140 Minutes of Sales Training That’ll Turn You Into a Top 1% Sales Rep

This is part two of a eight hour objection handling video. So this was an eight week objection handling course where we do advanced role plays, objection prevention, objection handling, all that kind of good stuff. And it's designed to be watched as a whole. So it's all the things stack on top of each other. So if you haven't gone watch part one, then watch this video or go back and watch part one. You don't have to watch it in order, but you really do want to watch them all together because a lot of the concepts kind of ripple in between each other in this video. I go through that pretty in detail. It's part two of an eight part series. I hope you enjoy. Hey guys, what's up? Doing well. What's up? Alrighty. All right, good stuff. We'll give everyone a couple minutes to get in here. Okay, so session three. Today we're going to be covering just a bit of a recap and doing a couple questions. Then we're going to be going over the transition into the, into like the more sort of fear based realm and sort of making that slide. Then going through like the initial, some of the initial loops that you can do. But kind of going back people's takeaway points from I guess our first couple sessions, going over money and partner. Has anyone got any kind of takeaway points, things that they've tried, things that have worked, or things that they've seen over the last sort of week trying to implement some of this stuff. Just feel free to go for it.

My takeaway was when you're given objection, just focus on obviously after tackling money, even if they say other objections, just.

Focus on addressing money, getting it solved.

And then moving on. Even if they give other things at times you might want to even acknowledge it, but solve one objection at a time. So that was my takeaway. I. I have been implementing that. It has been. So I only watched that replay a couple days ago. So I haven't had as many calls yet to give like a full answer. But it has been at least a lot more easier for me to keep track of without losing control when it comes to Objection handling.

Okay, awesome. Alrighty. Anybody else got anything good, bad or otherwise? I got one weird thing which I think this might be sort of my issue which is regarding handling money immediately. One thing I noticed I lack and I can't really do recently is getting the person to talk about money that they just get very uncomfortable talking about it and I just can't get them to open up. Could be to an hour. They could Be something else. Not exactly sure what it could be. Okay, give me an example. Like they're not willing to discuss. Let's just say I go in lines of money aside, how do you feel about. How do you feel about the planet goes well with you? And then they give me the reasons and then I'll say, okay, so they go talk about money and say, is this the up front amount? You're not really done by, can we split this up for you? Would that make it more digestible? And they just don't want to talk about it. Essentially there's like, no, no. I mean, the money's fine. Then they divert into something else completely and go into all these different areas. It could be fear, it could be all these different things. But they want to avoid the talk about money as much as possible. Unless the money is fine. Yeah. Unless the money is fine. Yeah. So how many, like, how many times has that happened today? That happened every single time. So I think it's my issue. Three times a day. Okay. I mean, three times, Right. So you got to, you want to say like there's a. So when you're problem solving sales or anything in general, you have to understand how, like there's a particular way of the reason why. Okay, I'm gonna try and explain this in the simplest way possible. The reason why people things up in sales all the time, and this is the same with learning anything, is that it's the, the they're gonna hold on to certain things and they're gonna see trends where there are no trends. Okay, Right. So three of anything is almost nothing, right? Oh, right. It's like, it's, it's, it's, it's irrelevant. Like, and that's a difficult thing because you go, yeah, but it's every single person. It's like, yeah, but if you close everybody on a particular day, are you a better salesperson than what you were yesterday? And that it's. No, you're not. Yeah, yeah. Right. And it's like if you close 10 in a row and then you don't close 20 in a row, you did 10 out of 30. Right. So if 10% of people will never buy and 10% of people will basically always buy, right. You can get that 10% all in a row. So you have to be very careful when you look at making changes and making adjustments and stuff like that, because you have to take into account certain things. One, whenever you're doing something new, you probably suck at it. Right? That's just a really good way to go into It. Okay. The reason why. So there's like, there's a learning. Like there's a learning requirement, and so your execution of it will not be that good. Which the. When your execution is not that good, it creates issues that aren't issues, right? So this is why you have to give things. That's why they say time takes time and go and sleep on it and stuff like that. So what you want to do is you want to be very careful how you implement things. I only like implementing things after I've had a good chance to practice them. Right. And then you want to take larger. You want to make one change at a time, and then you want to take larger sample sizes, Right? Because you need to get through enough people with enough consistency of execution to be able to actually derive some information from it. Okay, so now. But if they're saying money aside, you feel like this would be the answer. Yeah, yeah, yeah, yes. And they go, well, it's not about the money. It's this or this, right? All I do from there is go, okay, so XYZ payment over. XYZ works within your current budget. I go, yeah, yeah, it's fine. I go, okay, perfect. How do you want to proceed? And then from there, they give me the other objections, right? So, like, it can be that simple. Those people have the money, and it's not about the money, Right. They're saying things like check finances and all this kind of stuff, because it's kind of a great throwaway line to then, like. And then. So you do it, get the agreement, and then from there, you move forward to the next. Does that make sense? Like that. But that's someone who potentially, like, money isn't the issue, but they're just saying things as a part of a greater. You know, as a part of a greater thing. Now, when I say you default to money, right? If someone gives me a straight partner objection, I will handle the straight partner objection, right? But if there's money mixed in, then I'll handle it. Or if it's just like a barrage of 30 different things, I'm just defaulting to money, okay? If they give me a distinct. I need to speak to my business partner, I'm not going to go money aside. You feel like this is the answer, right? I'm going to say, okay, and I'm going to handle partner, right? Knowing that I might have to go back to money, but I might not, because it might not be a money issue. Okay. Okay. Yeah, that makes sense. Sweet. Cheers, man. All right. Perfect. All right. Ramon. Hey, Matt, Hey, I have a question in when you're like operation handling money, if you say like, hey, money aside that you do that stuff, then you can do it's more like the upfront amount or it's like you're a little bit nervous about moving forward. What do you think about that question? I don't like it at all. Why don't, why don't you like it? Because it's inviting a distraction that is difficult in its execution to overcome. So you're going like, are you a little bit nervous? They might be a little bit nervous and also they might need to break it up. So what you're doing is you're inviting complexity. You are going to have to deal with that at some stage anyway. And it's completely normal and fair enough to be a little bit nervous when you're making a purchase, especially like a significant one. But the whole point of objection handling at least the way that I do it is to segment and simplify, right. I unfortunately do not have the brain space and the power to deal with like a ton of objections at once. So what I do is I hyper focus on one at a time and I try and keep the conversation nice and tight and then I move them through, making sure to address all of their concerns but doing it in a manner that I can control. So if I go, is it the money or is it, are you a little bit nervous then it's very easy for that to then spin off into a fear based conversation which we're going to talk about today. But you it but then without having the grounding of finishing the money. Does that make sense? Yeah, that makes sense. Thanks. All right, perfect. Like the whole point is like objection handling is difficult if you allow it to be. Whereas what I really try to do and again it's like the way that I do things, it's not going to handle every objection. That's not the point. Right. The point is to give yourself the best chance of handling the most objections. Right. So it's like it's the best way to handle most objections. There are individual unique circumstances and time. Time and practice get you good at that stuff. However, you can handle more complex situations if you're good at segmenting them and simplifying them down because it makes more complex into slightly less complex. Okay, sweet. I'm gonna answer these three questions, okay? These four questions. Okay. I like how in Google Meet, Google Meet is so superior to Zoom guys. I don't know if you know that is 10 is so superior. Even says who raised Their hand in what order? Right. How good's that? Zoom doesn't do that. Also, I can hit a translation button and you can speak whatever language you want. And I'll, I'll get the right one, right? In real time. Isn't that crazy? Okay, let's go with Halbin and then we're gonna go. Yeah, we'll go in that order. Hear me? Fine. Yeah. Awesome. So, two questions. So on the, on YouTube, you posted a calendar for like these calls and it's listed there as 5:30. Like the ones you have scheduled going forward. Are those going to be the ones that we go off of? Are you, are you just going to update us with the new, with the new link? No, that's a different session. Oh, okay. So I guess that's Josh's session, right? Which is like the one that's always running, you know, I mean, but this is a different one. This is a totally different calendar. Gotcha. So my next question is, I had a call recently where I threw in money aside. Do you feel like this would be the best fit for what we're trying to accomplish? And it wasn't the money that they didn't have the money. It was that the math wasn't mathing to them. So lead generation services for car dealerships. And he, they were pretty much saying, well, look, I mean, even if, you know, we charge $2500, our most basic package service fee, plus ad spend, so you're looking at an investment of at least $4,500 a month. He asked, you know, what could I guarantee? And obviously, you know, results aren't guaranteed. But I said, hey, based off of that ad spend, I've seen anywhere between like three to six extra sales. And it just kind of went on, on this loophole of like, well, but that's not enough because, look, I have to pay my salespeople. XYZ sometimes doesn't make sense. If he's correct. Does that make sense? I'm sorry? If he's, if, if that, if he's correct in his assessment, does it make sense for that guy to sign up? Well, but he wasn't. So he's making three to $4,000 and you know, he's looking at another four or five. Doesn't work. If the sales call right. Does not build the gap, drive the urgency and drive the need. Right? Like that, that being like, like that's not. Objection. Handling, that's like basically arguing, you know what I mean? Makes sense. Like they need to, they need to. That they need to. Need, want it and need it. Right? Like as in, like. I don't mean need it. As in like, oh, you really need to lose weight. As in like a inbuilt. Like I need it. Right. I need it. I want it. I want it. Now. That's the sales call. Right. And then the presentation ties up the value and the value proposition. Right. And the ROI or whatever. And then from there, objection handling is overcoming concerns. Right? So. Yeah, I know that. Right. But it's sort of like, you know, you can get slapped at the end of the day if you. It probably wasn't the very last thing you did. It was probably a multitude of things that happened throughout the call. So I'm saying, like, that's not all, not all issues can be handled by our objection handling. Like not all objections that come up are things that you need to go, oh, like that's, that's a lack of urgency, that's a lack of roi. That's a, that's a sales call issue. Right. Like, oh, that just doesn't make any sense. Maybe it doesn't. Right. And it's like, oh, fuck it, whatever. Like is what it is. Yeah. I mean, and then from there. But like that should have come up way, way, way, way earlier, right? Like that would have. That should have come up at least three times throughout the call. Right? How so? Like me asking him like, what is it that he's trying like the. His goal and like how many more sales he's trying to add and then just kind of building the gap from there rather than just waiting until the end. Yeah, exactly. Like that's. Yeah, yeah, exactly. That should have come up probably three, probably at least twice. Probably three times throughout the call. Right, Makes sense. Yeah. Sweet. Go through the, go through the videos about like, like gap building and stuff like that. All right, cool. Thank you. I can. Okay. Yeah, yeah, that's all good, man.

Pretty simple two part question. So the first one, some quick context. Our funnel is ad webinar 2k funnel.

I'm not answering anything. That is an objection. Oh, it isn't. Okay then. Yeah, I don't really have a question. Yes, that's for the other calls. This is. Objection healing specific. All right. Yes. Sweet. On the Fridays when I do that call. That's, that's when I do that one. Or Thursdays, whatever it is for you guys. I can't remember. Abdel, also, you can also type a comment in the, in the, in the, in the YouTube post area for members.

Was that.

Yeah, exactly. If you have like a specific question but on this, on these calls, this is all objections. Oh, okay. Abdel D. Silva. Abel. Sorry, sorry. Abdel.

You're.

You're. You're going to be retard. My question is, how do you know when to continue? Objection. Handling and going through frames. Because you've mentioned you went two hours before. Yeah. Objection. Handling. So how do you know when it's like, worth it?

If you.

Well, you know, if it's worth it. Okay. It's a weird question. How much money you make? I'll take 15, 18amonth. Sweet. Then it's probably worth it, right? And I don't mean that to denigrate you in any way, but it's like, if you, if you learn something in that period where you had the time, obviously you have the time, right? If you're back to back, like, whatever, man. It is what it is, right? But if you have the time, like, physically go for it. It's a great thing to learn how to do. Okay, Right. To sit in the. Even me, I would, I would do it now, right? Like one. Because I think it's funny, right? I like it, you know, and so. But I think that, like, that's part of it, is like, I really want to win. Yeah, you just want to win, you know, I mean, but I'm not going to get frustrated because then I lose automatically. Judge. And so, like, it's just being able to sit there. Like, the things that, like, I came up with tons of stuff because I refused to hang up the phone. And so for me, the learning experience, and I just enjoy it. And I'm like, hey, what can I fucking learn from that? Like, that island allergy thing that I came up with, right? Like, I came up with that on a call because it was like an hour. It was like 90 minutes in. I was like, what the fuck am I gonna say to this guy? And I was like, put yourself on a fucking island and there's like water and shit around you, and you're like, can't get off. And I was like, trying to get this concept of like, you have to take a leap of faith, right? And the faith has to be you. Okay? So just do it when you get the time. This is the last question. Lucio Lukio. Don't make it a nine parter. I know how you work.

No, no. Yeah. So I've been getting a lot of. When I asked them, like, hey, so. But money aside, do you think that this would actually help you? And they become what I know I haven't been through the program yet. And it's like, yeah, okay, what do you feel that. What we spoke about.

Do you feel like from everything that we put together for you, do you feel like that you know, the accountability and you just go through and you clarify it? So the problem is, the way that you're asking it, like, is vague. Okay? So in. In not. Not here, but in that instance, okay? So when you. So when you guys have to understand what one. One thing, like, word choice matters immensely. Okay? And vague answers are from vague questions. So being specific in your timing, your pacing, everything, like that is really important. So if I go, like, no, Lukio, this is for you. No, Lukio, this is for you. No, Lukio, this is for you. No.

Kills me how you say my name.

Sorry, how do you say it? Like Lucio. Lucio.

Like see in Spanish. See?

Yeah. Okay, Dali, let's go. So, okay, so, like, if I say no, no, Lucio, this is for you. Okay, what that's telling every. What that's telling you is that, like this, like that, like, I'm clarifying, this is for you. If I go, no, Lucio, this is for you. That's me telling you. No, no, no, you're wrong. Like, this is for you. Okay, so, like, just do nice. Like, you have to realize that, like, you have to just say things consistently. Okay?

Okay.

And the inconsistency is what's going to cause the vague answers. Okay, so. And also, like, my biggest advice, and I'll change the format a little bit, is that in future, if anybody asked me a question that starts with, I spoke to this one guy and they said, this. It's a question. Your question wasn't retarded because it's due to, like, multiple people. Lucio. Okay, but it's a stupid question because I could give out $100 to people and one person will go, like, why isn't it 200? Right? Because they're fucking idiots. So, like, you have to take into account the fucking idiot factor. There's like, you have to do things a lot, and again, you're going to suck at it. So unless you can come to me and say, I'm doing this consistently with this exact tonality, and I've done it 45 times, and this is the average responses, then it's like, then we can go, okay, do this, but you don't want to get into if this, then that. If this, then that scenarios. What you want to understand is concepts. And then from there you can move forward with that. Okay, okay. The last thing. Okay, so what I'm going to do. It's fine because the fear stuff actually, the transition doesn't actually take that long. But so just so you guys know, so I have a. What I want to do is to take two minutes. So with this program, okay, moving forward, I'm putting together a pretty cool structure and I'm going to be releasing it soon. My goal is to make sales training. The more people do it, the cheaper it gets, right? So this has level one, level two, level three, 49, whatever, up to like 199. The 199 is going to maintain like it's going to be like 18 sessions a week I think starting in about eight weeks or something like that. I'm trying to get everyone together and it's going to have like industry specific everything, right? And then the goal is there's about 500 members now. If I get it to a thousand then that drops. And then at 1500 it drops and then at 2000 it drops, right? Gets cheaper and cheaper and cheaper and cheaper, right? So the whole point is to create like I want to have 80 sessions a month, right? Like that's the goal is like 80 sessions a month. Of all different industries, role plays, I am bringing in marketing experts, I'm bringing in even like health and fitness people. Like just people from all different industries that do like one session a month or every two weeks or whatever, right? As just part of it. And so the whole point is. And then I'm gonna have an affiliate program and we're gonna have like a dialer affiliate program as well, right? For those of you don't know, I have a software, okay? So that's the goal. And I'm gonna try and like make this thing into 2 to 3,000 people, right? But like get it down to where it's like 80 sessions a month for less than a hundred bucks a month. So like that's the goal. I want to make it like the craziest, cheapest value thing where like everyone just gets a ton of fucking value. The comms will be fuck all mates. It'll be like a hundred bucks. It'll be like fucking 10 bucks a month or something, right? It'll be, it's a cheap program so it'll be cheap. Also YouTube takes 40%, right? Because it's 30% to YouTube and then it's like another percentage to Apple and Google if you pay on your phone. So if you ever want to re up. So if you ever leave and then come back, do it from desktop. Helps me out. I Get railed. But it's all right, I don't have to deal with anything. So anyway, I just want to let everyone know that the plan is to keep something like this going, right? But like more intense. So it'll be a lot of sessions and very specific and I'll do like, it'll be, it's going to be quite a good program kind of releasing. I'm putting it all together at the moment, but yeah, that's the plan. So like 18, 18 to 20 sessions a week, all different time zones, even like different languages. And then from there be able to get that for under $100 a month is the actual goal. Okay. All right, guys, so objection handling, right? Not quite 69th level, right? So and the beautiful thing is it'll be super low touch and everyone can just come and go as they please. I don't give a fuck. Someone messaged me and was like, hey, how do I post membership? I was like, I don't know, email the fucking CEO of YouTube, I don't give a fuck. I have no, I have no ability to affect it. Okay? So when you've gone through money, okay? And then when you've gone through partner, and then when you're in a zone where the person is really, really struggling, okay? And like you just can't get them over the line and you can, you've tied off the logistical things, okay? So again, like objectioning doesn't work if the, if the, you haven't found the real problem, the real solution, you haven't tied with like some urgency, done a pitch that makes sense and then from there you've gone through and you've handled the objections, right. The whole sale needs to work in harmony together, okay? However, like objection handling is an important component of it because as much as everyone likes to say just prevent them, like you sort of can't or your, all your calls will blow out too long if you wanted to do it that way. Okay? So. And then you transition into fear, okay? A lot of the time, like I want to be clear, fear based objections are far less common than what you think they are. Okay. Most of the time it is just a concern of like they're just not sure if the money makes sense, if like they can put the time into doing it or if they're actually like, if they're actually like, well, I've done a few things like this in the past. Like I wonder if I'm actually going to do it this time. People would say that's a big fear. It's just A genuine concern, okay? People are not terrified, shaking and quivering like small babies at the thought of buying programs and spending money, okay? It's just not the case. And these fear, bad mindset stuff or like, when people pull offers, if you pull offers, leave the chat. That's the stupidest thing I've ever heard, Right? So people who do that kind of, like, mechanism for sales reps, because saying to yourself, oh, they had a bad mindset is a really great way to absolve yourself of all responsibility of just being better, okay? On the other side of that, some people just aren't going to buy and it doesn't make sense for them. And that's okay. All right? You have to realize that it's totally fine if people don't buy. I know that you want them to buy, but if you. If you're trying to sell everybody, it's going to come off as gross and thirsty. That doesn't mean you don't do the same process for everybody and do the sales process and do all the things to do it. But you have to realize that it's just not going to happen. If. If perfection of sales was a 70% close rate, like, if you did everything perfectly every single time and you could achieve 70%, that still leaves three out of that. No matter how perfectly you do it, they will not buy. Okay? So therefore, if you then try and make changes to get those people, it's just gonna go boom, boom, boom, boom. You're not gonna gain more, you're gonna lose. These people gain. These people lose, These people gain. That's all. It's gonna happen, okay? So in order to do this effectively, you cannot become frustrated because it will not work. You cannot think that they're idiots for not buying, right? You. You don't have that right, because you're looking at their life and their decision making through a keyhole, okay, of like 45 minutes to an hour, right? And you don't have all the information, and potentially you missed a whole bunch of stuff because you didn't probe and clarify and talk about the right things. Perfect example. I used to do a lot of fitness sales on the phone, right? Where I wasn't in person or on Zoom and the person would, like, say, I want to lose 15 pounds or whatever, and I would anchor everything to 15 pounds and they wouldn't buy, okay? One of the. One of the issues was, like, they were actually 60 pounds overweight, but, like, I didn't do a good enough discovery and clarification process. And so all that I established Were sort of meaningless to them because I never got to the true goal. So the objection handling, I made everything make sense. But it was me not uncovering the real goal, which didn't allow me to drive the urgency. And there's a tremendous amount of vulnerability involved. Telling someone your goal, right? That is a handshake, right. In order to shake someone's hand, you have to put your hand out and then they have to. You have to shake it. Okay. You can't force that. You can ask the questions, but if you're asking it with like a. With there's like a venom behind it. Right. You know, there's like, there's an intention behind it. Okay. It's why some people get angry when you ask them questions. It's because the intention can make you question them, not ask the question. And there's a huge difference to that. Okay. Okay. So that's really important. The reason being is because like when you do get someone who is genuinely like apprehensive about buying, that is going to raise their alarm bells extremely high. So any like odd or off putting tonality will immediately, like, will immediately put them off is to. Abdel Abel, what's up? No, no, I thought you were having a schnoozle buddy. Right, though. You have a little. You just take a note. Taking notes. Yeah, taking notes and goes, he's asleep. Yeah. I was like, I know. Okay, so. And frustration is like the hardest. Oh, what's this? Frustration is one of the hardest things to hide. Okay. Hey guys. What's up? Matt here. And I've noticed that a lot of you are not subscribed. So what I want you to do is like go over and hit the little subscription. It really helps the channel out. And if you like the kind of content that I do and you're like, hey, how can I get similar content but pay for it then I have a membership. You can go over and join that at any stage that you want. It's like 49amonth, up to about 200amonth. And we do like live Q and A's. We have a coaching call nearly every single day. And there's like well over 100 videos. And I upload like sort of private trainings and stuff that I do all the time. So if you want to check that out, go for it. You know, sign up through YouTube, cancel anytime, all that kind of good stuff. And anyway, back to the video. Bye. So when we go through those things, there's a couple of different transitions of which that you can do. I'm Going to talk about some of the ones that you can set up from the top, which is a good introduction to framing, which we're going to be going over later on. There are a couple of easy frames that make it easy to make a transition into a more fear based. Objection. One of them is called the transition frame. Right. Transition frame is a good, ubiquitous. Right. Kind of crowbar that you can put into almost any selling environment for almost any kind of prospect. That's why I like it. And so what you do is you come up with your client avatar, okay. And you figure out like, where are they at now and where do they need to be? And this can be a business, it can be a software, it could be whatever. But it's like, you know, I really enjoy. So let's just. I'm going to use someone like a biz op. Right. For example. Perfectly perfect. All right, cool. So the transition frame is an easy one. So you basically go like at the top of the call once you've kind of done the initial one and you go like, hey, what are you here for? You know what I mean? You sort of get the initial out. Then from there, that avatar, let's just say it's someone who's looking to leave their nine to five and then like start their own thing. Okay. So you can go. I really enjoy working with people who are making the transition from. From having that sort of 9 to 5 employee into that kind of business owner. Right. Because that transition, there's like risk taking, there's a different mindset, There's a whole bunch of things that really have to happen in order for that to really be successful. Okay. And I like people who are making that transition. Then you can anchor that the whole way through. And then when someone goes like, you've handled the objections. Oh, I'm just really. I just really need to go and think about it. Then the easy one is. Well, that makes sense based off where you are in your transition. Okay. But the problem is, if you're always thinking and acting as if you're on this side of the bridge, how do you get to the other side? Okay. How do we make that transition? Become that business owner. And what would the business owner do in this instance? Right. And then you've layered in. A business owner takes risks. A business owner, you know, does yada, yada, yada. Okay. So adding in like, so anchoring something as a through line is a great way to then make a transition or use that identity, whatever. Oh, you can do that stuff super early. As long as you're subtle about it, right? You don't want to be like you want to hammer them with it. But I would bring that in like on a biz op sale. I bring it in quite early, right? So it's like making transition, you know, I mean, and so that's a really easy one to walk them through. It's like, well, based off you, where you are in that transition, it makes sense that you're kind of feeling this way, you know what I mean? The only problem is, you know, and it's essentially, it's the same thing. So it's like walking across a bridge or acting from a different perspective. So the key shift that you need them to agree to, when you go into fear based stuff, right, or you go into like really apprehensive buyers, the key shift is they need to think and look at things slightly differently. That's the only agreement in which you need to begin with. Because what we're going to do is we're going to remove the buying and we're going to input small steps, right, that lead towards making a decision to purchase, but we are removing the purchasing decision, okay? Because that is the scary part. That is the part in which they're apprehensive about. All right? So we want to like, it's a very, very important concept. You are not asking them now once you're in this zone, you are not asking them to do any purchasing. None of your languaging can be around finalization payment moving forward. If it is, you will trigger quite a visceral response from them because like they're just, they're anxious. Okay? Do you guys know what like anxious is? It's scared for no reason, right? That's like my son gets a bit anxious, right? And like we like teach him how to talk his way so he understands what he's feeling, right? And he used to go, I'm really scared. I'm really scared. It's like, okay, you're not that this is what that is, right? You're feeling scared, but you don't have a reason to be scared. This is anxious. Okay, let's work through it, you know, and then they can understand it so it's easier to deal with. Right? Makes sense. Okay, so. But it's quite a visceral kind of thing. And usually when people are scared or anxious, like what they need is someone to lead them through something. Okay? So if you think of like, if you've ever gone, you know, like, like I take my wife to a haunted house, right? She's Gonna, like, jump behind me on my back, right? You know, and she's gonna go like this, and I'll walk through, right? You know, if we're on a flight and there's a big turbulence, she looks at me. If I'm fine, she's fine. Right? So now I have to pretend to be fine all the time. Right? So, okay, so that's kind of how that works. And removing the purchasing decision is removing the anxiety. Okay, so we're not going to talk about that. And even if they say, oh, yeah, but it's. Mine's like, hey, you don't have to make like, let's not talk about that. Okay. And the key thing is, what do you need to do in order to get the outcome right? That's your underlying thesis. What are the action steps? What do you need to do? Okay, so the first thing is you make a transition. So it's like, hey, you're here. You need to get here. What is like, do you realize or do you agree to the premise that you need to think from a different perspective to get an outcome you've never got? Okay. There's a number of ways to do that. The one thing is, like, there's a couple of easy kind of logical questioning tracks that you can make. Okay. That they do have some pitfalls, though, so I'll go through them. The first thing is like, okay, so, you know, that makes sense, you know, because we all make decisions based off our perspective. That's a really easy transition throughput into the next phase because we're going to use perspective as that anchor point. Okay. And guys, please tell me if I'm talking too fast or too, like, in too many, like, allegories. Right. It is a little bit conceptual. So. So, like, you have to understand the concept of what you're trying to do. The execution of it is less important than the concept because the execution will just take a little bit of time. Okay. It's more important that you understand the strategy than the physical words, the exact wording. Right. Learning the wording is like, it's whatever. It's not really how you learn to do it on the fly. Right? Okay. So we're going to make that transition. Get them into that mode. Okay. Because they have to agree on that. So, yeah, that makes sense. Like, because we all make decisions based off our perspective. Right. And it's a difficult one to say no to. Right? Because we do, obviously, you know, and so they're going to go, yep. And so from from there, we're going to go, okay, the only problem is if we, if we want to kind of get somewhere we've never been, sometimes we have to look at things in a different way. Right? Yeah. Okay. Okay. So now we're there. So then I would ask if you want a really clear and logical series of questions. It's. Well, let me ask you a question. Are you happy with the results that you've gotten in xyz? The exact thing that they're trying to fix, like, are you happy with the weight loss? Are you happy with the business growth? Right. Are you happy with how much the business has grown over the last, say 12 months? And they're going to say no. Right? Because that's been established in the call. Right. Or I would ask a different question. Okay. Whatever's been established is like a key gap and problem. And they go, well, no. It's like, okay, well, why not? For this reason. Okay. And that decision making process that caused you to be exactly where you are today and not be happy with the results and is causing you to feel like you are right now. How much longer do you want to allow that decision making process to dictate your life and your results moving forward? Now, I use decision making process very specifically. If you use mindset, it will not work. Okay? I've tried works sometimes and it fucking doesn't work. Other times it feels like a very loaded question. Whereas decision making process, it's not as loaded with like marketing. Okay. Like mindset coaches, no one's a decision making coach, you know. Right. And so then from there it's like, well, you know, no, I don't use the island very much anymore. I mean, I'll go through it and I'll teach it, but it's, it's a, it's a long winded. So then from there, so we get that buy in. So we're going to get the buy in on, like you need to look at things differently. That's step one, buying. They have to agree to that. Right. So you have to word that in a way where they're going to agree to it. Right. Then from there it's like, are you happy with results? No. Sweet as. And the decision making process that's got you those results. Okay, so we're linking that back. How much longer do you want that to affect you moving forward or affect your life and your business? Well, I don't want to do that. Okay, but how, how much longer? And that's where you want to get a time frame. How much longer? Because what we're going to do is we're going to systematically reduce that time frame. Okay? So I just need a time frame. They go, what is. And they might, they might not even say. You might go, what are you gonna allow it for like two weeks, two months, two years? Like, what is it? And we go out, not that much longer. Okay, but like, how much longer? Okay. And then from there it's, well, what do you need to do to put yourself in the best position to be able to achieve X? Okay. And the, this is the great way where you can throw out any need for talking about guarantees, right? Because they might go, well, what do you guarantee? Whatever you go, I guarantee that you'll die and that you'll pay tax and that when you die you'll pay more tax. Like, there's no guarantees in life. Anyone who tells you a guarantee, there'll be so many stipulations and fine prints around it that I just think that's disingenuous. All we can do is do the things that put us in a position to be able to achieve. I can do everything perfectly and then line up on the 100 meter line and Usain bolts to my left and I'm going to lose. But I did everything perfectly and I'm still going to lose. But I gave it a good health crack and to me I'd rather try than do nothing. Right, but what do you need to do to put yourself in the best position to be able to achieve X? Okay. And then that is your start and end statement for all of these little loops. Because what they're going to do is they're going to fluff around, they're going to give you all kinds of things and what you want to do is you want to get them to like, we want a tangible action step. Well, I really need to get more. I really need to figure out a lead generation system. More leads. Right? That's where it's going to go. It's going to go whatever you were talking about. I really need to figure out how to lose this weight. It's like, okay, well, like, do you feel like what we've put together would help you with that? Oh, yeah. Why is that? Well, for this reason. Okay, so how much longer do you want to put off making a decision to do something that you know will get you in a better position to be able to achieve your goal? Well, not much longer. Not much longer. Okay. And then it's like, okay, and then go through that, it's conversation and then it's either going to end with like, yes, I'm ready to go. And then you do it, or they keep coming up with shit and you go, okay, but what are the tangible action steps that you need to take to make sure you're in the best possible position to be able to achieve xyz? Okay, so see how that's way more definitive than the first time. It's way easier to put yourself in the best to be able to achieve X, what do you need to do you. So I'm emphasizing you, what do you need to do? Okay, putting the ownership on them, right? By doing that, to make sure that you're in the best possible position to be able to achieve your outcome of X. Okay, super definitive, right? And it's putting the ownership on them as the person who has to take the responsibility to go, then, okay? And then it's like, oh, well, this, this, this, and this, right? And they can keep going through things and they can keep saying time. Yeah. I mean, and it's like, hey, it's gonna be a week. Okay, so what's going to be different next week than what was this week? Right? And again, it's just. It's just sort of like there's a concept there and there's some execution things, you know what I mean, that are going to be a little bit, you know, funny. But essentially you want to break it down into, like, what are the. What are the series of tangible action steps, right? And then from there you put time frames. Because if something makes sense to do, then something makes sense to do, right? And so there's no point putting it off if they've already been putting it off, which is why you have to drive urgency and stuff like that. So things have to layer, okay? And there's obviously 10,000 possibilities, right? The goal is to reduce them down to core concepts, right? Like, they can say an infinite. Right. They can say like an infinite number of variables, okay? So it's like. And then it's like, okay, so how much longer? What will be different than, like, why not just put it off till next. Next year, right? Next week, next month, next year? Like, what's the difference? You've waited this many years. What's the difference? Right? Like, just keep. Put it off, right? And whenever they give me a positive, I'm going to ask them why, right? And then from there, if they ever go like, no, I really do need to do it, which you'll get a lot. You can go, well, you don't really do. You. Right. You don't need to do it. No, I really do. Yeah. But now Though. No. Yeah, now, Right. So again, by pushing back, they'll kind of push back on you, and then you can get them to kind of do what you want. Right. You'll get that a lot. I just need to put it off for a week. I mean, you could put it off for a month, you know, like. Like what? Like, you know, what's. Like, what's.

Like what?

What's the difference? Right. And then I'm gonna go, no, I don't. Wait a month. Why not? Well, because I just kind of need to get it done. Like, people are pretty easy to get to do that. Right. But you, again, you have to use push back and pull. Push and pull, push and pull. We're going to be going through that later on in the course. All right? The important thing is that you understand the concepts. Don't get your head wrapped around the individual execution of all possible variables. When you don't understand the concepts and strategies. Right. It's just a waste of brain space. Okay. Then from there, right, you're going to loop around and then get more definitive, right? So the goal is to get more definitive in your languaging, your labeling of them as the person who is taking responsibility, and then your time frame, Right? And then the specificity of the goal. So the next time I'll loop around, it'll be like, what do you need to do to make sure that you are doing everything possible to make sure you can achieve X so that you can. And then you put, like, the emotional driver in. It's like. It's like, lose 10 pounds so you can. Right? Yeah. I mean, like, you know, so you can quit your job and tell Gary to go himself. Whatever. Right? You know? Okay. And then it's like, what are you doing? And then it's like, well, I need to do this. Okay. You know, and then the last one is, what do you need to do that when you go to bed tonight? You know, you're doing everything you can to be able to achieve X so you can Y. Because, like, the illusion is that you can stand still if time moves forward. Okay. And you're at a fork in the road and one is towards your goal or away. I don't mind which direction you pick, but you can't pretend that standing still is not pushing your goal further away. So what is it? I mean, and then it's like, are you going to go towards or away? And they can make the choice. And if they go, I'm just not ready to do this. After, like, all that stuff, you go, okay, you just go, that's fair enough. I want to just say I apologize, right? It seems like this makes sense financially. You need to do it, you want to do it, and you have a good idea that it'll get you to your goal and there's something blocking you. I'm not sure what it is. Okay. But I didn't help you through that and that's my job, right? So, like from here, like, I, like, I'd love to reach out to you later on just to see like, you know, if you've been able to do this. But you know, and I'll use this as a learning experience because, like, I would love to be able to help you through this, but for whatever reason, I just can't. And that's fine. You know what I mean? But you know what would be a good time for him to reach back out to see if anything's changed to where you're ready to start doing something about this, right? And you'd be like shocked. It, it goes pretty well, you know, I mean, and then they like, you're not going to sign them then, like, obviously, right? But then from there they're gonna like snow. It's like, no, no, it's not you. Like, it's just, I have to, you know, I'm just like, I just can't either. Like, whatever. You're like, it's fine, don't worry about it. Like, it's not you. Like, it's not your job to get yourself over these humps. Like, this is what we do. You know what I mean? So like, it's fine. It's not you, it's fine, right? Like, and then from there be like, you know when, like how long do you think you need? And then like, don't schedule follow ups. Scheduling follow up calls is a waste of time 95% of the time, right? I will schedule. Like, I will like put time frames in, right? And then I call them, right? Most of the time a follow up call is like a scheduled, especially if it's like many more than 15 minutes. Like what are you scheduling an hour follow up call? Like, what are you doing? It's crazy, you know what I mean? Or I'll have like blocks of time throughout the week that are scheduled that have specific follow up blocks in them, right? That way like you have a consistent schedule to where you're not taking up like sales time to do follow ups like that. But your follow ups are just like phone calls, texts, emails, stuff like that, right? So you're just like constantly kind of doing it. You don't want to have like a 45 minute follow up conversation with someone that like it's. It's 50, 50. They show up, right? And if they show up, they're buying anyway. Like for sure. The amount of times they show up and don't buy is pretty rare. Yeah, I mean, it does happen, but it's pretty rare. Trying, like. All right, cool. Bye. What the are we doing here? Right? You know, and then if they're not going to buy, they're not going to show up, right? So like, it's sort of a waste of your diary. Follow ups aren't a waste. Follow ups are fantastic. Right. But doing it that way is not great. Right? But just overall, conceptually, okay, like, I know that's a kind of a difficult process in the objection handling matrix. So let me just get this up, right? What I'll do is I'll just share my. Okay, can you guys see that? Okay. Okay. So in. Jesus. All right, so in this objection matrix, okay, so here we've got the hierarchy, all right. If you guys click this links, it'll go straight to the videos, okay. On exactly how to do it, right? And then from there you've got like exactly kind of what each one, how each one works. And then you've got the flowchart, right. Of identifying the stuff that we talked about the other day, all the reframes. Okay. And then we've got. I'll go through to the fear base, right? So you've got like reframe one, you got a longer one, reframe two, and then reframe three, right. Which is that one make decisions of our choices. So it kind of goes through it step by step. Okay, makes sense. Now this has been posted a few times, right? But I will see if I can put it in the chat. I don't know that I'll be able to, but I'll try. If not, I'll post it up like basically right now. Can I. Nope, I can't. Okay, cool. I'll post it up right now. All right, cool. So I know that's a difficult. It's fairly conceptual, right? But again, it's important just to try and understand the concepts. I highly recommend like flow charting it out yourself and trying to dissect the code. I'm not saying this is particularly simple. I think money and partner and all that kind of stuff is pretty simple. This is a little bit more conceptual because in between those that like looping statement, right? Of like, what do you need to do to put Yourself in the best position. That escalation is simple. However, everything that happens in between can be a bit of a fucking dog's breakfast. Right? It can go a lot of different directions. So again, it comes back to that concept of being able to like, clearly use your tonality, your intonation to make sure that you have very precise languaging and that you're not allowing tons of like diverting conversations. Okay. And then I'm going to ask answer questions. I'd like the questions to be about we talked about, and also not be about specific instances that you've encountered over the years of one random person saying, yeah, but they said this, right? Because that is a waste of everybody's time. Okay, Brody. Sweet dude. So, just wanted to go through the framework as my ADHD brain took a shitload of notes and I just want to make sure I've got it in the right sequence. So first and foremost, number one, they need to agree to where they are and where they want to get to. So that's, that's step one, right? That's the kind of first part of the framework. Yeah. Step two is asking them if they're happy with where they are or happy with their results. So, so I'll make two monochromatic. Step one is they have to, there has to be a shift in thinking between to get to where they want to go. They're here. There's a bridge, right. And I've even drawn it. Right? You're here. There's a bridge to get here. Okay. You can swim through the shark infested waters, you can walk over the bridge, you can stay on one side. Right. There has to be a thought, a way of thinking differently to get to that side that you've never been on. Okay. Yeah. I mean, because the guy over here can see things that you can't see. Okay. So there's a shift in thinking that has to happen. That's step one. Not just that there is a gap. The gap has already been built throughout the sales school. The second thing is that like establishing that that shift in thinking is required because the decision making process and the way they've been thinking up until now has got them in a position they're ultimately unhappy with. Right. So like, what does Einstein say? Do you know definition of insanity? Doing the same thing over and over again, expecting a different outcome. Does that make sense? Yep. And then challenging their current decision making process. So are you, are you totally happy with the current decision making process you've been using that's resulted in you getting this big or, you know. Yeah. Where you are. So, so it's like, it's like, are you, are you happy with the results that you've gotten in your health and fitness? Right? They go, well, no, you go, all right, cool. So the decision making process that's caused you to one, be ultimately unhappy with the results that you're getting right now, but two, in a position where like, you know, you've failed. Right. How much longer do you want to allow that decision making process to dictate your life, your health and your results moving forward? So that's where you're asking them the time frame you're challenging, you're pushing it back on them. Yeah, it's like, how much, how much longer, man? Like, hey, you can do this forever until you can't. Right? How much longer do you want this decision making process that's like causing you to have this exact thought process right now? This isn't, I'm not ready for it. Right, right. How much longer allowed to actually affect you? Not much longer. Okay, but like how long? Two weeks, two months, two years, what is it? And they're probably not going to answer that question. And that's when you're going to slide straight into the first of your loop. Right. Okay, so what do you feel like you need to do in order to put yourself in the best position to be able to actually like lose the weight? Well, like I need to fucking. Right. You know what I mean? I need to, you know, I need to figure this out. I need to get the diet. And you're going to just talk them through that and it's going to, you know, you're going to talk them through and it's going to end up in a, either a decision or a, the next loop. Right. And the key thing is that you don't try and you don't try and put the finality of like a transaction on them, right? Until like they need to ask you to buy, essentially. Right. It's super leaned out because like again, they're scared. Right? Like, and you're just super calm. Cool. Yeah, man, it's cool, dude. Like, whatever, you know, and when you, when are you push, are you pushing back normally on your first loop? So like, if they say, oh, I need to do it, well, why, why not just keep doing what you're doing? Yeah, exactly. Yeah, you can do that for sure earlier. You can't say no, you can listen, I do that the whole way through the call. So like when I, when I do sales, like, oh, whenever someone gives Me a positive, I'll like, oh, you know what I mean? If it's like, if I want them to become more emphatic, I'll push back on them, right? If I want more detail, I'll ask a clarifying question, right? I really need to do it now. Be like, now. Really? They go like, oh, yeah, you know, like, it works on everybody. Always. Like, you know, I mean, it's like, like, oh, I really, really want to eat this cake. Really eat this cake, right? It's like, yeah, it's great cake, dude. Right? You know what I mean? Like, they just. It's just how people work. You just give them a little push, and they'll push back, like, a little bit harder, you know, because they're. They're digging in on their. Like, I am right? People want to be right all the time. Like, let them be right, you know? And so. But if you want detail, you ask, you're like, oh, like, what? Like, why now, though? Oh, because this is an S. Okay, makes sense. And so after you're pushing back, are you then looping straight away or are you saying. Are you kind of offering, like, how would you like to proceed from here? Well, it sort of depends. It's tricky one, because it depends on the conversation goes, you know what I mean? So, like, it's when I feel like I need to, like, sort of stamp the feet redirect and go. Because I can crowbar it. And it's like, okay. Like, all that aside, though, like, what are the actual tangible action steps that you need to take right, in order to. So I can sort of, like, I can just sort of get it in. It's pretty. It's a pretty easy thing to just get in, right? And so it's when I want to retake control, and then I think it's going off into, like, it's going off into la la land. So let's come back down into the now. It's like, okay, I understand all that. Like, Christmas is coming up and, you know, you've got. You've got. You've got cousins coming in, and there's like, you know, there's this, this and this available. But, like, you know, your, your, your current circumstances don't change the thing that you have to do to actually get the outcome. You know what I mean? Like, if you want to be a gold medalist, it doesn't matter where you are, what you're doing. You have to do the things to be a gold medalist, right? So what are the actual tangible action steps that you need to take in order to, right? So that you just fucking just crowbar it and then retake control. Is there any other steps or is that kind of the framework? Well, it's just a constant. Like you can escalate to the point where you're like, you, the business owner, the father, the leader, like the person who's ultimately responsible if your kids have fucking food. Like, what do you need to do to. When you go to bed tonight? You know that, right? Like, you can go pretty hardcore with it. You just don't want to escalate to that too quickly because like, it's sort of like, man, you got to like lube it up a bit, mate. Like, it's a little bit rough, right? So you want to kind of just do small series of escalations, you know what I mean? To do that maybe like four or five. And you got to sort of practice like I'm making one question worded differently, which is adding more definitive terms, labeling and time frames. Like, it's a little bit complicated, but it's. It's not when you sort of write it out and you see it, you know what I mean? But it's the in between bit that is very difficult to script. You sort of can't because you don't know where that's going to go. You know what I mean? Which is sort of the difficult part. But again, we're in a part where like we're yoloing anyway at this point, you know, like we've gone through all the major stuff. I would say 70 to 80% of objections will be handled with a good logistical work frame. So if you're going to put time into something, this is not the thing to put time into, okay? This is the thing a lot of people put time into for some reason. But it's because, like the reason why they get them a lot is because they're not good at handling logistical objections, right? Because everybody likes the reframes and they think they're cool. And so people will default to doing them out of a bias of thinking. It sounds cool. And then it's way easier as a sales rep to think that everyone has a mindset issue because you kind of suck at sales, right? And this is like, that's the brain thinking of, like, if I'm really good, I'm pretty good at tying up urgency and they kind of want to do it and then they have some basic ass concerns and we just overcome them, right? It's not to like, you know, not like the amount of times that I would get one of these objections these days would be pretty minimal, you know, I mean, but they're a really good thing to learn how to handle and then the better you get, the less of them you end up doing. I don't do any reframes anymore at all. Like very, very rarely. Like even during calls I really don't do them, but I teach them because like what's, you know, you have to crawl, walk, run. So if I teach someone, this is what a lot of people don't understand. That advice that I give has to be contextual to the individual I'm giving it to and the circumstances they're in. So because if I'm going to teach someone to get the fastest way around 100 meter track and I go, it's sprinting. What if they're a baby? Then it's crawling, right? If you're a baby, crawling is the fastest way. Makes sense. So if I say sprinting is definitively the fastest way, I'm the fucking idiot. What if they're in a wheelchair and I go, you have to fucking sprint. It's the only way. It's like, well, maybe not. What if I have a car anyway? So like, you know, like what's correct for you might not be correct for me. You know what I mean? It's all sort of. There is no wrong. It's just whatever works. All right. Yeah, sorry you have. I run a fitness coaching company and I'm just curious, is there any assets that you have on YouTube and I've watched most of your stuff but for objection. Handling in a fitness based offer in any of. Whether it's logistical or fear or. Just to be honest, man, most of it was born in fitness. So like just. Well, I used to work for James Kent when, when you were teaching Laura and James back in the day. So that's how I first. Yeah, so I'll see. I probably got some. I probably got this stuff from James actually. I'll see if. I'll see if I still got it. I'll post it up. But most of the stuff that I've got it was made from doing fitness sales for eight years, right. So like it's the sort of underlying. Because it's so like vast in what you get. Like it's one of the more difficult types of selling and most of the top reps that I know all came from fitness and now they can sell whatever because like it's a very you. It's a very difficult form of selling. And between Josh and Josh, who I should role Play with for fitness. Is there anyone who's a bit of a goat? Fitness? Josh. Josh is, bro. I've been training that dude for two years. He is good. Like, good 60 plus, close rate, like, Savage. He's fantastic. Right? Thank you, Bert. All right, Sveta.

Yeah. I probably got a weird question, but I know somebody brought up island analogy, or reframe, whatever you call it. And I know that in a lot of content that you had posted before, you were bringing it up, and I was actually struggling to apply it. That transition framework that you were sharing right now, is it replacing the island analogy? And maybe you can explain.

Yeah, so the island, pretty sure it's in the Matrix, right? But it's a bit overcooked, in my opinion these days. It's just a bit too long, right? Like, you can get the same thing in different ways. All it is is a concept of, like, you're here, you want to get somewhere else. You have to think differently, and you have to believe that the thing is that you can actually do it, and then you actually have to do it. Right? So the island analogy, right, you can't see the. You can't see the fucking. The mountain, but you need to get to it. So at some stage, you have to, one, believe it's there to pick a direction. And three, you have to start swimming knowing that you might drown. The reason why I picked that is because, like, why I went that way was because the drowning part was important. I need the failure to be, like, an option that we have to openly discuss, right? But, like, you can either sit there hoping and praying for the rest of your life that at some stage something presents itself to you, or, like, you know, you can actually just fucking do something, right? But there's a lot of people waiting for that fucking thing to present itself. And, mate, it's probably not. Or maybe this is it. You know what I mean? So, like, you have to take a leap of faith. That's the whole point behind it, you know? So that transition frame, it's relatively similar. It's. Again, you can say it in a number of different ways. You know, I think you can do it more concise, but that's sort of the idea, right?

So whenever you were using that island analogy right now, well, it's.

I gotta understand it's a break in case of emergency. Like, we're deep down the rabbit hole at this point.

Okay.

I mean, yeah, like, it's not a thing that I would want to do or, you know, I mean, it's like, mate, we're Fucking. We're pretty, we're, we're going for a while now and like I'm just, just pulling out arrows like Hawkeye, trying to just figure out what opens the door, you know, and it's just an arrow in the quiver. That's all it is. Okay. Okay, cool. All right, who's next? So he's number two. Yeah, yeah, yeah, yeah. Yeehaw. What's going on? I think Ed's first. I know you're number two. Oh, Ed, sorry. Yeah. Ed, you're up. Sorry. Yep. Yeah, all good, man. You mentioned the guarantee briefly there. We, we do like a unconditional guarantee service based. Would you still not bring that up at all? I mean, it's more of a, it's more of a business based question, Jeremy. But like, I, I think guarantees are bullshit, Jermaine. Like in general, like, there's so many stipulations around them and like selling based off a guarantee I think puts a weird tinge on it. I think it's like a fallback. If it's part of the business, fine. You know what I mean? If I'm a rep in your business, I wouldn't ever talk about it. Like I, as me personally, that's just the me thing because I've, I actually find it harder if, if that's kind of an underlying thesis that you're using at the beginning. I find it more difficult. Right, because like I don't get the. I feel like people. It's like selling it financing, right? I feel like you just sort of end up only getting the deal because of like, or maybe getting a deal and if the financing doesn't go through, you know what I mean? And then they're not going to do it. It's like I really want them, I want them to want it so bad. If they can't do it, they'll cry. Yeah, yeah. So that's just a me thing. And then just one more thing if that's all right. With the how much longer question, are we, are we actually looking for a time frame on that? Like, do we push until we get a time frame or are we basically just looking for them to say I don't want to any longer? I mean, they're going to say something like that anyway. If they do say a time frame, right, then, you know, you can just say like, well, what's different than the now? You know, and then just, and then kind of sweep straight into like, what are the tangible action steps? It's sort of one of those things where if you get an answer that's really good for you, dive in on it. If you get an answer that's like, meh, just divert it. Yeah. I mean, cool. And guys, we're 10 minutes over already, so I'm going to answer these questions, but if there's seven part questions about an individual instance, I'm just muting. All right. Yaha. Yeah man, you can call me Nassim by the way, if that's, that's easier for you. Okay. Anyways, so my question was, and I know obviously you know, you have to.

Buy how you sell, but I was.

Curious, what's like the consequences for the prospect if they go and think about it for 24 hours? Like what are the consequences for them? That decision making process? This seems like an impossible question to answer because I don't know the person, but it's just more of the same. Right. The chances, like, conceptually, I think this is what you're asking. Okay. Conceptually there is no difference between putting things off for a day or a week or a month or a year. Okay. Now if we look at this logically, if I've consistently gotten fatter every single month for 12 months, what are the chances of me thinking my way out of that? If every single thought that I've had over the last year has caused me to gain weight consistently, there is a very small chance that I think my way out of that. I'm just going to rationalize and justify, which is what human beings are fantastic at. Right. I do this thing because, and it's fair enough because. Right. And like I, it's, now isn't a good time and I, I have a check in and the savings and takes three business days to move money across and like Christmas is coming up and then like it's New Year's. Right. It's, it's just the way it is. Right. So the logical conclusion is that they, they, if something is worth doing, it's worth doing. Now there's ab. Like if you have a diet and you're serious about it, why would you start it on Monday? Why wouldn't you start it instantaneously? Going to start on Monday. Okay. What, so you're going to eat like crazy for the next five days, gain five pounds that you can spend the next, the first month trying to lose that stupid. Right. We all do it though, just to be fair. Right, right. But that's, that's sort of it. Yes. Lucio.

Yeah. How do you go about distressing the prospect after you do the price drop? If it gets really anxious about it. I know it's with non buyer language, but could you give me.

I don't think I can answer the question because I don't. I would be. It'd be weird if someone was distressed a lot. Like as in if most of your prospects are distressed, there's something else going on and I don't know how to like it's an odd. Like distress is a very particular word. So I don't know if you're using that, but I, I don't know. Yeah, but it's like they haven't. I don't know why they'd be stressed.

Because, you know, I'm trying to do bigger deals. So first I do the double amount so I can tell them, hey, so this wouldn't be the same for you. Sometimes I skip that part and like.

Some I'm just gonna time out. I. Without listening to it, I can't answer it. It's one of those things like I. There to me it's weird that they're distressed or stressed out. Like I don't get that. Like I've never. Like I don't. So I have to listen to it. So it's, it's. I mean I could just say I could give some throwaway answer, but it, you know, it's just to sound smart on a zoom call type thing. So I just feel like I don't have enough information to be. To answer that question. Right. Sweet sage. Hey. So my first question is. So if there's multiple times in the objection handling where the prospect is saying that it's a good idea, do you just keep clarifying it every time or is that going to risk them catching on to. It's like a tactic. I don't really care, you know, because you can do it so many ways. You sure? Really? Why? Okay. Okay, so just make sure that you're clarifying different ways and that'll be harder to catch on to keep it spicy. And then just, just so I understand what you were teaching conceptually because you were saying you don't want to go for buy because it's going to create the resistance. Like you don't want to go for like transaction. Transaction. Right. But then. But the question you're asking is like, so what do we have to do? What are the practical next steps? Like how. How is implying that they transact. Well, no, it's not what are the practical next steps. It's what action steps. Right. So like I need to go to the gym. I need to like figure out a way to get better Lead generation. They might espouse that to I need to purchase your program, which is a good thing. Right. Okay, that's. That's good. Be like, Right, Okay. Okay. The reason why that wasn't clicking is for me, because I'm selling solar door to door. So there's not like the transaction. There's no, like, intermediary to the transaction. It's just, it's just the getting the solar. Like, it's not, you see, like, it's not like going to the gym or eating better. It's just, you just get the solar. Like, you do transact. That is the practical next step. Yeah, it's product. Yeah, exactly. But like, again, it depends on the outcome that they're looking for, because people buy solar for a number of reasons. Right. Like, and, and, and I like, people buy solar to save money, save the earth, or look like they're saving the earth to their neighbors. Right? So. Right. You know what I mean? So, and if it's to save money, why do they want to save money? How much money they save? What are they going to do with that extra money? Right? Like, what does it do? And if they're looking to save the Earth, how important is that to them? Right? And so it's an underlying, like, there's a tangible and an emotional, and everyone makes that, like, off that, you know, I mean, and so. Or it could even be like, you know, if they have battery system with it, it could be like mitigation prepper mitigation. Right. You know, and so, so it's like, yeah, what do you have to do to get your outcome? Your outcome is, hey, you want to get solar too. Right? And it's not just because I want it, you know, I mean, there is a reason for it. It might not be super deep, and you don't need to make things deeper than what they are, but it's like, okay, so, like, you know, what are the tangible action steps that you would need to take in order to put yourself in the best position to start actually saving on your power bill? Well, we need to really, you know, we need to get solar or we need to shop around or you're gonna uncover more things. You know what I mean? Or they're just gonna go, yeah, no, I really need to get a solar thing. It's like, okay, well, how much longer do you want to put off making that decision? Sun's not getting any brighter. Yeah. You've only got, what, 4 or 5 billion years left on that bad boy, Right? Yeah. Okay, that's helpful. Okay. Cool Rez. Yeah, my math. I just wanted to ask, like, how do you. I've noticed your style over other coaches, like, how you get away with asking one word questions without sounding like an interrogation. I want to know the site, how you do that.

Is it a specific way you ask.

Or like, I think I'm probably just more genuinely curious, you know, I mean, it's like, it's also practice. It's quite a difficult thing to do. It makes selling very fast. And you like, if the. The way that I sell, sell is intentionally quick without talking fast. And it. It creates a I. It's almost hypnotic. So you ever, like, walked down a steep hill and you just started stumbling and you start going fast. That's what it's like when you're a prospect with me. So it's hard to stop. What's that? Why? Huh? Okay. Makes sense. You sure, though? Okay, what about this? Oh, all right. And it's very hard to lie. It's very hard to not just tell me the visceral truth. Right. And it's happening very fast and sort of by the end of it, you don't really know what's happened. And so, like, that's kind of how it works. It's quite difficult to do, though. But it's years and years and years of practice and a very good understanding of the concepts. That's really what it comes from. But it's just like, why is that? Okay. You sure, though? Makes sense, you know, and so it's not hard in terms of its execution like that. Those, like, those really short questions. And also, I find people just use too many words, you know, I probably use too many words when I coach, you know, But I'm trying to, like, talk to a lot of different people at a lot of different levels of iq. Right. That's the truth. Like, sort of. To be honest, I can't tell which one of these are twins. Aren't. But I have to speak to all of you. So, yeah, I would. I definitely like one word interjections. And I think if you can practice that, I would highly recommend it because it will probably cut 10, 15 minutes off your calls. Yep. Yeah. All right, Abel, and then we'll go.

You Caleb?

Yes. Sorry. So you. Oh, God. All right.

Oh, yeah.

You. You mentioned prior that one objection. Handling. The prospects need to see the prospect needs to see themselves in the frame in the first person. Not like they're looking at a video game. Do you remember? Oh, that's an associative versus disassociative. Yeah. Can you explain that briefly? I don't get that. If I say, what would it be like if you were able to earn a million dollars a year? Right. What's it like when you earn a million dollars a year? They're different questions. One is associative and one is disassociative. What would it be like if you. What is it like what. What would it be like if you. What is it like when you. Selling in English is a fucking cheat code, by the way? Compared to other languages, it's so much more precise. I think English is twice as large, two times bigger than the nearest language in terms of vocabulary, maybe even two times bigger than. Maybe even two times bigger than all the languages combined. It's an incredibly extensive and prodigious vocabulary. Having a good vocabulary is a fantastic thing to have in sales. Not in like the douchey way where you use, like, you know, ad hominems and stuff like that, but it's like, if you can be precise with your language. Because, like, if I, like, if I, like, if I can say, if I can use a very precise word that's like a well known word over the, you know, sort of over a more generic, then I can be really, really accurate, which means that the intent of my question is incredibly clear. Right. You know, which is a cool thing. Does that make sense, though, Abel? Yeah, definitely makes sense. I thought it was more complicated than what it was. No. Yeah, for sure. Caleb, last one.

Yeah, I just want to be clear real quick.

So someone hits you with I need.

To think about it.

Whatever. I need a day or two.

You're salt. You're going right into solving money first.

And working your way towards fear. You're not jumping into, like the.

The transition identity first. Right.

Well, if I'm gonna ask them what they want to think about. Right. Okay.

And then that'll kind of let you.

Know which direction to go. What do you want to think about? Well, I just make sure the finances make sense. Okay. Money aside, that he said this will work.

I see.

You know, so, like, I have to. I have to clarify that because it's like, think about. It's like, I want to go sleep on it. It's not a mattress, mate. Yeah, yeah. I mean, what are you gonna sleep on, champ? Right? Yeah, I've said that 100. I love that line.

Thank you.

Not a mattress, buddy. What are you sleeping on? Right? Try and break the tension a little. All right, Cool. All right, guys, I gotta run because I want 23 minutes over. If you guys like this, I'd love you to post about it on your Facebook or your Instagram, whatever it is, and then go into that YouTube chat and let us know something that you got from today. But appreciate all of you. I'll see you soon. Morning, guys.

How are we?

Good. Okay. All right, guys, today what we're going to be going over is roleplay. Okay? So we're going to be hearing more specifics. Okay. But I want to hear kind of people do it. So we've gone over just to recap. Session one was all about money. Session two is about partner. Session three was about making the transition into more of that fear based kind of reframing. Session four was yesterday, which is great, which was Shane Hetherington going over follow up processes, stuff like that. If you weren't there live, the recording is being rendered at the moment, so. And then it will be uploaded because the stream is a bit. But you know, streams be streaming. So what we're going to be doing is going over, I'll do a quick recap, okay. Of you know, kind of exactly how it's done. And then from there we'll kind of just get straight into it, do some role play, have a look at some tonality, intonation, etc. Etc. Okay. All right. So just as a, as a, as a recap, okay. When it comes to dealing with money, the important things are that we're going money aside, okay? So we're going to remove the objection. And then from there it's like money aside. Do you feel like this could be the answer for you? Okay, the wording is important. We don't want to overcomplicate. We don't want to start to, you know, just kind of put a whole bunch of crap in there. Right? Because every deviation change from, from something is going to invite new variables. Okay? The matrix has been posted a few times, mate. It's in the, it's in the group. I posted it up. So just go on that, go on that thing and have a look. If not the link to. It's in the notion and then. So. Right, where was I? Yeah, so you want to remove it. You want to be nice and particular with language and you want to be able to replicate it the same way every time, especially for your initial ways of doing it. Right? Like the outbound should be done one way. You know, when you get a money, that very, very first like line. Again, it should all be pretty much identical because then you're going to get the most consistent possible way of doing it. Okay, so you got Money aside, the answer for you, they're going to say yes, right? If they don't, then you've got bigger issues. That's not. Objection. Handling at that point. That's just, you know, that's a lost cause. And then it's like, yes, would you mind telling me why? Okay. And then what we want to do is get them just to dig in, just get us a little bit of detail and then, you know, is there anything that you think specifically is like the key to the castle for you? Something along those lines. We want them to get them to go back through the pitch in their mind and just re solidify the fact that, yes, this is what I need, this is what I want. Okay. If you give vague, if you're vague about the question, okay. Then they're going to give you vague answers, okay. And that's why there's a difference in like, you know, do you feel like this could be the answer for you? That is a better question than like, do you feel like this would work? They sound similar. They're very different. Okay. One is like, yes. The other one is like, yes, depends. Okay. So you don't have to deal with that. All right? And then from there try and go through and then, you know, get, like, get more detail and then it's. What are some ways you can come up with the funds to where you can. And then get the exact thing. They said they just needed the exact thing, right? Pretty simple, straightforward. And then we go through, you know, dropping payment plan price, whatever it may be, and then, you know, figure out like the logistical side and then we go, how do you want to proceed? All right, so that's how we do the money, okay? Pretty straightforward. The key is just do it concise and just don't wrap a whole bunch of unnecessary useless words around it. That is just going to make things more complex than what it needs to be. The next okay is partner. Okay, Remember, you know, if your partner was here, okay? Don't say things like if your partner didn't exist, you know, you didn't have a partner, right? Like these are stupid things to say. So just go, okay, well, if your partner was here and they were on the call and they had all the context, do you feel like they would, you know, be on board with you? They getting the skills or. You know what I mean? You don't want to say like buying the program. You don't want to have a transaction based question. You want to have either like a skills or a software. Do you feel like your business partner would be on board. Will you get in the automations in to be able to, you know, get the outcome? Does that make sense? Yep. Then from there there's a good question which would be kind of put in there, which is, you know, if you, you know, what do you think your partner might be most apprehensive about? Okay, that's a really good way for that. Uncover that person's people jumping in. That's a great way for you to uncover the objection that person doesn't want to tell you. Okay. So it's like they can use their partner as a scapegoat. Right. And then from there you can go through, go through all that palava. Right. And then, you know, the, the really important part is that you get to. What happens if your partner says no? Okay. That's the trickiest part of a partner objection. You have to be able to ask that questions many times in many different ways until you get an answer. If the answer is I will not move forward without them, then you probe, test to make sure that it's real. Once you, once you're pretty confident, then from there you must speak to the partner. Okay. If they say, well, I'm going to move forward regardless. Right. This is more of an FYI conversation than is a permission conversation. Then you start to like hammer them down and then you start to put the decision making on them. Okay. All right, so that's a little recap. All right, so what we'll do is we'll have someone hop up and be a prospect and then I'll go through, we'll just go through baseline. You can do some tricky shit if you want, but whatever. So who's like half decent at being a prospect? What about you, Ben? Ben Katzenbach? You have a great background.

Oh, thanks.

Yeah. All right, what do you sell?

Social media marketing.

Okay, that makes sense. Okie dokie. All right, so I'll be the sales guy and go from there. All right, Ben, it's XYZ money for some social media marketing. How do you want to proceed?

Yeah, no, I, I think it all sounds good. I just need a.

How's that? What do you mean you think it sounds good?

Oh, yeah, yeah. No, like I, I liked what you went over. You know, if it works, I think that it'd be good for us. I just need to check with the bean counters and make sure that, you know, we have the funding for it.

Okay, that makes sense. Money aside though, do you feel like this could be the answer for you?

Yeah, I think it could be.

Why is that. Why do you feel it could.

Well, I mean, you guys obviously, like, you know, you have a lot of strong case studies and seems like the strategy has worked for other people and, you know, so we were able to get like, millions of views then obviously that would, you know, help us where. Get where we need to go.

Yeah, maybe. Right. Hopefully. Is there anything specific that I've kind of put together that you feel like would be like, ah, like that's what we've been missing or kind of the key to the castle for you?

Yeah, I just think it's like all the little stuff you guys talked about, about, you know, the research and the, you know, hooks, frameworks, all that kind of stuff. I just think that that's what we're missing.

Okay. I guess, like, so what are some ways that I guess you can come up with the funds to where you can get access to that hooks, the frameworks, you know, be one of those next testimonials, right?

Yeah, yeah, yeah. No, it's just, you know, we're spending a lot on. On marketing in other areas, and so it's just a matter of, you know, seeing. Pulling some funding from those marketing sources and kind of putting them into this.

Do you feel like that'd be worth doing.

If it worked? I think it. It would be, yeah.

Okay. And how are you going to know if it. If that's going to be a good decision or not?

That's a great question. I really think it, you know, I guess I just have to try it.

Okay. All right. Well, like, I guess do you feel like what we put together would. Would be worth trying?

Yeah, I think it would.

Okay. Besides what you've already said, is there anything else that, like, makes you, I guess, more or even maybe, like, less confident that it would work?

I mean, it really is just like, you know, we're pretty niche. It's not like we're like, you know, a plumber or something. There aren't like thousands of us. So I don't know, like, I. I would hope. And you show me some niche examples. So again, I would hope it would work, but I just have to try it and see how it's going to.

Okay. All right, Cool, man. And so, like, is it the upfront amount that's kind of, you know, making the risk tolerance a little bit hard to bear. If we broke it up for you, like, would that help?

Yeah, breaking it up, that. That could help for sure.

As far as getting. Yeah. Do you want to have that conversation?

Yeah. Yeah. What would that look like?

Yeah. For sure, man. It's pretty normal, right? A lot of clients that come to us because they're looking to get more reach, which equals more income. Right. You know, they might be allocating resources that doesn't quite make sense or isn't getting in the roi. Yes, it's pretty normal to break it up. Right. So we usually do, you know, X payments over xyz. Like, would that, would that help more within kind of your current budget?

Yeah, yeah, that would be better for sure.

Okay, cool. Well, you feel like it works out and you feel like it works in the budget and it puts you in the best position to kind of get your outcome. Like, how do you want to proceed from here?

Yeah, no, I think that that would work. I just want to go to the team and just make sure, you know, my, you know, my partner is 50, 50 on this thing and just out of respect, just want to talk to them about it first.

Yeah, for sure. If, I guess if your partner was on the call, do, you know and they had a kind of all the context and like they're here right now? I guess. Do you feel like they'd be on board with you putting in a system like this to where you can get more views and, you know, you feel like that'd be a good allocation of resource?

I don't know if they would.

They.

They're kind of.

What do you think anything your partner might be most apprehensive about?

Just like, I think they're just skeptical about social media in general a little bit. Right. Like, they kind of push towards more of like the Google click, like SEO kind of a thing. And so I just have to make sure that they were okay with the spend there.

For sure, man. And like, I guess, like what, like in terms of like, delegation of priorities in the business, like, do you guys have kind of set roles, like, what's your role versus, like their role? Like whose domain does this sort of sit in?

Yeah, yeah, yeah. So I'm, I'm the CEO and they're kind of, you know, they're the cmo. They also do like operations a little bit too.

Okay.

So it's important to get the, you know, the buy in from marketing.

Oh, yeah. Not for sure, man. For sure, man. But like, ultimately who is the person who I guess bears the responsibility whether this works or fails?

I mean, I guess at the end of the day, you know, buck stops with the CEO, so it's me. Okay.

All right, cool. And do you feel like this puts you in the best position possible to be able to Actually achieve your outcome.

If it worked? Yeah, I think it could for sure.

Yeah. I mean, like, you know, we can always say the if it worked thing, you know, if you got a lottery ticket, if it worked, that'd be a great investment. Right? You know what I mean? But there's sort of no way. There's sort of no way to know on that one. All we can do is put ourselves in a position to be able to succeed, you know? So do you feel like doing something like this puts you in a good position to be able to succeed?

Yeah, yeah, yeah, I think so.

And so ultimately, like, let's say you go to your partner and he's just like, no, I just don't see it. Like, what happens then.

Man? We'd have to have a kind of a hash it out conversation, you know?

And then at the end of that conversation, he goes, nope, I don't see it. What happens at the end of that conversation?

There's no way he says that.

What if he does? Maybe he's had a bad day. I don't know if he's married, but Mrs. Has been, you know, difficult to deal with. You know, things have been going. He hasn't slept for a couple days. He's in a bad mood, and he's just like, nah, SEO.

Man. I. I don't know. I. I mean, I think, you know, I just. I just have to talk him into it or.

What if you couldn't?

Well, if I wanted to do it, I'd do it anyway.

Why?

Because it's kind of like you said, like, I'm. The buck stops with me. And so, you know.

Okay, all right. So, like, you know, there's a couple ways that we can do this, and I think either way would work. Just depends on how you approach it, generally speaking, when, like in this scenario, like, I'm a fan of the confident approach, right? But you can go to your partner and go, hey, there's this thing I kind of, sort of maybe want to do, right? I think. I think it's a good idea, but, like, I want to get your feedback, you know, let's see if we can maybe do this. Right. The other way is like, hey, there's this thing that I think that we should do. This is what I want to do, and this is what we will do. Right? But obviously I respect it. So what I've done is I've gone and done this. But obviously, like, you know, if you're not on board with it, then I can just call them right now and we can take it away. Right. But, you know, I feel like this is enough of a thing where I wanted to commit to it. Right. So, like, which way do you think kind of puts you in a better position to get the outcome knowing, like you and your business partner and then that kind of dynamic. Do you feel like going in there, like, hey, I've done this, but obviously I can back out of it if you're not cool with it. But I feel confident enough in it to be able to actually put my balls in the line and say, like, this is what I'm pretty sure we should do.

I mean, yeah, I just think that would, you know, obviously be better. It's a little bit more powerful that way.

Yeah. You know, and it's sort of like it's that burden of responsibility. Right. If you're gonna, you know, if you're gonna take the, if you're gonna take the win, you have to be the one who's willing to take the loss, right?

Yeah, yeah, yeah.

Cool, man. How do you want to proceed from here?

Well, I definitely think that'll work. I can bring it to him. I just the, the way I make decisions, I. I always just sleep on it for. For 24 hours, you know, like, it's just the way that I do things.

It's the way I've always done a mattress mate. Yeah, man, like that kind of makes sense, right? Because like, you're on, you know, sort of. This is a new thing, you guys, looking to scale and ramp up. And it's like you're on this side of the bridge and you want to kind of get to that side of the bridge, right? Yeah. You know, and so we all kind of make decisions based off where we are, based off our own perspective. And so I guess, you know, I guess ultimately are you. Let me ask you a question. Are you kind of 100% happy with where you're at in terms of social media, you know, marketing, Yacht, xyz, whatever the problem was the call?

Yeah, no. No, I'm not.

Okay. And so that kind of decision making process has caused you to kind of, I guess ultimately not be happy with your results and where you are right now, but also like the decision that you're, you know, the exact thought process you have right now, Right. That's cause you to be where you are. How much longer do you want to have that decision making process to kind of dictate, you know, the results of the business moving forward?

Yeah, I mean, I guess it's kind of the question is like, what decision will I Make. Because, you know, I could also put this into, you know, the SEO thing and it might work, but like, you know. No, I don't want it to, I wouldn't want this to have us keep getting these results on social media for much longer.

Much longer.

Yeah, because it's.

How much? Like two days, two weeks, two months, two years. What's the good time? What's, what's the time frame?

Yeah, not much longer. We need to make a decision pretty soon here.

What's that, what's that though? Like, you know, I always say, like, you know, let's just say I took a 600 pound guy and I took a triathlete and then I swapped their brains, right? Yeah, like that 600 pound body with the triathlete brain makes the decision as soon as it gets into that body to get to. Because that, that body is, is a triathlete, it's just out of shape, right? They start swimming, running, cycling the second they get in that body, right? Because they, they do the thing. A triathlete is not someone who competes. And you have to, you have to start training to be a triathlete. You have to be a triathlete, Jimin. In your brain you have to already be there, right? And the six and the, and the, you know, and the 600 pound brain in the triathlete body makes those decisions as well, right? And so like, you know, putting it off doesn't really help. You know what I mean? You either start making the decisions and once you make the decisions, you act right. It's like, you know, you could start your diet on Monday or you could just start it now. Which one benefits you more.

Obviously?

Yeah, yeah, for sure. So like, what do you feel like you need to do to kind of put yourself in the best position to be able to actually get your business to where you want to be?

I just really feel like I need to like make sure, go work through this in my mind to make sure that this is the best thing because like, obviously like, you know, it's, it's, it's important and, but there are other things that are important too, so. And those things are.

Yeah, for sure, for sure, man. And that's all we can do is do the thing that we think puts us in the best possible spot. Right? But if you don't, if the only way that you can know that it was a good decision is if you did it. How do you think on that?

I mean, that's a good point, right?

Do you, do you feel like what I've put Together, given your kind of best educated guest, you feel like it would work?

Best educated guess? Yes.

But do you feel like the testimonials were real or do you think we faked them? AI maybe?

No, I'm sure they were real. But like, you know how many people. Like, those are your best ones. Right. So for sure.

So let's just say worst case scenario, right? You got three best, worst, middle. Worst case scenario, it shits the bed entirely. Are you broke?

No.

Best case scenario, it hits and you are the next Alex Hormozi. Is that a good thing? It's unlikely. I will say that.

I don't know. Yeah, yeah, some question.

Yeah, I mean, you know, being a, you know, 30 year old billionaire would be all right, right? It's a. It's a living. It's a living. And then the middle case scenario, it, you know, adds status, gets more leads and does pretty well and just overall gives you guys another lead source that allows you guys to nurture people more, you know what I mean, and just get more authority in the marketplace. Yeah, right, Right. So best, worst, middle, all of them are okay.

Yeah.

You know what I mean?

Yeah.

Okay, so like, so what are the tangible action steps that you as a CEO need to take in order to put your business in the best position to be able to actually achieve the outcomes that you want?

I guess I just need to, like, make a decision.

Okay. And how much longer do you want to put off making a decision?

Well, not much longer.

How much longer?

Well, I've really liked to have just 24 hours to sleep on it, just to make sure that it's good.

Make sure it's good.

Yeah. Because I still feel kind of like hesitant, you know?

Yeah. Why do you think it is?

I just think, you know, 30 grand is. It's not nothing, you know, I'm like broke. But it's a pretty big investment from, from our marketing side.

Yeah, for sure. Do you feel like if you were making more money, it would be less of an investment?

Like, it would be less of a hit?

Yeah, yeah. And how much, how much longer do you want that to be a big hit?

Well, I don't want it to be a big hit.

Okay, so what do you need to do to make 30 grand a sort of relatively investment for you?

I guess I gotta invest.

Okay, so what do you want to do from here?

Let's move forward. What are next steps?

Give me 30 grand as a prospect. Like, gifts, give feedback, you know, like, how do you feel? Just like, tell the truth.

Yeah, yeah. No, I Mean, I felt, you know, like, I really did feel kind of hesitant through the whole thing, but I just think, like, step by step, I just kind of saw how the only way to stop feeling that hesitation was to actually do something, because just, like, putting it off was, you know, I just think a lot of the analogies you use, it's kind of like, yeah, it doesn't make sense to keep thinking about it, even though that's, like, what I wanted to do. But it just came to the point where it's like, no, if you really want to feel better about it, you just got to, like, move forward. So it's just kind of like a slow burn, you know?

Yeah. I think the key is, like, it's a systematic approach, and it's just dealing with one thing at a time and just staying nice and cool and calm and collected. Like, people tend to get a little bit agitated and freak out. Right. You know what I mean? And then, you know, it's not about the word tracks. I want everyone to sort of ignore the word tracks. Like, they're sort of irrelevant. It's. It's just the. It's just seeing a problem and then getting the person to overcome it themselves. Because, like, I can say, yeah, but you should just do it in a thousand different ways. It's just not going to be very meaningful to that person. And so it's like, okay, I handle money great. I handle partner great. We're now into, like, the sort of think about it territory. The think about it is just an apprehension of, like, it is a lot of money. I mean, it's fair enough to want to go away and think about it a little bit. But also, like, if I've tied off money and partner, and the only thing that they're really saying is, like, I just really want to think on this to make sure it will work. Like, there's. There is no amount of thinking you can do that will solve that, you know? And so I know that I'm just. I have to go like, okay, so I just have to make this person more certain. Right. I also have to make them okay with making a decision where there is no absolute certainty, which is kind of the tricky bit. So I have to go, okay, first and foremost, you know, let's establish this is really the thing that is going to work. You know what I mean? And then we have to establish that there's no way you can know that it will or won't work. Right? And that's kind of like, once we establish that, then it's like, okay, you know, we're just, you know, we're just kind of hoping and dreaming anyway, but we have to let it be like, there is no 100% certainty here. Like, I can't provide that for you. And if that's what you want, then you're, you're. You're waiting for something that can't be delivered. You know, you're waiting for the. The perfect man or the perfect woman. It's like they don't exist. You know, everyone has flaws and faults. So, like, sorry, you know, there's only one of me. Right. That's good. That's a good. Does good prospecting. That's a good thing to do. I appreciate that. Okay, has anyone got any. I want to go through some questions, but I would like to keep them concept based if we can, and strategy and not like individual word track, hyper specific. This one guy spoke to me once and said this. Okay, let's go with big res. Hi, Matt. I just want you to. So I want you to dissect what you're doing. Like, is it. I know you use a bunch of reframes and analogies, but is that. Can you just purely rely on that or are you doing anything else? If you could just sort of strip away what's. What I can see on the surface and go beneath so I can understand. Sure. So once you're in fear territory, all you're trying to do is like, identify the underlying issue and the underlying concern for this particular role play. It was. I want to make sure it's going to work now. That is something that none of us can do. It's like saying, tomorrow. I just really need to make sure I wake up tomorrow. I don't want to go to sleep because I just really need to make sure I'm going to wake up. I just need to think about that. It's like you could die. Yeah. You know, like someone could murder your face while you sleep. You won't know, you know, and so this is a level of certainty in which cannot be obtained. Right. And so in. Once you're in fear territory, you. You kind of have to get them to look at things in slightly different ways. And it's like. It's like getting an arc. Right. A lot of people will try and like, flip them really quickly and it's like, no, but this. Right. And you kind of use logic. But again, you know, I'm not sure if it was on this. Did I tell a story about how I have like an unrational and totally irrational fear of like tall buildings. Okay. So I have a completely irrational fear of tall buildings. I have no idea why. It's not even being on them, it's being in them. Right. It's very weird. It's completely irrational. It's a phobia. I don't know why it exists, but it does. Right. I've literally those of you know, Centerpoint Tower, I have helicopter onto it and roped off the side of it. Okay. So like I've done that. I used to be in special forces and all that kind of stuff. But being inside of it, I fucking hate it mate. It's like full panic attack mode. So I was going up the elevator because we were going up to dinner because maybe. No, no it's not, it's not because it's not 11. I'm not afraid of the, of the, of the government faking a building getting fall down. Right. So get into that people. So. But yeah, so you know, and I'm basically having it like almost like a panic attack. And you know, if someone was in that time going man, the building's safe. Like fuck you, we're all gonna die. Right. Like there is no rational to that fear. And so fear most of the time, like if you're afraid of a snake, that's completely rational. You should be afraid of a snake. Right. Especially where I live, you know. But like, you know, there most fears are a little bit irrational and so dealing with it with logic is just not a good idea. So you have to deal with it that like they have to work themselves through it and then how they do that is a little bit individual. But all my job is is to kind of like oppose the question that maybe gets them to look at it differently. And so like my questions are like, you know, examples are like, okay, well like how, like how will you know? It's a simple question like that. Okay, so like, like, like, like, like how would you know? The problem is it has to be delivered in a curious way. It's not. Yeah, but like how would you know that's not going to go well? You know, you know, and so it's just about finding that and then being able to. And a lot of it is conversational fluency. Yeah. Now and it's like being good at talking to people is that side of it. There's a little bit of that because I have to be able to kind of put things together. Now what you can do is you can put together common themes and then like simple reframes like that 600 pound person one. I've used that 12,000 times because it's, it's a really simple one of like the, the brain dictates, like, it's, it's the action that dictates the identity, right? Like I, I need to start acting as if I'm a triathlete and then my body will fall into line. Yeah, right. But without the action, there is no thought. The way that human brains work is feeling, thought, action. Right. I had a friend of mine who was in a helicopter crash and he lost the ability to feel emotions for about a year and a half. Right. It's very, it's a brain injury, right? It was very interesting. It was like catastrophically sad to see at times because he was a ruthlessly brutal human being. Like kids would walk in and be like, you're fat, right? Like, like brutal, ruthless, like horrible. But he could not even make a decision to, to put on a shoe, right? Because he had no feeling, he had no emotional weighing between left and right. Whereas when you put on your shoes, you choose, you feel like putting on your left shoe first and then your right shoe, whatever. Okay. Like that's a feeling, it's an emotion. So he lost the ability to make choice, to basically do have to make, to make a choice. Okay. And he also lost memory because without an emotion there's no memory anchor, so he has no memory of that time whatsoever. Wow. So, which is quite interesting. Without, without an emotion there is no ability to store memory. So yeah, so it's pretty interesting. But so you have to feel something, to think something, to do something. Right. And so going, looking at it that way, it's sort of, you can start to sort of uncover and then you can start to sort of pre script certain really common issues and they're just subtle ways of getting a person and gently nudging them in the direction of like seeing the error in their decision making process and their, you know, the error in there. Like, well, I need to, I need to make sure this is going to work this simple and they're going to get into analysis paralysis and nothing will change, you know, so that, that's where all those analogies, all those analogies do the same thing, that it's the exact same thing. It's just designed to go the way you, this is the way you're currently thinking, which is fine and makes sense, but what about this? And it's quite gentle. And then they go, oh, I hadn't thought of it that way. And that's when they start convincing themselves. Makes sense. Makes a lot. So what you're saying? Yeah. Just to summarize, what you said was use conversational fluency to redirect the conversation in a curious way. And then plugging the reframes and analogies. That's it. Yeah, that's. Once you get into that component where you've tied off money and partner, right? I had the money, I had the partner, I had all that stuff. Without that, it's moot. It's a waste of time, Right? You know what I mean? Yeah. And then like most of the time, the money and the partner thing will just tie it off, you know what I mean? Especially if done in like a non aggressive way. You're not like forcing their hand. Yeah, yeah. All right, cool. Luis. Yo. So at what point or what would be the criteria for you to go straight for the deposit? Like after you've, you know, tied down certainty, tied down money, tied down spouse. I mean, if they don't have the money, right? I would probably, I could get them to tell me what they have in their bank account pretty easily, you know, like, like, hey, you know, this is a good one. It's like, hey, like, you know, once you've tied everything off and they're in, right? Like, yeah, you have to make that assertion if we're going to talk about this, right? Like they're, they really want to do it and they're in. We've got rid of everything else. It's like, hey, so like, no bullshit, no ego, no nothing. I, I can't hit a target. I can't see. Like, what are we working with? Did you have a thousand five hundred? Like, what do you have? Because I don't want to leave you, like, with no food. Because that would be stupid, right? It's like, what are we working with here? Let's just have an honest and frank conversation. And they'll go, yeah, this. You go, all right, cool, man, let's work this out. You know what I mean? And if they have a thousand dollars to their name, don't take 500, mate. Just fucking be like, hey, why don't we reconnect when you're not poor as fuck? All right? Like, let's, let's do that. Because ain't nothing worth going hungry, you know? I mean, I think we should all have that as an ethos. We shouldn't take people's last dollar for sure, right? You can sell their fucking car, though. I've done that many times. Well, how does that, how does that combo go? Do you like. Well, do you want to do it? Yeah. Sweet. Well, do you have a fucking PlayStation? Yeah. Why are you playing PlayStation? You broke? Fuck. So they. They do a deposit and then you. Right. No, I just take the bus. Go, go sell your car. Like, if it's something they really want to do and it's like a good program. Don't make people sell their cars for shit programs, right? Don't do it. But I've had people sell their cars. I've had people, you know, like. Like, I have a document, which I'll put in there. It's called, like, 57 Ways to Find Money. One of them is selling blood and semen. So, like, don't. Like, some of them are funny. Selling a pet. Right. You know, I mean, but, like, there. There are a lot of ways to make money. There's some funny ones, but there's tons of ways. Like, you know, you can look around your room right now and find $2,000 worth of junk you don't use that you can sell on Facebook Marketplace. Right? Anyone right now can go on and do Uber Eats. And if you're too proud to do it, then fuck you. You know? I mean, like, that's the way I look at it. I've delivered food. I've, like, been a barista. I've been a waiter. You know, I mean, I've done it all. I don't mind. I'll do it again. I don't care. If I had to feed my family, I. I never will. But I'll never have to do that again. But it's fine. All right, cool. Makes sense. All right, Joe. Joe mean mine, either. Me. That'll do. It's. I don't even know how it's pronounced either, to be honest. What?

Yeah, so.

What? You what? I didn't know how it's pronounced either, to be honest. Okay. All right, I gotcha. All right. Wales, Northern Ireland. Where are you from?

England.

Yeah. Which bit, though? North. Right?

Newcastle.

Yeah, I was gonna say. Yep. Yep. So I've got family in Newcastle. Oh, yeah? Yeah. But, yeah, so the question was.

So obviously you got into. You got into the fear, like, with that. But I guess, like, earlier on, he was given, like, you know, like, uncertain language as well. Would you, like, wait to handle the fear?

Yeah, yeah. Handle money. Handle the logistical stuff first. Right, okay, okay, right, right. Like, always handle that. Like, don't. Don't divert. Don't get distracted. You know? I mean, because you need the. You need the backstop of the logistical tied off. Otherwise the rest of it is somewhat meaningless. Makes sense. Jordy. All right. All Right. All right, go and go. Enjoy the Jordy Shore. Maybe cousin used to be on that. Really? Which one?

Marty?

No. Yeah, I had to stop watching it when I watched me cousin getting railed. So. Yeah, bro, she was a wild one. Yep. Yes, she said.

Still is.

Yeah. I'm just trying to remember. Yeah, I remember who that was. Yeah. Yeah. Hilarious that was. If you haven't seen Jody Shore, treat yourself. If you like trash tv. Jodie Shore is a absolute like dog's breakfast of a TV show. It is incredible. It is, it's. What's the New Jersey one? Jersey shore. Yeah.

Jersey.

Sure, it's that, but way worse.

They did a very good episode of south park of that one. Oh, pookie.

I think 30 shores one.

Yeah.

Yeah. Anyway. All right, Lucio. Okay. And I love trash. It's one of my. One of my. I love trash dating shows. Me and my wife watch them. I love them.

You're. You're a chit meal. Okay. Okay. First, dude, I wanted to thank you for. For the space here because like I cannot stress enough in this week my skill level for objection handling has raised the price significantly. Yesterday I closed my biggest deal and.

Honestly from now on everyone should start their question with a 30 second adoration of. Of myself. This is. That's kidding.

Should we call you like King Matt or King Rider?

It's all right. It's all right. Either one.

Okay. Okay. Okay, good.

Okay.

So King, tell me. Main thing I wanna. I wanted to check all the analogies that, that we went through. I had first year. And when we start, like if they, like if they think it's helpful. Yeah. The castle, then non buyer language into understanding if they want to have the conversation, installment plans, the partner comes up, you know, Brown. That is something that we didn't go through the. The role play today, but that's one that I took and then on perspectives of where it would be. Bridge, triathlon, try athlete and best. Okay.

And worst possible scenario.

And I think.

Yeah, yeah, that was, that was the one I went through. Yeah. It's not like a hard and fast rule, but. Yeah, like that, that was. That was a good sort of like flowchart synopsis of what happened. Yeah. No. Okay. Okay, cool.

Thanks.

Awesome. All right. Sage, by the way, you're like a Tesla just driving around by itself. Yeah, I was sick. I was on my way to a sale that I'm about to jump into right now. But when it comes to solar, you're obviously not. Well, maybe not so obviously, but the way that we do it at our company is we're always 95 of what we sell is a monthly energy bill. And so I just wanted to pick your brain a tiny bit about. And maybe the answer is just dead simple. But since we can't start with a paid in full and then break it up, I suppose. And there's never really a logistical money concern, really. Like, if they say that they have a money concern, then it's actually just a sales issue. Like, I didn't build a big enough gap earlier. Right. Or is there any. Is there any a difference in the way you'd approach that if you were going to pitch them monthly from the beginning? Well, I guess what I would do is sort of go like, let me have a look at my pitch. And then from there, you know, like, am I gonna start out with, I guess, a larger system, like more kilowatts, Jeremy? And then from there I drop to potentially a smaller amount of kilowatts. It still kind of gets the job done. Or maybe I do like a package that includes larger kilowatts in a battery. Right. And then I have one that's like, like, like, like, like no battery.

Right.

You know what I mean? So you sort of. It's just. If you can roll the bolt down a hill, it is always easier. So sometimes just like, build the hill. Okay, Right. But you're always going to be basically giving them more stuff first. Not. You're not going to start somewhere and then just go like, okay, well, if we gave you some sort of discount, that's just going to lower your status. Right. You'd never go for something more like that. I don't believe in the status thing. I believe, like, I don't. I don't. I'm not a big fan of that because, like, I think you should just make the sale. And so maybe possibly discount is like a good. A good approach. Like, if they're like, no, I really don't feel good about this. Like, okay, well, if we lowered it a little bit, would that. Do you feel like that would, you know, get. And I think if you do go like, hey, well, like, money aside, do you. Do you feel like we, you know, we can. Again, you got to script it out. It's like, because there's got to be something more than just the saving. That's the logical side. There has to be, like an emotional side. So during that sales process, you need to sort of tie those two together somehow and figure out, like we said the other day, it's like, is it to save the environment, make it seem like they're saving the environment for status. Is it to save money so they can, you know, what are they going to do with that money? What's the plan? Like, how, like, what's the point? Is it for, like, energy independence because of fluctuating bills and they're a fucking prepper or something like that? So again, like, you know, do you feel like we can mitigate the fluctuations in your bill and actually kind of like allow you to stop relying on the grid, right? So again, you've got to enter some of that into the conversation because you have to give yourself enough ammunition at the end. Maybe start a little bit higher, add something on there, right? You know, like, have a. Like a. Like have two packages, right? One is like an energy independence package. One is like the fucking, you know, like, my neighbors think I'm Greenpeace package, whatever, you know what I mean? And then, like, you know, so you start thinking about, like, how do I. How do I tie the. What they're going to buy to their tangible and, like, emotional outcomes? And then from there, like, how can I. How can I give myself some breathing room, you know, to then, like, drop and then, like. But keep solidifying the point that it achieves an outcome. Otherwise you're just selling a widget, right? And, like, you. You can do that. Like, I've done those role plays. Like, we have, you know, trained guys that become really good at doing that and finding that kind of, like, you know, emotional tie in. It's just that you have to start really starting to engineer and get a couple of key pieces of information throughout it. Does that make sense? Yeah, yeah, yeah. But, like, let me know how you go. Like, sort of, you know, war games and different things, and then, you know, it's a. It's a process that you just get better at, right? All right, Ron, I hope you're doing good today. Just, I noticed that when you were getting into the objection of them kind of being hesitant, you kind of just went like, okay, so, like, why do you think you haven't gone, like, proceeded ahead and then, like, is it. Do you think the product will work? And then you kind of went to, like, testimonials and then you gave the analogies. Could this also be a time where you could insert, like, okay, well, like, I know you told me before, but what, like, what do you think about. Is it going to work? And just get them to kind of go and kind of do that, that whole resell again? Yeah, for sure. Like, you know, some of what I said was Buffering. Okay, right. I was buffering. I was like. I was like, all right, that's tricky. How do I put these together? Yeah, I mean, so like I'm just probing, you know, and it's like I'm just sort of like, I'll throw this out there. Why do you think it would, you know, I mean, like, I'm not listening to him. I'm just trying to figure out my own head. But it's just sort of like. Right, is it? You know, and so I'm just trying to. Trying to find the angle that I need in order to kind of get there. Because like, I know I'm close, right. I've tied everything off. I know that. I know what he's. I know what's stopping him. And so I'm just like, okay, you know, and when they're giving me like non definitive language, you know, you know, lots of maybes and stuff like that, it's like, yeah, I guess it'll work. Like, why do you think it would, you know, do you feel testimonials are fake? You know, maybe it's AI Right. So like, I'm just being kind of ridiculous because they're not AI, you know, and so like, like, no, no, no. I'm sure they're real. So like, I know that that's going to be the answer that's kind of a throwaway, but it gives me a little bit of like it's a throwaway that I know will do nothing but positive. And it's like giving me a little bit of brain space to kind of figure it out, I guess it also kind of gives them like a indirect. Like maybe you're being ridiculous. Like, like, you know, by not kind of jumping on it almost type thing. Right. It's just there's never going to be a negative to getting them to go back as to why they think it will work because I would assume that'll just anchor more emotions. And when they are thinking why it'll work, they're probably putting themselves in the person. In the first person example of it working. So then that would anchor in the emotion, I assume. I mean, I, I wouldn't say. I wouldn't. There's never. Because like people are weird. Yeah. I mean, but you know, a good, A good chunk of the time. I think you'd be fine with that. Okay, awesome. Appreciate you. Thanks so much. No worries. Sveta?

Yes? I think it will be annoying question for you because I know that you've been asked that question twice and I still fully don't understand how to approach it.

So that means I haven't explained it very well. Okay.

So when you were all playing right now, you started from the moment when you dropped the price, and then you're asking, okay, my money aside, would you feel it would be the answer for you? Do you ever ask commitment question before dropping the price? Like exactly the same question after you just presented everything, and then you drop the price and ask the same question, knowing that they already gave you an answer before dropping a price? Does it make sense? Yeah, like I presented, like, I don't know, program.

We're just using different nomenclature. So a commitment question to me is not that. So that's, that's where I think the confusion of terms a commitment question is like before the pitch, right? And you're like, you know, it's sort of a commitment to make a change. Right. So do you, you know, so you pre pitch, you've gone through like some consequence question type stuff, like, what happens if it doesn't? Then from there you're like, okay, so you know, is it time to make a change? Yes. Like that's, that's commitment. Right. Um, and then from, like, I would never ask that after it, because I'm just gonna go, how do you wanna proceed? Like, what do you wanna do for me? Like, like, like what? Like what are we doing? Right.

Okay, so you just finish the presentation and straight away drop the price and then ask, how would you like to proceed from here?

Yeah, exactly. Yeah. I don't need any more filler. I. What I want to do is I want to keep it short. And because time, I mean, like, I. I don't want to have. The longer the time between the consequence, the pitch and the yes, the less likely they are doing it.

Yeah. The reason I was trying to ask them before dropping a price, my approach was I would ask, do you feel it would be an answer for before they know the price? And they will say, yeah. And then like, why do you think that way?

I would like them to have the context of the, of the price when I ask if it's gonna be the answer.

Okay.

Yeah. It's like, what. What seems easier is harder.

Yeah, it's exactly. Then I would all the time confront. Oh, okay. They will explain when they see the. Yeah, yeah. Okay. Okay, cool.

Yeah. Time. All right, Michael, you're on mute, buddy. It looks great though. You're on mute. I guess you're still on mute, but I don't know how to. Oh, there we go. There we go. Yeah, I just had a quick Question. So in terms of when you're handling objections and you're going through, like, the reframes, everything, are you pretty much just going through that with a whole, like, curious tone? Are you ever, like, challenging them with your tone? Or, I guess, like, what would you say your demeanor is during the whole process? It changes depending on how. How much time I have left. Right? So. And that's not, like, out of frustration or anything. It's like, I'm gonna stay very. The. Probably the first two to three loops, I'm gonna be pretty leaned out, and then I'm probably gonna start getting a little more daddy on them. Okay, Right. So I'm gonna. I'm gonna shift it up a gear when I start using more definitive language. So instead of going, like, yeah, you know, I'll be like, so what do you need to do to actually kind of get this going? Right? Like, that'll be stage one. And it's like, so you as the actual business owner, like, you know, the person who's bearing the burden of the responsibility, how much longer do you actually want to put this off? Okay, so you can see the tone shift and the pausing of, like, the actually want to put this off. Like, it denotes a far more challenging tone. But I'm going to do that towards the end because now I'm starting to take swings. It's the bottom of the ninth, and we're down by four, and we're like, swing away, right? Like, we got to hit some dingers, you know? And that's the way you got to play it. You're like, I got no time left, and I'm either getting this or I'm not. Okay. You know, that's. That's the fun part, you know? Hit him with the dick. Right? Exactly. Thank you, man. I appreciate it. No, no worries. Just make sure you don't start there. Get through. I mean, you can. It's fun. Like, I recommend everyone do it at least a couple times. If you get someone who's, like, quite assertive on the call and, like, really wants to. Really wants to pitch early, and you deflect and they don't do it, just go, all right, it's 10 grand. What do you want to do? And then just start fighting, you know, It's. It's a good. It's a good, like, lesson, you know? Because if you can do that, then the other ones are easy. Yeah. You know, I've done it. It's fun. I like it. All right, cool. Nelson, last question. Hey, Matt, I run a mortgage broking Biz and just help people pay off their loan faster. So usually we don't charge any fees. So there's normally no, like, money objection. It might fall into like, comparing competitors or maybe like a value objection.

Is this.

Well, you do charge a fee, right? Just gets rolled onto the mortgage when you refine them. Yeah, yeah, yeah. Is that something like, what do you. What do you charge? Like, 5K and then from there you get the book as well. What's that? Do you. Do you. Do you only get the brokering fee or do you get a. Yeah, yeah, I would say yeah. Unless it's a really complex deal, we don't charge. So it's. It's just like the lender commission. But okay.

With.

With comparing competitors. Like a value. Is that something you pre. Handle like in the discovery or is. Is like. I usually will stay away from talking about competitors entirely. I. I find it would say it very rarely comes off good. Right. Like it very rarely. You know. Although in saying that in dialer, I should have them pretty hard. But. But it's a different sale. Yeah, yeah, it's. It's a. It's a bit of a different thing. I showed them pretty. I. I showed an alamer. Like crazy. Um, but that's because they suck. Um, and everyone. Yeah, but so it's. It's. I shouldn't. Yeah. So I shouldn't say don't ever do it, but rarely do it. And there are instances to do it when it makes sense, but when you're trying to like, like, weaponize it. But I think, like, for you, you know, you have to, like, get the value proposition. If you're only. If you're only getting a loan, what you need is. What you need is friction. The problem is you have a frictionless sales process that ends in, like, complicated paperwork and then a settlement. Right. So you get a yes because there's no reason to say no. So you need to make them pay something or you need to make them sign documentation that feels more weighty than it is. Yeah, yeah. On that call. So like, I work with an exact same business, right. But they. They charge money for it, but they're very good at what they do. And we put in an authority to proceed. And it was a document that I made up. Yeah, you mentioned that last time. I've created one since. Since. So then from there, like, because you need them to give you a yes or a no, it can't just be like, yeah, man, sounds sick. Send over the paperwork. Right. Like, it just goes into the ether. So you have to create a friction point. Because the hardest objection to overcome is the one that you don't get. So you have to incite the concern, you know? So, like, my thing would be, like, just charge them 97 bucks. Yep. Like, if they're going to say no to that, bro, they're not doing it. Often they say, I've just got another meeting booked with like, XYZ compared to.

That sort of thing.

Yeah. And then do you just typically reschedule after that point? No, no, they're buying on the call. No, I'm not doing that. That there's. That's a very particular line of questioning. But generally speaking, I would say, like, okay, so, like, what do you. What do you. Like, it goes down the line of, I don't know, time to do the whole thing. But I can't. I'll add that objection to this course because, like, I have a call book to the competitor. It's. It's one of the funner ones to get. Um, so, you know, it's like, like, how will you know that? You're basically. It's how will you know, like, which is the right one? You know, and then from there you go through, like, a criteria in which they need. And then, like, you fit that criteria, so what's the fucking difference? Yeah, right. Like, yeah. I mean, like, that's essentially like, what it boils down to. It's a bit more nuanced than that. Right, right. Um, but that's like the idea of it. And so it's like, you know, let's just get after it. And the age sale is a little bit different, to be honest. Like, how you do that when you're an agency, how you do that, whatever. Like, when I did it at Sales Sniper, I would never let somebody off a call, ever. And I used to just, like, ruthlessly. Objection. Handle them because, like. And it was really easy, like, for real estate agents. Right. I've done some really great frames where it's like, hey, we have, you know, four other brokers that we're speaking to. You know, we've spoken to a few of them. And I'd be like, okay, sweet. Well, you found your broker, so you're. You're fine. Like, we're here, you know, and they go this. And I'll be like, okay, well, when you have someone negotiating for you, going out there finding deals, you know what I mean? And being your advocate to get you the best possible deal and go after buyers, do you want that broker to be the one that sits back and the Buyers say, hey, like, you know, we'll send you an email, like, we're interested. Or do you want them to, like, go after the deal and get it locked up? Which one. Which one represents you better or that one. Okay. And when you told the other guys that, like, you had more bookings with brokers booked, they're going to send you an email and contracts, and they just kind of walked out of here without a signed deal, what did they say? It's like, oh, okay, so which one represents you better? Yeah, this. It's like, okay, so here I am. Like, that's what I do. Is that what you are representing you? Yes. All right, cool. So what are we doing from here? And it works, like, every time. It's like. Because it just. So logical. Yeah. And I did the same thing with the sales agency. Like, oh, you know, we have a couple of sales agencies. I was like, yeah. And when I was like, I used to laugh at them. And I go, and you gave them. I have other people. And they let you get off the call. That's who you want selling for you. And they were like, you're right. I was like, I'm here. Daddy's home. We make sale. They're like, yes. Daddy's home. We make sale. Right? Like, that worked on everybody. Everybody. Because it's fucking. It's a good one. We make sale. So again, like, there's. You can come up. You can figure it out, is what I'm saying. Like, you can just figure it out. You know, you're like, oh. Like, I just had to figure that out because I didn't. I wanted to make the sale. I didn't want to let them go, you know, but with software, like, it's not going to go down like that. Right? Like, I'm not. Daddy's homing people into dialer. It's not happening. You know, it's a different sale, so you have to do it a different way, you know, and that's why sales is fun. It's unique. It's a problem, you know? But I think that too many people sort of try and solve it with word tracks when they should be trying. Like, think of the strategy, you know, and then, like, how do you. How do you upstream it and sort of make your life as easy as possible? Right? Yeah. And that's all. Like, all my stuff is just like, how do I make this easier for myself, you know? All right, that makes sense. Thanks for that. All right, guys. Awesome. Hope that was helpful. Next week. I think we have Cole on next week. As a special guest who just got engaged, by the way, so we'll all give him a congratulations when we see him. But if you guys are enjoying the this, feel free to spread the word, get more people amongst it. There's nearly 500 people in the membership at the moment. Once it gets to a thousand, I make it cheaper. And then at 1500, it gets cheaper again. At 2000, it gets cheaper again. And then at 2500, it's going to get cheaper again and again and again and again. And then it's going to end up being like fucking $4 a month. It's going to be amazing. That's the plan. I want to have 80 sessions a month for less than 100 bucks. Plan. So keep going, spread the word. Appreciate you people. Bye.