to expand.

Okay?

Then from there I'm going to drop the price. Now, something you don't want to do is you don't want to make price a big deal. I don't know why people do this, but if I go, hey, it's $8,000, and I'm just quiet. All I'm drawing attention to is the price, and I'm making price a big deal. Okay, so you say price like it's not a big deal. It's part of the process. If you get price shocked There's a little bit different things you can do, but typically it's how I'll drop price. So the investment required in order to actually get you to a point where you're making 20,000 per month and you can actually provide for your family is going to be $8,000.

Okay.

The next steps from here are pretty basic. Taking care of the investment. And that way we can get set up with your onboarding so you can actually learn how to overcome those objections and start closing more deals. Any questions on how that works? Would that work for you? So what am I doing? I'm tying the investment into Outcome, then I'm telling them next steps, asking if they have any questions on the next steps, and then I'm just asking for the sale. Okay, so after you ask for a sale, like, hey, would that work for you? You're either going to get a smokescreen or you're going to get an objection. Either time or money, you should have value tied off here. If you get a value objection again, you need to come back up, you need to tie off value and you need to re ask for the sale.

Okay?

So understand objections are limitations. As a closer, you can't buy into their limitations.

Okay?

If they say they don't have the money and you're selling something to make them more money, of fucking course they don't have the money. That's why they're here. That's the point. Okay, do you want to stay in that situation? Okay, so what are we going to do now? You don't say that, but that's what you need to be understanding and thinking you are fighting for. Continue moving forward.

Okay?

So if somebody says, like, hey, I'll just do something else or do that or do this, I'll be like, hey, can it. Can I share perspective? They'll be like, yeah, sure. Do you feel like that might be part of the problem? Well, if you look at, you know, everyone who's truly successful in life, did they have an option B?

Right.

If you look, you know, everyone who's truly successful in life, you know, did they have an option B? No. Right. Like, for example, do you know where the phrase burn the boats come from? It's from when the Spanish came to the Americas and when they first landed to take on the Aztecs. Like, they're outnumbered 10 to 1. So what the leader of the army did is he burned the boats behind them. Why? Because he knew if his soldiers had an option B in their mind, where the phrase burn the boats come from, it's from when the Spanish came to the Americas and when they first landed, getting back on the boats there, no way they're gonna win. Okay, you see how that works? Like in them being able to burn the boats, they're actually able to overcome. So would you be willing to actually burn the boats? Why? And in order to do so, we have to really understand what that line is behind us. So help me understand. Re. Ask consequence. Okay, the burn the boats analogy works like a charm, okay, of like, hey, do you know where burning the boats comes from? The Spanish, when they came to the Americas and when they first landed, they were going to take on the Aztecs. And they're outnumbered 10 to ones. So what the leader did of the army is he burned the boats behind them. Why? Because he knew if his soldier had an option B in their mind of getting back on the boats, there was no way they were going to win. So he burned the boats and they were actually able to overcome 10 to 1 odds. Do you see how that works? Okay, so would you be willing to burn the boats and actually do whatever it takes to get the outcome? Why? So in order to do so, we have to really understand what that line is behind us. So help me understand. Again, it's in their best interest to answer the consequence.

Okay, cool.

Hopefully that is helpful. Okay, then from there, once we get a good consequence now we're going to get commitment to change. So like, okay, we got a good consequence. Like, are you willing to allow that to happen? Okay, then from there it's optional, but like, hey, whose choice is it to allow that to happen or not? So are you actually committed to making a change so that doesn't happen? Why not? Or why now? Why not push it down the road like other people do? So time to make a change then. So you want to get like, hey, are you willing to allow this to happen? Why actually do anything about this now? So time to make a change then. From there you're going to transition into the presentation. Now, the reason you want to transition into the presentation and ask if it's okay for you to present, because again, it's going to make them more suggestible to whatever it is that you're going to present them.

Okay?

So you're just raising the level of compliance they're going to have. And at this point, okay, we're going to be more straightforward. We can assume a lot more, we have more trust built, we have more leverage. Okay, at the beginning of the conversation, we have no trust, we have no leverage at this point, like all, like, you Know you not being biased and you being neutral is out the fucking window. Like it's now it's at the point like we're going for it. Okay, that's exactly why I needed here. Because you know how you said ABC problem, which is causing XYZ issue, What we're doing here would work for you, okay? If it would help, what I could do is I can go over exactly what we do specifically and how we can help you with ABC problem, how we can help you get to ABC goal. Would that help?

Okay, cool.

And then from there you go into the presentation. Now, a big mistake that I see with presentations is it's too long, it's too convoluted, it's too, too complex. If it is too long, too convoluted, too complex, you're giving the prospect a lot to think about, okay? Naturally. And number one, they're going to lose their train of thought. Number two, you're going to lose energy. And then number three, because you're giving them a lot to think about, they're actually going to want to go ahead and think about it, okay? So you want it to be clear, concise and to the point. The longer the presentation goes and the longer your call goes, the more complex, the more room for doubt to creep in the prospect's mind. Three to ten minutes maximum presentation. There are some exceptions just with everything in life. If you have a more complex selling environment and there's multiple decision makers, it's a very technical sell. Like, obviously it's going to have to go longer, okay? So typically there's going to consist of three to four pillars over different parts of how you help.

Okay?

Here is an example of a pillar, okay? Pillar one. Hey. One of the biggest problems that people have before they come to us is they didn't know. Insert lack of knowledge that you help with, which causes them to feel. Insert emotion.

Okay?

Now this is if you don't have specifics from them, okay? If you don't have specifics from them, you say, hey, one of the biggest problems people have, if you have specific problems from them, you know how you said you don't know this and that's causing you this, okay? So it just depends on the information you have. If you don't have information on them, the biggest problem people have is this, that's causing this. If you have specific knowledge, you know how you said this, that is causing this, okay? So what we saw that for our clients is by xyz, we go over how we solve that and then what that means for you is you will effectively learn xyz because you know how you said, insert what they said, and this is how we're going to solve that. How does that sound? Okay, so again, you know how you said this or people's biggest problem is this how we're going to solve that? Is this. Explain it clear, concise, a minute, maybe two minutes.

Okay?

And what that means for you is this. Checking for agreement. Do you see how that can be helpful? How does that sound? You always want to check for agreement to just make sure they're actually engaged to what you're saying. Do you see how that can help you in what way though, right? Like get them to be involved in the actual presentation. Again, 3, 10 minutes at the very max, okay? Then from there, before we drop the price, we always want to tie off value. Why do we want to tie our value? Because there are three objections that you can get. Time, money, value.

Okay?

You tie out value. Now you only have two. Okay, so what you're going to do, like you're going to go through your presentation again. If you're doing this right, you should get an emphatic yes, the value is here.

Okay?

If you're not getting a yes, the value is here, you done fucked up in your discovery, you got to go back to go. Do not collect $200. Okay, so what you're going to say is, hey, before we dive into the investment, do you feel like with what we covered the structure of everything, we can actually get you from current state to desired state? Why? Okay, the reason why I ask why is I want them to expand.

Okay?

Then from there I'm going to drop the price. And now something you don't want to do is you don't want to make price a big deal. I don't know why people do this, but if I go, hey, it's $8,000, and I'm just quiet. All I'm drawing attention to is the price and I'm making price a big deal. Okay, so you say price like it's not a big deal. It's part of the process. If you get price shocked, there's a little bit different things you can do. But typically it's how I'll drop price. So the investment required in order to actually get you to a point where you're making 20,000 per month and you can actually provide for your family is going to be $8,000.

Okay?

The next steps from here are pretty basic. Taking care of the investment. And that way we can get set up with your onboarding so you can actually learn how to overcome those objections and start closing more deals. Any questions on how that works? Would that work for you? So what am I doing? I'm tying the investment into outcome, then I'm telling them next steps, asking if they have any questions on the next steps. And then I'm just asking for the sale. Okay, so after you ask for a sale, like, hey, would that work for you? You're either going to get a smokescreen or you're going to get an objection. Either time or money, you should have value tied off here. If you get a value objection again, you need to come back up. You need to tie off value and you need to re ask for the sale.

Okay?

So understand objections are limitations. As a closer, you can't buy into their limitations.

Okay?

If they say they don't have the money and you're selling something to make them more money, a fucking course they don't have the money. That's why they're here, here. That's the point.

Okay?

Do you want to stay in that situation? Okay, so what are we going to do now? You don't say that, but that's what you need to be understanding and thinking. You are fighting for them.

Okay?

The way that I always think about this is you're somebody like you're their bigger brother. You know, they can do so much more than what they are actually doing. And you love them, but you're not going to bullshit with them because you care about them. That's how you should be coming across in objections. And if they actually feel like you are doing it for them, you're able to get them across the line.

Okay?

So let's say we get a smokescreen, we need to flush it out to a real objection, either money or time.

Okay?

And if you ever get lost, just go for money, like, hey, money aside, would you do it?

Okay?

Because the biggest thing we're talking about, the why behind objection handling. So understand there are two things that we're dealing with when it comes to objection. What they're objecting to and the why that they would do it. All the outcomes that you had just talked about in discovery. So our job as a closer is to get their why, okay, heavier than their objection. Because when they first give you the objection here, the price, their objection is so much heavier than their why.

Okay?

So through our skill set and through our questions and through us shifting their focus, we need to get them to the point where, where we switch that and their why is heavier than their objection. And we're Able to help overcome that. Okay, so let's run through, like, how we would do that on a money objection. Okay, so if they say I don't have the money, very first and foremost, you want to go ahead and you want to diffuse. Okay, okay, that's not a problem. What do you mean by you don't have the money, though? So I want to diffuse and I want to clarify. So it's like, I don't know what they mean by they don't have the money. It could be they. They are getting paid on Friday. It could be that it's like, hey, I have $200 in my bank account. Who knows? I need to clarify. Then from there it's like, hey, money aside, would you do it? Okay, the reason why you want to isolate and you want to get buy in that they would do it if they took money aside. Then from there you want to ask why. Why would you do it though? But why actually invest in yourself to get XYZ outcome? Now, the reason I tend to ask two why questions is again, we have two things in objection, handling the objection and why they would do it. I need to start to get them to focus on their why. So, for example, if you're selling a biz op and they're talking about all the money and all the freedom and the time, everything, I want them to start talking about that right now.

Okay?

So then from there, after we get them to actually focus on the right thing, they focus on the why they would do it. Now, if we take a look here, I'm going to have a reframe. I'm going to insert a reframe. Or really what I'm doing is I'm creating a debate. Okay? I want to make a point. I want to give them a different way to think about it.

Okay?

So a really easy, breezy, super simple way to do is like, hey, what's riskier? At the end of the day, you keep doing what you're doing now, and God forbid the situation gets worse or you remove that limitation and we find the money so you can get XYZ outcome.

Okay?

They're going to say, again, if you did your job right, it's riskier to stay the same. Okay, why is it riskier? So once somebody takes a step in my direction, I'm always gonna ask why that is going to get them to entrench more in that belief. So I want them to defend that belief that it's riskier to stay the same. Then from there, once I get them to buy into my Reframe. I need leverage. Now, how do you get leverage? You get leveraged through asking consequences creates urgency. So you're gonna ask, hey, what happens if things do stay the same? And. And what are the day to day ramifications if that happens a year from now? I tend to ask multiple consequence questions, especially if I'm not getting deep enough.

Okay.

Now, once I get a real good, juicy consequence, I'm like, hey, I appreciate you being open with me. I'm gonna reward them like money. That's the easy part. We can figure that part out. The hard part is just committing to change. So are you actually committed to do what it takes? So what am I doing there? I'm shifting their focus from money being hard to commitment being hard and getting them to commit. Once I get them to commit, okay, why are you committed to do whatever it takes. Again, I'm getting them take a step in my direction and I'm going to ask why. Okay, so if you're committed, I want to see you win. So let's focus on what we can do, not what we can't do. Bills, expenses aside, what can you do? Now, the reason why I'm going to ask, hey, what can you do? Is I want to know what they have. Especially when you're talking about negotiation, how you have the upper hand is understanding what the other person has.

Okay.

And this comes with any objection, okay? So we find out what the objection is, we isolate it, get them to focus on why they would do it. We make a reframe, we get leverage, we get commitment, and then we create a negotiation. Now, for whatever reason, let's say time, they can do the time. Let's say money, they can do the money, and they're still not moving forward for whatever reason. We just go into fear.

Okay?

Now, when we're talking about fear, there's different ways we can go about handling the fear. And I have a couple different users, YouTube videos that you can check on my YouTube as far as, like, how I go about handling different fear reframes, but, like, ABC's a fear pushing off for a day. Like, I don't feel ready. There's different perspectives we can use. And again, it's not really like the word tracks per se. Okay, the word tracks help, but it's understanding what belief we're actually attacking.

Okay.

Listening to their language and we customize whatever we're saying to whatever belief.

Okay?

I'm not being generic at this point. When I'm handling somebody's concern, I'm understanding and I'm listening to exactly what they're saying.

Okay?

So I understand what their fear is. I have a reframe that addresses that exact point, their limitation, whatever it is. Listen to their words. And then I'm getting leverage. I'm asking consequences on if they hold onto this belief, the fear, whatever it is, and they never get their goal. And then I'm again asking for the sale. And let's say for whatever reason, typically if you just do one theory frame, easy breezy, you'll get people across the line. But let's say for whatever reason, they don't get across the line. What you're going to do is you're going to increase the intensity of how you're going about your reframes and how you're going about your consequences. And how are you asking for commitment?

Okay.

For example, first time I'll ask is like, okay, what do you need to do to actually get ABC goal and XYZ emotional outcome?

Okay.

Next one, it's like, okay, so what do you actually have to do to make sure you're doing everything in your power possible, not only for yourself, before your family? Okay, another one. What do you need to do? So when you go to bed tonight, you know, you're being the father you need to be, and you're actually doing everything you said you would.

Okay.

You understand, like, I'm increasing intensity each time, especially like when I'm asking for commitment, my reframes, and when I'm doubling down on consequence.

Okay.

So I'm going to do that like two to three times now, again, I'm more of a just go for it type of thing. Okay. Especially if somebody is fearful, the likelihood that they are going to, you know, hop off the call with you after spending like 30 minutes, 45 minutes an hour in objection handling be like, you know what? I no longer have fear. Let me come and let me pay Christian some money. The likelihood that that's going to happen is pretty low.

Okay.

So what I'll do is I'll do a nice versus kind reframe.

Okay.

What is that? So this is basically a reframe you can use to just start being very, very straightforward.

Okay.

Now, as far as, like, what you do and what you say when you're very, very straightforward, it depends on the conversation up until that point.

Okay.

And what leverage you have. So it's going to be hard for me to say exactly what you should say to this person because I'm not having these sales conversations with you.

Okay.

But the frame looks like this. Hey, do you know the difference between being nice and versus being kind. Now you might need to change this, reframe this analogy to based off of what exactly you sell. But this one works pretty well, especially to demographic I sell to. So picture this. We're out of the bar, we're talking to some ladies and like my breast stinks. If you're nice, you wouldn't say anything because you'd be worried about what I might say or think. On the other hand, if you were kind, you pull me aside and you say, hey dude, your breast is kicking right now and it's killing your game. Here's some gum, let's get back in there. Because you want what's best for me and you want me to get the best outcome. Do you mind? I'm a bit kind right now. Now the reason why you use this analogy and then you ask is because they're going to be a lot more open because we're going for the jugular with this one, right? Like these conversations can get pretty raucous, but it's what they need to hear. Again, you're doing this for them. And if you don't have this real ass conversation with this person, who else is, who else is going to help them get out of their situation?

Okay?

So that is going to help them be more open to whatever it is you're about to say.

Okay.

So that is the framework as a whole.

Okay.

Hopefully that was helpful. If there's any topic you want me to expand on more or there's anything you have questions on, go ahead and leave those in the comments. I'll definitely be taking a look at those. Make sure you like you subscribe, all that fun stuff. But if you want to actually see me apply this framework on one of my sales calls, check that out on this video right here. But if not, I'll see you guys next time.