Objection Handling Blue Print That Lead to More Than $7M in Closed Sales

Are you struggling to overcome objections? Or when somebody tells you I need to think about it, I don't have the money, or now's not the right time, you just don't know where to go or where to actually take the conversation to get them over the edge. If that sounds like you, then you're going to want to stay tuned to this video. Because what I'll be doing is I'll be taking you through exactly how I overcome objections that I Learned in my 4 year sales career where I've closed over $6 million in deals and exactly what to say and how to start to overcome those concerns.

Okay.

Because if you don't know who I am, my name is Christian Polk. So I've been in the online space, like I said, for four years and I've sold anywhere from B2B SaaS to different type of coaching offers, whether it be B2C and B2B. For the past two years, I've also been with Jeremy Minor at seventh level where I've helped thousands of clients improve their sales in 100 plus different industries. Exactly how to ask better questions, overcome objections and really improve their tonality. So a bit of a disclaimer. This is not going to be one of those cheesy videos that tells you this is the only sales training you'll ever need in your entire life. Sales persuasion, human psychology is a rabbit hole. You can dive deep for the next 20 years and still not come out. And you can be continuously improving. Me, myself, I'm always learning. But what it will do is it'll give you the foundation so tomorrow you can start hopping on calls. When somebody tells you that they need to think about it, you know exactly when, where to take it. But before we get into exactly what do we say, it's also very, very important that we know exactly why do we say these things. Because what I don't want for anybody is for you to be a parrot. Because prospects typically have a hard time saying on script, it's like they don't even know the part they're supposed to play. But if you understand the why behind it, you can be fluid and flexible in your conversations. And specifically when we're talking about objections, you need to be congruent and you need to have conviction. So the psychology behind it is super important. So let's dive on into it. All right, let's go ahead and dive into it. So this is actually going to be my third time recording it. First time I forgot to put my face in the little corner over here. Second time I wasn't connected to the mic, so hopefully third time is the charm. So I would really appreciate a like you subscribing for all this hard work I'm putting in for you guys. So again, if you have any specific questions or you want to work with me personally, you can always message me on Facebook. But I'll put the link to this in the description and we're going to go over again the mentality behind it, what an objection actually is, and then we'll get into the actual word tracks. I made a mind map to really walk you through everything. Okay, so first and foremost, what is an objection? So what an objection is, it's a limitation or a limited belief. Now you can induce a limitation or a limiting belief through your sales process. You can cause resistance for them to be uncertain and not think like what you're doing can actually work for them. Or on the other hand, it could just be a belief that they carried on to them with the call. So just understand when you're overcoming objections, you're helping them shift their limiting beliefs, like they don't have the money, they don't have time, that this won't work for them. So that really ties into the actual mentality that you should have when you're handling objections because the prospect is not rejecting you. Like I said, they can walk on with a limited belief they've been carrying for 30 years and you have one hour to try to get them over it.

Okay?

So the better you're actually going to get at pre handling objections, and the better you get at your discovery process. You'll get more objection as closes, but you're never going to get 100% objection as closes. So people having concerns like it makes sense and it's normal. Never take it personal. If you seem caught off guard, if you seem taken back, if you seem like you took it personally, like you really, you know, it set you back, then you're gonna start to break that trust you had.

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As a salesperson, nothing is ever a big deal when it comes to, like the objection side of things.

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So that way you can really help them overcome those limiting beliefs in their mind. Okay, Next is we need to understand what we're actually selling. So you're selling change. You're not selling the features, the benefits. You're selling the end result of what you have. Like, if you're selling like lead generation, you're selling them more revenue, more profit for the business. But most importantly, you're selling them change. They're having to like, something's Different. And people tend to have resistance when it comes to different. Like, we're human beings. We're, we're just, we're, we're. A lot of times we're, we're caught in the same routine. So you're, you're really breaking their patterns. So if you understand, like that's really what you're doing, it's going to be easier to really understand where to take them. So either it's a change in the business, you're changing a lifestyle, or my favorite way to sell is we're focusing on a change of identity.

Okay.

Like, they're changing the type of person who they need to be to get a different outcome. So when you're objection handling, it's always, what do you need to do to get to their goal? Or who do you need to become to get to their outcome? Now, this is not just an objection handling. It's throughout the entire conversation. You need to be able to sell change, challenge their beliefs. In objection handling. You're going to be a little bit more direct. But if there's a big shift from Christian, when I'm in the discovery process to now I put my cap on and I'm objection handling mode. Like, people feel that, and if they feel that shift, they're going to feel pressure that comes with it. But if I've been really in the conversation, I've changed their beliefs. I pre handled a couple of these objections before, and then when I get to the end, it's not weird when I do it then. So that ties into pre handling objections. Now I want to pre handle as many objections as I can. Why? Because after the price has been dropped, like, that's when that fear is going to creep into their mind. So it's going to be harder to start to shift these beliefs. So oftentimes you can get that objection out of the way before you drop the price or it's going to make it easier to overcome. Now, I did a video on how to actually pre handle that. So again, the link will be here. And I made a mind map of that as well. So again, like, just, you know, the link in the description will be in there. So just go to the doc and you can follow through with that.

Okay.

Now when we're talking about actual objections, you need to understand, like, what is a real objection versus what is a smokescreen. Now, the reason why this is important because if you treat a smoke screen objection like a real objection, you're not going to get anywhere. So what will happen is you'll Start, try to start to handle the smokescreen objections, and then they'll start putting more obstacles in your way. I remember when I first got into sales, like, I would be on calls for like, two hours and I would never get anywhere just because, again, again, I wasn't actually handling the real objection. So the three real objections are money, time, and value. Okay, partner, I know people say that is a real objection as well. We can talk about that later. But typically, I'm not going to put it in those three. So somebody tells you that you need to think about it. They don't make decisions on the spot. Let me talk to my partner. If they're the sole decision maker, okay, they're smokescreens. So we need to be able to actually flush them out and get to real objections so we can actually start to move them.

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Now, when we actually are looking to move somebody, we're shifting their limited beliefs. Okay, we're shifting their beliefs. So a big key thing is we need to understand the intent we have when we are Objection. Handling someone. You have to do it for them. That is the only way it's gonna work. If they feel like you're trying to sell them. People can feel that we're social beings, okay? People can pick up on little things. It might not even be conscious, but they can feel the intent of which you're coming off. And your perception, how they view you changes the intent of what you say, which changes the value you bring. So we can say the exact same things. But if they perceive me as someone who's there who's trying to help, what I'm going to get is a lot further and better outcomes. Because let's say their perception of you is someone who's trying to sell them.

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The intent of what you say is you're trying to pressure them into doing something. So the value you bring is your sales guy. But if the perception is you're there to help, you know exactly where they're coming from and you really can feel for them. The intent of what you say is you're helping them overcome their limiting beliefs. And the value you bring is you're giving them to their desired outcome. So the perception is going to be big.

Okay?

Now things. You also need to shift somebody's perspective. Three key things. Number one is going to be conviction. You have to truly believe what you're doing is going to help them. Now, it doesn't mean, oh, if they don't get this, they're going to die or their life's going to be ruined. But you have to truly believe it's going to be the best thing for them, okay? They can pick up on little signs of you not being genuine. Number two, you can't buy into their limiting beliefs, okay? If they tell you, oh, just give me 24 hours, like, that's how I always make decisions. If you buy into that, if you think that's real, then there's no way you're gonna overcome it. Now, you're not gonna be a butthole about it, but it's really like an older brother talking to a little brother. You don't buy into it because you know that they can do better. You know that there's more in them, so you're not buying into their limitations. Number three also that comes up with not buying into their limitations is you don't give up on people. You do it for them. Because, you know, if they don't move forward, they don't make that change. Oftentimes they're not going to. For example, if somebody's 400 pounds, and this is going to be an extreme example to make a point, if somebody's £400 and they tell you that they need to think about whether. Whether or not they need to eat right, go to the gym, and you let them off. Let's say you sell a fitness program and they don't buy, then on some level you let them down. So it's like you don't give up on them. You help them see that they need to change, and you do in a way that you care what's best for them. Now, sometimes you have to be a little bit direct, but again, like, if you do it for them, it won't come off as combative. That also ties into the trust of what you built. So if they actually trust that you know their situation, you really feel for them, and you can actually get them the result, they're going to be more open to having their views changed. And a big thing as well is going to be you have to be able to lead them. They're looking for help, okay? Or they need help. So overcoming objections is showing them a different way to actually view it. Because if they had the right mentality, they already would have got your product, they already would have bought the solution, or they want to have the problem. So you need to be able to lead them to a better way of viewing it and lead them to a desired solution, okay? Now, when we deal with smoke screens, like I was saying before, you can't deal with it like it's a real objection. So we need to be able to flush it to. An actual objection to that does not create resistance. So somebody tells you they need to think about it. Well, what do you need to think about? Right, like, right off the bat, okay, that's just going to cause a problem or I need to think about it. Well, you said earlier that this is important to you. Again, resistance. Now we're in a battle, okay? So what you need to do is first of all defuse it. And we need to make it in their best interest of why they would even tell you the real objection. Okay, like, oh, like I need to think about it. Okay, that's, that's not a problem. I'm slowing down. Nobody said you had to go fast. Just so I can, you know, send the most relevant information to you. Like, what do you feel like you really need to go over in your mind just so I can best help? Like, what information do I need? What information? Just so I can send the most relevant info to you? Like, what do you feel like you need to go over in your head? Go over in your mind so I can best help. You're doing it to help them.

Okay.

Then they're going to tell you either one, like, I always make decisions like this, right? Which again, we can cover, how to go about that, or like, I need to make sure it fits in my budget. My wife's on board. You know, I have time for this. Sometimes you just get like the bird shot of objections.

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Now don't panic. Typically if they give you all a bunch of objections at once, you just gotta understand, like, number one, typically they're fearful. Number two, 95% of the time, it's the money. So especially if they mention the money, you just go down the money route. Okay, so then when you handle the money, objection, 95% of the time. 90% of the time, all those other objections, they disappear. If they don't disappear, then you just handle it bit by bit. Typically, I like to leave the partner for the last bit. Cause again, if you're not able to overcome the partner, at least everything else aligns. Now, when we're dealing with real objections, time, money, value, there's a way we need to go about it. So number one, we need to clarify and diffuse. The big thing is you don't want to assume you know what they're talking about. So if they tell you they don't have the money, like, again, that can mean different things to different people. Oh, like how do you mean? And then from there you're handling objections, they're Giving you objections, like, it's awkward. So we need to put the, put the prospect at ease. So, okay, and that's, that's not a problem. Then from there we isolate and we get more buy in. Okay, so like, money aside, would you do it? Or if you had a duffel bag full of cash, like, would this be the answer for you? Why would you do it though? So we're isolating.

Okay.

Besides whatever you just said, would this be the answer? Would you do it? Yes. Why? That why is important. That why is telling you why. The real objection, the money, the time, the value isn't real.

Okay?

That's the leverage you need to actually get them to overcome the objection. That's how you can do it for them. Then from there we want to reframe their belief or get more commitment.

Okay.

Now a big problem I see people do is like, let's say, oh, like, I just don't have the money for this. Okay, like, would you do it? Why? Or money aside, oh, that's not a problem. Money aside, would you do it? Why? And then it's like, okay, like, what are the avenues? Can you come up with? They try to find a solution, but they're not committed on making the change. Then you're not going to get as truthful answers because either they're fearful or they're not focused on the right things. So we need to be able to get them to actually say, like, yeah, like, I'm committed to actually making the change before we move forward. And then from there we can help them find a solution. Okay, like, and I can understand money might be an issue from what you're telling me, but what other avenues can you come up with in order to get the funds to make sure we get the right marketing in place for the business?

Okay.

And then if we're dealing with fear, right, which will come up. Sometimes people are fearful, and that's totally understandable. Number one, we got to make sure we can't. We don't go fast because when somebody is fearful, their brain is sped up.

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So we need to slow down relating to where they are and we need to walk them through taking action. What I always do is super simple, is called, like I said, like the ABCs of fear. So number one, we get them to admit that they're fearful. We befriend the feeling. Okay. And then we convert the feeling into something else. So I did a video walkthrough where I break down one of my live calls where I actually do that on I'll take You more through the walk tracks here in a sec. But. But just so you can understand exactly how it's structured. And then when we're talking about, like, you becoming an objection handling pro, okay, There's a couple of big key things that you need to do. Number one is you need to role play, and you need to know where you're going. You have these conversations every single day. The prospect might have this conversation every once in a blue moon. You should be the more comfortable one in the conversation, number one. And number two, you should know where you're going. Unless it's some wacky crazy objection that you've never heard before. There's only so many things that they can say at the end.

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So it's like you need to know where you're going. Now, one key way you can do that is first of all like having a structure. But number two is you can role play. So make it hard on yourself. Do not role play easy prospects. Role play hard prospects. So when you get easy prospects, then it's easier to actually go through something that I do and something that I did for a while to really get my chops and objection handling. So if you're up for the challenge, do it. When you have a roleplay partner, you just go as long as you can with them, and they can't say yes. No matter how convincing you are, no matter how much it makes sense, they have to give you an excuse. So what that'll do is a few things. Like, number one, it'll make you more comfortable in the objection handling. Right? It just makes it to where, again, like, you're comfortable in the uncomfortability of, like, the awkwardness, the objection handling. Number two, it makes you think on your feet. Because a lot of times what happens in objection handling is we just run out of things to say, and then we just don't know where to go. So what it'll do is sometimes you're gonna say garbage, which is totally fine, but other times you're gonna say things that make a lot of sense. So what you'll do is then you'll go back. Make sure you record your sessions. You'll go back and then write out the stuff that made sense and was working and then tweak it if you need to make it better.

Okay.

Number two, like, seek feedback. Number one, listen to your own calls, okay? Because you're going to be able to see where things, like, were wonky or how things could have been worded differently. Like, you're going to be able to see that, but you can only see so far. So have a coach, a mentor, whoever. Like, listen to your calls, ask questions, but ask pointed questions, ask thought processions. Ask okay? Not just what to say, okay, that will really help you dial in your process. And number three, which kind of ties into it, is like, you're always learning.

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So the biggest thing is if you just feel like you, you figured it out, then it's like, again, if we're not growing, typically we're dying. So always be learning, always be improving yourself. This also ties into the conviction of what you have. Because if you're always putting your best foot forward, you're always doing everything you need to get better. Then when somebody tells you, oh, well, I don't want to, or it's like, I need to think about it. Like, if you're not that person who actually does it themselves, it's going to be harder for you to actually overcome that way of thinking. But if you're the type of person who gets after it themselves, you can transfer that over, okay. Because that energy is transferable. So let's dive into the actual, like talk tracks.

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So I broke it down into three main ones. Now there are a ton more that you can get into, but like I said, this is going to be the ground. This is a framework that you can start using right away to make it as simple as possible. So number one, we got smoke screens.

Okay.

We got the real objections. Time, money, value. Now we're talking about value is really hard to map everything out for value because all you like, everyone sells something different. So the biggest thing we're talking about value, and this is what I'll touch on, is don't assume you know what they're talking about and find out what's behind their concern. So when they say something, it's like, okay, and I can appreciate where you come from. I guess what's actually behind that, because it might oftentimes it's a lot simpler than what you thought it was. And if you just re explain some of the things you can get, like, it'll get rid of that. Now if you get to the end and they're like, no, this is definitely not what I wanted, not what I'm looking for. You mess up on the discovery, go back to go. You do not collect $200. That's a discovery process issue. Honestly, you should never get that at the end. Okay, then we have fear and shifting beliefs. Now there again, there's a lot other beliefs that we can shift here, but the three main ones that people tend to run into is, like, their partner fear or they always make decisions a certain way. Okay, so let's run through it. First we got the smoke screens. Now this is it. Once we drop price and they tell you, oh, I need to think about it, or, yeah, it sounds great. I just need to make sure my partner's on board.

Okay.

Both of those. Again, I'm not going to treat it like it's a real objection.

Okay.

Now, if the partner comes up later, I can shift that belief here. But if it's the very first thing we're talking about, if we try to go into shifting the belief without everything else being aligned, then it's really. It's going to be tough sledding. Okay, so let's say, like, oh, yeah, this makes sense. Like, yeah, like, I want to do. I just need to make sure my partner's on board.

Okay.

Oh, and that's. That's not a problem. Just so I can send over the most relevant information to you, what's that conversation mostly going to be about? So, again, I'm framing it in a way that's the best for them. Like, I want to send them good information that's going to help them make a decision, but I need to know, what is it even going to be about?

Okay.

So either they're gonna say that's how we always make decisions, or they're gonna tell you it's the money, it's a time, or it's the value. Okay, so we're shifting it to a real objection. Same thing for. Think about it.

Okay.

Oh, and that's. That's not a problem. Just so I can send over the most relevant information to you. Like, what do you feel like you need to go over in your mind? Just. Just so I can help, like, the money, time value, or that's just how I make decisions. If they say that's just how I make decisions, you just clarify. Oh, like, how do you mean? And you diffuse. Okay. And that's. That's not a problem. Just maybe. So I'm aware. And then you get more buy in.

Okay.

If it's a partner, like, if your partner was totally on board, like, would this be the answer for you? Like, why would it be the answer?

Okay.

And if it's like, oh, this is just how I make decisions. Okay, but do you feel like with what we covered with your X, Y and Z, that would get you to like, A, B and C, like, why do you feel like it would, though? Okay. Get more buy in.

Okay.

Because at this Point we need to get them to start to tell themselves why it works for them before we can start to shift their beliefs. Now let's say they go over and it's like time, money or value?

Okay.

Now let's just say if it's like a time, oftentimes this will come up. If it's like, it could be like logistical or like fear, if it's something that you do for them or it's something to where it's like a physical product, you're not gonna run into time typically, or like they don't have the time. But let's say it's like a coaching offer or it's something like that. It takes time to do. Like you can run into people saying they don't have the time. Oftentimes this should be pre handled, but let's say it's not. Okay, so you want to clarify. Like, let's just say, let's go through an example of somebody who's selling, let's say a business coaching offer and you help them put systems in place for their business to be more profit and for them to have more time.

Okay.

They're working 80 hours a week as it is, but they need help putting systems in place to have more profit, have more time.

Okay.

Because oftentimes when people tell you they don't have the time, oftentimes the solution you have like, helps them get that time. Okay, let's just say, like, oh, like I just don't know if I have the time to actually start implementing this. Oh, like how do you mean? We need to clarify. Oh, well, just like, you know, I'm working 80 hours a week. I just don't know if I can. Okay. And that's, that's not a problem. Defuse. I guess, like if you did have the timer or time aside, like, would you do it? Like, yeah, yeah, I would. Why would you do it though? Because I really think it'll help my business grow and really get us to the next level. So typically I'm going to ask another why question. Why do I ask another why question? You might ask, Right. Hitting you with all the why questions is the second why question tends to get a more juicy answer. So the first why question tends to get you something tangible, but the second why question gets you something more like, emotional.

Okay.

But it's like, why, why actually invest in your business so you could, you know, get more time back and more profit. Oh, well, I really just need to, you know, step back, you know, spend more time with my family or like Say self fitness. Like, why would you do it? I really want to get in shape, but why actually invest in yourself? So, you know, you get in shape and you can, you know, make sure you're there for your kids. Because, like, I really just, I feel like I haven't been there, right? So it's like getting that second why is gonna give us a lot more juicy of an answer, which again gives us the leverage to overcome this time.

Okay?

So then from there we need to reframe. Okay, so it's always, can I make a suggestion? Add that in. So it's can I make a suggestion? I'll add that in. So it's like, can I make a suggestion? Okay, and the reason you want to do that is you want to ask permission to start to shift their beliefs, okay? So I think I also need it over here in the money. So can I make a suggestion? Okay, now the reason you ask that again, you need to ask permission to shift their beliefs.

Okay?

So if it's something to where it actually gives them more time, you can always ask a question like, how are they going to get more time if they never make the time to get more time?

Right?

So it's like, can I make a suggestion? Okay, but how are you going to get to the point in your business where you have the right systems in place to give you your time back if you never actually make the time to get those things in place? Like, oh, I don't know. Well, it's like, well, is it worth it for you to make the time so you can actually get more time in the future? Right. Is it worth it? So let's say it's not something that gives them more time. Well, it's not about the time you have, it's really about the time you make. So how important is it for you to make sure you do lose those £40 so you can be, you know, beach ready for the summer? It's really important. So is it worth it for you to actually make the time so you can get there? Like, yes. Why? And then from there you can always ask consequence questions. So when somebody takes a step forward, we want to push back, ask consequences, get them to dig deeper into the belief of which we're helping them shift? Well, what happens though, if you don't make the time and like, God forbid, like, we even start to gain more weight or what happens if you, if you don't make the time and you have to work 80 hours a week for the next year? Oh, no, like, that's gonna be terrible. Like, are you. Are you willing to let that happen? Like, no. No, I'm not. So, like, what do we have to do? Or who do you have to become in order to actually make that time? No, I need to make sure right now something that can also come up is how much time will it take?

Okay.

And a good response or a response you can always do is. I mean, it really depends on how much time you're really able to. Or you're willing to dedicate in order to get to the point where you could, you could double your profits. You know, the more time you can dedicate, obviously, the more results you can. You can get. So for you, like, how much time are you willing to dedicate in order to. To get to this point where you're making 80,000 per month? Like, I'll definitely be willing to put in hours.

Okay.

Because if they're putting the focus on you at this point, like, how much time will it take? Well, like, that's really up to them. So we need to shift it. Shift the burden on them and then get them to commit that they'll make the time. Okay, now let's go down the money route. So let's say, for example, and you think about it, like, I just need to make sure, like, I have the money again, let's do the same thing. You're selling business coaching to a business helps them increase their profit and also helps them save their time. I just don't know if we have, like, the funds for this. Okay. And that's. And when we say, like, you don't have the funds, like, how do you mean? Okay, clarify. Oh, like, yeah, just, you know, you know, things are a little bit tied up right now, blah, blah, blah. Okay. And that's. That's not a problem. Money aside, though, like, would you do it? Or if you had a duffel bag full of cash, like, would this be the answer for you? Yeah. Why? Why would it be the answer for you? Or why would you do it? But. But why actually invest in your business? So you make sure you do double your profits. Oh, because this isn't that. Okay. Yeah. And I can definitely see where you're coming from. Can I make a suggestion?

Okay.

Now, if it's an ROI offer, we go down the route of which is a problem and which is a symptom.

Okay.

Now if it's not an ROI offer, which ROI offer means return on investment. So what you do is you help them make more money. If you don't help them make more money, you can always go down to what's riskier. Okay, so which is a problem and which is a symptom. This is if it's roi. Now, the reason I ask it like that is it's purposely there to get them to say what? It's a bit confusing on purpose. They're going to say what? And the reason why I want to do that is because they're pretty certain that they don't have the money. So I need to start to create doubt that fact. And with more doubt, they're going to become more suggestible. Okay, so they're like, I don't know what you mean. It's like, well, if you. If you had the right systems in place to be making double amount of profit, like, would you have that money problem? That. No, I wouldn't. Well, so what's the actual problem? Well, I don't have the right systems in place. Okay, so are you actually committed to solving the actual problem rather than just focusing on the symptom? Yeah, no, I'm committed to solving the problem. But, like, why are you, though? Because, like, what happens if you just focus more on the symptoms? Like what. What type of results are you going to get? Okay, so again, I'm getting them to commit. So are you committed to solving the actual problem? Like, yes. Then we can go and go into negotiation. But let's say it's a non ROI offer. Okay. We can always go, like, the more riskier route. Like, let's say it's again, easiest one is like, fitness to, like, conceptualize, I guess. Like, what's. What's riskier, though you keep doing what you're doing now and, you know, God forbid, like, because we don't know what to eat or how to exercise, like, we even gain a little bit of weight. Are you really finding the funds so you can learn how to, like, lose that weight so you can, you can be around longer for your kids? Like, which one's riskier? So, like, oh, no, it's definitely, definitely riskier if it gets worse. So, like, what. What would happen if it gets worse? Siri actually committed. Committed to solving this problem. So you could actually lose that way? Like, yes. Okay, then we know going to negotiation a couple different ways we can go about it. Okay, so let's say, okay, and I can appreciate where you're coming from, or I can appreciate money might be an issue from what you're telling me, what other avenues do you have to actually come up with the funds so you could get the right training in place so you can lose those 40 pounds?

Okay.

Me, I like to be a little bit more direct, so I go with the option on the left. And because I care about you and I want to see you win, let's not focus on what we can't do. Let's focus on what we can do so we can get the right training in place to actually lose those £40. So, like, what do you actually have available now? If you notice what I did there, I'm a little bit more direct, but I'm telling them how, like, I care about them and I want to see them win again. The perception of what I say is going to massively affect how this comes across. Then from there, okay, let's say they can't come up with the funds.

Okay.

Like, I don't know, really don't have much or anything like that. Then at that point, we can suggest.

Okay.

And, like, I can appreciate. Can I make a suggestion? You know, most clients who are really in your shoes, like, what they do is we do have some, like, funding options. If you have funding options, you take them through it. If payment plans, you take them through it. You can walk them through how they can find the money.

Right?

Like, you got to help them get creative here. But since you're helping them find the solution, again, you're on their side. You get on the same side of the table at that point, and then let's just say, for whatever reason, they can do it, but they're scared it happens. Then we can go into, how do we reframe?

Okay.

Because let's say, for example, we talk to them about the money. It makes sense. They just need to go ahead, and they need to talk to their wife.

Okay.

So we just go down the partner. Okay. And that's. That's not an issue. I'm curious, though. Like, what happens if you. If, you know, you go to your wife and, again, just for whatever reason, she's just not on board with you spending the funds so you could grow your business? I mean, I don't. I don't think she would do that. I mean, but if you really thought about it, like. Like, what's gonna happen then? Like, oh, yeah, I'll definitely have to find a way. So is it more like an FYI conversation, or are you. Are you asking for permission? So again, like, I want to get it to the point where it's like, getting them to tell themselves that it's more just letting them know, because oftentimes they'll say, yeah, I just want to let them know. It's like, it's out of a respect thing. Like, this is typically just how we go about it.

Okay.

So then again, let's say I'm selling the business coaching. But who's responsible, though? So who's responsible, not whose decision it is.

Okay.

If you ask, well, whose decision is it? That's very combative, like, right away. And you're going to get pushback, which, again, is going to break that trust which you have with them. But who's responsible would just, like, allow them to tell you, like, they're the ones who's responsible for doing whatever they need to do in their business. Okay, so, like, who's responsible, though, for getting the right systems in place so you can actually get your time back and increase your profits? Like, I'm the one responsible, typically from here. And that. This is. If you want to. I add in a. I want to make it visual. So I add in, like, the. Heavy is the head that wears a crown frame. So it goes something like this. Okay. And I can. I can get where you're. Where you're coming from. And it kind of like, it reminds me of the. Of the phrase, like, heavy is a head that wears a crown. Have you heard of that before? Oh, yeah, I have. Or oh, no, I have it. It's an old Shakespeare quote. It's like, heavy as a head that wears a crown, like a king's crown. And it's not heavy because of gold or jewels. It's just a leader. The person who is ultimately responsible, like, that's heavy because they have to make the tough decisions. Okay, so get them to. Do you know what I mean? Or do you get what I'm saying? Get them to buy in a little bit. So I do have to ask, like, is it going to be fair to them, given you're the one who's responsible, you have that crown on. To try to take that crown and put it on them. Like, no. No, it's not. Well, why not?

Okay.

Get them to buy in more.

Okay.

And it's like. And I can appreciate you need to have that conversation. And I'm not telling you not to, but they're going to feed off your conviction. So if you're 100 convicted, like, they're going to be on board. So it just comes down to which conversation would you rather have? Because we have two options. You can go to them with all these problems and now you have a big bill to pay, or option two is you can go to them showing them how you solve this problem and really being able to lead them to that decision. Like, which conversation would you rather have? Oh, like, I'd rather, like, lead them to that decision. Like, why would you want to lead them? Because I know I need to do it, and I think they'll be on board if I'm really bought in. And then from there we want to actually get them to move forward. And how I typically do this is I diffuse this with humor. Okay, So a really easy way to do it, like, right? And it's like, oh, like, yeah, I definitely need to do it. Like, yeah, man. Like, and I've been in your shoes before. Like, and if you go to her and she's like, no, John, you're gonna make way too much money in your business. You're gonna buy a Ferrari and leave me for a 21 year old. Like, if she tells you that, like, man, we can give your money back. That's not what's important. The important part is the commitment to change that. We're doing everything in our power possible to make sure our business is where it needs to be. So what do we have to do or who do you have to be to make sure we get that business there? Okay, get the buy in. Tell them, like, the money's not important, the commitment's important. Get them to actually move forward. Whether it be a payment plan paid in full deposit, at the very least, get them to move forward.

Okay.

And they're like, oh, yeah, I need to do it. But, like, maybe they say they're fearful. I just never made an investment like this before. Okay, then we go down to fear.

Okay.

Sometimes you have to go through all of these. Sometimes just one well, to see.

Okay.

Like I said, the easiest way that I go about fear, and this is just like the first loop. Like, you can do multiple loops in all of these, but just kind of like the first loop so you know where you're going is ABCs of fear. So again, get them to emit befriend and then convert their fear into them taking action. Okay, so let's say, you know, again, like, they're fearful.

Okay.

No, and like, like they haven't done it before. Like, oh, I just haven't done it before. No, man. And I get where you're coming from. Yeah. It's like, I've been there because I know, like, taking that leap. I. I don't want to say the word scary, but it's. It's a bit scary, right? So why do I say it like that? Because, like, one. I don't want them to get defensive. So some people, when you said they're you try to tell them that they're scared, then they'll push back a little bit. But if you say it a little bit of a softer way, like, I don't wanna say the word scary, but it's a little scary, right? Yeah, yeah, No, I get what you mean and I get what you're feeling. Cause I've been there and I know what you're feeling. And right now what you're feeling is exactly what you're supposed to feel. Because who grows inside their comfort zone? Again, one perception. I. I know what they're feeling. I've been there. I'm befriending it. Like, this is exactly what you're supposed to feel. Because who grows inside their comfort zone? Oh, yeah, Nobody, right? I've never had somebody say, like, no, you grow right inside your comfort zone. That's something that everyone buys into. So that feeling you're feeling right now, you know what it means? It means you're growing. Because if you're sitting there, cool as a cucumber, like, I'd have to check your pulse, you know what I mean? Again, a little bit of humor, taking a little bit of the air out of the, like, cutting the bit of the tension, okay? Like, allowing them to laugh will just release a bit of dopamine. So they start to feel good about them starting to change their mind, okay? And then you can explain to them that feeling, it isn't going to go away. So what we get to do is we get to decide how we use it. We need to convert it, okay? We get to decide how we use it. Because we have two options. Number one is we allow it to constrict us. We don't get to the point where we have more time and we're really running the business we're looking to run. And oftentimes things get worse. Or number two is we shape it and we shape it into taking massive action. So you put some skin in the game. Now, this has to work. Which one would you rather do? Allow it to constrict you or shape it into taking massive action?

Okay?

Now if you notice there, what I do is I give them a binary, okay? So again, they're fearful, their mind spread up, it's sped up, they're not really able to think clearly. So if you notice in all of these reframes, I give them binaries, okay? So it's like, which conversation would you rather have? You know, big bill to pay and problems or lead them? Okay, binary. Which. Which would you allow? Allow it to do Constrict you or shape it into taking massive action. Binary, it just allows it to be more clear and you're able to walk them through the decision making process easier if you're able to give them more binaries.

Okay.

Oh, like, no, I, I know I need to take action. But what if you don't though? What if you allow it to constrict you? Like, are you gonna allow that to happen? So what do you have to do to make sure that doesn't happen? Or so who, what type of business owner do you actually need to become in order to grow your business? Oh, like, yeah, definitely need to do it. Okay, so then we can start to get them moving in the right direction. And let's just say they've always made decisions this way.

Right.

So again, this can be the third one or the second, like whatever it is, like whenever it comes up, we can just address it.

Okay.

It's like, yeah, like it makes sense. Like, I've just, I've just never made decisions, like on the spot. And like when you say like you never made a decision on the spot, like, how do you mean? Like, you can clarify. Yeah, like, I don't know, I always just wait in 24 hours. Yeah, and I get where you're coming from. That definitely does make sense because, you know, we all make decisions based off our perspective, right? Yeah, yeah, yeah, of course. Yeah. Like the problem with that is if we keep making decisions based off our current perspective, that's the only place we'll ever be now. Kind of a cheesy question, but are you 100% happy with the amount of profit you're making and really the time you have in the business now? Why do I ask it like that? Kind of a cheesy question. So if you tell them it's a cheesy question, they can't be offended by it being a cheesy question. So I also do this in the discovery process quite a bit. Right. Like if you're going to ask like an obvious question, you can tell them. Well, it might be a bit of an obvious question, but I don't want to assume or I'm not in your shoes, I'm in mine. So help me understand. Right, like something like that, where you preface it a bit of like why you're asking some of these obvious questions, it just makes it to where they're more likely to answer it, like truthfully. So like kind of a cheesy question. But are you 100% happy with the, with the way that your business is Running really the time and profit that you have? Like, no. No, I'm not. And like, and then I've been there before. So I do have to ask, is it worth keeping that same mindset that got you to the point where we don't have the time when we're not as profitable as we need to be? Like, moving forward? Like, is that mentality is the mindset that they had that caused the problem, it got them to the problem? Is it worth keeping the same moving forward? Like, no. Well, why isn't it? Okay, well, why not? Then from there we give them the binary. So we're at a crossroads here. You can either keep making decisions the way you've always made them or you keep making decisions the way you've always made them and get the same type of results. Or we can make different type of decisions and get different type of results. Like, which one is it gonna be? Oh, no, I know I need to make a change. But what if you don't, though? Like, what if you don't change and like, God forbid, like, this gets worse? Like, are you willing to let that happen? So what do we have to do? Or who do you have to become? Right, so then it just goes into that loop there. So hopefully this has been helpful again. This is my third time going through this, so if I sped through a couple things, let me know. If you have any questions, leave them in the comments. Like I said, if you want to reach out to me directly, you can always reach out to me on Facebook. I'm going to leave this, the link to both of these in the description. Okay, give us some love. Leave a, like, subscribe, all that fun stuff and I'll see you guys on the next one.