2 Hours Of Sales Objection Handling Training (Live Session)

If you've ever been left at the end of a sales call and you get an objection or a concern, you just don't know what to do, then this video is for you. This is part one of an eight part series where I went in depth over eight weeks with a bunch of people on how to handle objections. Time, money, think about it, partner, everything pre handling, you name it, objection, cycling, everything you could possibly think of. And it's extremely in depth with real life role plays, examples, all different industries. So enjoy part one of the eight part series. Totally free course on how to handle objections. So what we're going to be talking about today is like objections over overall, right? I'm going to break down kind of where they come from, what they are, but the baseline hierarchy of importance of how you should be thinking about objections and then some of the basic do's and don'ts. So my point of today is to sort of COVID as much as humanly possible and then from there just give you guys an opportunity to walk away from this session knowing kind of how the overarching structure works. And then from there have some, have some good takeaways and also go over from a personality standpoint how you can figure out, you know, how like how you can figure out what you should be doing and how you should be handling certain things. Because your personality and your, whether you're really forthright or whether you're more leaned out will play a large role in how you attack sales. Okay, so the easiest way to so objections are just concerns, right? And they are completely reasonable and valid. And one of the largest problems that I see within sales people is that they will default to objections that are sort of outside of their control. So a lot of them will go to fear based objections and they'll go to all these kind of like weird things, right? And in reality it's sort of just like coping mechanisms for people who just couldn't sort of overcome objections, you know what I mean? Like, oh like that person had a bad mindset. Oh, that person had bad fear. They're a bad lead. All right, so there, the first thing you must realize when it comes to getting good at objections is there is nothing that you can say or do that will make somebody do something you cannot make them buy. You don't have that kind of power and authority over them. And so like what that does is you like that's what detaching from the sale is. It's not that like you don't need the commissions, it's that you cannot make Them buy, right? And as soon as you kind of realize that, then you stop getting frustrated with people. Frustration is the main reason why people can't overcome objections because they don't know how quite how to articulate themselves. They think that they can, they think that they know what's best for the person. Okay. And then from there you think that like through some sort of verbal wizardry, you can, you can make someone do something that's just not the case. Okay. So we'll break that down into a couple of things. First of all, like, you don't know what's best for them. I like, I guarantee you, you just don't know. You might have an inkling and you might have a passionate thought, but you don't know. And you have to release yourself of that. Otherwise handing objections consistently is very difficult because there's always an element of venom behind what you say and there's an intent behind what you say. Whereas if all you're doing is curiously going through and asking questions, okay. Then it's, you know, it's, it's quite difficult for you to sound right. It's quite difficult for you to sound frustrated. It's like, oh, okay, well, like help me understand that. So. And such. And so you, you don't end up in this like, combative environment and you can get away with asking a lot of quite pointy questions, but because the intent is not designed for you to go, I know it's best. I need to get you over here, okay? Like, that doesn't go over people. You're looking at people's life through a 45 minute keyhole and you have very little context over what's going on. And so the thought that you know what's best for them after such a short period of time is a very egotistical way of looking at the world. Okay. And so once you let that go, you start to sort of like loosen up a little bit and you start to connect better with the prospect. And also you stop putting an expectation on yourself that like, you have to close every deal because the outcome is very much out of your control. What you're looking to do in sales and objection handling is become consistent. Okay. I've used analogy a lot, but if I'm shooting a gun, right? Because I used to be a sniper, right? If I'm shooting a gun and a random gust of wind comes and moves the bullet off course, I didn't do anything wrong. So I have no adjustments to make. So I, if I then make an adjustment off that and the Gust goes away because it was random. I'm going to miss. Now I've done something to miss. And that's a lot of the time the kind of feedback loops that people get into. And so they don't, they don't know how, they just need to do a thing consistently. Your whole job is to minimize variables. Okay, so the way that I teach objections is to sort of ignore a little bit of what the prospect says. Right. And follow a process. Now you're going to listen to them, but a lot of the time you're listening to way too much of what they're saying because they're giving you 10 different things at once and you're trying to handle all of them at once. And you can't really do it that way effectively. And so what we want to do is we want to like, let that ego go. Just understand that like, you don't know what's best for them and that you can't wizard them into doing stuff. Right. What you can do is learn a process that creates consistent and predictable answers from your prospect and then learn how to probe on the answers that give you the best chance of being able to get them to convince themselves to do something. Okay. And if you make 10 sales in a row, you are the same sales rep as if you then make 10 no sales in a row. Congratulations, you closed the 50%. Okay. If you're a 30% closer, which would be good. Okay. 7 out of 10 say no. So those nos shouldn't affect us and you shouldn't be frustrated. The people who say no, sometimes they just don't have the money. And a lot of the time when someone has like a fear based objection, it's just a lack of value proposition. Okay, all right, cool. So first things first. Hierarchy of objections. There are many different types. Money logistical is always the hierarchy. That is the most important objection because it is the objection 90% of the time. Okay. So like, if they want to go away and think about it, what do they want to go away and think about? Anyone type in the chat. Right. They want to think about spending the money. If they want to go and talk to their partner, what do they want to talk to their partner about? Spending the money. Okay. Okay. So if it's a timing thing, it's going to be around, do I have the money right now? Okay. So it always comes down to money. That's. That's the most common objection and it's the one that I think people spend the least amount of time on. Okay. And so first principle is that we want to, like, just remove the objection. Okay, so money aside, right? Do you feel like this would be the answer? Okay, so money aside. Now, when it comes to objections, when it comes to sales in general, people use a lot of extra filler words. I want you guys to really practice over this next eight weeks of using as minimal words as possible. Every single word is an opportunity for you to fuck up the intention of your word. Okay, so if I add in random words, right? It. It adds a layer of complexity to that sentence of which the interpretation of the meaning can be muddled. If I say money aside, do you feel like this would be the answer? It's a very clear and easy question to answer. If I say, okay, so what I'm hearing you say is that money right now might be an issue. So if we were to, I guess remove that, right, and money was not the issue, do you feel like what we're doing would be the best for you? It's like it's word salad. Okay. And like, it's. It's just. All it does is like, it leaves tons of variables open for interpretation and people can take the meaning that they want. Okay, If I say, why is that important to you now, though? And if I say, why is that important to you now, though? And if I go, why is that important to you now? Okay, first one, neutral. You pick the meaning. Second one, tangible, that you will. You will say. Last one, you will answer in terms of time frame. Okay? Like, you just will about 90% of the time. Okay. And so the slight inflection, pacing and pausing and tonality shifts that we do within a sentence will have a large impact on how that person derives that the, like the actual answer. Okay. All right. But we want to. We want softeners, Matt. Maybe, possibly, likely. Etc. Well, maybe, you know, that's the answer. Okay, so one of the. If you guys have never been involved in coaching before, I am not a big fan of definitives. Okay? So I'm going to answer this question because it's a good question. Softeners. Okay. Like possibly so neutral words. Neutral words are only good if you're a. Or our mutual words are best if you're a forthright person. Person. Okay. If you are someone who is leaned out and very like passive as a person. Okay. Maybe soft spoken. You will sound like you don't know what you're talking about. Forthright means. Okay, I'll give you an example. Raise your hand or put. Put a me in the chat and be honest. Yeah. And because there's not A good or a bad here. Okay? There's no good or bad. Put a me in the chat. If you will tell someone to get out of a line if they cut. Right, right, me. And again, this is not a good thing or a bad thing. Okay? If you would, then you're probably more forthright. You're probably someone who is more pushy in general. Okay? So neutral language is likely to be good for you. Put it. Okay, so put a 1 in the chat if you're someone who would never do that. Now again, that's not a bad thing because if everyone was like that, it'd be horrible. Okay? So if you're like that, then chances are neutral language will make you sound like a. Okay, which means that, like, when it comes down to like pitching, you sort of might not sound like you know what you're talking about. And you don't have the confidence and conviction. Okay? And so there's a, there's a slider there. You know, generally speaking, more definitive terms towards the end is probably better, right? Like being much more confident and forthright towards the end. Okay? But if you're putting in. You don't need to put in like qualifiers like that, you know, maybe, possibly might be when you're in objection handling. Because like the veil, the whole point of those things is to like, hey, I'm not a sales rep, right? Like, I'm not a sales rep. Okay, you've pitched, you've asked for money, right? So like, that's gone. And now we're in a very tactical sort of part of it where we need to get them to convince themselves. And so we have to go through a very, very precise series of questions. Okay? So you remove the objection. Money aside, defect, this could be the answer. Okay. The reason why we do that is because we want them to go back through. We want to start a process of re establishing value. Okay? All right. So the reestablishing of the value is one of the key components to all objection handling. Because you need that person to start thinking in terms of like, what are the things that I need? Whether it's software, whether it's like coaching, whether it's widgets. What is it about what I've presented that we're going to talk about the benefits of that, but you're going to tell me which elements are most important to you and you're going to tell me why. Okay? Because if we don't do it that way, then we're going to end up having a lot of quite odd conversations. I will actually roll Back real quick though. Okay? Now this is a lot of this stuff is if you guys sell things that have financing or payment plans, okay? If you pitch and say, and there's payment plans available, there's financing available, there's flexible payment terms available. If you say that when you pitch, it will be very difficult for you to overcome. Objection. It's very difficult because if I say to you, if I go Mark Daniel D. Okay, if I like this, payment plans available, how do you want to proceed? Yeah, payment plans. Yeah, so like, yeah, so what you're going to do is every time that person is going to go, what payment plans do you have? Yeah, okay. Or they're gonna go, hey, like what's the financing? And then what you're doing is having a logistical inane conversation about something that we have not established they actually want. Does that make sense, everybody? So when you pitch, you pitch like your full price, okay? You also need to pitch the full price if you're selling something like coaching or whatever or something that has already like software that has like a paid in full discount. Okay? So it's like, hey, there's like annual pricing, whatever. Pitch the most expensive version in the total number, okay? You know, so like if it's a three pay, and it's the three pay is ten grand, but the two pay, but the one pay is eight, don't pitch it eight grand, okay? And then go, hey, you know how you don't have money? Well, I'm going to charge you more because you don't have enough, okay? There needs to be a paid in full incentive, okay. Not a, a payment plan, you know, interest. Okay? If you guys got questions on that, let me know. I can do like a separate video on it. But you want to make sure that you, you do the, the most important one is it like a marinade type thing, price at the top. So the, the way that I would do it in order to give yourself the best chance, okay, is, is if, if whatever payment structures, you have the most expensive version, okay, like, so if it's three pay, five pay, whatever you say the most expensive number, right? As a, as, as a one off, you just go, hey, it's $10,000 out. Like, you know, yada, yada, yada yada. Like how do you want to proceed? Okay. Then from there you would go through because you want to establish that value. Then from there, when you, if they give you a price, like a money objection, you can go, okay, money aside, you feel this is the answer. Why is that? Yada yada, yada, and then you can start to drop. Okay. But if you don't establish the initial value first, okay, if Your price is 150 gay presented monthly delivers. Well, absolutely it does. That's fine. And if that's how you want to sell it, that's. Then that's good to go. Okay. So it just depends on, like, there's obviously nuances to everything, but if you're saying things like you want to try and avoid giving, you want to try and present things in a way where the most predictable outcome is either planned for or something that is easier to work with. Because if you say, you know, there's payment plans available, if you present it as a monthly payment, hey, it's $120,000 divided over 12 months. How do you want to proceed? Because that's how it's done. That's totally fine. You know what I mean? But as long as you have ways to, to move things down, it makes it a lot easier, right? Because you can go, hey, is it the upfront amount? If I broke that up, would that help you out? Oh, it would also if you don't, if you, if you don't present paid in fulls, you're never going to get them or you have to massively incentivize them. So you can play around with it a bit, but you want to avoid inducing objections early that mask the actual concern, which is like, hey, you know, like, so what are the finance terms available? Oh, okay, cool. All right, well, I'm going to go away and have a look at that. Just do my calculations, you know, and then it's like, now you've spent five minutes dealing with. Okay, all right, so, okay, so we'll go like, so money aside, default, this could be the answer. Yes. Okay, why is that? Now, one of the important things there, okay, that you guys want to note, is that they are going to say yes almost every time. If they say no, you've done something drastically wrong in the sale. Right? So, like, we're, we're. We're way off base. Okay? So they say yes now, you might hear them start to trail off. You guys know when someone has a but coming? Yeah. You know what I mean? Interrupt them immediately. The moment you hear the yes, you. You interrupt them. Okay, why is that? Now, this is a practice thing, and it sounds easy, but it's actually not easy to do. Okay. It's a very, very important skill set, especially in objection handling. Right? Oh, like, why is that? Okay, so you, you interrupt them, right? The sun is gonna kill everyone. All Right. So, okay, because the way that humans work is that they haven't finished that thought yet, okay? Like they, they truly haven't. I promise you. You think and speak in real time, okay? Unless you're like Jordan Peterson who seems to form his completing sentences and then talk, okay, so you do that. So you, you cut it off because there, there's a but coming, but they haven't got to it yet, okay, so you cut that off. Now it's not. Don't always do that. Sometimes if the butt, if you can tell the butt's going to be positive, okay, then like, like let them ride with it. Okay? But generally speaking in objection handling, especially at that time, you go, why is that? Right? Then what they have to do mentally is they have to go back up and they have to go, well, I guess this, right? And then you go, what is it specifically though that you feel like is kind of the, like key to the castle for you? Okay, so then ask them a question where they have to dive into their memory and think about, what do I find most valuable? Okay, what is it about this thing? Okay? And then from there, because they're re establishing value, then from there you go, okay, like why that thing? So again, establish, get deeper. When somebody has an idea that's really good for the outcome that you want, you want to probe and ask questions about it because it strengthens the idea, okay? That's just how human beings work. Have you ever seen a debate? No one changes their mind. Okay, so if you can't change someone's mind, right? Which is because it's very difficult to do. So you have to get them to take themselves through a process where they are the ones convincing themselves. And they do that by having an idea and then you strengthening it through pushing back on them a little bit and through probing them, okay, make sense, everyone. Okay, so once you've gone through that step, okay, then we go, okay, so what are some ways that we can come up with the funds to where you can get. And then you say the exact thing that they just said they need in order to get the outcome that they want, whether it's a feature in the software, whether it's a feature in the program, whether it's accountability, whatever it may be, okay, you get them to go, okay, so what are some ways that we can come up with the funds to where you can, you can actually get that? Okay, now if you hear that tone, it's nice and light, okay? What I'm not doing is going, okay, so, so how do you, how do you get that? Okay, it's like, it's too much. Okay. You're. You're not trying to, like, induce a massive amount of emotion here. What you're trying to do is get them to happily continue the conversation and just take you. Take them down the line. Okay? You can get to emotional stuff later, but at the moment it's just not required. Right. This is a normal part of your day. You're not surprised or concerned by it because it is totally unreasonable that they would have a concern about spending money given the fact that most sales cycles are fairly short. Right. This is a legitimate and normal and reasonable thing. Okay. It doesn't mean it's like the way that it has to be, but, you know, you guys get what I'm saying? Okay? Then from there. So once we. And then once we ask that question. So what are some ways we come up with the funds? We're now on the same side of the table. Okay. The best thing that you can do is be on the same side of the table. Okay? It's two people trying to solve a problem because we've gone through how to call, established the needs, the wants, all that kind of stuff. Done. Our presentation said, hey, this is how we solve your problems. This is the investment required. This is the funds required to solve your problems. Okay? You have a concern. Okay. But if the concern wasn't there, do you feel like this would be the answer? Yes. Why is that? Okay, perfect. What is it specifically? This. Okay. Why that? Oh, that makes sense. Hey, what are some ways that you think that we can come up with the funds to where we can actually get that? So you can. And it's like, oh. And then you start thinking and talking. Hey, would you mind if I make a suggestion? Yeah. Sweet. Well, you know what a lot of our clients do, yada yada, is they do something like this. Like, would that work? No. Okay, cool. Okay. Is it the upfront amount or if I broke that up for you, like, would that make it easier? Oh, you can do that. So see how it's like, easier to roll a bowl down a hill, right? Then push it up. So if I start at the payment plan and I, like, I'm never pushing it up to a piss, right? But if I start at the PIF and I establish the value, okay. Then I can go, okay, well, if I broke it up, like, would that help you out? Now, the reason why I like to start off with the most expensive version is it sounds like it's harder to go. Like, well, you know, it's 150k if you pay, you know, for 12 months, it's like, you know, it's like, yes, it sounds like it's harder, but that's the overall value anyway. So like I'd rather have someone agree and establish the value to the entirety of the program. Right? There's a, there's a sales code with Cardone where he hops on and he says like, oh, I guess it's only 2,500amonth. And he said, no, you're not making a $2,500 decision, you're making a $30,000 decision. Big boy decisions, big boy results, right? And I was like, that's a really good way of looking at it because it's like I want them to be bought in on the entirety of it, not just like the fact that they can break it up. Right? That's like, that's where financing breaks reps. Like you know, like where you can break it up over three years or two years or whatever. Like that financing element, it breaks them because people start to sell based off not the value and like the actual sales call, but they based off like the fact that it's like ridiculously affordable. And so like a no brainer. That's not selling, that's being a checkout chick. Okay. So like, because if we can then break it down and go, okay, like if I could break it up for you, like, would that help? Now the issue is if I then have to go, well, if I break it up for you, it's not 20% more expensive. So you the broker that doesn't have the money. Yeah, it's more expensive for you, Brokey. Okay, so like that doesn't seem like the best framing for me. I never liked that. So I always just went with the most expensive version, right. Then from there allowed me to drop to a payment plan. And that payment plan was the same cost. Right. That they already knew about. So I never got the objection. Well, I'm just going to wait till I can. Painful, right? Because that's a really annoying objection. Because my process from there is then to get them to do the payment plan and then say, oh, I get the first payment or the, you know, whatever it is, then I'll offer them the paid in full incentive after I get the first payment. Right? Oh, hey, did I mention that you actually get a bit of a discount or paying in full? No. Ah, sorry man. Yeah, so you paid this much, but if you want to pay the rest off, it's only this much more. Do you want to do that. And then I just sit there until they do it or they don't. Either way, it's fine. Thank you. All right, so this is all scripted as well, so you guys don't have to worry. This is all, like, all scripted out for you guys. Like, it's totally fine. Okay, so. But what I wanted to do is kind of go over and be able to kind of show the process. Okay. And that's like. And then that's just, like, one objection. Then you come up with it and you go, okay, cool. So you establish it and you go, okay, so if we broke it up for you, like, would that help? Yes. Okay, do you want to go through that? I always ask that little bit of extra. They go, if I broke it up for you, would that help? Yes. And do you want to go through that? Yes. Okay. Hey, it's totally normal. Normalize it. It's totally normal. A lot of people that are coming to us for xyz, you know, the paying them in full is just, like, not an option for most people. So it's totally fine. So what we generally do, people, is this. And then I offer a toupee, and then I will listen. If they're, like, silent, I can go. And we can do some other ones if you want. You know, I mean, I can do a three. Whatever. Okay. Like, drop. But I don't want to go to, like, a 27 pay straight away. Okay. I want to kind of drop down. Nice. And control. If I get to the chance where I've offered two or three options, and they're like, ah. I'm like, hey, man, I can't hit a target that I can't see. Like, where are we at? Is this way out of the realms of possibility or, like, we need to. You know, just. If you just help me out, then I can help you out. Because at that point, we can drop the veil and we can have a normal conversation with somebody. They need it, they want it. They want to figure out a way to pay for it. They understand the value. Right. And now it's like, we just have to figure this out. Nick, you got a question? Yeah, real quick. Do you ask for their cash on hand Before, No. Before, no. This is a real dangerous game. We. I need to establish that they. That they are really bought in. Like, after that, I'm saying, yeah, like, for sure. Yeah. Okay. Yeah. So I'll be like, okay, cool. So can you help me out, like, with what cash you have on hand and what you think that you can put towards this? I don't want you not to be able to eat. That's ridiculous. So, like, what do you actually have? And then, like, you know, what do you have coming up? And then maybe we can figure this out, right? You just want to have a really genuine, open and normal conversation and normalize it and be as normal as possible. It is a very unpleasant thing for everybody to have to talk about not having enough money to do something, okay? And so you don't want to make anyone feel bad about that. So you want to normalize it and just be really cool and go, oh, dude, it's totally normal. Like, don't worry about it. You know what I mean? It's an important part because a lot of the time, like, people take these posturing frames, right? And it's just such a load of bullshit. Whereas, like, like, you have to sort of play the bowl that you're given, you know? And so if someone needs to be smacked down a little bit, you can smack it down. Someone needs to be built up a little. You need to build them up. But if someone needs, like, empathy and they need you to, like, be understanding, you can't make someone feel bad. If your goal is to, like, win the argument, you're gonna. You're not going to make a lot of sales. You. You, like, even if, you know, you're right, it just doesn't matter, right? It. It just has no bearing on the conversation, Right? That's a real young man's thing, right? And I need to be right. Look at this guy's mindset. He's a idiot. Okay? It's like, no, no. Like, everyone has, you know, where there's a lot of decisions that's gone behind everybody to be in the place and where they're in, and you just don't know. Like, if you have shitty parents that, like, hate people with money, you will, like, spend a very long time destroying any opportunities to make money. All right? It's just kind of the way that it is like a, you know, and so, you know, just be empathetic with people and just be real with people. Okay? And then from there. Okay, so, yeah, Brody, walk me through that one last part. So after. If we broke it up without help, do you want to go through that? Yeah, Perfect. Normalize it that. That next part there. Yeah. Are you. Are you offering your preferred pricing structure or are you framing it as though, okay, in terms of breaking it up for you? Is there a prefer way that makes the most sense that you can get the help you need? Are you giving them the honest or taking it. No, I'm gonna take that because I want to. I want to drop it quite precisely. I'm gonna offer like a two or three. I'm gonna drop. I'm also going to get a bit of a gauge as to, like, how they react. So If I offer a 2 pay and they go, I'm gonna go, what about a 4? You know what I mean? So, like, I'm gonna. I'm gonna kind of play the field a little bit there. But if I go a two pair, and they go, oh, yeah, like, that could work. And I'm like, are you sure? So I'll push back a little bit. Are you sure? They go, yeah. And you go, okay, like, how do you want to proceed? Right. You know, and then I just re. Establish it. Okay, so two payments of XYZ would work within your current budget? Yes, it would. How do you want to proceed? Now, Mark, before I get to you, the difficulty is during that exchange, they are going to give you other objections. Partner, think about it. Timing. You ignore all of them. That it is a difficult thing to do. And I know it's a little bit antithetical for most people. You literally ignore them. Okay. Like, you keep going down your pathway, right, Colleen? I wasn't expecting that. Yes. You ignore what they're. The reason being is because the. From the thousands of core views I've done on objection handling, most people will get sidetracked halfway through and never resolve any of them. Right. So just once, like, it's. Objection handling is far more dictatorial than the rest of the call. So, like, I would just straight up ignore things that I don't want to talk about in objection handling. Just ignore it completely. I will. Like, it didn't exist. Didn't happen. Right. So if they're like, if I'm dealing with money and they start going, oh, yeah, you know, I'm like, okay, so money inside of this be the answer? Yes, it would. Why is that? Yada, yada, yada. Okay, so what are some ways we can come up with the funds? But, yeah, I could probably come up with it. I just need to go and check with the partner. I'd be like, okay, so, like, you know, I would just go back through and I completely ignore the fact that they said partner in my head. I've noted it because I know that's going to be their next objection. Okay. But I'm just going to keep ramming them down because at the end of it, I want. So this. So this payment plan, this payment structure would work within your current budget? Yes. Okay. I'm not asking them to do it. I'm saying it would work. Okay. And they might go like, well, I'd have to check with the finance. Okay, well, based off what you know right now though, like ballpark figures, obviously you can go and dot the I's and cross the t's that everybody. Based off what you know, you know, do you feel like this would. This could work? They're like, yeah, you know, I'd have to just check things. Go. Okay. Would you know how much money you make? Yep. All right, well, do you know which one you have? Yep. What do you think? It'll work, right? I'm just going to keep asking that question in different ways until they go, oh, yeah, yeah, I suppose it'll work. Okay, what do you want to do from here? Right. Because now it's the next objection. Yeah, I just have to go away and speak to my partner. Okay, when you go to your partner, like, what do you took back? Does that make sense? Like, I'm just ramming them down because I have to resolve that line and I. If, even if they give me other objections, I'm going to do money first anyway. Right? Because money is like my backstop. Okay. So if they go, yeah, hey, Matt, you know, this sounds really good. Whatever they need to do, just kind of go away, speak to my accountant, my partner, just kind of make sure that like, you know, my chakras are aligned and, you know, just make sure the finances and all that kind of stuff lined up. So I'm gonna do from here, like get back in two weeks, send me an email and stuff. I'll be like, yeah, money aside though, do you feel this is the answer? I ignore everything and just go money aside. Right. The reason is because it's money wrapped in a bunch of shit, right? And so like, I'm just gonna handle that thing and like I'm gonna go through and I'm not gonna get sidetracked at all. You know, go back through and listen to a bunch of your old call guys and hear yourself get 50% down through a money objection and then go over here and then get 30% through a partner objection and then go over here and, and then get 25% through a money through like a, like a timing objection, then go and do this fucking like fear based smokescreen bullshit reframe thing for 30 minutes to then have them go, yeah, yeah, yeah, but like, I just need to figure the money part out, right? And it's like, fuck's sake. So like your backstop is money. Nothing else matters until you've established the financial parameters of the deal. Nothing matters because without that, there is no deal. There's a deal at the end of the day. Okay, Brody, was that. Was that. Does that make sense? Did I answer that? Yeah, it does. I was wondering just after Mark's question, could you go through line by line again, one more time, just through that sequence, just so I've got the back end, but go Mark first. For sure. Mark, first of all, thank you for doing this training, man. It's amazing. And I have a question on what you just mentioned. Sometimes when I do payment plans, I frame it as if it's like a special case where I ask them, okay, like, what are the highlights for you? They tell me the highlights. So this is not if this will work for you, it's how you can make it work financially. And so I can ask, like, how motivated are you to follow the program to get the results? So they say like a 10. So they say, okay, in that case, I feel I can trust you. We could possibly do like a payment plan. Would that work? What do you think of this approach? I mean, I think if it works, do it. I just think that you just want to have a way that is like, replicatable. And I like, I always err on the side of the truth, right? So, like, for me, I've never done like last, you know, action taker discount type stuff because, like, you know, if they're going to come back to me in two days, I'm still going to give them the price. I'm just not going to do it. I just like to have a really like. And I'm not saying that you're not being honest what I'm saying, right? It's just like, I'm just super straightforward with how I do it. And I don't minimal fluff and talking the better. Again, because when, when you've asked for money, it's, you know, there's a. It's a very interesting dynamic shift, okay, to where the veil has been broken. And so you want to be very precise with your language right now. Again, if it's working, I'm all for it. And if you can pull it off consistently, I like, I. My objection handling is so boringly monotonous. It is the same every time. Like, it doesn't change for people. Nothing. I can do it asleep. It's the same, right? And Brody, like, I'll go over that whole sequence again, right? I'll just answer these two questions, but I Think if you can structure it in a way where it makes sense. But I think I would have a look at, you know, if it's going sideways in any of those interactions, and then if you have to make a spontaneous value judgment on whether or not something will work on somebody, like, it's a difficult one to do consistently. Right. You can use all the time, right? Yeah, exactly. All right, Joe, question is. So there's this new, like, finance thing on our offer. It's called split, where, like, essentially they don't need to have a good credit score and there's like, no interest involved. So it's like the same price if they split it over 12 months. So I know when you were saying earlier about, you know, going for like a 2 pay first before going into the others, obviously if I do a two pair, I can't do split it for that. So I'm literally like, far from the commissions. Would you, with the split consider. Would you recommend just asking them, like, what they can commit on a monthly basis and then going into split? Yeah. So this is, this is an interesting nuance, right, to where like, like there's a what's right for the business, what's right in sales, and what's right for your. For your. For your bank account if you, if you have a. Like, I would still pitch the full price. Right. But like, if they couldn't afford a genuine PIF and I got more money through putting it through, split it. I'd probably put it through, split it. Right. But I would do it as like, hey, this is the other way that, you know, this is, this is the way that we can do it. Right. Like, would this work for you? And that would be my payment plan option. Right. So paid in full. Because, like, for example, like, a wire painful is better than a credit card painful because there's no transaction phase. Yeah, that. And also there's no chargebacks. Yeah, right. And then, so, like, wire painful is best, then credit card painful, then, you know, whatever the, you know, best option is from there financially. And like, you should definitely do things that benefit you financially. Right? Yeah. I mean, so if you don't get trailing comms, you know, I mean, like two pays and three pays and stuff like that. Then don't do that. So, yeah, I would, I would go paid in full price, establish that value, you know, hey, is it the upfront amount of. We could break it up. Would that help you? Yes. Sweet. Well, we do have this pretty cool thing, you know, it's called split it. And what we do is we Actually break it up for you over 12 months. Like, would that help you out? Yes, it would. Okay, perfect, right? Make it make sense. All right, cool. Sean, so I got a good question. So usually when. An example, let's say when I give it, when I pitch the service product, and then once they, once it's done, I ask, how does that suit you? How do you feel about this? Or you feel this, this could be answered for you, quote unquote. And then they say yes and ask why and they give a reason why. And then later on after they give the reasons, then they give the objection. Do you still go, oh, but money aside. But because money aside, would you, would you. Would you want to do this when you already stated what they said previously? So the answer is yes. But that's where like having different ways of saying the same thing work. What are you doing? Sorry, my son. So, yeah, you need to have. So like, like, if I'm going to go through and someone like, you know, does, right. If someone's like, know if I'm doing money. Objection. Hey, money aside, right? And then I. And someone comes through with like the partner, right? And they got. And I go, okay, well, like, you know, if the partner wasn't, you know, if your partner was on board. Okay, so I'm saying the same thing, but I'm just removing the objection. Right, Makes sense. Okay. So that's where, like, you just have to practice saying things in different ways. It's for some of that conversational flexibility exercises that I talked about that we're going to be doing during this program. Okay. Like, it's designed for that stuff because if you don't get an answer, if you get a non answer, you need to keep asking the question. And that's a very, very necessary skill set for sales reps to have. It's actually a necessary skill set for anyone to have because a lot of time, like, you'll ask questions and people just don't give you answers. And it's either. Because, like, if you ask a vague question, you get a vague answer, right? So. And a lot of the time, the way that sales reps in particular ask questions, they are very difficult to answer because they say, okay, so what I'm hearing you say is that. And then it's like all this nonsense because you're like, I'm a sales rep, and you don't sound like a normal human. And so the interpretation is very quite difficult to figure out. Right? Whereas if it's really clear and concise, then you can keep going, but you Just have to have different ways of doing that. Like, if I ask somebody, okay, so let's just say you go to your partner and they say no. What happens then? Okay, it's a very clear question, but they're still not going to want to answer it. They're gonna go, well, I don't think that'll happen. Okay, what if it does? Well, you know, like, she's really supportive and she. Okay, okay. But let's just say she's had a really bad day and she's like, no, what happens then? And then it's another blah, blah, blah. And then I'm like, okay, let's just say she gets home from work. You know, Becky at work. Yeah, Becky. You've been a. Right. Becky's been a mad at work all day. Your wife's come home, she's had a bad day because of Becky, and she's like, no, you're not doing this. What happens? Like, stamp the foot. What happens then? Okay, so, like, because I'm gonna get that answer whether I'm not gonna do it. Oh, so she's like the decision maker for the business. Well, no. Okay, but if she says no, then you're out. All right, that could be trouble. All right, so, like, I'm gonna get that answer. And that's where you just have to be good at that. And it's a practice thing, you know, where you just keep asking and asking and asking, asking and asking. But it's in a way where, like, you're not frustrated, and it's like there's an escalation to it that gets more definitive. Okay, Right. All right, let's go with Ron then. Sveta, thanks for doing this. Question is for there and there. I have a martial arts school, so we do, like, a paid trial, low barrier offer. They do a month for 100 bucks, basically, and then two weeks in, we present all the other offers. We do like, a belt test for the kid on the first date, et cetera, et cetera. So how I've always done it is I have four options. Option ABCD, option A is 30% discount. Option B is a 20% discount if they put 500 bucks down. C is 300 bucks down, then they get a 10% discount. And then option D is like, nobody takes it, but it's. It's got that. So I'm just curious is that I do. I am coming into the objection like, oh, I got to talk to my wife, or mom's not here, or that sort of thing. Is there any benefit to, like, how Would you deal with that type of scenario? Are you, are you, are you presenting them all like, hey, here's your options. Abcd? Yes. Yeah, right. The only thing is I've been trying to like pre frame, like pre load it because now what we've been doing is I've been, I've been kind of giving them the pricing, like within the first week. Hey, do you have the pricing? Just so you know, we offer, we do an incentive. If you sign up on the day, if you sign up at the bell testing, we give you a 200 discount off any prepayment. If I came back the next day, would you give me the discount? Probably would. But it's not real, is it? But well, no, no, I. Hey, you want the honest answer or the one that I'm trying to be honest? That's what I'm saying. Like, yeah, sure, exactly. So like just don't like. So the answer is like, you know, if it's working, keep doing it. Okay, can you optimize it? Sure. That's a lot of choice, right? You know, generally speaking, if I come to somebody, you know, don't give me choices. Tell me what I'm supposed to do. Okay, now when it comes to payment, like do you get things like, oh, well, you know, I'll just wait until I have the full amount or so I can get. The way I structured it is like the option A is the paid in full, which is actually my real tuition weight that I want. So I kind of, instead of discounting my way, I just made the paid in full amount what I really want. And then it made everything else that much more expensive. So I'm fine. Whatever I get like I'm kind of. Yeah, but like, like do you get people going, well, I'll wait until I have the full amount because like they get a discount for paying it full. Had it happen once. Okay, well then you know what I would do first and foremost, like, it's again, it's hard to say if it's good or a bad way of doing it. My sales intuition tells me that's too much choice. Right. To give to give someone up front, my gut is, is to, you know, only present one price and one way of doing it, you know? You know what I mean? Just because, you know, when you're people are. Now they have to make more than one choice. Now they have to like initially go, okay, I want to do it. And that one, you know, me and that price where it's like, the first thing is like, do you want to do this? Yes. Okay. And now how do we pay for it? You know, so I think like maybe breaking it up. But again, if it's working really well, then like, what the fuck, to be honest, like, who cares? Yeah, like we close from the trial to that at about 50 to 60% depending on the time of year. And of those closes, about 50% of them do the paid in full. Then I wouldn't with it too much. But if there's one that no one takes, just remove it because it's just nonsense choice. Okay, Appreciate that. This is like. Yeah, just streamline it even more. Okay. Yeah, appreciate it. All right. Thank you, Sveta. Yeah, thanks a lot for the training. Can you hear me? Yeah, yeah, yeah. Okay, perfect. So if we talk about gym membership, there is no option for paying full. There is only option for annual contract, but you pay monthly. And monthly rolling, that is more expensive, but also paying monthly. What would you teach? Would you try to make it up like Cardon was doing? Because I think he had the similar case. He would sell membership for his course, but he will create that big number for the. Like, pay for the year. Yeah. So they're like month to month rolling memberships, Is that what you're saying? Yeah. So at the end of the day, they're paying every month. But there are two options. You either have a annual contract, so you, you subscribe for a year, but you pay per month, or you don't have that contract and you can like cancel any time and you pay more. But again, per month, annual contracts, then pitch the annual contract as. As. And then your drop sell is the month to month. Right. So you're like, your drop is a month. Yeah, I know. If it's gonna be more expensive, like, but that's an easy one to. It's an easy one to verbally maneuver. Okay. It's like, right. Because there's a guarantee. It's like. Okay. It's the way that we generally do it is we do. It's a 12 month contract for this much over the course of the year. How do you want to pursue here? We talk about the entire. I. I would. Yeah, I would. Yeah, yeah. Okay, got it. Yeah, yeah. And then that way it might. And they might go, oh, is it up front? And go. It can be. Okay. Would you like to do that, Jeremy? And then I go, oh, and go like money aside there. Do you feel like this would be the answer? Yes, it would. Why is that? Okay, this. All right, cool. So does it make sense? Like, what is it? All right, cool. Yada yada. Yada, like, what is it specifically? What's this, this and this? Okay, so you know, is it the upfront amount or if we, if we, if we did break that up, you're like, would that help? Like, oh, you can do that. Go. Yes. Sweet. Yeah, you can pay monthly if you'd like. Oh, that'd be perfect. Now you've got an annual contract, paying monthly, which is fantastic. And then if they then have any more objections, like a trusting or whatever like that, you can go. What we can do is since you want to kind of remove some of the, I guess, you know, some of your burden, right. That increases our risk. Okay. You know what I mean? And so, but what we're happy to do for you is if you just want to do monthly, it's this much on a monthly basis, right? And then if you want to switch over to an annual contract, then we can go ahead and knock that back down. So which one will work better for you? Again, it's easy to talk your way through that kind of thing, but you just want to have a starting point and the starting point is super clear. And at the starting point is the best possible outcome for you, which is a 12 month contract paid in full. That's the goat. Okay? And it's like 12 month contract, paid monthly, right? And then it's like no contract paid monthly. Right? So because now you have a, a systematic way of dropping. Okay. To where it's intentional, it doesn't sound desperate. Okay. But like it's very, very intentional. And you know, but now you have an opportunity to potentially get a 12 month paid in full. Whereas, like, if you don't ever present that, then you'll never get it. Right. Like it's very difficult to get someone to buy in a lower amount and then get them to do the paid improve. You know what I mean? You know what I mean? And again, that's just whether or not that works well for your business, for your com. Structure, whatever, whatever works best. Like you kind of want to structure around that, you know, whatever is like the most financially beneficial for you is the sales rep, right? Like that's how you kind of want to, you know, structure everything around. Again, like the business advice is different than the sales reps advice, you know, so you have to kind of go between those two. All right, Nick. Yeah. So like a couple weeks ago I was here and I asked you or I told you about how when I am at the end of the call handling objections and if it goes on for quite a while and I get Them to close. A lot of the times they wake up and they say, I want my money back like the next day. And you mentioned that I should get them to tell me that they want to do it more like more than once. How do you, how do you do that? What is the way to do that? Be better at sales? No, no, no. The, the real answer is like, so throughout the process you can, you want to sort of get someone to, to tell you through throughout the process, multiple times that they want it, they need it, they need it now. Okay. And so the way that you do that is just through like little tiny probes. Okay. So it's like, hey, I want to lose some weight. Okay. How much weight? How much you want to lose that for? Okay, why now? Okay, like, and you want to like lose that weight now or later? Now. Why now? Okay, that makes sense. Like it's that, it's that casual. So you weren't saying that for when I'm after handling the objection and like right before they're about to pay. That's the way I took it when you told me that the entire cult. Okay, yeah, I'm kind of doing that already. Like, yeah, maybe, maybe, maybe not very well, you know. So if you're getting a lot of refunds, you're either pushy, right? Like that you just, you're just pushing people. So you have to have a look at like, well, if there's 10 people that I sell and three of them, I fucking railed on them. Yeah, right. Chances are two out of those three are gonna. And I'm happy with that math. Right? You're happy, really? Like, are you like. Well, no, I'm saying. Yeah, that's the question you gotta ask yourself. Am I happy with that math? Because If I make 10 sales and three of them I know I was pretty rough with and two of them refund, so I get eight sales. The math mass most of the time. Right. But you have to learn to break it up and go like, okay, like, like, and probably just find the line because I'm tipping, you get no follow up sales. Right? No, that's not entirely true. I'd say about 10 to 20% of them are follow up. Okay. Because generally speaking, like if you're getting a lot of refunds because you're pushing people quite hard. If you push people quite hard, it's because you usually struggle to find the line. Right. And then like, which means you're going to have less follow up sales than normal. Yeah. That's just generally speaking how it goes Right. It doesn't have to be that way, but, you know, so you just got to, like, you know, first of all, like, you know, try and I would say have a listen to see if there's, like, some venom or frustration in your tone. Frustration is the one that makes it get combative most of the time. Yeah. Right. So if you can avoid that just by realizing you're probably not, you know, as smart or cool as what you think you are. You know what I mean? And then just go, like, all right, cool. I'll give them a break, sweetheart. I do have to go on a minute, guys. So, Nick, real quick. Yeah. Awesome that this has been amazing, by the way. Thank you so much. I sell a level one and a level two course for pts. I educate pts. So the level will sell it for, like. But both combined, like, level 1, 6k, level 2, 6k and then sell it combined, like 10k or paid in full is like 5k. But I want to know, like, what should be the incentive for a painful. Like, is there a certain percentage of difference in pricing that it should be that's enough of an incentive for people to pay in full? It's a good question. It's probably going to be very market specific. To be honest, it's kind of a hard one to answer. I would say you want to have it like you. You want to have an incentive that is enough to where I would. 20 would be the max. Yeah. I mean, I think any more than that, your payment plan price is probably just overly inflated. Yeah. Sweet. Yeah. Do this. Do this last little bit with me. I think everybody's asking about pricing and book a consult with Matt if you want to go through your pricing offer, like, go. If we can go, like, actually through the objection handling bit. Yeah, for sure. Just. I'll go through, so. Okay, cool. So, Brody, if you want to be the prospect, just be, like, normal, so. Hey, Brody, so, you know, it's $10,000. How do you want to pursue from here, man? Look, it's. It sounds great. Why is that run? Oh, well, look, it's. You know, it's. It's. It's from where my business is to, you know, where I want to get it to. It. It. Yeah, it sounds like it could work. I just need to run over the finances. Yeah, sweet, man. Money aside, you feel like this could be the answer for you? Yeah, Yeah, I think it could. Yeah. Yeah. Is there anything in particular that makes you feel that way? I guess for me, it's. It's probably the accountability. Just like having Having the coach there to kind of speak to every day. Haven't really had that before. And, like, why would that help? Well, I guess it's just. Don't feel like I'm really doing it alone then, you know, just actually have. Have the support and that guidance that. So, yeah, I feel like I've actually got someone to help me. Like, makes sense, though, I guess. Like, so what are some ways, I guess we can come up with the funding to where you can actually get that accountability and have someone, you know, kind of looking over your shoulder and just making sure things are happening? Right. I don't know. I don't know how. I'm not really sure. Okay. Was it the upfront amount or if we kind of broke that up for you, like, would that help? Yeah, it's. It's. You. You can break it. It is the upfront amount. I just don't. Okay. Okay. Well, do you. Do you want to. Do you want to have that payment plan kind of conversation? Sure. Yeah, sure, man. Yeah, dude. It's totally normal, right? So, you know, a lot of guys that come to us for training, right, they're kind of allocating resources to areas of life that might not necessarily be, you know, like, driving them towards being healthy. And so we have to reallocate, you know what I mean? And so what we can do for a lot of guys is we usually break it up over two payments, right? They're 30 days apart or 5,000. Would that work more within your current budget? Or, like, are we kind of still way off? It's probably still a little bit off. Okay, well, like, obviously I can't hit a target that I can't see, but if you broke it up over three payments, over three months, like, would that. Would that help you? You do, like, a weekly. I mean, that's difficult for us because we do have to front load an awful lot of your education, like, with the coaching and. Yeah, you don't. And like, you know what I mean? But, like, you know, I guess, like, just between me, you. No ego, no nothing. Like, what do you actually have on hand to be able to invest into your health and fitness? I know maybe a few. A few hundred bucks a week, maybe. All right, cool. This is where, like, the nuance of the offer comes into play, because. I don't know. Right. But I would say, like, let's just say I. I had a plan that that kind of worked, right? Because this is just, like, logistics, so. Okay, cool. So, like, you know, like, $500 a week, would that work more than your current budget? Yeah, I think I could make that work. You sure? You could. You could just keep doing what you're doing, man. Like maybe you don't need us. I don't know, man. And then right now, like, it's funny that the exact role play is exactly where it starts to go into fear. It's like. Yeah, I just. I just don't know. Just. Yeah, I think, like, I think I could make that work. Okay, so 500 a week in order for us to look over everything, you know, get you back on track and get you going to xyz. Like that works within your current budget. Yeah, yeah, that works. All right, well, how do you want to proceed from here? And then it can go into fear, Whatever it can go into. Right, but the key is that you just lock up that. I don't know if I'm delaying, guys. I'm sorry. I'm just going to turn my camera off real quick. I think it's just fucking around a bit. Yeah, so. And then, and then from there you just kind of, you know, you would go through like your next series. But that makes sense as a process. It's quite quick, it's quite clean. It doesn't need to be anything more complicated than that. When it comes to just a pure money objection. Right. Like this. It's very. I was just about to. If I. If I was to throw a partner objection in there, could you just quickly role play that last bit? So if it's like you're talking about money, you got this 500, you know, work within your budget. And then I immediately. Before you've kind of rounded out that vertical, I just throw in. Yeah, I just, I just guess I need to speak to the wife, like, so. Yeah, but I would just, you know, I'd go, yeah, man. Like that makes sense. But does this still work? But this is work, work within the current budget. Like, I would just ignore it. Yeah, yeah, gotcha. Like that, that. Like that. That's it. And then I'm just gonna make you say yes. And then I'm gonna go, okay, how do you want to proceed from here knowing that you're going to give me a wife? Objection. I'm gonna go, okay. And if your wife was on the call, do you feel like, you know, she would. That this is a good move for you? You know, you go, why? Ask him about why? Why though? And then, and then I'm going to break them down to like a decision tree of, like, would you or wouldn't you? So if you ask her and she says no. What happens? That's the key decision point. Because if you probe on that a few times and the real answer is he cannot move forward without her, then you have to speak to her. Right. And I'm sure you'll cover that on partner. Are you asking again why, though? So you're going why? Yeah. Probing, probing, probing all the time. Yeah. Good. Okay. All right, cool, Jeremiah, last question, then I got to bounce, guys. Hope that was helpful, bro. Man, thank you. Hey, man, thanks for doing this. Did you post any PDFs or anything like that as far as following frameworks? Because if so, I. I haven't been able to find them. Yeah, the objection handling matrix is in the posts. Right. But I will repost it, which has got the full framework available. Actually, let me just see if I can. Is it in notion or. It's also in the notion, yes. But I will. Let me put it in the chat real quick. Thank you. Let me see if I can put it in the chat. That's a function that is available. Oh, no, it's not. I will pop it in YouTube right after this, and then I will put it. I will put it in the description of this video because this will be uploaded into the objection handling course in the. In the playlist. Okay, thanks. All right, guys, awesome. We'll speak to you guys in a couple days. Bye. Thanks, Matt. Bye. Thank you. Cheers, everyone. Thank you. Thank you. Hey, what's up, guys? This is session two of the objection handling course, all right? And we're actually. YouTube should actually work today, which is good. So. All right, we'll give everyone a couple minutes to. To get in here, but how's everyone going? Everyone gone away? Anyone implementing the stuff that we went over in session one? Had any wins? Feel free to raise your hand. No. All right, I'll just go myself then. Sounds good. All right. All righty. Luis. Yeah, bro. Closed the deal yesterday. The biggest takeaway was just, like, staying in that pocket and going deeper with her because she had a lot of financial concerns, but at the end of the day was fear. So, yeah, man, it works. Appreciate it. Awesome. I've. Have you had problems going deeper with ladies before? Has that been a common issue of yours? You know what? It is a common issue, man. But luckily, I'm married now. Yeah, I've never heard that before. It's weird. Anyway, I can. I can. I can sympathize but not empathize. Does that make sense? I'm thinking about having an extra session in here once a month on conspiracy theories. No, Judging just like, let's go deep, guys. Tower seven, what do we think? Right. You know what I mean? This is what I feel like. These are the discussions that we need to have in this kind of environment. Right. Anyway, I love that. I'm all in. Right. Ben, you got a question? Are you just. Yeah. Are you just gonna share what you think about it? No, no. I think conspiracies are. That's a great idea. But I just had a clarifying question because I was pitching price wrong, so I would do like the discounted thing. We were talking. I. I just wanted to make sure from last week I got it right. So we do, like, it's like 24k for six months, so it's 144k, but if you pay up front, it's 120k. So when I pitch, should I just say the investment to do XYZ is 144k and then kind of like down from there, or do I say it's 120k, like, so you know, the answer is there is no. Right. Okay. So I want you to always just play around with stuff, you know, I mean, and see what comes out and feels comfortable, you know, like there, there are some situations where I will pitch the price at the very beginning of my pitch, and somewhere I'll pitch it right at the very end. Right. And it's a kind of a. Depending on the offer and, and what I'm split testing. So just, just pick one of the options and then from there, like, see how you go handling objections. I prefer most of the time to present the most expensive version of it because it makes it easier for me to roll downhill, like when I'm doing my objection handling, you know what I mean? But there will be some offers and instances and stuff like that. And what I don't want us to do is get into like, really individual kind of minutiae, because at the end of the day, you won't know until you test and adjust it. And what you got to do is test something, do it a very specific way for enough people, which is probably 40 plus, right? Yeah, I mean, 30 to 40 plus people. Because you've got lay downs, you've got people who will never buy, you know, you've got weird reactors, stuff like that. So you want enough of a sample sizing to be able to actually, you know, kind of say, okay, I'm getting a pretty consistent result here and I want to like, change it. Right. I know you, you said last time, though, if we, if we present like the Discounted pay in full first and then say, oh, you can break it up, but it's actually going to be 144k instead. If you did 120k up front, that that's like bad because it's making them pay more for not having money. Right. And so do you just say like, yeah, it's 24k a month for six months or if you pay it up front, it's only 20k a month or it's only 120k. Does, does it make sense what I'm asking? Yeah, yeah, it does. And you know, I think as well just test each one and see what is easier to overcome. Does that make sense? Okay, right. So that's kind of the key. Test each one. All right, we'll go one more question then we're going to get into what we're going to be going over. Today's partner is partner objections. Sean, you have a question? Got a question regarding what you said. Actually you said something quite interesting regarding split testing. So regarding calls, I mean I'm, I am jotting down what objectives are coming up, etc. And how long the calls are going for. But how would you go about organizing and split testing sort of sales calls? It's not like a marketing automation where you know exactly what's going where. How do you go about that specifically to split test and see what's working, what's not working, what would you be? The. It's the exact same way. So like when you split test a marketing funnel, you don't change seven things in the funnel, right? I mean you could, but you would be at marketing, right? Like, you know, like that would be like a bad marketer, right? So like you change one thing, you do it for a number of instances. The key is consistency. Most of the volatility in people's sales process comes from a, comes from a lack of consistency in the delivery of their questions. Tonality, pacing, timing. And so what they're doing is they're getting a slightly different answer every single time because they're asking it in a slightly different way. So they're inducing variables each time, which is why people stay in the beginner stage for a very, very long time. Right. It's so hard to like problem solving new things on the fly every time is, takes a super brain power, right? It's like none of us have that, you know, and so you have to learn how to become consistent. So you start at the top of your script because the top of your script is the, is the most frequently interacted with bottom of your script is the least frequently interacted with. So you start at the top of your script and then what you do is you make it super consistent. Hey, this is just Matt reaching out to you about xyz. You're not going, hey, this is just Matt reaching about xyz. You're not doing it a different way every time. And then what you do is you just go through bit by bit, step by step, the whole thing. And that way, once you've done that process, then you can start split testing. You can't split test when you're doing shit differently every time. And the entire thing is a total mess. Now, you will never be able to do the exact same script every single time. However, your key questions and those key points will be able to be delivered very consistently and intentionally. And that's when, once you have that, then you can start changing. All right, Sveta, I know you had a question, so let's go for that. And then we're going to go to partner direction. Yeah, thanks a lot. Very quick question. Yesterday, you know, two days ago, you mentioned that money objection is the top of the hierarchy. And also you were talking about ignoring what they are saying and just following the process. So if they, for example, give an objection, think about or partner or any other objection, would you still follow the same process and assume money, but it's like. Or you go with a different approach. Does make sense. The question. Yeah, yeah, for sure. So, oh, the. We don't want to major in the minors. Okay. You know, smart dudes, right? Do name Jesus. Right? So what we want to do is, we want to. Is we. We want to make sure we focus on the concepts. Right? So the concept is you want to finish one objection at a time. Handling multiple objects at a time is quite difficult. So what you're doing is you're. You're kind of ignoring the things that take you and divert you off the path. You may have to address and redivert ignoring is ideal. It may not. You may have to, like, if they're pushing it really hard, you have to go, okay, and we can, you know, talk about your partner. But like, if, if we set the money aside, right? So you might have to be a bit more forceful and intentional about taking them down this line. Because until this line is done, right, it's very difficult to get a final outcome on the other ones. So no matter what they're saying, I still go like, let's remove money and we can talk about partner in a second, but let's follow that step by step process, we fix that. I don't know, we restate the value that they gave and then if we need, we go back to the partner that they brought up. Right, exactly. And I want to preface that with like the no matter what statement Right. Is like doesn't sort of exist because we're talking about communicating with humans. But as a general rule. Right. Yeah. Okay. If someone's like. But I, you know, they're like, if they're throwing haymakers at you to answer the question, maybe just answer the question. Right. Because the level. Yeah, I understand. That would build up. Right. Okay. Okay, guys, good stuff. All right, so a recap. What I'll do is I'll just, I'll pin myself. So a. Right, a recap of the other day. Okay. And again, the objection handling matrix is inside the thing. I will, I'll also post it up later on today. Okay. But it's a recap of the money. Okay. Because the principles are relatively similar. So money aside. So objection aside, do you feel like this would be the answer? All right. The important thing being that we're removing the objection. But then from there, okay, staying calm, leaned out and we're going. Do you feel like this will be the answer? Okay, now that wording is very concise. It's very specific. We don't want to go. So from what I've told you today, do you feel like what we're doing would get you the result? Right. It's not that. Okay. It's designed to be somewhat vague. Right. Because I'm just looking for. Yeah, I guess that's it. That's all I want. And they go, why do you think that? Because I'm going to take their 50 in and turn it into a 55 and then a 60 and then a 70 and then an 80 and then a 90 through probing and clarifying techniques. Right. But I want them to get there. And I don't care if they say, yeah, I mean, I guess it could, but. Oh, why do you think it could, though? Okay. All right, so and then from there we're going to go. Then we're going to get them to say something. Hey, you know, I think it's the xyz. Okay, what is it about the. The XYZ that you feel like would. Would sort of be the, the key to the castle for you. And you can say that bit however you want. You can say, how do you think that that would most benefit you? Key to the castle. What you're looking for is more detail. Okay. If a Woman tells me that she finds me attractive, I'm going to say, why is that? Right? Your eyes. Oh, is it the color? Ah, that's nice, right? Yeah. I mean, and then she's gonna have a little cheeky grin. We're gonna have a laugh, right? I make a laugh. I make her breakfast. Right. I'm married. I don't do that stuff anymore. Well, I still do. Right. You know what I mean? Just my wife, right? She's very easy to make love. She likes my humor. So, you know, like, I'm asking for clarifying detail. And what that is is designed to make them dig in and dig in on their idea, because it's their idea. If they give detail to me, they are moving that little ball forward little bit by bit, okay. Because I'm, like, talking about it, you know? I like this T shirt. Why T shirt? Well, it's really comfy. You know what I mean? Oh, it's a comfy bed. Oh, the fabric's real nice. And now all of a sudden, it's their favorite T shirt, right? It's super easy to do, and it works on everybody. Okay. Then from there, we. We will establish. We can establish more if we're getting a lot of detail out of them and we can, like, stop there and then keep moving on to the next. Or we can sort of stay in that a little bit and ask them more questions, right? If. If we. If we're hearing stuff that's like, oh, yeah, it's the accountability. Oh, what about the accountability? I've just never had anyone. Okay. You thought that would help? Yeah. Why is that? Okay, so again, it's detail, right? Then from there, the next part we go, okay, so what are some ways that we can come up with the funds to where you can get X, right? Which is the thing they just said they need. Okay. Like, that's why. That's why what we're trying to do is we're trying to win. We're. It's like death by a thousand paper cuts, right? It's a small attrition wins. Boom, boom, boom, boom, boom. And it's the fastest way, even though it's the. Even though it's the scenic route, right? The problem is a lot of you guys are taking the open net, right? They're presenting an open net, and then one of those robot things pops up in the middle and blocks your shot, right? It's because, like, you. You. You see. Oh, man, I really. I really need this. You go, oh, sweet. Like that. And you get all excited. Then you Push the ball forward. But you, you don't sit back and go, oh, why is that? Okay, what is it specifically though? Ah, that makes sense. And, and, and, and why do you feel that would help you? Okay, and if you had that before. No. Why not? You know, well, these little questions, right? It's just like you're curious. Okay, Then from there, this is when we start going into like a logistical, right? Because we've established they need it, they want, and they go, oh, I'm not really sure you know what I mean? Or they have ideas, right, but and this is where like a little bit of the veil is dropped, right? And you're going to start going through a logistical series of different things, okay. Where the outcome is that we get to a. Okay, so this would work within your current budget. Right. And that's a really nice important question. Okay, so XYZ would work within your current budget. Yes. How do you want to proceed from here? Okay, then today what we're going over is partner. Okay. Now partner is a very interesting objection. Okay. There's a big difference between B2B and B2C. Okay. So we're going to focus on, I'm going to talk about the differences and we're going to focus on B2B. I'm sorry, on, on B2C today, right? I will be going into like, into the B2B partner. Objection. However, a lot of the B2B objections are just clarification on the certainty of what you're hearing and then follow the fuck up, right? Like yeah, I mean I'm talking true B2B where there are multiple decision makers and departments. Not like selling a business owner that's doing 10 million bucks a year. Right. If you're talking to the decision maker. Right. I'm talking. If you're talking to someone who like generally has like. For example, I've been trying to sell dialer to a business called New Reach. They have Pace Morbi's offers and all these other 80 seats. Right. And I've. The one of the owners is in hardcore good to go. Right. And they're all kind of in. Right. And I've been chipping away. It's been two and a half, three months now, right. And I think I'm about four weeks away. Okay. But you know, it's a multi seven figure contract and it's worth it and you just chip away, right? You know, and there's all different strategies, stuff like that. When I sold Andy Elliott's team, it was like I got on the phone call with the manager. Then I got on a phone call with the owners, and then I got another phone call with the manager, and it was done. Right. It was super quick. I mean, by the way, best sitting team I've ever seen. So shout out to Andy's team. Seriously, best thing. I've never seen anything like it. Never seen anything like it. Never seen that. Yeah, it's crazy. Those dudes get after it. Anyway, so. Okay. Okay. So, partner objection. So the theory of it, okay, is there is an inflection point that is a very important one, which is the Will you do it without your partner or not? Okay. If your partner says no, will you do it? It is the most important question, and it is the most difficult one to get answered. Okay. And they will squirrel their way around like crazy to not answer it. All right, hey, you know, if you. Okay, so what happens if you go to your partner and they say no? What happens then? Well, you know, I don't think she would. Well, she does. Well, you know, like, we have a really good relationship like that, and she's really supportive, you know, so I'm pretty sure, like, she does. Well, like, what if she does it? What if she says no? Well, then I have to convince her. Right. Again, none of these are answers. Okay, so, like, we. We need the answer. And this is where, like, having that conversational flexibility, which we will have later on in this course, we are having specific role plays on conversational flexibility for this exact reason. Okay. I've trained many, many, many reps on this stuff, and, like, I know the things that, like, trip people up. Okay, so how do we get there? The first principle is the same. Okay. If your partner wasn't here, or, hey, if your partner was on the call today and they'd gone through everything, do you feel like they would be on board? Okay. Which is, again, the same as removing the objection. Okay, so if your partner was here today and they were kind of on the call, do you feel like they'd be on board? They're going to say yes. Right. Again, because you know they're going to say yes. If they. They don't say yes, then this is a sales problem, not an objection problem. Because you're kind of right. You can say, why do you think they won't be? But really what they're going to tell you is why they're not in. Okay. Because most of the time, a partner objection is not like smokescreen is sort of a decent term for it. But what it really is, it's a. It's because they Consider it to be real. But it's an abdication of responsibility and I use that word very particularly. Abdication is like, you know, when someone abdicates the throne, so they're stepping down from their duty and responsibility. Okay? So when you abdicate responsibility, if I'm the business owner, right? And like, like my, like my wife for example, doesn't work, okay? She hasn't worked for, I mean she, we have two kids, right? So she's full time mom, but she hasn't worked for 10 years, right. She doesn't make any business, okay? She has no, no input whatsoever in my business. Nor does she have a lot of input into our finances when it comes to major decisions. Because I make all the money, it's her money as well. But I have more context, so I make the final decisions when it comes to that stuff. She has way more context when it comes to the kids, schools and stuff like that. So she makes all the decisions around that, right? Like I would inform her, not ask for permission in the same way where she would inform me of something, not ask for my permission. You know what I mean? Does that make sense, guys? Like, it's a, it's a, it's a, there's a responsibility, okay? So like, like, so what we have to do is someone is a business owner. Like the underlying thesis that I think is that you cannot put the responsibility of making a decision on someone if they do not have all of the context available or and they don't have an ability to affect the outcome very much. Right? That seems like an unfair burden to put on somebody, right? So if I ask my wife and I go, hey, I have this fantastic business opportunity, it's going to cost me 300 grand. Do you think I should do it? She's going to go, I don't know, mate. What do you think? Right? Like, and if I put it on her, then what I'm doing is I don't want to bear the consequences of the failure. That's all it is, right? I want to say, oh man, that thing blew up. I could have done that, but she wouldn't let me. So now it's her fault. And then, you know, if I do it and I, and I doesn't work out, then I can say, well, you know, you were, you were the one that said I should do it, right? Basically you're a right? And like, we don't want that, right? We want people to take responsibility for what they're doing. So that's my underlying feeling and how I approach it, okay? And like, I'm a big believer in that, you know, I mean, which helps me very much overcome partner objections things because like if you can't spend five bucks at asking your husband or asking your wife or your partner or whatever, then like it's, this is going to be a difficult one for you because you can't really overcome an objection with conviction that you do yourself, right? If, like, if you haven't spent money on a course or if you, I'm denied about buying this course, right? And you sell a ten thousand dollar package, like, man, you know, I don't know how much cheaper or easier I could have made it for you. Like I had people message me, hey, what about this? I go, I don't care. That's what I message back, I don't care, mate, do what you want. Like I don't give a, I don't need or want your money. Like it's cheap for a reason. Don't ask me questions, right? Like this is the whole point. I don't want to have to talk to people. Right? Okay, we'll do questions at the end, guys. So, because I want to get through it all. So the, the partner objection. Okay, so the first thing is remove it. Hey, if your partner was on this call today, do you feel like, you know, she'd be on board or he'd be on board? The answer is yes. Okay, do you mind telling me why? Okay, now the next one I like, it's, hey, what do you feel like your partner would potentially be most apprehensive about? Okay, now this is their opportunity to tell you what they're apprehensive about without having to be vulnerable. Okay? So if you're a woman selling to a man, it's a great one because a lot of guys will not tell you that they don't have the money, okay? Because we are weak and feeble creatures and we fear the judgment of the woman. Right? Right. And we put a lot of value on ourselves in terms of the amount of money that we can provide, right? So to say to a woman as a man, like, I don't have the money. Like that is a level right to sting. You know what I mean? It just is. All the guys are like, yep, yep, that sucks. I don't do that. Right. So you have to create a safe environment for them to do that. Right? Okay, so, so we go, hey, so you know, I guess like, what do you feel like your partner be most apprehensive about? This is where they're going to tell you. Okay. And they're going to go, well, you know, I've tried a lot of these things in the past. And you're like, oh, okay, like, so, like, that's the objection. Okay? Now we can't just. We have to still go through partner, okay? Because we have to tie it off. Okay? But now we know that is a very good indicator that this is not a full real partner objection. Okay? So, like, we're going to attack this in different ways. You know what I mean? Does that make sense, guys? It's a really nice, chill way of going, like, hey, man, tell me the. What's going on? Give me the tea. What's happening here? Right? The math is the math thing, right? They're gonna go, ah, you know, yada, yada, yada. Okay. Then from there we. We want to go into. Okay, so what happens? So sorry, we want to go, okay, but do you feel like this is what you need in order to kind of move the ball forward for. For you and your business? Like, whatever it is you're selling, they go, yes. Okay, ask for more clarification in detail. Why is that? Okay, so what happens if you go to your partner and they say no? Now, we start with just that wording. Okay? The one thing that you'll notice is that you need an escalation of wording. Okay. Because if you start at the end, you have nowhere to go. Right? It's the same as where I like pitching high so I can roll low. Okay. Like I need to go. Okay, so, you know, you know, so sorry, having a little stroke here. So we, we ask the questions and then we go, okay, so do you feel like this could be the answer? Yes. Okay. Do you mind telling me why? All right, cool. And what happens if you go to your partner and she says no? Real simple. Then they're not going to answer that question. So your job now is to have five to four, four to five different ways of saying that with an escalating thing to get the answer. Okay? The way that you escalate is going to be through specificity and like the, like going to the logical conclusions and making things a little bit more outrageous. Okay? So because they're going to answer it with like, oh, you know, yada, yada, yada, some answer that doesn't have an answer. Okay? Then from there you're gonna go, okay, but like, what happens though? You come home, wife's had a bad day, you, Oscar. She says no. Another no answer. Okay, but, you know, a lot of people then move on, but they don't have the answer, you know, and the last one is, okay, but you know that girl at work, Becky, that's a real bitch that your wife hates? Well, she's been extra bitchy today. Today. And then your wife gets home, she's in an absolutely abhorrent mood, right? And she goes, no, I hate you. And no. What do you do then? Like, you don't give them an escape. Yep. Becky's the worst. Right, Right. And so you don't get them an escape. And then you go, what? Like, what actually happens? And if they say, well, then I. I guess I. I would have to find a different way to move to. To do xyz. And you go, oh, okay, so she's like a kind of key decision maker in the business, or like, you know, like. Like what? Like what kind of role does she have in the business? Oh, no, she doesn't. Okay, well, let me ask you a question. And this is where I. This is a rare time where I'll go straight into a frame, right? It's more of like an analogy because, like, I need to give a little bit of context. And I'll say, have you ever heard the expression heavy as the head that wears the crown? And they go, yes, no, whatever. And I go, okay. A lot of people think it's because, like, jewels are heavy. What it is is that it's the burden of the responsibility of the decision making. And so do you feel like it's fair to ask your partner to be the ultimate arbiter of this decision when she cannot affect the outcome, nor does she have all the context required to make the decision? Is that fair to her? And I have very rarely said, someone said, yes, that's fair, right? They're going to go, well, not really. Why do you think that is? And I go, okay, so do you feel like this is the best move for you and your family? Yes, it is. So what happens if you go to your wife and she says no? Okay, we go back to the original question, the simple wording. And then they have to then answer it and go, well, then I would do it anyway. Right. And then I go, why would you do that? Or they go, well, then, I mean, I just couldn't do it. Then we have to get the partner on the phone because you know, that is legit. Okay? You can't move it forward without it. You. You have to. You have to do it. Like, if you've gone through all of that and they're like, there's no way. Right. I used to sell a women's fitness Offer for like, like sort of menopausal women. And they had a lot of shitty partners that like they were, I could tell they were terrified of spending money without telling her husband. Like genuinely scared. I'm not gonna have that chick get punched because of me, right to that, right now what I'm gonna do is I'm gonna like get the partner on the phone, right? If she's not comfortable with that, then I'm gonna try and coach her how to do it. Okay. Like you're, you're trying to do things. You can't do everything. It's not going to fall in line every single time. But if I can't get him on the phone because she's really quite uncomfortable with that, then I'm going to coach her and I'm going to like, I'm going to be us versus him, right? Like, hey, I'm on your team. Like, let's go, right? And I'm going to get the follow up sale or I won't. But I did everything I could do, right? If I can get the partner on the phone, okay, I'm going to take them through a little bit of recap and then just go through an objection handle, right? Like it's, you know what I mean? Chances are they've done a fair bit of work on them already. And so, you know, there's a decent chance that like, that you get them and you can, you can do some twisting of people there, but generally speaking it's not like that difficult. But the most common one is that they go, well, you know, I guess I would just do it anyway. Then from there you want to dig in as to why and you go, okay, so if you feel like this is the best move for your family and you're going to move forward regardless and we know that it works in the budget. How do you want to proceed from here? Then you just shut up and see what happens. They might go, yeah, mate, so I'll make extra sensations. Go and think about it and then you have to think about it. Okay, so that's the recap. Okay. So that like, that's the overview. All right. So yeah, you're gonna try and help them get through this logically. Exactly. Right. So first thing, remove the objection. Okay. So you know, if you're, if your partner was here, okay, I don't like to say partner aside because like that doesn't make any sense, right? Like, oh, we didn't have a partner. Yeah, okay. It's weird, right? You know, but so we're like so, like, you know, if your partner was on the call and they had all the context and, you know, do you feel like this would be. They feel like that they would be on board? Yeah, Yeah, I would. Yeah, yeah. I'm like, why do you feel that way? Okay, cool. Get some detail, you know? You know, I guess. What do you think your partner might be most apprehensive about? Right. Give them an opportunity. Right. Which is going to be like maybe your next objection. Right. It's like a trust thing for themselves, you know what I mean? And then from there we go down, escalate more detail. And then it's like, just keep coming back to that same question. What happens if she says no? How does she says no? Heavy is the head that wears the crown. I find it's a really good, simple, easy analogy that makes a lot of sense. Okay. To people. And then from there it's like, okay, so if you feel like it's the best thing for you, it works in the budget and you're going to move forward anyway. How do you want to proceed from here? Okay. Does that make sense? Everyone cool? All right, cool. What we'll do is we can do like a run through, right? Where I'll be the rep, somebody can be the prospect. Right. Let me see if I know many people in here. If I can get. Because role playing is a particular skill set in itself. A lot of people in here. Adam, are you in here? Adam? Courtney. I am. Hey, mate, how are you? Indeed. One second. I'll just pop on my camera there. Yeah. Don't scare everyone. Put some clothes on. Yeah. All right. Fully nude here, guys. It's late in Ireland. Next level of sound, 11:00pm all right, so what we'll do, Adam, is I'll get you to be the prospect. We're just gonna go quite simple. Okay. And then you can throw some car in there if you want to. We're gonna go through, like, a pretty cruisy money then, partner. Right. So you can try and deflect me halfway through. Whatever. I don't care. Whatever you want to do. But we want to get to money. We want to get to a resolution. Don't be like, I have no money whatsoever. It's like, well, that's going to end pretty early. Yeah. You know what I mean? Does that make sense? What are you showing us? I'm just trying to hope that's a thumb right off. Okay. Right. I thought you were. I thought you were getting real real. Just asserting your dominance over the entire group. Right? All right, all right. Let's. I'll. I'll pin you as well. Yeah. All right, cool. This is Adam, everyone. Adam's a G. He's a very good sales rep. All right, cool. All right, Adam. So, you know, it's, you know, so, you know, $10,000. How do you want to proceed from here? 10,000. Is that so 10 up front or like, what's the. Yeah, yeah, yeah. You can pay up front if you want. Yeah, I think I, like, in terms of the payment, it's probably something that I just need to think about for maybe even 24 hours. If you can maybe send me. You can send me, like, an email with the information, I can take a look at it and just go over that. Yeah, for sure, man. Like, money aside, though, do you feel like this would be the answer for you? Yeah, I think so. Why is that? I think so. I think, like, the coaching calls and just the accountability is essentially, like, looking for what was looking into this. But it's just that. What is it about, like, what is it about the, like, the accountability that you feel like, would be, I guess, like, beneficial to you? Just having someone there to, like, watch my calls. Okay. And, like, give me feed, you know, just feedback. Like, the fact that I haven't in the past, I think that's going to be, like, a crucial step for me getting better. Okay. Like when you. So you said feedback, like, what. Like, what do you mean specifically? Kind of like just tips. So someone watching my calls to go, like, my objection, handling and figuring out, like, what I'm doing wrong and, like, what can I improve? So just having that accountability and just someone to jump on with and. Yeah, like, that feedback is going to be crucial. Okay. All right, well, that makes sense. Is there anything else that you feel like is kind of the key to the cost of you actually being able to kind of get the result that you want? I think just learning from someone who is doing this stuff all the time. All right. Is probably the best thing you can do. Right. And I haven't erred on that before. Why not? So. Why not? Like, why haven't that before? I am not used to, like, a lot of. On trainings. I think, like, in Ireland, nobody does that, and all my friends, like, invest in mentors or coaches and things like that. So it's not the. It's not the norm at all. So. Oh, it's called the top 1% for a reason. Right. You know, I mean, the 99 don't do it. But I guess, like, you know, I guess what are some. What are some ways that we can come up with the funding to where you can get that accountability, that coaching and actually, you know, just like start getting that help you need so that you can get to where you want to go. I think, I think it's not like getting the, the funding. It's more kind of like just figuring out about like moving some money around and it's probably more just like drawing the line in the sand and. Okay, what is it? Is it, is it the upfront amount? Or if we broke it up like, or does the upfront amount, is that fine? Or if, like if we broke it up like, would that, would that make it easier for you? Now the up front amount is fine. It's more of a kind of. I think it's more my fear doing that because I haven't done it before, you know. Okay, well, I mean, you've never done anything before until you've done it right? So like the one time payment of 10,000 that works within your current budget to do. Yeah. Should do or does it? Okay, all right. So, you know, if it works in your current budget and it gives you the accountability, everything you need, like, how do you want to proceed from here? So guys, like, I know that I haven't handled the objections. Like, I don't care because I have to handle money. And now he can just give me more. Right, so now like going to partner or some. Right. Because now I've got the money fine. Like I, I don't need to handle everything. I just have to handle one at a time. Does that make sense? Yeah. All right. Yeah. So like, so if it works, yada yada, like, how do you want to proceed from here? Yeah, if you can send me like an email with the information, I'll sit down with my partner and we can kind of just take a look at, you know, everything together. Because I think like, especially with this being like such a big decision, like it's a pretty big life decision for me, but also like for her. And we, we tend to make decisions together when it's for sure, man. Like if your partner was on the call and, and she had all the context and understood everything, like, is she, is she a salesperson? No. Yes. No. No. Okay. Okay. Okay, cool. I don't know if there's any like working in grocery mentorship programs, but you know, maybe she has some context. So, you know. You know, I guess, like if she was on the call and she out of the context, like, like, do you feel like she'd be on board? I think she Would. Why is that? Because I actually see how hard that I'm working, and I. I'm doing this, like. Like, I'm. I'm doing, like, pretty decently, but. Okay. It would probably be a lot of time and a lot of stress to just have someone that's already there, you know, guiding me through and helping me as well. Okay, I guess. What do you feel like she might be most apprehensive about? I don't know if it's, like, apprehension. It's just more of a thing where I'm like, I'm a spend grand. You cool with that? Okay. It's 10 grand. A lot of money. I. I think. I think it's a lot of money. Like, in the grand scheme of things, it isn't. You know, if. If I'm gonna be like, as we spoke about, making. Making more money, more commissions. Well, I mean, you can't. You can't. All you can do is do what you can do to get the skills. Right. But, you know, it's really a question of how much longer you want it to be. A lot of money, Jim. You know what I mean? But, like, I suppose, like, you know, like, what happens if you, you know, get the email? It's all worded beautifully. You sit down with her and you're like, hey, this is what I want to do. This is what I think is best for my. For my career, and it's the education that I need. You know, it's $10,000. And she's like, no, I don't think so. Like, what happens then? I. I definitely do it anyway. Like, I would. I think you're gonna go sleep on the. You're gonna be. I think she sleep on the couch, I think. Yeah, right. I think. I think because it's. It's my decision to make, but it's just more out of, like, a respect thing or, like, hey, I'd spend ten grand. Yeah, yeah, for sure. I don't want anyone to be like, you know, going against a covenant. Right. You know, I mean, and I certainly don't want you sleeping on the couch. But ultimately, all we can do is make decisions that we think put ourselves in the best position possible. Right. So, like, do you feel like what I put together puts you in the best position to be able to actually achieve your outcome? Definitely. Okay, all right, cool. And you're going to move forward whether. Whether your partner says yes or no? Yeah, yeah, yeah. Oh, yeah, whatever that. Okay, cool. All right. Well, you know, there's. There's kind of two ways that this can usually go down, right? There's one way where you go to your partner and say, hey, sweetie, there's this thing I kind of sort of maybe want to do, you know? And then you sort of. You. I don't know if you're looking for permission or if you're looking for an FYI, you know what I mean? You can go that way or you can say, hey, sweetie, this is the thing that I'm doing. This is the best thing for me, my career, and for our family moving forward. This is what I've committed to do. And. But obviously, I respect our partnership, and so I want to inform you of what I'm doing. Right? Which one do you think kind of puts you in a better stead to actually get the outcome? I think the last approach would get the best reaction. Okay? So generally speaking. So generally speaking for that, like, you know, that's someone who's made a commitment, right? And so what we would usually do is go ahead and take the payment, okay? And actually commit to doing the program. And then from there, like, listen, if you go to your partner, she's a total meltdown, right? Like, I don't want. You sleep on the couch, right? You know what I mean? And then we can work something out. But if she does that, then, like, listen, mate, like, I don't want people to be in the program who don't want to be in the program, right? So we can go ahead and organize refund. But if you feel like that's the best way to get this outcome, like, how do you want to proceed from here? Yeah, I mean, that. That definitely makes me feel a bit more secure. You know, if she does throw me out of the house, which I'm sure she won't, gives me something to fall back on. So can I do that? PayPal? You guys do like, Stripe or PayPal or what? No, it's Diners Card only. Unfortunately, we only do Diners, so. Thanks, man. So he took that a slightly different way, right? Yeah, I mean, but the sort of concepts are relatively the same, right? So the way that that went was like, he. He was early. He's like, no, I'm gonna do it anyway, right? Which. Which you get a decent chunk of the time, right? But you gotta probe your way there and actually get the answer. And then from there it's like, okay, cool, so he gave a money objection. But he had the money, right? Gave a partner objection, but he was gonna overcome it. So I just need to do that in a nice little order. And then from There I give him an option at the end. It's like, hey, there's two ways that this can go when you're gonna go to your partner, because I still assumed he was gonna go to his partner and just say, well, if you don't need to talk to her, how do you want to proceed from here? I wanted to add just, like, an extra layer of certainty to that. So it's like, you can do it this way. Hey, I kind of, sort of maybe want to do this thing that I think might be good for my business. So I'm su. It's like, just a folly of. So it sounds like it's super weak, right? You know, it's like, right? Or you can say, hey, there's thing that I'm doing that is best for me and my family, you know, that's. That's sort of best for us. It's the best decision that I can make. You know what I mean? And like this. I'm just informing you. Okay? And then from there, it's like, okay, so which one works better? Okay, well, you have to do this. Yeah. I mean, and so, like, it's taking it down that. Like, that route, but it's a. It's relatively similar. It's just sort of like a slightly different way of doing it, you know? I mean, based on the answer that he gave me. But I would do that. Like, that's the way that I do that. You know, it's the same every time if someone gives me those answers. Right. Does that make sense? Okay, so as you can see, like, you know, we cut some of it out because, like, he. Like, he. I could. Right? So I don't need to do the whole thing if I don't have to, but I still got high levels of certainty along the entire way. I'm just gonna d. D pin you, Adam. I appreciate it, buddy. Okay, so everyone kind of clear on that? It's a relatively straightforward process. The key is, like, I wasn't weird, okay? I didn't mince words. I didn't go. Okay, so what I'm hearing you say is that, like, you know, if you were to go to your partner and you, like, it's just this, like, recapping and justification of your own existence, right? Like, that does not breed certainty, you know? And so for me, as a sales rep, when I'm taking someone through. Objection. Handling, I need to have a high level of certainty, okay. And. But I need to be curious. Okay? So I'm curious about what they're saying, which curious doesn't have a. There's no intention behind curiosity. Skepticism has an intention. Okay, that makes sense. Like, questioning and questions are very different. Okay. Like, I can ask you a question that makes it seem like I don't believe you, or I can ask you a question that just makes me want to have the answer. Okay? Right. So you have to. You have to sort of understand how those two things come across, and then, you know, you just take them through a nice natural. If you noticed, I interrupted. Like, I stopped him a fair bit, but I stopped him by asking him about what he was saying. Okay. Which is interjecting. And it's not rude, but it's how you. It's how you keep the conversations on. On. On point. Right? As soon as I said, hey, do you feel the answer? He said, yes. And by the time the S was coming out, I said, why is that? Because I don't care about what is said after that, right? It's. It's like, why is that? They're gonna go, oh, well, this. Right. Like, so I'm. I'm. I'm just directing them where I want them to go, right? Like he said, yes, that's a positive. I want detail. Why is that? Okay, now. Now he's gonna have to go and go, okay, Right. No, it doesn't feel like you're cutting them off because you're, you know, it's only cutting them off. Okay? This is where the big difference is. It's cutting them off. If you redirect to talk about something you want to talk about. Right? Like, that's the biggest difference. So if you go anyway, okay, but all I'm doing is asking them about the thing they just said, which is never going to be. Or very rarely will that be. Very, very rarely will that be considered cutting someone off. Right? Interrupting people is rude. Interjecting is. Is not rude. Right? And there's a huge difference between the two. I can count on one hand the amount of times that someone's gone, hey, you're, like, talking over the top of my me in a sales call. Because I'm like, oh, sorry, you said this. Like, what did you mean? That is so. Like, that's just good conversation, right? And it's like, yeah, I think it would. Why is that? Okay, again, I'm asking about what you just said. If I go anyway, so. And which is what I hear in sales calls a lot, where they're going along a path and you have no idea how to redirect them, so you go anyway, and then you cut back. It's like, oh, you didn't want to hear. I had to say. I get it. Okay. This. That is very important. Yeah. Okay. Okay. What's going on? Okie dokie. All right, let's go through some questions. I hope that was clear as mud. We'll go with Clifford Chung. Yo, what's up? Usually I use the NEPQ kind of like, process. Like post pitch, we always, always ask, like, do you feel like this can be the answer for you? Then we ask, like, why is that? So I feel like if I already had the answer there. When it comes to objection handling post money drop, I feel like sometimes when I say, like, okay, but money aside, just for a second, like, do you feel like this could be answered for you? I feel like I'm kind of doubling the same questions, and sometimes clients are like, well, you kind of asked me that question. Say it a different way. Different way. What is it about? Sweet. Yeah. I mean, hey, money aside, though, like, is there anything specific that you've seen that you're like, ah, like, that's thing I need. Okay, just say it a different way. Different way. Okay, cool. Makes sense. Yeah, it's flexibility. Like, you know, you just. Okay, so you got to keep looping around, asking. You could be asked the same question 100 times, right? You just got to get the answer. Like, and, and it's the people that can't do that that don't get the answers they need, right? So you got to have ways of doing that. It's like, it's a skill set. You can't script it. It's a skill, right? Like, you have to, like, like, you have to work on it, and you have to work on developing a way of, like, going, I need to, like, be able to ask this question 15 different ways off the top of my head, right? Because it just doesn't matter how you are. Like, it's getting to the answer that matters, right? And you need to re establish that. Otherwise you're going to be going through and going like, money aside, do you want to do it? What? Not right now. No. I'm talking to 100 people. I mean, I like you guys way more, but can you ask mommy to do it? She's asleep. Well, you know, sometimes you gotta wake up to blow balloons up. Okay? That's the way it is. Who does? All right, cool. Yeah, just mate. It's just like a. It's a practice thing. Okay. But I feel like if we already have the answer before, well, then you can, you can just go money aside. Do you Want to do it and you can roll the dice and see how that goes for you. I don't reckon it's going to go well, but you should definitely try it and let me know. Right? Yeah. Okay. That's what I do. Like, yeah, want to be part of the program. And that's what I. Okay, cool. But it's just like, to me, that's like, to me that, like, you're gonna. It's gonna get real combative real quick, right, Depending on the person. But, like, you're not. You're. You're. You're. You're not able to inch your way forward very well doing it that way. And you're asking definitive questions about the. Like, I'm never asking to be in the program. I'm asking if they see value, if they like it, if the budget works theoretically within their concerns. I'm never saying. That's why I said, how do you want to proceed from here? I don't say, so what? So do you want to do it? I say, how do you want to proceed from here? Because then they can give me another objection if I finish with, so do you want to do it? Or which payment plan do you want? Then they can say, like, quite definitive, no statements. Right. Or like, and it's very difficult to maintain a coherent and pleasant conversation when you're arguing with somebody. But because I'm never asking for definitives, not going like, hey, this is a Visa MasterCard. Because option closes. Work on stupid people and lay downs. Yeah, right. That's. That's where they work. They work on people who are going to buy and dumb people. Like, like, that's like, literally, I'm not even being funny. You know what I mean? And so, like, just open questions. Hey, why is that? Okay, cool. So, like, I've done objection handling for two hours. You know what I mean? And it's just. It's the same questions over and over again asked in different ways, you know? And again, like, if you ask in different ways and if you use different dynamics in the voice and if you're using different inflections and stuff like that. Like, you can ask it with the same words, and they're not going to pick up it as the same word. Right. All right, Jeremiah, So at one point you mentioned there were like five. Five sections under the question, what will you do if your partner says no? I just. I just wanted to know what those five points were that you work through. I think you said specificity was one. Oh, no. So, no, I said, you got to have like, four to five different ways of asking that same question, right? So. And you want to. You want to escalate it, right? So it's like, hey, what happens if your partner says no? Okay, well, what happens if your wife comes home tonight, she's in a bad mood, you, Oscar. And she's like, no, I don't think so. Right. You know, like, okay, well, like, what happens? You know, like, what do you do? Okay, because now I've said what happens? So it's like, so what do you do if, you know your wife is just in a really bad mood? Becky's been a at work and she's like, no, I have no interest in this. I want to buy a Birken bag. What happens then? Okay, so as you can see, it's the same. Same answer. It's the same question over and over again, Austin. Just very different ways. Because if I don't get the answer, like, it's just not a good thing for me. Okay, Makes sense. Yeah, that makes sense. Yep. Thanks. Awesome. All righty. Let's go with Sean and G. All right. Thank you very much. Matt, got got a weird question with kind of. So I sell a none roi offers. So I sell cosmetic surgeries, hair transplants, facelifts, whatever, health wise. So regarding the partner. Objection. How would you go about if they're concerned about health wise? I sometimes like to flip it and say, what if your partner wants to go through this and they gave you this and this, but never really works out. Well, how we go about that way specifically, the principles are always the same. I can't tell you how to, like, sit here and script it out. You got to work through the. The principles, right? And then from there, like, you have to figure out the way to script it correctly. I'd have to ask you like 45 questions. Do you know what I mean? That's not going to happen on this environment. So like, you know, but the principles are the same. And then you just insert things, right? And then that may work perfectly. You may have to make adjustments. You know what I mean? Like, it's an academic pursuit. There is no correct way of doing this, Right? There is no correct. There is just what works. And that will be a slightly different variant for every person and every offer. But there are principles that you can follow that make sense. And what I'm teaching is the principles. Okay, Makes sense, right? I got that. Yeah. All right, cool. Yeah. Yaya. Did I say anything? Yeah, yeah, yeah, yeah. In the role play, I think you said something like, all we can do is put ourselves in the best position and all we can do is get the skill. What was your thought process behind saying that and what goes on in the prospect's mind? Well, I couldn't, I couldn't tell you about the prospect's mind, but I can tell my thought process was one. I don't like guaranteeing money. I never do that. Right. So he said like, you know, like you said, you know, I need to get the money. I go, well, can't guarantee the money. You just get the skill set. Right? Because I'm like, I'm not making a sale based up some guarantee. That was basically that. And the, the other one was all you can do is put yourself in the best position. When I go into my like, I guess you'd probably call it a fear or like I've non logistical objections. Once I finish that, that is the set point of all the, of all of my objection handling. Once I get past all like all the logistics is all you can do is put yourself in the best position to be able to achieve the outcome. That's like my set point position. And then it's variance of that for like as long as you need to. But that, that's always my reset question, right. And it's asked in different ways. Right. So you know, like, and then it escalates into like, so what it needs to do, like what are the tangible action points that you need to do as a leader of the business? Whatever, right. In order to make sure that when you go to bed tonight, you're doing everything you can to achieve cheap xyz, right? Like that's like hyper definitive. It's like the end of it, maybe after like four or five, six iterations of that. But that is essentially the same question just with a much more pointy set of qualifiers. Right. But you start off super simple, right? Like what can you do to get the outcomes that you want? That's it, right? Yeah. Like what do you need to do? Like all you can do is put your to is put yourself in a position to be able to bring. That's all you can do. You can't guarantee a window and you can all die today. Yeah. So like there's no guarantees. All right, Ron. Hey, Matt, thanks for this. Just curious, is there like a skill stack for this in terms of like practicing day late? Because this, it's awesome, but it does feel a little bit like drinking from a fire hose. So I'm just wondering if like, hey, should I just practice interjecting in normal conversations with people from Day to Day. Like, do you have, like, any kind of. Is there a way that I can get reps in that you would recommend in Day to Day life that will help sack this? Of course. I don't want to go and get arguments at McDonald's with people to overcome why there wasn't cheese on my cheeseburger, but maybe that'd be. Yeah, yeah. It's actually, it's an interesting question. I think. I think the best thing you can do is understand the theory, right? Because the execution of it is like, you can screw the. Like, if the execution is bad, it's an easy fix, but if, like, the, like the. If the decision making is bad, it's a difficult fix, right? So what I would do is I would focus on understanding, like, the process, right? And then don't worry too much about executing each particular one perfectly. You know what I mean? Just, like, give yourself a learning curve, because there just is one. Like, you don't, you know, you don't go into the gym, put 300 pounds on a bench press and then go, God damn it. Yeah, I mean, it's like you. You would give yourself a break and you would escalate that up. So I think, you know, go theory first. Have an understanding of it, practice it before you start doing it. You know, like, you wouldn't learn a new squat and then put your max on. Like, that would be weird, right? So it's like just practice it. And then like, when you're doing, like, listen to your best quotes and when you execute it really well and then listen, like, listen to that more than what? You listen to the mistakes, you know, because there's always mistakes, right? But when you have, like a good. Ah, that was really. That was really tight. Listen to it over and over and over and over and over again and kind of imprint that on yourself. And I think that's probably the easiest way to do it. And then work on one component at a time, you know? Like, it's. There's a great book called the Hard Thing about hard things. And the premise is basically like, someone who becomes really good at something, the unique ability that they usually have is that they can see 10 things that are wrong and only fix one, right? That takes a tremendous amount of discipline because, like, it's. It's very easy to. I could give you guys, I could hear a call recording and I could spend an hour on the first three minutes. It's like. But is there any level of tangible takeaway you can take from that? No. You know what I mean? But if you sound like a robot, let's probably fix that. You know what I mean? Okay. Like just small and just. And then allow yourself to be a human who learns. Awesome. Appreciate that. Thank you. All right, Lucia. Hey, Matt, thanks for the space here. I had three more questions. I've only got time, so pick your best one. Okay, so, yeah, so what? They give you like a neat answer. So it's like you ask them, hey, so what if your, your spouse doesn't want to do this and they tell you so? I would have to really think about. It's the same thing. That's not an answer. I'd have to really think about it. What do you mean? Like, it's the exact same. It's just not an answer. Right. So, like, it doesn't. If the answer has to be I do it or I don't. Right. Either one is fine. Right. If they, like, if they say I'm not going to move forward, if my partner isn't on board, I would probe to make sure that's a real thing. I would do that. Probably heavy as the head that wears a crown thing. And then from there, if I'm like, you know, they agree it's not really fair, whatever it is, and be like, no, no. Like, I'm not. Okay, cool. She there, right? Be like, this gets you on the phone call, Right? So it's a yes or a no answer. There is no other answer. So I just, I'm gonna keep going and I'm gonna keep giving them different variants of that and I'm gonna keep going through. It's like, it's like, well, I have to really think about it. Yeah. Okay. What if she was really pissed off though, and she was like, no, what happens then? You know, like, you have to keep going. All right, all right. Zach. Hey, how does this like the objection handling process change for a B2B offer? So I sort of mentioned that at the top, but it depends on what the B2B offer is. If it's like a true B2B where you're not talking to decision makers, right. Like department heads, boards, stuff like that, then like, it's essentially a giant follow up game. Right? Yeah, but you're like, you can do some of the same things. Right. But you have to figure out a lot of Objection handling in B2B is really more not objection handling. It's objection prevention. Right. Which, like that's. It's. Or it's not even that, but it's understanding. Understanding the landscape that you're in. Right. And Then if it's corporate, then you're creating corporate advocates and so you can do the same thing. And it's like, yeah, okay, money aside, you feel like this would actually work for you. Yeah, okay, sweet. You mind telling why? Because you're going to get them, but it's not going to end in like some mindset reinframe where you're doing that. Now if you're selling a $10 million CEO business owner, it's no different like that sort of B2B where it's really not. You're talking to the guy, right? Just smash them like everyone else, you know what I mean? And maybe use like, depending on the person, you could use like a more dialed in language, you know what I mean? And be more precise that way. But there, there isn't. You know, it's sort of that enterprise level, it changes, but everything below that, it really doesn't. And then from there you got to understand like what you sell. Like in selling a software. Like, I'm not, I'm not. Objection. Handling someone that aggressively because like there are logistical barriers and there is sign off that's needed for multiple people. So like I'm, I'm really doing a lot more exploring. I'm doing a lot more in problem awareness, right? My pitch is going to be far more comprehensive, right? And it's like, but I'm very rarely going to get like money objections because like we've established that quite early in the piece, like we have a budget, you know what I mean? So like no one's going to go, oh, I'd love to do it, but we don't have the money. It might be like, okay, this is the next, you know, and then you can try and pull money in, right? And you can do a lot of the same sort of stuff, but you're trying to pull money in. So it's just very different. It's actually Significantly easier in B2B. 2B. Sales is way easier than B2C in terms of like the skill set on the phone. But it requires a much more professional sales rep because like if you don't follow up, if you're not on top of your CRM, like then you're worthless. Do you know what I mean? I don't know. That answers your. I know it doesn't sort of answer your question exactly, but you know, it's sort of the way that it is. Hey guys, I have to go. I have a sales call. I'm three minutes over. All right. All right, guys, I gotta run. Good, Just pop your questions in the. In the. In the group or whatever it is and all. I'll try and answer it. All right. Bye.