The Sales Call Structure That Made Me $60k/M in Commissions (LIVE examples)

I've consistently made over $60,000 per month in commissions as a sales rep, holding over a 90% close rate. And I didn't get there by just shoveling reframe after reframe at my prospects or slashing the investment at the first sign of resistance. The real secret is I mastered the discovery process. And what's crazy is when you get the discovery right. Objection. Handling takes care of itself because they're two sides of the same coin. So if you don't know who I am, my name is Christian Polk. My discovery process is an accumulation of over 7,000 sales calls and over $50,000 in high ticket sales coaching that I spent on myself. And it's gotten me to over $8 million in closed deals. And it's what I'm giving away to you for free. So I'm going to break down the structure, the key questions, the actual psychology behind it, and show you in real life sales calls how it actually works. So, so you can start running discovery like a top 1% closer. Let's go ahead, let's get into it. So let's go ahead, let's dive into this structure. Got the iPad here. And just so you understand, like, this sales structure works for B2B. B2C. It doesn't matter what you sell, this

will work for you.

And if you are curious of where I am, I'm on my balcony here in Vietnam. Wanted to get out in the sun, get a little bit of fresh air. So hopefully the noise isn't too bad. Okay, so. So this is the same exact structure that I've taught to hundreds of people at this point, like Nathan here, who's 18 years old, who makes 20,000 per month. We got Jax here, who sells a B2B offer and he makes 63,000 per month Australian dollars. It's about $45,000 USD. And then we have Nitesh here who sells a B2C offer, making $98,000 per month in straight commissions, all using the exact same process. And it's not that this process or the structure is magical, it's actually understanding the psychology behind it and utilizing the psychology to every single person that you're talking to. Because the process as a whole, it's going to be fairly straightforward. There are some advanced sales techniques in there. We'll definitely get into that. But the key thing we need to understand, like as we're going through the process, is we need to understand the why behind it, the actual psychology behind it. Now, before we get to any part of the sales process, we need to understand, like, what our actual mentality is on the sales call, okay? Because mentality, like how you show up is super important. I don't know if I spelled that right. I didn't get into sales because I could spell. So we have to understand what the mentality is. Like, how are we actually showing up to the sales call to make sure that our discovery goes the way that

we need it to go.

So one of the biggest things that is going to be important that you have when you are selling somebody is you need to be an authority.

Okay?

Why do we need to be an authority? Because human beings are naturally, naturally, naturally willing to give away what they believe, their compliance, whatever it is, they're naturally willing to just follow authority. And when we're talking about being an authority, there's a couple different things that we can do on our end to make sure we're showing ourselves as an authority. Number one is we look the part, okay? So we actually look like an authority. Number two, we sound like one. Okay? So looking and sounding like an authority is what's going to give you the beauty biggest leg up when it comes to running any sales process. Not even the sales process here, Any sales process. So when you're talking about what is looking like an authority actually look like, it depends on what you sell. If you sell a fitness offer, you might look more like somebody who does fitness training. You might need to wear tighter clothes, fitness attire, whatever it is. If you're selling something that's like investment, you probably should put on a fucking collared shirt, right? Look, the part that's the biggest thing. Then also we need to sound authoritative. How do we sound authoritative? The biggest thing when it comes to sounding authoritative is talking with your diaphragm. So, so actually like speaking up, using your voice, okay? So good voice and being comfortable, okay? Comfort, like actually sounding comfortable. Because if you sound frantic in any way, this is going to cut to your authority, okay? That's the biggest thing. People who are authorities, people who are talking about things that they're very knowledgeable about, they're very comfortable talking about that shit. So you need to be knowledgeable to talking about the shit that you're talking about, talking about the sales process. Because people are not going to buy from somebody who they view as lower than them. And we'll get into exactly tactically how you do that. But this authority piece is going to tie into the entire sales process, okay? So understand one of the key, key, key elements is going to be authority on the sales conversation. Now, what is Authority, not. It is not domineering. Okay? You're not just smacking people around for the sake of it. People who are authorities are not just domineering and trying to dominate people. They're very competent people. So how do we come across confident again? Look and sound competent. It's really that simple. It's not easy, but it is simple, right? Don't overcomplicate it for yourself. You'll just make it harder. Okay, now that is the basics. You can go into a lot more when it comes to mentality, but that is the basics of how do you actually make sure you're showing up on the sales call better also, when we're talking about the look of things, just make sure your setup is good. Okay? Setup is good. Have a mic again. I'm outside right now, but generally speaking, I have like a ring light. I have some softbox lights, different things on those lines. I wanted to switch it up for this YouTube video. Get outside a little bit. I want to sweat my ass off here in the humidity. Humidity of Vietnam. Like, I just wanted to do that. I'm doing this for you guys. But you want to make sure you have a nice setup, nice ring light, nice camera, nice mic. Make sure they're able to hear you. These things are going to help you a lot. And then just make sure your background looks good, too. Don't look like you're selling out of your mom's basement. If you do these things, you are above 90% of salespeople, I promise you. I review a ton of fucking calls. You would be surprised on how many people actually just miss out on this little piece. Because you can literally say gibberish in your sales process. But if you get this down, you'll at least close some people, right? You'll close some people. Just why? Looking the part, sounding the part, and having a good setup. Now, once we actually have that down, then let's go down to the actual process. Now that we look the part, we sound the part, how do we actually convey ourselves in a sales conversation to make sure we are closing as many people as possible? So I'll run through the entire sales process and then I'll give examples. I'll actually show call examples, real life sales calls. Or I'll show role play examples. I'll make sure I switch it up just so you can see a bunch of different examples. Because depending on what you're selling, again, the structure is going to be the same, but what you actually say is going to vary widely. So if we look here, we have the opening situation problem. Okay, let me scroll here. Then we have understanding buying decisions, future pacing, and then consequence, and then presentation. So that's like the. The overall sales structure as a whole. And the way you got to think about a sales structure is you got to think about it like it's a funnel.

Okay?

You start off very broad, but the further along you go, the more narrow and narrow the conversation gets to just make sure we're on point of where we need to be to get this person to actually do something that is uncharacteristic, which is invest in themselves. Because more likely not, they haven't invested in themselves before. Okay? Now, the biggest lesson that I've learned from one of my mentors, Matt Rider, is you have to have the conversation you're having, not the conversation you want to have. This cannot be too rigid. If you are too rigid, you're not going to have a fun time, right? You're going to have a frowny face or a mad face. Okay? You're not going to have a fun time here. So we need to just make sure we're having the conversation we're having, not the conversation we want to have. So how do we make sure we have her in the conversation that we're having is we always need to use their words. So using their words is very, very key. And this is not just something that you use in part of the sales process. This is something you use during the entire sales process. Because understand, like, people who are like them, right? Believe it or not. For example, like, most of people who, like, work with me, like, I do work with, like, women and stuff like that, but overwhelming majority of people who work with me are like, young dudes, right? Like, I'm a young dude. They can relate to me. People like people who look like them, people like people who sound like them. So using their words is a very, very easy way to sound the way that they sound. And it makes them feel heard and it makes them feel understood. And it's not. You can't use your own words because as a salesperson, everything you say equals garbage, but everything they say equals gospel. So you might even be saying the same things in your mind, right? Like, let's just say, for example, they said something like, like stress. Like, it's very stressful. But you describe it as frustrated. Frustrated, right? Even though you guys might. You might think you're meaning the same thing, they might not view the word frustrating the way that you view frustrating, and you might not view the way they mean stress the way they Mean stress. So to not fall into this, if they use stress, if they use an emotional word, you just go ahead and you use it and you tie this into your conversation. And at the very beginning of the conversation, you start very broad, and that way you can understand what their words are, why they're actually here. And then through your questioning, you're narrowing what you guys talk about. At the very beginning, it's super, super broad. Like, hey, what. What made you book in? Right? Super broad, super open. But when we get to the very end, in consequence, it's very, very narrow. What happens if six months from now, you're not able to actually tell your wife that she can no longer work and you're making the type of money you want to be making? That's a very narrow conversation. That's a very narrow question. So the further along you go in the sales process, the less likely that you're going to be able to use what I would call cookie cutter questions. At the very beginning, you're going to use basically the same questions every single time, but towards, like, as you go along, the less you can do that, the more custom it's going to need to be, the more customized you're going to need to be to your actual prospect. So keep that in mind. Okay, now that we have the groundwork, let's talk about the actual fucking process. Okay? So first things first is the opening of the conversation. Now, there's tons of different ways you can label it. Connecting, opening, intro, whatever it is, same fucking thing. Okay, so what are we actually looking for? So what do we need out of the conversation? We need to know why are they here? What is this person looking for? Every single person you hop on a sales call with, they have a need that is not being met to the degree that they want, that need to be met. And just depending on the type of people you're selling, those needs might be a little bit different. And I can understand. I talk to people who sell more affluent people, for example, and they think affluent people just don't have needs. That can't be further from the truth. It's just that affluent people have different needs than broke people. So if we look here, this is Maslow's hierarchy of needs, right? Human needs. This is. We really orient ourselves in a hierarchy. In order for us to go higher up on the hierarchy, our baseline needs need to be met. For example, you need to have air, food, and water before you can be thinking about employment, right? If you can't eat, you're not going to be thinking about working, right next, right? You need to have employment before you can really start to think about a sense of connection, have an intimate partner. You know, some people might flip that, you know, broke guys chilling with girls, but generally speaking, this is how it goes. And then once we have like intimacy, a sense of belonging, that's when we can really start to think about respect, recognition, self esteem. And then at the very top, we have self actualization. I would say 99% of the time you're never actually going to be talking to somebody who's trying to reach self actualization. Very, very rare. Some people will fiend like they are, but once you actually dig beneath the surface, not really the case. So you really need to understand the type of person you're talking to, what type of need is being met. So broke people, they're down here, okay? This is very obvious. It's very obvious what their pain is, very obvious what their needs are. But richer people, they tend to be up here, less obvious. Okay, so less so. It doesn't mean it's less important. When you're talking about pain, when you're talking about needs, it's all relative. It's all fucking relative. I can talk to somebody like Jeff Bezos and he makes however many billions of dollars per year, if he then like something happened and he only made $100 million in a year, he would be in considerable amount of pain. Why? Because it's all fucking relative. Versus you sitting there or me sitting here, right? I'm not making 100 million per year. If I made 100 million per year, I would be in such. And I can think about this for myself. When I first started sales making 20,000 per month, I thought, like, this is going to solve all my problems. Now if I made 20,000 per month, I'm probably going to have a fucking panic attack. I'll throw myself off. I probably shouldn't say that, right? Probably not YouTube friendly, but I want to have a good time if I'm making 20,000 per month. So this is the biggest thing you have to understand. Every single person you're talking to has a need that hasn't been met, okay? So whatever they're looking for, equals. That's what they don't have. And that's going to equal pain. And again, pain is relative. It depends on who you're talking to. So everyone you talk to has some level of pain or they want to be on the call. People who are content with their life, they do not hop on sales calls. Believe it or not, they really do not hop on sales calls,

Trying to turn up the. Gotta stop dark all of a sudden, right?

So understand people who are happy, they're content, they don't hop on sales calls. Now, the biggest thing when it comes to the entire conversation, but especially the opening part of the conversation, is we need to keep it conversational. We need to get the focus off of us and get it onto the prospect. If the focus is on us as a salesperson, again, they're just going to ask us questions about the product. We just want to go into pitch mode without us actually having the leverage of what is going on. Really, this entire process is about getting the most amount of leverage you can to go ahead and get somebody to do an uncharacteristic thing, which is take action on a product that they've been pushing off, most likely, okay, so you need to get the focus off of us, put it on them right very first thing. Now, you don't want to assume anything, especially very early on in the conversation, Type A people who are a little bit more disagreeable. And if we assume then we're going to get into disagreement with these types of people, they're going to find reasons to disagree with you. Well, it's not quite that or no, I don't really have problems or just a bunch of. So you can't, you can't assume so. And what we really need to do is we need to get an overarching goal or a problem. Okay, they need. They have a need that needs to be met that isn't being met the way that they want. What is the overarching goal of the problem? Why the are they here? That is the main thing we're looking for right now. Okay, now in terms of how do we actually get like, why they're here, the tone that we need to have. It needs to be very open and very curious. Erase that needs to be very curious. Now, why does it need to be open and curious? Again, I want to be open to get them to be open. Actually give across the feeling that, like, hey, I want to be here, right? If, like you're coming across like you don't even want be here, the likelihood that they're going to open up to you is jack shit. And we need to be curious. We need to really subconsciously tell them that I'm not just another salesperson. A lot of this comes down to they've hopped on a lot of sales calls. And if we triggered the resistance, the sales resistance of you just being another salesperson, they're just going to Put you in a salesperson box, which means they're not going to open up to you. You're not going to have a good conversation. Being curious really subconsciously tells them, like, hey, I actually want to know what's going on. Okay, now how do you be curious? I have a tone video that goes in a lot more depth on that. But it's just like, look curious, sound curious, use curious words.

Okay?

That's the biggest thing when it comes to being curious. So you're gonna say something like, hey, what made you want to go and book in the call today? So it looks like you booked in about possibly getting help with xyz. Okay, Just so we're on the same page, like, what, what. What exactly made you want to go ahead and book in the call today? That's generally speaking how I'm going to open every single call. It doesn't matter what I'm selling. Hey, what made you want to go ahead and book in the call today? Now, if you book the call, you might be a little bit different. Like, hey, what made you want to look into this further? Right, Same thing. Like, hey, what made you interested? What made you book on a call? Something very, very open, like we said before. Okay? I'm keeping it open at the very beginning, right? And then I'm going to chunk down. So, you know, why had you booking a call? It's very open, very open, right? And then from there I'm like, okay, do you know what type of help you're actually looking for or what has you looking for that, whatever it is. So I just want to get a little bit more specific on. I want to understand why they're here. So get the focus off of me, put them on them, and then get a goal or a problem. So I'm going to ask, hey, what type of help are you looking for? Or I can ask, hey, what's the biggest thing you'd want to change or improve about your situation? Or I can ask, hey, what are you seeing right now in your situation that would have you looking for whatever it is you're selling? Whatever it is, you just need to get a problem. Now when it comes to hooks and frames and agendas, Right, agendas is something that you can have very early on in the conversation. But the way that I would say is they're like training wheels. It's fantastic to start, but it limits your speed. So you want to keep it basic with your agenda, and you don't want to have any hard agendas. The biggest thing you're fighting Right now, at the very beginning of the conversation is sales resistance and getting them to be open. So if you use hard agendas, which is like you're setting, like how the conversation is going to go if we set it like very hard, like, hey, you know, I don't do yeses or no or I don't do maybes, only yes or no. So, you know, will you decide at the end of the call, like, something like that? It's going to make it to where they're much more resistant to what you're saying and they're much more resistant to having the conversation with you. So I don't want to make things resistant. If I'm going to have an agenda, I'm going to be very open with an agenda. Something super basic like this. It's like, okay, and so the first part of this call, it's pretty basic. It's just really for us to understand, like where you're at now versus where you'd want to be now. Again, you want to customize that. You don't want to just be basic, like where you're at now in terms of like, you know, where you're at with your sales versus where you want to be. Just so we can create a custom game plan for you and then go over possible next steps. Do you think something like that would help you? And then, yes. So it's like, hey, the first part of this call is understand where you are now versus where you want to be to create custom game plan to go over possible next steps. So you need to understand their situation to create a custom game plan. It makes sense why you're having this conversation. But the downsides to agendas is it makes it very obvious you're in a sales conversation. You don't want to make things very obviously having sales conversation. This is going to trigger sales resistance. No bueno. Okay, so this is what we want to go ahead and do now. Something that you can also do is identity hooking and identity framing. This is something that I would only do if you have the process down. So what is identity hooking and identity framing? Very early on in the conversation, I'm going to give them or place and label and get them to adopt an identity that overall is going to help me make the sale, but also help them get better results. So for example, you can say something like this, like, oh, I love working with people who are in that transition phase from going from a 9 to 5 to becoming their own business owner. Influencer always says the people are going from order takers to action takers. It's a bit more risky, but I promise it's worth it. So what am I doing? I'm saying they're in a transition from being an order taker and they want to become an action taker. Right. Like, I'm putting the identity on them now. I need to make it in a way that is very easy for them to agree to it. So if you make it very. If you make it harder to agree, you're not going to have people buy in. You know, you just need to make it very, very easy to go ahead and agree with. So overarching goal again. Get the focus off of me. Put it on them. Okay. Why are they fucking here? Why are you here? Overarching goal or problem? Eliminate sales resistance. That's what we need to do in the opening. Okay, let's go over an actual example from real life sales call and I'll show you how it's done.

Let me go ahead and get my camera on. Get everything all figured out out here. All right. We can definitely dive into everything. So I know, because it looks like you booked in here pretty recently. Possibly, you know, get us one up with your sales. Making more commissions, right? Exactly. All right. Perfect, man. Just so we're on the same page with everything, like, I guess, like, what attracts your attention to begin with?

Actually, it was just the. The IG post that I kept seeing. I was like, oh, this is good stuff, actually, you know, so.

Okay.

And it was pretty consistent. It wasn't cheesy, gimmicky. I'm like, all right. Something that actually was interesting. I was like, yeah, I'll look into it.

Yeah, Yeah, a hundred percent, man. Right. So as far as any potential training or anything would go, like, do you know what you'd be looking for?

No, no, no. So not yet necessarily. So that's why I wanted to have this conversation more about it.

Yeah, no worries. Right, so. Because, like, we help with quite a few different things. So like, for you, like, I guess, like, what would you maybe like, in the way that you, like, you are going about your selling process, you would you want to like, maybe like, change or improve

really, like what it is. It's where my biggest area of opportunity to increase for myself is the phoning, getting on the phones and just booking that meeting right then and there. Okay, yeah, that part, like, once I get in a meeting with somebody, like, pretty good closing rate and all that. That part's not a problem. It's just the phone part.

I just hate it, like, getting them Actually, yeah, once I'm there.

All right, next thing we have situation. So now that we know that they're here, we don't just want to dive right into problem. Why? Because we don't have enough information. And if we just assume the very first thing that they told us is the actual core root of the problem, a lot of the times we're going to be misaligned of, like, what's actually going on. So we need to understand a bit more about their situation. Now, we only need to know their situation around the current problem that you are actually solving. You don't need to know much more than that. Now there might need to be like some qualifying stuff or things you need to know, but generally speaking, the situation phase is going to be pretty basic and we want to be very, like, straightforward. Want to be very straightforward and curious. Now, why do we want to be straightforward is like, we do not want to go down fucking rabbit holes. Okay, Opening should take a minute, two minutes. Situation should take a minute, two minutes. We do not need to get bogged down in the fucking details. You do not need to know every single thing about their situation, just enough about their situation to really be able to dive into the problem. You can get lost here. Okay? It needs to be more straightforward. You do not allow them to ramble. You need to use proper interrupting interjecting to keep people on focus. Understand, people think by talking. If they ramble a lot, they're thinking like a rambling buffoon. And thinking like a rambling buffoon. They're not going to be able to make a decision at the end of the call. And the longer your call goes on, for the higher likelihood that you are going to get to think about. Objection. So you want to keep your discoveries at the very most, at the very most, 30 minutes or under, ideally 20 to 25 minutes or even lower than that, but at the very most, 30 minutes. If you're going longer in 30 minutes, you're really shooting yourself in the foot. Okay, so what do we need to know in this situation? So we just need to understand a little bit more insight on their problem. So very common. And again, it's just going to be based off of what exactly you sell. You're going to need to know different information. But just generally speaking, like, what are they currently doing now to solve their problem? How long have they been doing that? And then what caused them to go that route? Basically, it. If they're doing sales training, like, hey, what are you doing now to get better at sales? Or hey, what sales Process are you using now? How long you've been doing that? What caused you to go down that route? Simple marketing. You probably need to know a little bit more information like, hey, what are you doing to get more leads right now? Or what are you doing for marketing right now? How long have you been doing that? How many leads are you getting per month right now? How many deals do you feel like you're. How many deals are you getting from that? How much is the average deal worth? You. Right. You probably need to know a little bit more information just depending on what you sell. But situation, pretty basic, pretty straightforward. You just need to know the records information behind their actual problem, behind their overarching goal. That way you can dive into problem better. Okay, so let's go over an example of situation. It's going to be pretty quick. Let's dive into it.

Well, do you have like a script or like a process you're following about the outbound? Yeah. Okay, well, how long have you been doing that for using this script?

So I've been tailored and tweaking it because the original one was just what they gave us and I hated it. Yeah, I'm like, I sound like a robot. It's not me.

Right.

So I've been changing a little bit more to myself. But even then, I still don't like not what I want to use. It's not like, okay, I'm still getting a decent amount of people that'll no show this kind of deal. So I'm like, all right, you know what? And I get it. It's a numbers game. No matter what, I can increase that even by 5, 10%.

Right.

That's already going to help me week over week. Because I'd rather. I just want to get more people on the books.

That's it.

If I get.

I get it, man.

I'm set.

Yeah. Yeah. So like the. Maybe let's. Let's dive into the numbers because currently, at the moment, like how many leads, let's say on. On a typical week, like, are you getting in?

So no.

No.

So, okay, so I gotta go after the leads. I don't. They don't get sent to me. I go, I have to go and get them.

Right. My goal, 20 a week. Yeah. So maybe help me. I like, is it like a cold calling or.

Not necessarily, no. So a lot of it is warm, but that problem is a cold calling. When it's a warm introduction. That's great because people know what to expect.

They.

They've already been recommended to me by somebody else. So Those are the easy ones. I don't worry about those. I will get, you know, the cold ones.

That. Yeah, it's like, well, like, and when, when I say cold, it's like they didn't put their information in like at all. And we're just call them like out of blue versus like. Okay, so we're just of blue Y. Because what do you sell, like, specifically? Maybe so I can have a better understanding.

Yeah, so financial advisor. So, okay. I mean, so yeah, from that, a lot of it is, well, wealth management.

Right.

So portfolios and all that, but also life insurance, disability insurance.

Okay, yeah, makes sense. So of those, like, how many people are you reaching out to, like, let's say on a daily basis? Well, because I hate it. I.

Very minimal. But I see other guys here who are doing it well and it works out for them.

Right.

So I mean, I'm doing like 10 a day of that.

Okay, so 10 a day. So we're talking like 50 a week. Yeah. Okay. And of those 50 a week, typically, like how many are you able to actually book in?

About one or two?

Yeah.

Okay.

Yeah, that could be. That could be trouble.

All right, so this is when it starts to get fun, right? We dive into problem. If I can get this screen to work. So understand something. You need pain. What creates urgency? Naturally, it's pain or fear of future pain. So you need to understand what their pain is and what in their life is telling them that they have this problem. So you need to understand problem versus symptoms. The pain is the symptoms. Stay on the needs that are not being met. Ask questions around those things that are not being met and how it affects them. If you get multiple needs, dig deeper to the more baseline needs before you get up the pyramid. So again, like, that's what we're talking about with, here with the, with the pyramid stuff.

Okay?

So if we understand this, if they start talking about problems about like, hey, like, I can't fucking eat and I don't have like as much confidence. I'm just gonna focus on the fact that they can't eat rather than their self esteem, right? Because it's so much more fundamental. Like if they can't eat, like, who fucking cares if they're not confident they're gonna die, right? So they need their, their physiological needs like met first. So anytime you get like multiple needs or multiple problems, you always want to start lowest on the pyramid and move your way up. Okay. And you're really, you're searching more for emotion. You want to see where the actual emotion is now, when it comes to the problem versus symptom, this is something you need to understand. So it is not the actual problem that causes the pain for people. It is the symptoms of that problem. Real easy example, if you're watching this and you're £500, right? Maybe there's one of you, okay? It's not the fact that you're £500 that is causing all the pain that is the problem. The problem is that person is 500 pounds. But the actual pain is all the symptoms that that causes. For example, life is going to constantly tell that person that they're 500 pounds when they're trying to walk upstairs. If they can walk upstairs, their knees are going to hurt. They're going to be sweating, right? They're going to have heart palpitations. Like life is going to constantly remind that person that they're 500 pounds. And it's those moments, those specific symptoms, that's where the pain is, right? Their back pain, whatever it is, that's where the pain is. That's where we need to get to through our questioning. Okay, so how we get there, it really depends on the type of offer that you have. So generally speaking, there are two types of offers. We got improvement offers and we got new opportunity offers. Some are a mixture of the two. Now, what are the difference? Improvement offer is you help somebody do better with what they're already doing. For example, I help salespeople. I do not help people get into sales. I don't want to work with those people, right? A lot of those people are donkeys. So I just help people who are already in sales get better at sales. I've worked with a couple of newbies, but you need to have the right mentality besides the point. So I do an improvement offer. You're already in sales. You want to get better at sales, I help you get better at sales. It's a very, very different process than if I were helping you get into sales, like get into high ticket sales. You've never done sales before in your life. That is a new opportunity. I'm getting you to do something you haven't done before. So understand an improvement offer. You need to create doubt in their current method and make them admit that it's their fault. So if you hop on a call with me, then I'm going to get you to admit that you don't know jack shit about sales. And that's why you're bad at your job, because you're not doing what you need to do. The level that you need to do it. So for example, if you hop on the call with me, I'm going to have to get you to admit that you are not good at your job. Like how you're going about sales is not doing well, then and only then can I solve your problem. Because if it is not your fault, if it's your leads fault, if this the economy's fault, there's nothing I can do to actually help you in your sales process. Same thing with like marketing, right? If you help somebody get better at their marketing, if they're like, well, nobody in my industry can actually get leads, well, bro, you can't help them with their fucking marketing. Why? Because again, it's not their fault. And if it's not their fault, there's nothing you can do about it. So you need to get them to admit that it is their fault. It is their fault. That that's why they're here. Okay? And how do we get people to admit that it's their fault? Is we need to ask internal based questions. For example, this is a marketing question. So what do you feel like is maybe missing in the way that you're attracting leads or maybe how you're nurturing them that's causing your business to be stuck? Now again, you want to repeat back what they said. You don't want to just insert causing your business to be stuck if they didn't say that. Okay, so if you noticed here, so what do you feel like is maybe missing?

Right?

It's missing in what they're currently doing. There's something missing in what they're currently doing. And if they answer this question, they admit that they are the problem. So what is missing in the way that you're doing A or the way that you're doing B? Again, I'm gonna give them options, right? A or B that's causing whatever problem that they just said that they had. And again, if they answer this question, they admit that they are the problem. That's the biggest thing.

Okay?

You need to get them to admit they are the problem. Pro tip, if you're talking to a type personalities, somebody who's a lot more disagreeable, get to the numbers quicker. People can't hide behind numbers. So if you come to me, you have a huge ego, but you're closing at 30%. We're going to talk about why are you closing at 30%? There's no way around that. Once we get to the numbers, you can't really hide behind the ego of like, no, bro, I'm really good at what I Do well, motherfucker, you're closing at 30%, right? So it doesn't matter what you're selling. If you are dealing with a type personalities, get to the numbers and then create and widen the gap and dig into the pain off of that, okay? So new opportunity is going to be a little bit different. So with new opportunity, the current opportunity they're in, you can have them blame that all they want. Even though it is external, right? It's outside of themselves that you just need to get them to admit that their current opportunity, their job, whatever it is, that's what's causing the pain, right? Their current opportunity. So if you're selling somebody like, hey, how to become a wholesaler, right? Or you're selling somebody like how to be, you know, how to get into AI agency or whatever it is, you need to get them to admit that their current situation, their current job, how they're making money right now, that is the fucking problem, okay? If I get them to admit that, then you're golden. Now with new opportunities, so much easier, so much easier to get them to admit that they have a problem. Okay? Improvement offer, okay? A little bit more difficult. Not super hard, but it is a little bit more difficult. I will say with improvement offers, it's easy to sell, easier to sell somebody on the back end, right? Because they're already doing the thing versus a new opportunity offer. It's harder to sell somebody on the back end because they're not doing the thing, right? So each has their pluses and minuses. I've sold both, made a ton of money in both. You just got to understand the difference between the two. Okay? So once we actually get the problem, because how you get the problem is going to be different depending on what you sell, how you probe is going to be basically exactly the same. Now when we're talking about probing, again, customize it to what they said, all right? Do not be a robot, okay? That is the biggest thing that I can get across is we need to keep it conversational. We need to customize it to what they said. We need our questions to actually be specific to the person that we're talking to. We need to be in the conversation. So when we first get the problem, the very first thing that we always want to do is we want to start broad. Why do we want to start broad? We just want to get them to expand on their problem. So when we start broad, they're gonna tell you a problem. Whether they're like, oh, I'm not making enough money, like in a Biz op or they're saying, like, yeah, just right now, I don't know how to nurture leads. Whatever it is, whatever problem they tell you, you always want to expand on it. Because people think by talking, if you get them to talk about it more, you're expanding the problem in their mind, number one. And number two, you're getting a lot more information. Actually go off of, okay, now when you are expanding, you're probing, you want to be a bit confused. Why? Because subconsciously, when somebody's confused, they don't understand you. You want to clarify yourself, you want to give more explanation. What do you mean by, like, you're not making enough money? I'm confused. Like, what's going on? I need to get them to expand, right? Once I get them to expand, they're going to give me more information. And off of that more information, I'm going to be able to dig deeper. Because when we're talking about problems, it really needs to. You need to get more of those specific moments like we were talking about. If somebody's £500, you're selling a fitness offer, what are the actual moments that they feel the pain? And then once you get those specific moments, then you need to understand how those specific moments are making them feel personally. How is it personally impacting them? That's the outcome that we're actually going for. Okay. And during this whole thing, we want to be more curious, but we also need to be concerned at times. Why? Because if somebody's telling you, like, dude, I have fucking cancer, you shouldn't just be like, oh, that's cool. And then like, move on. We need to be concerned. When they're telling you problems, we need to actually come across like we're concerned. This will, number one, it'll amplify the pain. Number two, it'll build more trust. And that way they are just more open. Okay? So once we get. We start broad, we get them to expand more. Then again, we want to get those specific times, those specific moments. Again, this is going to be optional. A lot of this is just going to depend how the conversation is going. Always, always, always prioritize being conversational over all of this. If you sound like you're autistic, they're not going to buy for you. Maybe they will, but you're going to have a harder time. Okay, so conversationality over everything. So easy. Examples. If they tell you a problem, you get them to expand. Hey, can you give me an example of that? Or are, is this all the time or are there specific times it shows up more if they're like, oh, yeah, I just don't feel confident. Well, can you give me example when that actually shows up for you? Are there specific times you don't feel confident or is it just like all the time? Like when does it show up the most for you? You not being confident? How is that showing up for you? Where is that showing up for you? You want to ask questions to get more of the specifics. Okay, then once we get the specifics, we might need to probe on things like, oh, like what do you mean by that? Okay, how so? Right. We might need to probe in on it again. Like, this is not like a straight jacket. It, it's just kind of a guide. Then from there we're going to explore the duration. We need to know how long, like how long have they had this problem? How long have they been trying to do something and it just hasn't been working? Why? Time frame expands pain and urgency and it gives you much more leverage. For example, if somebody has been in pain for two days, they're like, oh, I just decided I need to make more money. Two days, less leverage. Oh, I wanted to start a business for the past 10 years. Much more leverage. Right? 10 years versus two days. Time frame, time frame, timeframe. If you don't have the timeframe, you don't have the leverage. And we're going to need leverage to pre handle and shift beliefs, which is going to be next. That's why problem is so important. Okay, then from there we can quantify the pain. Now again, depending on what you sell, quantifying might be a little bit different. How much money, how much time are they actually losing right now? So we want to turn their story into numbers or their numbers into stories. We just want to expand it, we want to make it more real. If they are feeling like they're losing out on a bunch of time right now, how much time are they actually losing? Make it more real, make it more tangible. And them spending 70 hours per week at their job, what is that keeping them away from? Again, these are the questions we need to ask. If they're losing out of money, how much money are they losing out on? And what is that stopping them from doing that they'd want to do if they were making that money? Okay, then from there again, we have our thing impact. So for example, let's just say like they didn't have time and that is causing them to not be able to be there for their kids. What impact is that having on them? You not being able to be there for them. The thing impact. These questions are a little bit easier to answer because it's not directly at them. A lot of times when we're speaking to business owners, what impact is that having on the business, the people around you, your day to day, whatever it is. And then after we get that, that's when we get personal impact. This one, this one is the death blow, right? Like this is when we get the real deep feeling. We need that really deep feeling. I will say if you're not good at what you do and you sound a bit autistic, right? Okay, skip this one. If you're autistic, okay? If tism, okay, so if you can't actually conversationally ask this question, just skip it. Because if you do it in a way that comes across telegraphed, it'll do more harm than it does good. Okay, so starting off you might need to skip the personal impact question. But once you get good at it, add the personal impact question in. It's going to help you a lot more. And then optional as well is going to be consequence. Generally speaking, I'm not going to use consequence that much.

Christ

holy. I think there's a firework behind me. So generally speaking, I'm not going to use consequence that much. It just depends if I'm talking to somebody and their pain, mostly fear of future pain. They're not currently in pain right now, but they don't want pain in the future. For example, that's what a lot of insurance is like. I'm not dead right now, but I have insurance because I don't want my wife and my child to go through pain when I die. You know, when, not if, right, when you die. So in that situation, if I had talked to a salesperson, I just bought it from somebody I knew they should have been asking more consequence questions. That is what would have really gotten me across the line of what are the consequences if I didn't get something in place And God forbid I died. That's why those are going to be most important. Okay, so we start broad, get specifics, explore duration, quantify the pain thing. Impact, personal impact, okay, if you have a bit of tism, skip the personal impact and personal impact. This is where you need to be the most concerned when you do ask this question. Like hey man, I don't want to assume, but you dealing with A, B and C, like how does it actually feel on your end? Right? You need to be the most concerned. It does something you need to be able to dial in.

Okay,

so after that after we probe into it, it's like, okay, so, so time to make a change then. And then we just need to get rid of the next best alternative, right? So that way you don't get the oh, I'll just find another job or oh, I'll figure it out on my own. I need to get them to admit that that's not gonna work. So example, besides A, B and C, what's the main reason you're looking for hands on help? To lose the weight rather than just hope and pray you figure it out on your own. If you're ever lost in problem, just ask that question. It will be a good foundation for you to get back on track of like, hey, wherever you are, depends on what you sell. Why would you be looking for a current solution you have rather than next best alternative? Why would you be looking for hands on help rather than just trying to figure it out on your own? Why would you be looking for actual coaching rather than just trying to do YouTube shit, right? Depends on what you sell. But this is a real easy way if you ever get lost when you're digging into problem, that's where you go, okay, so understand, so we got the opening. So we got the opening, we got the situation, then we go into problem. And the reason why we go into problem first after we get situation, we don't go into goals is because it is much easier to talk to somebody about their problems. Understand that the brain works to focus on the negative. If there's a tiger right here, and I want a million dollars, I'm still going to focus on this fucking tiger because if I don't focus on the negative, I'm going to die. And this is something you can also think about for yourself if you have a hard time actually understanding what you want out of life, what the goals are, anything along those lines, a simple easy thing you can do is you can probably much easier come up with a list of the things that you don't want. So that's why we go through problem first. It's much easier to talk about what people don't want, what their problems are. And then once we get into future, pace their goals and really mapping it out, all it is is a mirror of the problem. Okay, so let's actually dive into problem here. I'll give you an example where I had to work for it a bit on an improvement offer. Let's dive into it.

So we're on this new offer then and we're getting combative answers. So what do you feel like you might Be, I don't know, maybe like saying on your calls or maybe something you're not saying, or it could even just be how you're coming across in your tone that's causing these prospects to really get combative and, you know, really not answer your questions.

I don't, I don't really know. Like, a lot of them, like, they're from the UK and like, I know the UK is like a more skeptical demographic.

Yeah. But again, like, I've, you know, helped tons of people sell to people in the uk. So I guess, what do you feel like you might be doing? Or maybe it's something you're not doing. Like, who knows? That could be just causing them to give you more combative answers to the questions you're asking.

I don't know. Like, they also come from, like, cold outreach. Like, they're not coming from our paid ads. So, like, like, it's just cold email that's getting them booked in.

Okay.

Okay. Like, a lot of the times it's like super, super cold. Like, they don't even know what's going on.

Okay. And before you hopped on, like, was this offer being sold?

Yeah.

Okay, so it is sellable.

Yeah.

Okay, so then, then what do you feel like you're missing right now? Just with what you're doing that's preventing you from actually connecting with these people and just causing to be combative?

I don't, I don't know. It was like the way I'm starting the conversation. Like, I. I don't know.

Well, how are you starting the conversation?

Well, it's like, I know in the, like the CEO script, like, he starts it a bit differently because he. These guys, like, they're kind of jaded. We're like, they've got a bunch of calls.

Yeah.

And I don't start at the same as him, so like, maybe that could be causing, like, what.

Walk me through, like, what exactly do you say?

I kind of like, just try to like, like, build some rapport with them. Like.

Huh.

Like a line I'll use just to get a laugh is. Yeah. Like you, you live in the dream over there. Still working on it. And like, I know, and I know in like the CEO script, like, he doesn't really have that.

Yeah.

And he has a couple different tactical questions in there.

Okay, so. So, like, besides, like the building rapport stuff, Right. Like at the beginning, like, what do you feel like you're doing, like, when you're asking these questions? Because typically, what type of questions are you asking? That's getting the Combative feedback. Like, what exact questions are you asking?

It's usually when I'm just like, trying to find out, like, why they're there. It's like, I just wanted to see what you guys had. And it's like, okay, well, we were started on a back foot. Or like, I'll ask, like, what's the biggest challenge in your business? And it's like, you know, I don't really have that many challenges. I just wanted to see if you guys did, like, you guys reached out to me.

Okay.

I want to see what you guys.

Can I make a suggestion?

Yeah.

Especially if this is a demographic that typically does hop on call after call after call asking a question like, hey, what's your biggest challenge? How many other sales reps do you feel like? Say something similar.

Yeah, probably a good amount. Yeah.

Would you think?

Yeah, maybe. Yeah.

So what do you feel like that does in the prospects, Mike? Especially if they are jaded? If we hop on the call and we just sound like every other sales rep that they've talked to.

Yeah. They just like, classify me, right. As like every other sales rep. We

just get put in that bucket. Do you want to be put in that bucket?

No, not really.

Why not?

Well, because they're like, I'm just gonna get treated like everyone else and get all this, like, all the pushback, so.

Yeah. And you getting this pushback because. I don't want to assume, dude, because I'm not on your calls typically. What is this leading to at the end? You drop the price. What happens?

It was like, sometimes I don't even get to the end. Like, it's just like, it gets so combative. Like, I don't even get to drop the price.

You can't even pitch off.

Like, yeah, sometimes. But like, other times when I do get to pitch, it's like a half ass presentation. Because, like, I knew, like, okay, the sale already because, like, I've had it isn't like, how much rapport is broken.

Well, how much sales are you losing right now because of that?

I at least lost like 2 in like this last week that I can remember.

Well, it's like at least two. Like, I'm again, like, how much is it really? Like, you can be real with me, dude?

Yeah, probably like three or potentially even four. But I have to look back at the recordings.

Okay, well, it's like, if we take a look. So we've been in a week, week and a half. Like, how many actual sales calls did

we get in this last week? I had about 12 or so, okay,

so we had 12. And of those 12, how many did we close?

Close one.

Just one?

Yeah. Okay.

And how many of those 12 are actually closable? Because I'm sure there's just some that just, you know, there's nothing we could do.

Yeah, I'd say like in the past we can have like seven, eight were like closable.

Okay, so like let's say eight. So just this past like week and a half, just since we've been on this offer, we lost seven deals. Does that, does that sound right?

Yeah.

You don't sound too sure.

Well, yeah, I mean like some of it's like a new offer, so like, like there's a bit of a ramp up period, so.

No, and I, I can, I can appreciate that. But if we tell ourselves, like, hey, there's a ramp up period, like, where is going to be the urgency to actually change anything?

Yeah, it's a good point.

Yeah. Why is it a good point?

Because. Yeah. Like, if I feel like it's like the excuse of like a ramp up period, I guess. Yeah.

Do you want to give yourself an excuse?

No.

Okay, so be real with me, dude. Okay, so it's like we lost seven deals. Like is. Would you agree?

Yeah. Okay.

What is a deal actually worth? You. I'm sure it varies, but it's like ballpark. What does the deal actually bring in commission wise?

Typically, like 300 bucks.

Okay, so it's like 300 bucks per deal. Okay.

Yeah.

So four times seven times 300. So just this past week and a half, we lost 2100. That sound right? Yeah. Okay, so when you see that you're leaving that money on the table again, I'm not in your shoes, but how does that actually feel?

Yeah, I mean, like, I feel like on some level, like I'm just kind of bouncing around from like offer to offer. Yeah.

What do you mean bouncing around?

Well, like, even before this, like, yeah, I was on a couple offers in like January and like February that didn't fully work out.

Okay.

Like, I'm still trying to build on my commissions on like an actual proper role.

What's causing you to have to jump from roll to roll?

Just like some of the offers, like, didn't, didn't really work out. Like, it wasn't what I thought it was when I got in. Okay.

What do you mean wasn't what you thought it was?

Like, for, for one offer, they just weren't getting as many calls on my calendar as I thought they would be.

Yeah.

For another one, just like everyone was kind of like broke on the offer? Yeah. Yeah.

Okay. And do you feel like if you had the skill level where you can close a majority of people that you're talking to, you would have to jump from offer to offer to offer?

I'm like, no, maybe not.

Why not?

Oh, like if I could close, like, the people who like, I was talking to, like, I could probably make like, good amount of money in the first couple weeks.

Okay. So it's like, be real with me, man. The fact that you've had to jump from offer to offer to offer, leaving this money on the table at least over 2,000. Like, how does that actually feel?

Yeah, like it kind of sucks, cuz.

In what way?

Yeah, cuz like, like I'm gonna be moving out soon, so like, I need all of the, like, just cash I can spare because I don't even know what my living expenses are going to be in like a few months. So.

Yeah. So is it something that you're willing to like, settle for having to keep on jumping from offer to offer to offer because we don't have the skill set?

No, like, I don't really want to be like one of those reps who like, offer hops, you know?

Yeah. Why don't you want to be one of those reps? Because you could be mustar.

Because like, most of them, like, they don't have like a stable income.

Yeah.

Like. Yeah, like they're just. Yeah, like their income's like all over the place. Yeah.

But besides just wanting a stable income, I guess, like, what's the. What's the main reason you'd be looking for, I don't know, like, outside help to actually help you streamline this process so you can actually make more rather than just continue to hope and pray, you know, you figure all this stuff out on your own.

Well, because, like, I don't really have like a bunch of guidance when it comes to my current offer. Like, I'm the first rep on their team. CEO is always busy. Like he's in a different time zone.

Yeah.

So yeah, I don't want to just kind of like trial and error.

Okay. And. And for you, maybe I have a better understanding. What does a stable income actually look like that would make it worth it for you?

Yeah, like, I'm in Canada, so the conversion rate from USD to Canadian is funny, but yeah, it's pretty.

Right.

I'd say like 5k USD would be a pretty good stable income.

Okay.

Just that I could probably live off myself.

Well, are we, Are we just shooting for something that's just pretty good. Or like, what are we actually looking to make?

Well, I mean, like, my, like, my dad makes like 8k a month Canadian, and, like, he's doing pretty good with that.

Yeah, I can, I can definitely appreciate, like, you know, your dad makes that amount. Can I make a suggestion on that?

Yeah.

So I make what my dad makes in a year, in a month. Right. I'm not saying that to, like, poo poo my dad. Like, I love my dad, but do I want to compare myself to him when it comes to the income I'm looking to make?

No, I guess not.

Why not?

Well, because, like, yeah, like, my goals are my goals. Yeah.

So. So be real with me, dude. Like, okay, 5K, it's pretty good. But do we want to shoot for pretty good or do we actually want to hit some real numbers?

No, the real number that, like, I would want to hit is probably like 15k in the next few months. I feel like that's a good milestone

and I appreciate you want to hit that, but do you need to hit that?

Yeah, like, I definitely, definitely, probably need to.

Why? Why is it a need for you?

Well, because, like, like, just especially, like, being in sales, I feel like, especially when, like, talking about, like, my job when it comes to family, it's like, it's kind of like looked down upon, even though I make more money than, like, some of my family. So if I can really hit like, those 15k and like, I feel like that really, like, I don't want to say shut them up, but like, a little bit shut them up. You know what I mean?

No, it's good, man. No, no, it's like, I couldn't. I can definitely appreciate where you're coming from. I was. I was in a very similar spot.

All right, so next we have understanding buying decisions. So understand something. If we just wait to the very end of the sales conversation in order to actually get somebody to buy, we're going to have a hard time. Because the longer somebody goes into the conversation, the longer they are in the conversation, and the more that they act in a certain way, the more confident they're going to be in that way of thinking. Understand? Objections are just limiting beliefs. There are beliefs that people have that stop them from moving forward. And you can think about beliefs like a table. Okay, so this is my makeshift table here. I got four legs. Not super great. I'm not an artist, right? Like the artist from Germany. Not an artist. But the longer you go on in the conversation and the more somebody reinforces their way of thinking. The more they talk about it, the more they reinforce, reinforce their limiting beliefs, the stronger these things are going to be, right, the stronger these legs are going to be because they'll get more and more confident in this way of thinking. For example, if I'm talking to you a certain way and I'm being disrespectful, okay, if you do not say something to me and I get more and more confident being disrespectful, I'm just going to probably get more and more disrespectful. Now, it's not that these people are being disrespectful, but people think by talking and if they're talking to somebody else and they keep on reinforcing their limiting beliefs, they're going to be much stronger at the very end of the sales call. So you're going to have a much harder time actually overcoming them. So what we need to do in our actual discovery process is let's take out a couple of the legs, right? Let's take out a couple of the legs, right? And that way we have objection handling, we just got one leg here or we got fucking no legs and we have no objections. And that way we just get rid of objections altogether. So that is the main focus of understanding buying decisions and pre handling objections. Now we want to be doing this during the entire conversation, but the understanding buying decision section, this is where we really focus on it. Now why do we need to understand buying decisions of their past? Because the best predictor of future decisions are past decisions. Okay, so you want to dig into past decisions that they have made and eliminate any beliefs, limiting beliefs that are preventing them from moving forward and only for advance. We want to be create a behavioral or identity gap that causes them to want to create more urgency to become the person who they are. Okay, so we created a gap on their situation. We also want to create a gap on their identity. Selling to their identity. Why do we want to be able to create a gap? Selling to their identity is because it is the highest leverage that you can reach when it comes to moving someone's behavior. If you don't know what this is, this is the NLP pyramid. Okay, so NLP is Neuro Linguistic programming. This is what most all of sales is built upon. This is what all persuasion is built upon, is neuro linguistic programming. And most people, most salespeople, they focus on the skills, they focus on the behaviors. Now once we get advanced, right, that's when we'll really start to dial in beliefs and shifting Beliefs, that's what we're going to be talking about. But when we get the most advanced and we want to be closing like 90 plus percent of the people we're talking to, that's when we're really diving into identity. It's going to be the highest leverage that you can use. Because if I shift somebody's identity, right, if I shift somebody's identity, if I shift their identity, their beliefs are going to change, their skills are going to change, and their behavior is going to change, and their environment is going to change, all to make sure it matches up with the identity. The biggest force in human behavior is want to stay consistent with how we view ourselves. That's a toe. That's a quote from Tony Robbins. So in order to get somebody to move at the highest level and overwhelmingly close, everyone you talk to, sell to identity, and we'll dive into that a little bit more. Okay, but first let's get the basics. So first let's focus on how do we actually shift beliefs. Once we really get good at shifting beliefs, then we can get good at shifting identity. Okay, so the very first thing you always want to ask is like, hey, before we started talking today, what have you been doing about actually going out and getting your goal? Why do we want to ask that? Because again, best predictor of future behavior is past behavior. So you want to know, what have they been doing about getting their goal? Most people haven't done anything, but if they have done something, why didn't it work? And why are they looking for something else? You just need to understand, if they haven't looked, why haven't they looked? Find a belief that's holding them back, attach it to a cost, and ask them if they want to hold on that to that belief or not. Okay, if they looked at something but they didn't take action, why not? What actually held them back? So a lot of what you're focusing on is why haven't they taken action? And we need to get good at turning external reasons, things that are outside of themselves internally. For example, if they're like, hey, what held you back from doing anything in the past? Or like, oh, I just didn't have the money. Not having the money is an external reason. What's in your bank account is an external reason. The internal thing is, why haven't we gotten resourceful? Right, why haven't we gotten resourceful to get the fucking money? That's an internal thing. So we need to turn the external internal. So instead of saying like, oh, why didn't you have the money. It's like, hey, why haven't we gotten resourceful in the past 10 years? Next thing, when it comes to time, time is also something that's external. Why have we not made the time to go ahead and go and get the resources to do everything? Like, why haven't we made the time Again, take external, turn it internal. The economy again. Why? You know, there are people out there in this economy that are still getting the results. What's prevented us? Why haven't we done it? Again, internal. We're talking about another thing that'll come up. Oh, I didn't know this was a thing. You have access to Google, right? So it's like they have access to more information than any human has ever had in the history of forever, right? So there is no excuse for them not to go out and actually try something. And if they've been doing research, why haven't they given anything a try? Because the only way they're going to know anything has worked for them is if they actually have given it a try. So again, the biggest thing here, if they do, if they blame external, we get it to focus internally. Then once we get them to focus internally, we need to get them to admit that that way of thinking has cost them to stay where they're at right now. So it's, hey, can you see how limiting belief has caused you to be where you're at right now? Are you okay with me saying that? Well, if you had to attach a cost to it, what do you feel like that's actually cost you in the past five years? Sit there, do the math. So get them to admit that this limiting belief is holding them back and then get them to do the math. And then once you get them to do the math, like, hey, so is this way of thinking worth keeping moving forward? No. Why is it not? Again, I need to get them to double down. Asking the why. Asking why is super important because I need to get them to double down Once they take a step in my direction. If they double down on it, they're more likely to actually hold this belief themselves. Again, everything I say is garbage. Everything they say is gospel. So I need to get them to actually explain why. Okay, why? Why, why why for them? Okay, so that's how we're going to do it. That's how we're going to shift the belief. Now, if we really dive into identity, once we get better at actually doing that, we're going to get into identity. Now, why is it powerful? Like I said before, it gets to the heart of the matter, the entire sales call, is who they are, how they've been showing up. So do not do this. If you do not have confidence or conviction, especially when you're talking about somebody's identity, you can't get more personal in that. So if you are pussyfooting around, you don't have conviction, you're not going to have a good time. Okay? So we just need to create a gap of who they are now versus who they want to become. And the easiest way to go ahead and bridge into that. I bridge into it basically the same way every single time. I always, after I tie off the belief, okay, why is it not okay to hold on to that belief? Then I bridge into this, okay? And the reason why I ask is because if you give 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 you get? Exactly. So, yes, it's about getting the skills, but more importantly, it's about being a better person. Because if you're the guy who makes 20k per month, I'm telling you, you walk that you get what I'm saying. I've never had anybody ever disagree with these things, but right now you're the guy who makes 5k per month with problem. Is that Right. So what am I doing there? I'm creating a distance in separation between the 5k per month version and the 20k per month version. And I am getting them to double down and understand and I'm widening this gap and making this much more painful. Okay. So that way they have more urgency to run towards this. Right. So I'm creating the identity gap there. So if you want to see this in live action, I'm going to show you a call here where I pre handle limiting beliefs. I tie it up and identity and yeah. Dive into it.

Before we started talking today, have you been out there trying to actually learn how to get these systems up in place so you can actually make that additional 60,000 per month? Or what have you been doing on that front?

Like, we've tried Facebook ads in the past. We just never got to write ROI from it.

Yeah, well, in terms of those Facebook ads, like, would you just go in there, like, try by yourself? Did you learn from somebody, like, what was the whole story behind that?

No, we had like an ads agency that came in and tried to like do something with it, but.

So it wasn't actually like you. You running it though?

No, no.

Okay. No, that makes sense. What's prevented you from going out and actually getting the skill set, knowing how to run ads yourself because I'm sure, you know, if you run them, you know your business better than some agency. Right. So what's prevented you from actually getting the skills so you can run these ads yourself so you can actually make them effective?

I'd say it's just the time. Like running, like, just content all day. Like it's just the time. Okay, okay.

Like, what do you mean by time, though?

Well, like I'm. I'm like creating my organic content all day and then, you know, I just had a baby. So, like that super time consuming.

Yeah, yeah, Just like, can I share perspective?

Yeah.

Congrats on the baby, by the way.

Appreciate it.

Yeah, but I mean, but we work with, you know, quite a few different coaches who are already at like the 50, 60, 100k plus. And again, all through organic, like, really have a lot of things they have on their plate, but they're really able to like, just make the time to get an actual predictable process in place again, so they could scale. So what do you feel like it's actually prevented you from actually, I guess, like making the time so you can get something more predictable in place?

Well, I mean, like, it's like I just had a kid, right. So like.

Yeah. And again, like, I can, like, and I can appreciate that. But again, like, again, we'll work with a lot of people, have tons of babies. Right. So what do you feel like has prevented you from actually going out and making the time, though?

I don't know, like, it's hard to make the time. You know what I mean? Like, it's just been. My schedule has been so packed. Like my calendar, like, if I screenshot right now, like my calendar just been back to back to back to back.

Can I.

And even when I'm not, can I be.

Can I be a little bit direct with you without you getting upset at me?

There you go for it.

Is scaling your business and growing and making tons more money. Like, dude, is it supposed to be easy?

I mean, like, depends. Right, right.

But is it supposed to be easy?

Well, no, I guess not.

Okay, so it's like, be real with me, dude. Like, I'm in your corner. Like, I've been there before. What's actually prevented you from doing the hard thing? And I'm not going to take away from you. It is hard of actually making the time for you in the business.

Yeah, like, it's just like, like you said, like it's been hard to make that time. Yeah, I Know, like I should make the time to like.

Yeah.

Do like, you know, my income, like just more business related activities. Yeah, but it's just kind of like stuck in that like, loop.

Yeah. And I get it, man. And, but like we've been in this spot for four years and I only assume.

Right.

But you can correct me if I'm wrong. As time go on. As time goes on, are we going to have more or less time?

Yeah, less time. Right.

So where do you feel like this belief actually comes from? Just knowing it's hard to make the time, but being in pain for these past four years, like not actually having something predictable in the business so you're never actually making the time to get it in place so you can actually grow the business and get your time back.

Yeah, that's a good question.

So where do you feel like that comes from?

I don't know. Like, it's just, everything's been like changing. So it's just like, yeah, for my

business, you know, and I, I can appreciate that, man. But you thinking that way, that it's just too hard to make the time. Like, what do you feel like this actually cost you in the past four years?

Yeah, just probably like time.

Okay, but it's like, yes, time. But when you're talking about getting something predictable into the business, like what else, what else does it cost you?

Like, like, what do you mean?

Like, what else has it cost you? You not having a predictable process in place to actually generate clients.

Yeah, like you said, like, we're not signing clients, so.

Yeah.

Cost a couple of those probably.

Right. Do you want to do the math on it? Sure. Like, so I know I said right now, like we're leaving about 60 on the table.

Let's even be conservative.

Let's cut it in half.

Okay.

Do you feel like that's fair? Like we're leaving like $30,000 on the table each month. Okay, so we take 30,000 and then we multiply that by 12. Right. 12 months in a year and then times four. So we left $1.4 million on the table these past four years because we didn't want to make the time.

Does that number sound right?

Yeah, yeah.

Like, yeah, yeah, it can be. Could be rough, dude. So I guess is that way of thinking that we don't have the time, given that what it's costing us over a million dollars. Is that way of thinking worth keeping moving forward?

No, obviously not.

Well, it's not so obvious, right? Like, that's why we're here. So help me understand, man. Why isn't it?

Well the Matthew just did like three solid numbers so.

Yeah, well for you, like why, why isn't it okay to like continuing to leave that money on the table?

Well because like I don't want to miss out on like over a million dollars going forward. So yeah, math was pretty good.

And, and I can appreciate where you're coming from man, because like, and the reason, the only reason I have to bring this up is like yes, it's having the skills but it's also being the person who we need to be because you can give somebody the perfect diet plan in the world but if they don't have the right mentality to actually use it, like what type of results are they going to get?

Yeah, like pretty.

Yeah. Right. So if you're that person who goes from, you know we're making over 80,000 per month. Right. If we add additional 60 on what we do. Right. We're that seven figure business owner, you know what I mean?

Like you have a different level of

confidence when you can put seven figure business owner in front of your name. You get what I'm saying?

Yeah.

Just right now or the guy who's unpredictable and stuck below 25k per month. Like is that right?

Yeah, yeah.

So I have to ask man, like are you okay continuing to be that person? Because who are. I'm the first one to tell you, just keep doing what you're doing.

Yeah. Don't get me wrong like 20k, like not like a bad living.

Yeah. And it's again like it's not bad but it always comes down to who do you compare yourself to? So if we're comparing ourselves to a seven figure business owner who we could be like are you okay continuing to be the person who we have been who's stuck below 20,000 per month or 25000 per month.

Well I mean like it would be okay but like I definitely would like want to get to the next level so like yeah, like have that confidence. Right.

And I can, I can appreciate like we want to do it but in order to be that seven figure business owner do you feel like it has to be a need?

Like what do you mean?

Well do you know the difference between a want and a need?

No.

Well like a want is if it's convenient, I'll do it. A need is I'll do whatever it takes. In order to be a seven figure business owner do you feel like it's going to be convenient?

Probably, probably not.

Why not?

Well because like you probably like most people are in seven figures business owners. So probably gonna have to do some things that other people aren't.

Yeah. So it just comes down to are you willing to make that a need that you need to be that seven figure earner so we actually get there?

Yeah, yeah. Why? Well, because like I want to get there, right. Or I need to get there. What?

Yeah, I get it, man. But in order for us to understand that we need to, the first step we need to take is it's no longer being, okay, the person who we have been that's been holding us back from getting there. So be real with me. Are you okay staying that same person who happened that's kept you under 25, 000 per month?

Well, I mean like ideally at like I'd like to be, you know, the seven figure business owner, so. Yeah.

So are you okay staying the person who you have been then?

No.

Okay. But in order to actually grow out of that person who we have been, we got to let some things die off just naturally. So what do you need to let go of to actually become that seven figure business owner?

I'm not really sure.

What if you thought about it, man,

I don't know. Just maybe like relying on the organic, I guess.

I mean, has it gotten us to where we wanted to be so far?

Well, like it's got me to the point where like I'm making 20k which

like, can I share perspective on that?

Yeah.

Is the. Is the same thought process that got Elon Musk to his first million dollars the same thought process and actions he took that got him to 100 billion?

No.

Right.

Like why would it be different?

Well, because you can't make the same type of decisions. Yeah.

So why would we expect the same thing that we have been doing that's kept us stuck to get different results?

Yeah, I mean like that's, that's a. That's a good point.

I'm not making a point. I'm asking like, why would we expect that?

Yeah, I mean like I could like double down on the organic, but just like the amount of time it takes to actually build up that brand awareness would take a while. And I don't like scaling paid ads like a. It's probably faster. Yeah.

So to be real with me, man, like what do you actually need to let go of in order to step into being that seven figure guy? Because it's not going to be easy and I'll be the first one to tell you it.

Yeah, I just need let go of like doing purely organic.

Yeah, well, that's like that's a tactic, right? What are the characteristics?

Like, what do you mean characteristics?

Do you feel like we have to let go of the thought that we don't have the time?

Yeah, I guess so.

Okay. Are we gonna have to have the ability to take risk?

Yeah.

Why?

Because I guess like if I don't make the time, like I'm never gonna have the time, so.

Yeah.

So it just comes down to, man, what if you never make the time? What if we keep on telling ourselves we're okay with where we're at and we never actually become that seven figure business owner? We stay at $25,000 for the rest of your life?

Yeah, I mean, I'll just be like, it would be comfy, but like it wouldn't be like I'd know, like, just more out there.

Okay, well why are you not okay with just being the guy who's just comfortable?

Well, because like, I know there's more out there.

Okay. But again, like there's always going to be that allure out there just no matter what you do. So why are you not okay staying the same? Why are you not okay just being comfortable?

Well, like, I know like this can become like a seven figure business. So it's just like getting it.

And if you, if you fall and if you continue to fall short of your potential for the rest of your life. Dude, like, be real with me. Like how is that going to feel?

Also I don't think I'm going to

fall short like for the rest of my life. You know what I mean? Like I got.

Yeah, but we have for the past four years.

Damn. Yeah, true.

So be around me, dude, because like again, I want to see you win. But the first step in order to actually get us to run as fast as we can is we have to admit that where we're at is not okay. So what if that continues for another year, another two years, another four years?

Yeah, I mean like I just stay like ordinary. Okay.

And what is the day to day life of you being ordinary?

Just, you know, making 20k a month in revenue, which is like, you know, 10 profit. Yeah. And you know like, I know like there's like, there's so much more out there, especially for like the niche of the men.

Yeah. So let's, let's talk about it, man.

All right, so next we have future pace. Now why is future pace important? Okay. There needs to be something that the prospect is running towards. Why? They're going to have to do something uncharacteristic. So it has to Be worth it. Like that person who has a big enough why can. Can overcome anyhow, right? Like that's the, that's the mentality here. So people are motivated by two things. Moving towards pleasure and running away from pain. It's best to do both. So understand when we are talking about future pacing, the tone that we really want here is we want to be very curious and extra open. So understand especially when it comes to tone. When it comes to tone, it's the shift in tone that is the most important. So during the future pace, I am going to sound the most interested. Why? Because I need them to be the most open. So if I am like this the entire call where I'm just like, oh, what's going on? Hey, how's it going? Right? Why that? Why this? Why that? Right? I'm really like just super, super interested, right? No matter what, like it doesn't mean anything. That's just how I am. I. You know what I mean? So I want to be that when I am in future pace. So if you, if you look at any of my calls and I'll show you example, every time I future pace, I move my mic forward, I lean forward and I talk more like in the top of my throat, right? So that way, you know, I'm. I just seem like, more like I'm interested in what they have to say. I'm a bit more open. So if you understand, like how I'm speaking now is how I generally speak during a sales call. I'm talking from my diaphragm. Again, I need to sound confident, I need to sound authoritative. But when I'm talking in future pace, I'm going to be a little bit more intentive. Why? Because I need to get the specific numbers out of them. I need to get the specific goals and I need to make it real in their mind. I need to turn their story into numbers. Turn their story and numbers into pictures and moments. I am Bob Ross over here painting pictures in people's minds, right? So you need to become Bob Ross painting pictures in people's minds so you can make some fucking sales. Okay, so how do we actually do this? We need to be able to get to a goal. Once we have a goal, we need to understand what that goal actually does for them. So the easiest question to ask is you being able to do goal, what difference does that make for you? And then you just need to probe on that, right? You need to probe and you need to get specifics, just like we're talking about before it's actual Specific instances, the moments in time that really causes people to run away from pain. It's the same thing when it comes to actual, like running towards something. The specifics, for example, if you're talking to me and I'm like, yeah, man, I want to make more money so I can buy a car. Okay, that's a decent goal. It's an okay goal. But if you knew, oh, I want to make more money so I can buy a Porsche 911 that's like pure matte black and housing specific rims. Blah, blah, blah, blah, blah. Like, that's much more real. It's much more tangible. I'm going to run so much quicker towards that because it's real. That's what we need to do. That's what we need to get. We need to get specifics. Oh, why that? Where would you go? Go get. Like, where would you go? If they're wanting to travel? Oh, where would you go? Why they're taking anyone with you, just going by yourself, right? They want a car. Why a car? What car? What color? Right. If they want a house, why a house? Any specific area, specific rooms, like, color. Like what? Like, paint me a picture, man. Like, what do we actually want in here? Okay. And then from there, after we get the more specifics out of them, we want to go, okay, and you being able to do that, what would that do for you personally? So what we're getting here, because in future pace, we need tangible, right? We need real things. Okay? We need the. We need real tangible things. If I can spell. And then we need the emotion behind it. We need both. We need tangibles. That's what this is. You being able to get goal or you being able to do this, what can you do then that you can't do now? Or what difference would it actually make for you? And then from there we need the emotion. Like, okay, after you get the specifics, what does that actually do for you personally? Why? Because people make decisions based off emotion. But you need the specifics to get the real emotion. You need both. You need this. You need the real stuff and you need the emotion. You need both. And then after that, that's when you become Bob Ross over here. That's when you want to go ahead and paint a picture. So why do we paint a picture? We want them to actually visualize what it looks like. If they can visualize what it looks like, the likelihood that they're going to run towards it is so much more. So you, if you really had to picture it, you paint a scene you driving off the car lot with the blacked out Aston Martin DB12, windows downed, wind in your hair, sun in your face, like at that moment, how does that feel? So if you notice, especially with the tone, like, you slow down and you're like, you're actually visualizing a little bit in your head, people will mirror what you do. So if, like, if you look up, they'll look up. They'll actually visualize it. You know, you're doing this, right? If people actually look up and they visualize what you're actually painting out to them, okay? And if you use sensory language, windows down, wind in your hair, sun on your face, this makes it much more real. So I would say, you know, driving a car off a lot, stepping into a house, something along those lines, having a conversation with your significant other, wife, parents, whatever it is. Like, let's say they want to retire their parents, right? You being able to tell your mom she no longer has to work. You seen that look on her face, how would that feel, right? Like, it's very specific. They're going to have that image in their head. They're going to want to run towards it. And why. We also want to get to specific moments in time. Just understand it's the specific moments that we do everything for. You can think about this in your own life. You're never going to be happier than when you first get something. I can talk about for me, for example, when I was first getting into sales, I wanted to make money, have the freedom. And one of the biggest things is I wanted like a fast fucking sports car, right? So when I got my Jaguar, the happiest I was, when I got my Jaguar is the first few days, right? The first few days when I would just like hit on the gas pedal and just take off, right? Like, right. It's just totally different experience. So that was when I felt the happiest. So if you wanted to paint that picture in my head, you would paint that picture of like, hey, man, you really pressing on the accelerator, feeling that torque wind, like just going through your hair, man, like at that moment, like, how that feel, like that's when I'm going to feel the best. So that's what's going to make people run. And I can even think about it now for, like, what I want, like in the future, right? It's like, okay, I'm. I need to buy a house in Scottsdale. It's going to be at least 2.5 million for what I want. And when am I going to be happiest about it when I first walk in the home with my wife, with our child, or maybe by that time two children, we'll see how it goes. That's when I'm gonna feel the happiest. Then after that, it just kind of becomes your house, right? Or it just becomes your car, whatever it is. It's not like it doesn't bring you enjoyment, but it doesn't bring you as much enjoyment. Like when I felt the richest ever is when I made like my first 10k per month, right? Because it was so, it was so different. And it's like now if I made 10k per month, right, like first of all, I'd be freaking out like I were talking about before. But it's like, it's when you first do something, that's when if you paint a picture, somebody will run towards it as quick as possible. That's where all the emotion is. And you can think about this for yourself too. Okay? Now some difficulties people can have when they're trying to future pace, especially with a type personalities, is people don't want to tell you things because they don't know why you're fucking asking. So how do we actually make sure we don't run into this issue? If you do run into this issue a lot where people are like, oh, I don't want to tell you, bro. Okay, we need to start to pre frame, pre frame your future pace. How do we pre framing it? Okay. If you get pushback, typically it's because a prospect, this needs more context on why you're asking because the tone isn't up to the level where it needs to be to not get pushback. So again, pre framing is a shortcut. If you have really great tone, you don't need a pre frame. So generally speaking, the pre frame that I will use, the easiest one to do is like, hey, at the end of the day, money is just a vehicle. It depends on where it's taking us. So for you, you being able to get to 20,000 per month, what difference does it actually make for you? Right? That's how I'm gonna ask it. Or you can ask something like this, right? This is the Usain Bolt analogy or the, the runner analogy. This is something I got from Matt Ryder. Okay, so if you put somebody on 100 meter line and you tell them to run, I'm sure they'll run fast. But if you put a gold medal on the line, think they'll run faster? Of course, because they have something to run for. And it's not because the Metal is gold. It's what the gold medal actually represents. So for you, what actual difference would that make? For you to be able to hit 20,000 per month again? Then you ask the question. Now, you can also use personal stories. Normally, I would use personal stories going into consequence. And I'll go over exactly how we go ahead and do that next. But let me share with you an actual future pace of on how to get this stuff. Let's dive into it.

Interesting thing as far as, like, making that transition. Like, is it going to be comfortable?

Hell no.

Right.

So it's like we got to make that. That goal that we're shooting for. We got to make it worth it. Because if we're shooting just for comfortable goals, like, what do we end up going to get?

Same thing.

Yeah. So be wrote me, not just the goals you want to see out loud, but what do you actually want to make, like, each and every month? If you had the right skills,

I could make like 30 grand.

Okay.

Why 30?

I mean, that would be. That'd be almost a doubling the money I'm making now. Yeah, I'd have the time freedom, I could continue invest. And so I'll maintain, like, the lifestyle I want to live.

100%, man. So if you really had to sit and think about it besides investing, because we all know we need to reinvest, money at the end of the day is just a vehicle. So you being able to double your income and have the time freedom, what difference would that actually make for you?

Hell, I might actually be able to travel.

Oh, how so?

Yeah, I mean, like, well, right now the only travel I get is when I'm going from site to site.

Yeah.

So to actually be able to travel and see the world, I mean, that

would be pretty cool.

Yeah. Is there any place specific you'd want to go?

Iceland would be really cool.

Oh, that's an interesting one. It's the first time I've heard that. Why Iceland?

I mean, me and my girlfriend have wanted to go out there for years. Just beautiful place. I've heard they got, like, black sand out there.

Really?

Yeah. So it's a pretty cool place.

Yeah. Is there a certain, like, town or certain, like, tourist destination in Iceland or what's going on?

There's no.

No final destination yet, but it's definitely on the bucket list of where to hit.

No, I get it, man. Yeah, traveling is definitely an interesting one. So where do you feel like that drive to travel comes from or like, why is that so important to you?

Well, I mean, on my girlfriend's side, her family's never traveled. Just because I haven't had the financial opportunity to do that. And as a kid, my family and I, we would do that, but kind

of died off in later years.

Yeah. So you've really been able to provide for you a better lifestyle, but also like your girlfriend as well. Okay. So you being able to. To provide just on a different level, but also have that time freedom, you know, can go to Iceland, I guess. Like, what does that do for you, like, personally?

I mean, like, it would make me feel good.

Yeah.

How so? Yeah, I mean, like, being able to actually just hop on a plane and go wherever we want, whenever we want, that's a pretty damn good feeling. I can imagine.

No, I get it, man. Because if you really. If you just. If you sat and you thought about it for a second, like, you sitting there, you're in Isol and you're with your girl, black sand beach, and just. You got no worries, you can actually relax at that moment. Like, how would that feel?

Probably the. Dude. Yeah. Like, I can't even put that in words.

That.

That just feel amazing.

Yeah.

Okay. And the last part of the process is going to be consequence. So consequence is when you're going to be more concerned and challenging. Now, why do we want to be concerned and challenging is because if they stay where they're at right now is they're gonna have a bad time, right? They're gonna be, you know, frowny faces over here, right? Not. Not have a good time, right? If you don't do that, right? If you. If you pizza when you're supposed to French fry, you're not gonna have a good time, okay? So they're not gonna have a good time at the say where they're at. No bueno. Okay. So you need to get them to actually realize that. And that's why we need cost of inaction. This is one is going to be one of the biggest drivers that get people to move. This needs to actually hurt. When you're asking consequence questions, what happens if they don't do anything? You're not looking for a specific answer. You're looking for a specific emotion.

Okay.

There's been one call I can think of where I asked a consequence question, and the guy just, like, teared up and just like underneath his breath, he's just like, it's not going to be good. Right? That is a good answer. Now, I've also had other people give me very elaborate consequences, but they're saying it like they're like, speaking at, like, A like an interview or something. Well, if I don't do anything, I'm going to die. It's like, whoa, like there's no emotion behind it. So it's like I understand it's not a good answer. So we're really looking for emotion behind the consequence now in terms of actually getting the consequence right, getting them like to actually admit what would happen if nothing did change, to create as much urgency as possible. Especially if you're really good at future pacing, you're going to want a two step consequence. Because if you build this big crescendo of like painting the picture and then you try to rip it away, people want to hold on to it, they don't want to give it to you. So what I'll do is I'll two step it. So how do I two step it? I'm going to ask this question first. So I have to ask if nothing changes in area, whatever it is that you're selling, how likely is it that you're going to be able to get goal in time frame? Why not? Now you always want to ask it that specific way. How likely would you be able to get goal in time frame that way? Again, very specific question gets a very specific outcome. For example, if you're hopping on with me and you're wanting to make 30,000 per month in the next six months, if you don't do anything about your sales, how likely are you going to be able to make 30,000amonth in the next six months? Not likely. Why isn't it likely? And then once we get them to admit that it's not likely, that's when we can ask a more straightforward consequence question and get better answers. And again, this needs to be customized to the person you're talking to. Okay, so once you get like, oh, it's not likely. Why not? So then what happens? Like if nothing changes in like three or six months go by and you're stuck in problem and you don't get emotional outcome. Right. So what, what happens if, if nothing changes, six months go by, you're still not making the type of money you need to be making in sales and you can't tell your wife that she no longer has to work. Like what actually happens then? Again, it's very specific to the person that I'm talking to. Okay, now same thing with future pace. If you're getting pushback pre frame it. Right? So if you use the runner analogy up top, you can use this analogy too to pre frame it or you can just use this analogy by itself. So you're going to say something like this before you actually ask the consequence question. Hey, I appreciate you being real with me. And now that we know like what your gold medal is or like what you're running towards, but if you take a person and you put them on a hundred meter line and they're running for their gold, they'll run fast. But if there's a lion or tiger behind them, do you think they'll run faster? Everyone says yes, of course, that's because how, that's how human beings work. So for you, what's your line? Or tiger? Like what happens if nothing changes, you don't improve in your cells and God forbid you can't tell your wife or she no longer has to work. Like what happens, man? Like what's that tiger, Right? This analogy clicks in their head of like why you're asking it, right? Like they need to run away from something. That's the key thing here. Okay? Now what I generally do, I don't generally pre frame it. I generally use a personal story. Now this is going to be more advanced. You want to have your entire sales process down before you start using personal stories. But it is a great way to open yourself up emotionally, pre handle objections and shape answers to get better consequences. So I will show you on the call recording how I actually do it. And there, if you go on my YouTube, there's another video where it's like, I think it's like 30 minutes of me going over how to craft your own personal story. Okay. So you can go a lot more in depth on that. But the biggest thing is we just need to make sure we're getting good consequences. Now some things that might push, like get pushback is if they say, hey, oh, I won't let that happen. We always need to double down. Anytime we get resistance in our process, we double down. Why do we double down? Because if we don't double down, guess what happens to our authority, right? Our authority goes out the window. No bueno. No good. No good on the authority if we do not double down on what we're doing. So anytime we get resistance, we need to make sure we're doubling down. Now we need to double down in a tactful way. We don't want to be domineering, but we need to double down. Okay? So if somebody says, oh, I won't let that happen, we need to double down. It's like, hey man. And I'm not questioning your willingness again, I'm putting it to the side. We're doing this tactfully, but if we never let the tiger out of the cage, we'll never run fast enough. Ask again in a different way. If they say, oh, I'm not really sure what would happen. Well, if you really thought about it, now, again, this is something you can use during your entire conversation. If they're like, oh, I'm unsure. Well, if you really. If you were unsure. Right. What would that. What would the answer be? Okay, again, you can use that during your entire sales conversation. Now, something that you will get from time to time is say. People say like, oh, well, if I don't do anything, I'll just find something else. I was like, okay, well, do you feel like that might be part of the problem? Well, if you look at. Right. Like, get them to answer. Well, if you look at everyone who's truly successful in life, like, did they have an option B, for example? Now, again, I'm not actually allowing them to answer this question. So I'm. I'm using that question to open it up. And then I'm using an analogy that's going to be very hard to disagree with. For example, do you know the phrase where the burn the boats come from?

Right.

And they'll. I'll let them answer that. It's from when the Spanish came to the Americas when they first landed. Okay. And they were going to take on the Aztecs. They were outnumbered 10 to 1. Okay? So what the leader of the army did is he burned. He burned the boats behind them. Why? Because if he knew if any of the soldiers had an option B in their mind of going back to their boats, there's no way they're going to win. So he burned the boats and because that they won. Do you see how that works? So would you be willing to burn the boats? Why? And then re. Ask the question, okay, after we get a good consequence, then we're going to get a commitment to change again. I'm going to push back. I'm going to ask why? Why, why? Again, everything I say, absolute garbage. Everything they say, absolute gospel. I need them to dig down deeper into the actual process. So once we get a good consequence, like, hey, are you going to allow that to happen? Well, why not? Well, why do this now? Why not push this off until next year? Right. Like other people might. I need to push back. I need them to dig down deeper. And then after I do that, I transition into the pitch. Now, once I transition into the pitch, my conviction is high, and I am not neutral.

Okay?

I am. Conviction is high. Authority is even higher. Than what it was before. Once you actually know their situation, you do not need to be neutral. Okay. You need to have conviction and authority. You want to eliminate any ambiguity in their mind, any doubt that they have that you. You can actually help them. Now, the reason why you want to ask to go ahead and pitch is it makes them more compliant and makes them more open to what you're about to say. So they're going to say something like, okay, well, based off what you're telling me, man, like, that's what I need to hear. Because based off of ABC situation, what we're doing would work for you 100%. So if it help, I can go through exactly what we do and how it's structured and how we can get you to ABC goal. Would that help you? Yes. Go into the pitch.

But with what you're currently doing now, which is a skill set you do have, what's the likelihood you're going to be able to get those keys and take that drive? Unless I go into crazy debt. Not close at all. Why not? Just because I'm not. I'm not. I don't have the skill set to actually make that, like, to make the 20 grand to do that. Yeah, dude, and I can definitely appreciate that, man. Can, can I. Can I share a quick story?

Yeah.

Because I would say I see a lot of myself like five years ago and like, where you're at now, a lot of the same, like, you know, I wanted the nice things. I really wanted things like I was running towards and it pushed me and it'll push you so far. Yeah. But for me, it wasn't until I had to sit and take a look at what I was running away from, that really kicked it into that next gear that made it to where like, it became a need rather than just a want. Because for me, like, I grew up in a small town, right? So it's like I'm deathly scared of being average. Like, it scares the out of me. And I had to have the conversation with myself that if you don't take action, if you don't do everything in your power possible to make as much money as you need to, then you're going to have the same pain that your dad had in his voice every time as a kid. He told you you couldn't have something or you're going to have the pain that he still has to this day. Of all the risk he should have took, but he didn't. And you'll have regret. So I gotta ask him in. If we don't do anything about this. If we keep on being the person we have been holding on to this fear a month, three months, 12 months down the line, like, what's gonna happen? Nothing good. I mean, nothing's gonna change. I won't get better, right?

Yeah.

But again, lots of people stay the same.

For you.

It would be the day to day ramifications. A year from now, we continue to hold on to this fear and be that 6,000 per month guy. Probably regret, like not taking action, like, sooner to actually fix that. What does, what does regret look like for you? I mean, like how it looks. I feel like I can't see it, but it's like a feeling. Like that gut feeling, like, oh, like. And are you willing to allow that regret to come up?

No.

Okay. Why not? I don't want to feel that feeling. Yeah. And like, at the end of the day, we don't sell magic pills, right? It's really about drawing a line in the sand and committing like, hey, I'm gonna do whatever it takes so I never feel that regret. Is that something you're willing to do? Yeah. But why now though? Like, why not be that guy who's just like, new year, new me, like,

we just kick it down the road?

Because you could.

I mean, I could, but it's at

the end of the day if, like I just continue kicking it down the road. It's like that person always starts to diet on Monday. It's like they comes Monday and they never start. Yeah, you don't want to be that guy, do you?

Never.

Time to make a change then, dude.

Because, I mean, based off what you're

telling me, especially when you're talking about actually learning skills to build urgency and not fall into the trap of falling to objections. Yeah, what we're doing would definitely work for what you're looking for. So for help, I can take you through exactly, like, how that process works and how we can get to 20,000 per month, like, without help. Yeah. Yeah.

Okay, cool.

Okay. Now if you want me to do something on the presentation, let me know in the comments. But that is the structure as a whole, if you noticed. Again, we start off broad, we get deeper and deeper. We get narrow and narrow as we go through. But understand authority is utmost. Conversationality is also going to be utmost on our actual sales conversation. And if you want me to actually work with you one on one to build out your actual sales process, that way you know the ins and outs of it for what you're selling specifically, check out the first link in the description. If not, hopefully this has been helpful. Leave your biggest takeaway in the comments and I will see you guys on the next video.