Andres Contreras Reveals Why Most Closers Fail

You've probably wondered if those objection handles that you see on Instagram, on YouTube actually work. So in this video, what I'm going to do is show you a masterclass where I explain everything in depth and in detail as to why things work, the psychology behind everything that I'm saying and doing. And I actually have a group of people, I go away, they kind of randomly come up with a whole bunch of objections and I have to go through them. And you'll see the techniques in practice with like scenarios that I can't predict. I hope you like this one. Make sure you like, subscribe, hit the notification bell. And enjoy the masterclass. Alrighty, welcome everyone. So today what I'm going to be doing is going over, uh, I'll give you like a kind of brief background. Um, so someone's fucking raising their hand already. How the fuck do you have a question already? Um, fucking retard. I'm an ex-special forces sniper and then I became a sales guy and most of the bullshit reframes and all that kind of stuff that you hear, I made up, right? So all the fuck coaches that teach like you know, perspective and heavy is the head that wears the crown and all these analogies. I made all that shit up just because I've been doing sales for a very long time and I needed some mechanisms in order to kind of make it easier. I think most of them are being taught tragically incorrectly. However, you know, today I'm going to kind of teach you guys where some of those things come from, how they work and why they work. But more importantly, what I want to teach you is a process that you can use to handle any objection. One of the issues is that people are taught like to handle objections individually and then they try to memorize word tracks, which is just like categorically incorrect. Word tracks are, um, are like somewhat useful, right? However, what you wanna be good at is funneling people into the objections in which you are good at handling. There are fundamentally only a few types of objections and learning to bucket those correctly is like how you, is how objections become easy. If you think every objection is an individualized objection that you need to have a memorized word track, then you're going to have to have 1,500 different word tracks in your head at any one time that you can pull out like a fucking AI Rolodex. And it's just not gonna happen, right? So, and then what that's gonna do, it's gonna cause you to not listen to the prospect, but try and anticipate these things. And then you're gonna create a whole bunch of bad habits and your internal model is gonna get super loud and you're just overall like not gonna be able to hear the things that are actually tangibly going to move the ball forward because you're acting off a series of word tracks instead of trying to funnel people down, like, through an actual process. Okay. So, uh, I did full-time fitness sales for a long time. I was on the phones full-time for about, uh, about 6 or 7 years, 5 to 6 days a week, 8 hours a day of pure outbound selling. Um, then from there, uh, I went into like high ticket, uh, and then from there I've done a whole bunch of other stuff from there being SaaS and all that kind of and like B2B, all that kind of bullshit. And essentially like all selling is pretty similar, but the process that I'm going to take you through is a process that's kind of a distilled down process from, you know, 12, 15 years of full-time selling. I've made multiple 7 years, sorry, multiple 7 figures as a sales rep like every year. I still do sales to this day. I own a software company at the moment called Dialer. We have like Grant Cardone, Tony Robbins, 7th level that are plat, like you name it, they're kind of on there. I do all the big deals, right? So like I closed a couple of 7-figure deals last week, so I'm still very much in the mix and I will also take one-seaters, like I'll sort of bang any deal that gets in front of me. I just like closing deals. I find it fun. All right. And I think that sales is fucking fascinating because you can literally control how people answer your questions through small manipulations in tonality, pacing, pausing, timing, and all that kind of good stuff. And the more deep in the matrix you get, the more you kind of realize that you can actually kind of make people do whatever you want. You can use that for good or for bad. I hope you use it for good and always sell good things. Okay. But I'm going to teach you a process today which is specifically designed for you to be able to make objections easier. Now, I want to put a caveat. Okay. There is no process that handles every objection, nor do you want that process. Okay. Because people be retarding hard. And like, there are super weird people that react weirdly to normal things. Human beings are very pattern-based individuals. That's why marketing works, okay? You're all here because you're all fucking sheep, like all of us are, and you saw something that Andre said that sparked your interest in the exact same way that it did everybody else that's here, right? So like, that's just proof that like patterns and, uh, like people will react similarly to different things. It's the reason why— the only reason why you have bacon for breakfast in morning is because of a marketing campaign in the '50s run in the United States by, funnily enough, Hitler's grandson, right, who started— there was an issue with this certain— anyway, the pork people wanted to sell more pork. People in the US used to have cigarettes and tap their wife on the ass for breakfast, and that's basically all they had. So they ran a campaign saying bacon and eggs was what a good wife cooks their breakfast. Hence bacon and eggs in the morning. The only reason why you have bacon and eggs in the morning is from a marketing campaign in the '50s, okay? The only reason why pink is a girl's color and blue is a boy's color is because of a marketing campaign in the '20s, okay? So like, these are just— people are very, very susceptible to patterns, okay? And we can be— and they can become highly predictable. Now, some people will react very weirdly to normal everyday things. I can tell someone is bad at sales instantaneously when they say, oh, I had this guy say this, what do I say to that? I immediately go, you're a fucking retard, instantaneously in my head. I won't probably want to say it to you, I might, but I can tell you're bad at sales because no one who's good at sales thinks in terms of those one-off instances. You think in terms of patterns. I could give all— I could give 1,000 people $100 bills, someone's gonna go, oh, you're doing fucking $200. Okay. And then it's like, but if that's the first person and I go up to Andres and go, Andres, I was giving you $100 bills and this guy got mad at me. Like, what am I— it's like, he's a fucking idiot. Don't worry about it. The guy's a fucking idiot. Don't worry about it. Like, that's the answer. Okay. So like, there is no system that is designed to handle everybody because weird people be doing weird people things. And if you are one to be good at sales, you have to forget that those people exist and not care. You do everything perfectly and the guy just goes like, fuck your mom. Like, they're like, oh my God, what did I do wrong? The guy's just a weirdo, who cares, right? Okay, that takes discipline. I used to be a sniper, all right? I can tell. I still go to the range, I still shoot, and I can see people who are bad shots. And what do they do? They shoot and they look down straight at the thing, at the little target monitor, and they go, oh, they make an adjustment, bang. It's like, guys, you gotta hit, you know, you gotta do 5 shots then move the group. Also, if a gust of wind comes and you miss, did you do anything wrong? No, because it's a gust of wind. It's unpredictable, right? So you don't change what you're doing because of the gust. You just keep doing your thing, right? Like, that's how— there's a great book called The Hard Thing About Hard Things. I recommend you all read it. If you don't want to read it, then the synopsis is basically the hardest thing is knowing that you're doing 10— there's 10 things that you're doing wrong. Fixing one of them at a time knowing the other 9 are still incorrect. That is the hardest thing about getting good at anything because it requires discipline, right, in order to do it. Okay, so let's get to the matrix, right? But I just wanted to caveat that. Okay, so I developed this a long time ago. It's, it's kind of never really been iterated too much because to be honest, it doesn't really have to. And I want to also caveat by saying that like all these frames and all that kind of stuff, all these things work, right? Obviously the execution of it, the better you get, the less you have to use frames and analogies and stuff like that, you use more tonality, right? So like if I were to tell you, if I were to like say like, what's the fastest way to get around a track? A lot of people would say run. It's like, yeah, but what if I don't have any legs? There's a different answer to that. Might be crawl, might be wheelchair. Some might go, well, I have a car, then it's driving. Okay, so like the mechanism that you use to do a thing is going to be contextual to what you have access to. If you're very good at sales, right, then you can use tonality, pacing, pausing, timing, and you don't need to use analogies and reframes. Right? Like, you just don't have to. But until you get there, you should use them because they make life easier. And I'm going to explain those things today. Okay. One of the most difficult things when you're dealing with objections is that you can get a shotgun blast of objections. All right. So like, like, raise your hand or put a 1 in the chat if you've had someone go like, hey, this sounds really good. I want to go away and think about it. Check with my accountant, my partner, and then do this, this, and this. And then what's the next thing we're going to do is like, go ahead and, you know, okay, sweet. So we've all had that. It's like, what do you grasp onto? Right. So the problem is that a lot of people try and handle the individual objections. And so you never actually like resolve any of them in particular. Okay. So what I've given you here is a hierarchy, right? We're going to focus on sort of like the first two columns. Okay. So you've got money, think about it, and partner. Okay. And then you've got like logistical and fear. Okay, I think fear is, to be honest, probably poorly worded. I would just say like, you know, it's less— it's, it's more ethereal. It's like less tangible. Okay, now, so logistical is always, always more important to deal with than fear. Most salespeople think that their clients or their prospects are scared to buy because it's a cope, because they suck at handling objections. Right. Most of the objections are logistical, money. And then you guys hear fear and you like doing reframes that you heard on Instagram, so you do them. It doesn't go well and you go, the guy had a bad mindset. And like, then you go and jerk off and cry, right? So it's like, it's not that they have a bad mindset, it's that you likely suck at sales. Okay, turn off the whiteboard thing. Next person that does that, I'm going to boot the fuck out of you. Right. And make sure you never get a job in sales again. And I can do that. I can just put them on everybody. Yeah. Yeah. What was her name?

Yeah.

Unless someone draws a dick, in which case I will allow it. Okay. So, um, don't do it though. Right. Uh, so like we have money, think about it, and partner. Okay. And logistical and fear. You must always handle logistical first. This is very important. Do not default to its mindset. Do not do that because you, it's very difficult to then transition back to logistical. Okay, so you have to assume that everything is above board and everything is like, it's just a straight up like logistical objection. They want to think about it. You have to identify what they want to think about and then assume that it's logistical. The reason for this is because, um, if, if it is logistical and you start talking about mindset crap, right, and you start beating them over the head with a mindset bat, you will immediately turn that person off. It's instantaneous. They hate you and they will never buy because it, it sounds disingenuous. And it's, and it's, and it's aggravating and frustrating when you're like, no, there is X logistical barrier that I must fix and then I will do. You're like, yeah, but have you seen the perspective? Right? It's like, if that's actually what's going on, then we need to understand that. Maybe there's a way around it. Maybe there's not, but we have to understand that we can't beat them with a mindset bat because you will never get a follow-up sale. And follow-up sales should be like 20 to 30% of your overall sales. Okay. The next thing is think about it in partner. Okay. So, okay, so sorry. So money is always the most important. Okay, so that's why it's top left. So money logistical is the most important thing to handle, and you must handle it. And my advice to everybody is, even if they don't say money, just do money objection, right? I have plenty of guys that I know and that I coach, that I've coached over the years, that do a lot of things, that do a lot of sales, and they make a lot of money. And someone can say— they don't even listen to the objection. They just go, money aside, do you feel like this could be the answer? Every single time as a default. Why? Because it's probably the money. If they want to go in and think about it, guys, what do they want to think about? Spending the money. If they want to speak to their partner, what do they want to speak to their partner about? Spending the money. If it's a timing issue, what is it a timing issue about? Is it a good time to spend the money? Is it value? Is it worth the money? It's all about money. Okay? Like that. It's just, it's all a big giant money objections and variations thereof. Okay? When we look at objections, we have to close the doors very, very carefully, okay? And this is where becoming disciplined is really important. So whenever you hear anything, you just, I would, my recommendation is default straight to money. Handle logistical, go through, close every single door, and I'm gonna teach you exactly how to do that, 'cause I've got a flowchart, and I'll take you through the word tracks, like specifically on how to do it, and I'll tell you why the way that most people teach it is incorrect, and I'll explain in sort of ad nauseam detail as to why it's incorrect and how to do it properly. Right. And so it's just important that you have this in your head. You're like, okay, like logistical money is most important. Then from there you can go through partner or think about whatever it is they give you next. But you must prioritize logistics over fear and you must prioritize money over everything else. Okay. All right. So I'll go down here because. All right. So this is like a good little flowchart. Okay. So, uh, when you— first thing you have to do when you get an objection is actually like identify it. Now, a lot of the time you're going to get something kind of ethereal. It's not particularly tangible. Okay. Um, or they might give you multiple things at once. Okay. But it's important that you, that you then take control of the conversation as the sales rep. You do not want to allow them to dictate where things happen. Objection handling is a little bit different than most selling. You are going to be quite dictatorial in how you get people to do things, right? Because you want them to follow your process. And then it's actually quite simple. And later on in this masterclass, I'm going to go away. You guys are going to give me a bunch of objections. I'm going to handle them and I'll show you how it's done kind of live. Okay. And you guys will decide what I do. This is the fucking process. It's not particularly difficult. Okay. So basically follow the script. Okay. And then you go through and then you can do your fear-based reframes, right? But what you want to do is you want to go through and you want to complete each objection individually, and then your last resort is you go into the fear stuff. Okay. You're— the reason why is the last resort is because, like, it's very difficult to come out of that without it being a sale, a no sale. Like, there's sort of no middle ground, whereas with objection handling, you want to constantly be in the battle. And so setting hard lines and definitives is not a good thing. So you don't want to be like, do you want to do it? It's like, how would you like to proceed? The reason for that is because it allows them to— like, it feels like a dealer's choice. It feels like they're the ones making the call. Right. And so it prevents it from getting combative. Okay. So the script on money is like, hey, money aside, do you feel like this could be the answer for you? Now, what it is not is if you had the money, would you do it? Okay. Or any variation thereof. All right. That is, in my opinion, incorrect. The reason for that is because it places the transaction, and it's also a very different question. What I'm asking is, hey, money aside, you thought this could be the answer for you. It means like, is this solution something that could work? Okay, let's just remove the money. Could this work? I'm not saying would you do it. It's a completely different question, right? Would you do it has all of the context of purchasing. So it's a very large swing, okay? You are swinging for the fence. It may go well and they might go, yes, absolutely. And then that's a very short net— like, that's a very short rest of the call. Now, if it doesn't go that way, you're basically fucked, okay? Like, that's how that works, okay? So you, you want to give yourself— you want to have like, there's 10 doors and then you decide which ones, and every single one they go through, you lock it behind them. Okay. And I'll show you that. It's like money aside, you felt this could be the answer. That is the wording that I find to be most effective. It is the least combative and it leads into the next part of it. Okay. And then we probe, why is that? Okay. So what we're trying to get is we're trying to get if the money wasn't here, could this work? Like, yes. Okay. What is it about what we do that would work for you? Right. So now what I'm doing mentally is I'm making them go into the pitch Right. And then I'm having them draw out the thing that actually is of benefit to them. Right. Like, what is the thing that I presented that is actually like an answer for you that's going to make this whole thing work? Right. The difficulty is if I do it a different way, then it really brings in like other objections really quickly. Like, yeah, you know, I would, but this and this and this. And then what happens with a lot of like especially junior sales reps, guys that aren't making really good money, they get distracted by that and they don't finish the— they don't finish or resolve the objection. They get halfway through and they go, "Oh, yeah, I mean, like it would, I just have to go and speak to my partner." And you go, "Oh, if your partner was here, you know, would you?" That, and you don't, you didn't finish money. So now you've got halfway through money, and now you're going over to partner, you can get halfway through partner, you can get halfway through that, then you're going to go, "This is fear." And you need to go through all this fear, like reframe bullshit. And at the end of the thing, you're going to get through all this, they're going to say, "Yes, I need to do it, but I have to go and check the money." And you're like, Fuck, right? Right. Because you never finished money, right? So you have to have the discipline. Anyone experience that? Yeah. Am I the only one? Are you guys finished fucking sales? Right. All right. So you need to go all the way through, right? And the way that, like, it works is that you should always, in my opinion, never say payment plan. Or financing in your pitch, right? If you do that, you will shoot yourself in the foot every single time. If you say, hey, you know, the funding required to work with us is $10,000 and we have some payment plans and financing available, how do you want to proceed? What's the first thing they're going to say? What are the— what are the payment plans, right? Yeah, that's the first thing they're going to say. Is that a genuine question or is it just like they're asking it because you're putting it there, right? So like, I can offer those things, but I'm trying to get a paid-in-full first. Okay? Like, just straight up, I'm trying to get a paid-in-full, right? It's not gonna put people off, it's totally fine. And if you have a 3-pay that's more expensive than a 1-pay, right, you say the 3-pay full price. Otherwise you go, hey, you know how you don't have enough money? It's more expensive for you, dickhead. Right? So for you, more. Why? 'Cause you're broke. Does that make sense? Okay, perfect, right? Whereas what I would prefer to do is like incentivize a PIF, right? So like get through, get them to agree to the 11 grand. Let's just say it's 11 grand for a 3-pay or whatever and 10 grand for a PIF. It's 11 grand, we can split that up, okay? So once I go through, money aside, do you feel like this could be the answer? Yes. Why is that? Is there anything specific that you feel like is kind of like the key to the castle for you to actually get, can I get the result of X? Yes, this. What is it about that? Okay, that makes sense. Okay, so what are some ways that we can come up with the funds to where you can actually get X, right? So what are the ways that we can come up with the funds to where you can get the thing that you just said is the requirement for you to get the outcome, right? Everyone clear on why that would work? Pretty straightforward. And it goes, is it the upfront amount, or if we broke it up, would that help you? Oh, you can do that? Yes, I can. Yeah. Do you want to have that conversation? Yes. Okay. What we do for a lot of people, it's, you know, pretty, pretty common, is we break it up over 2 payments. Right. And then you can just judge and gauge the reaction. Always start with like your best plan for you guys. If they go, if they reel back, drop to a 4 if you have it, right? If they're sort of like, oh yeah, then stick around, maybe you drop to a 3. Okay. Like you have to kind of read the situation. All right. Then from there, they're agreeing to a payment plan of like, say, 2 payments of $5,500 because it's $11 grand. You know what I mean? And then it's like right at the point of sale, you go, oh, hey, did I mention that it's cheaper if you actually get an incentive? If I— that— but then you're already taking the payment anyway. So like you're not going to lose the sale to the, hey, which is the nearly impossible objection to overcome. I'll wait until I have the full amount to get the discount. Right. That's why you don't say things like payment plan and financing at the beginning. And that's why you don't present the lowest price. You present the highest price. You don't present the $10K when it's $15K on a payment plan, right? Because then you've got to go through that whole fucking rigmarole. You just don't do it. I know it sounds like it's harder, but it's actually way easier, right? It's easier to roll a rock down a hill than push one up. It's okay. It's easier if things get cheaper than get more expensive, right? So like, these are important concepts that everything has to work together in order for these things to work. Okay. So then from there you go through that, you agree on it then. And the reason why I'm talking in like, I'm going like, what, like, would that work for you? Like, could that potentially work within your budget? It's like, yes. Okay. How do you want to proceed? Now I'm not saying, do you want to do it? I'm not going through. And even if they go, I just don't know right now, I'd be like, okay, I'm not asking you to do it right now. I'm saying, would this work within your current budget? 2 payments of XYZ over XYZ period. Would that work within your budget? Yes, it would. Okay. How do you want to proceed? So now, like, money is handled. Okay. And we did it in a structured way. Money aside, do you feel like this could be the answer? Yes. Why is that? What is it specifically? How— what are some ways that we could come up with the funds to get X thing that you need? Okay, cool. If we broke it up, would that help? Yes. Do you want to have that conversation? Yes. I can do this, this, or that. You know, I can do the payments. Yes. Okay. Would XYZ payments of XYZ work within your current budget? Yes.

Okay.

How do you want to proceed? Well, I need to go and talk to my partner. All right, cool, man. If your partner was here and they were on the call, do you feel like they'd be on board with you learning the skills to X? Okay. And then we can go into partner. But like, they're going to distract us throughout that money process. They are going to try and distract us into partner, into think about it, into all these other lands. You have to ignore it all. If you don't, you're just going to end up in that same scenario where you get 3/4 of the way through and then you don't resolve it. You don't get the, so XYZ payments works in your budget. Yes. How do you want to proceed? And I ask, how do you want to proceed? Because I'm okay with them giving me another objection because I can't stop them from giving it. I can't stop that. So I'm not a wizard. And so all— so what I want to do is I want to, one, keep the conversation going. Right, right. I want to keep it cordial. I don't want it to get combative. And I want to make sure that I just close all the doors behind me and lock them so I know that someone can going to come back and go like, okay, I know that I've already dealt with this money thing. Like, we have an agreed-upon payment plan. I know that moving forward, I can— like, we have that set in stone, right? Which is why even if they give you other objections, defaulting to money is actually a really good idea because like you have that as your backstop. Sometimes they might just go, oh no, it's not even about the money. And then you go, okay, so this payment of this works within your budget to get that? Yes, it does. Okay, perfect. And how do you want to proceed? And then they just give you the other objection, but at least now you know you've got that backstop, right? And in the vast majority of cases, that is the absolute easiest way to do it. All right. And so that, that is a process that you can follow. Now, the way that I see it taught incorrectly a lot of the time is that they're— one, they don't teach the pitch component to go along with it. Okay. Doing money objections where you're talking about financing and payment plans in your pitch makes it much, much, much harder. Right. Because the inane conversation of, oh, well, like, what are the payment plans? And it's like, that's not a real question, right? It's just not. It's just like, it's just like, oh, this is interesting. Like, what's this? And then you can talk about it, but there's no actual, like, reestablishing of the value, the need, and the want. Okay. Which is kind of what you want. The whole point of money objection is like reaffirming and reestablishing that, that really, really distinct value and getting them to use their brain to tell you what it is about what you guys do that is of most benefit to them, which they're then going to establish a whole bunch of value onto. Right. And then you move that forward. Okay. That's the whole point. Also, avoiding definitive and transaction-based language like, you know, would you do it? That's again, it's very, it's very final. Yes or no. Right. Would you do it again? Big swings can pay off, but how often? Right. What's a great batting average? .330. Yeah, I mean, like, and if you just swing for home runs, you know, you're probably going to be in the ones, right? Like, so we don't want to do that with objections. We've just spent all this time with somebody building all this stuff, right? We now want to like have a nice, safe, consistent and predictable way of handling concerns that are completely normal, right? It is completely normal, expected to have a concern at the end of a call, right? Um, and so we don't want it to feel weird or be weird, right? Okay, so, uh, that's that one.

All right, now, um, yeah, one thing I'll say real quick, Matt, if anybody has questions as Matt Ryder is going through it drop it in the chat, and then I'll see the ones that are the most relevant, and then we can pause and ask Matt. That way we're not like going 40 minutes in and then asking fucking questions from 30 minutes ago. So if you guys have questions, you can drop them in chat.

Yeah, sweet. Um, yeah, so that's the big one with money. You follow that, and we'll sort of go through some role play with that, I'm sure. We'll do money. Um, uh, yep, sweet. Okay, so the next one is like partner. Okay, so partner objections are quite funny. Because like the— what it really is, it's a— you have to quantify partner as like you have to bucket it because like you might hear different things, but you're going to handle them all the same way. It's a very similar way. It's a telling that a third party who is not present is required to make the decision. Right. So like, that can be an accountant, that can be any— it could be God, it could be anything. It can be someone who is like not there on the call, right? Who we cannot speak to. And there is an appeal to a third party that's not present. Okay. So like, that's a partner objection. So you can sort of, you know, take that in whatever you want. Now, the first thing we have to do is like, there are a couple of ways to start it, but the key points that we need to know and the most important question is, what happens if your partner says no? Okay, like, that's the most important question, right? So the first one is, if that person was here and they were on the call, right, do you feel like they would be on board? Okay, with you learning the skill. Now, it's not— it's either getting the outcome or learning the skill to get the outcome. You have to kind of word that it's not doing the program. Okay, it's not, do you feel like your partner would be on board with you buying this? That's not what it is in the same way that we're not doing that with money. Okay, we're doing like, do you feel like your partner would be supportive and on board with you achieving X? Okay, the reason why we ask it that way is because like, I'm sure that all of you would be happy for your partner or if future partner to have an Olympic gold medal. I am very aware that I want nothing— I would love it if my wife had Olympic gold medal, good for her. Do I want to be with someone who is currently training for a gold medal? Absolutely not. Okay? So like, but getting the medal, great. Okay? Right? So to make it easier on ourselves, it's like, hey, is your partner supportive of you? Getting the middle. Yes. Why is that? Okay, whenever there's an affirmative that's in our benefit, we probe why, right? Why, why do we do that? Because it just reaffirms their position. Okay, if a chick comes up to you and says you have, you have fucking really nice eyes, you can be like, oh, what is it about them? Right? Then she has to think of the detail. Okay, it draws them in. They think of the Yo, Matt, I—

Jason, you just muted Matt Ryder.

Yeah, I, I'm the wrong person. I'm sorry.

I'm about to kick my fucking mod.

No, I'm kidding. Savage. Well played. Where was I? I was just dropping fire and I've forgotten it all.

No, so, uh— It was like 5 seconds you were muted.

Yeah, so I was just making fun of you for that 5 seconds. It's all good. I was saying you guys haven't actually left your house to go and ask a woman out, but like, you know, I have. Um, so like Whenever there's a thing that's in your benefit, if you ask why, then they have to then dig deep into their resources as to justify their position.

Okay?

So like, that's just a good thing. All right? Then from there, the key question is, what happens if you go to your partner, whoever that person is, you give them all of it and they just go, no, that's— I don't think this is a good idea. I don't want you to do it. Right. Okay. Now they are going to answer this, but not answer it, which is, again, another way that I can tell if someone's good at sales is if they can hear the non-answers. Okay. The most common non-answer is, I don't think they'd do that. And 90% of you would go, oh, that's good. That's not the question that I asked. I didn't, I didn't ask if you think that, you know what I mean? The question is, what happens if they say no? You cannot leave this area until you get the specific a specific answer to that question, and they're going— they're not going to want to answer it, right? Like, they're gonna go, I don't think that'll happen. They're going to do all different manner of nonsense to prevent themselves from having to answer that question, right? But you have to then— that's where, like, conversational flexibility of like, okay, but like, what happens if you do though? It's like, well, no, she's really supportive and we just have a conversation and I would just have her come around. Okay, let's just say she's had a bad day at work. Becky's been a bitch at work. You know how Becky can be, right? And your missus is just angry. She comes home, she's fucking pissed off, and you go, hey baby, I want to do this. She's like, no, no, like that. What happens then, right? So I paint a ridiculous— like a— it's like, what happens then, right? They cannot get out of it, right? You, you can't. They go, well, I would Okay. And then it's like, I'm going to do it anyway. It's like, whoa, you're going to risk sleeping on the couch, brother. That's a big call, man. Why would you do that? Is your couch comfy? What's going on there? Well, I just think it's the best thing for the business. Why do you think that? Right. So then we're going to like make that guy dig his own grave and then we're going to go, well, ultimately, whose responsibility is it to get the outcome? Mine. Okay. So is it really fair to put— this is where that heavy is the head that wears the crown bullshit came from, right? It's like, is it the underlying thing? Is it really fair to put the responsibility of the decision on someone that has no input into it? Which is a completely fair question. Like, I can't blame my wife for not having a six-pack, right? No, she wouldn't. She wouldn't let me. What? She make you eat chocolate, you fat fuck, right? Like, it's not how this works. Like, you're responsible for it. You, you are the one. Like, like, if I want— like, the person who's responsible for the outcome has to bear the weight of the responsibility. Right? Because if you get the praise, you also— if you fuck it up, it's your fault. And what a partner objection is, is it's not wanting to take accountability, right? That's like the instant thing. Okay, I'm gonna, I'm gonna, I'm gonna abdicate my responsibility to somebody else. And I used abdicate, which is the reason where the crown— because abdication is a very specific term for giving up your throne, hence where the heavy is the head that wears the crown came from. I just put all that together. Right? So, Shakespeare quote. Okay? So, it's like the responsibility, but that's where that comes from. All right? And so, now if they say, "I would do it," and then they say, "I won't do it," then you sort of go at it with a similar tact. Is it fair to— can I ask you a question? Is it sort of fair to make somebody who doesn't bear the weight of the responsibility to actually, you know, the one who can't control the outcome to make them actually be the one who truly makes the decision? Because if she says no, you don't do it. And you've said this is the best thing for you and your business. So what does that mean? Is that fair on her right now? He might go, hey, it's just the way that it is. Now, like, once you've gone around that a couple times, if it's just legit, you just try and get the partner on the phone there and then, right? So it's like, you know, okay, is she here? Cool, let's talk about it, right? Because Like, you will— you have to get hung up on a few times and get told to fuck off to learn where the line is, right? So you guys can go push that line, go push that boundary, get told to fuck off, be hung up on, and then go, mental note, let's dial that back, right? Let's dial that back 5%, okay? But that's really the really important crux of a partner objection, is getting to that point and The biggest trip that I see people do is one, they default to money because they didn't do the money properly. So then they go, yeah, only if the money works out like that, right? You don't. If they get pissed off at you, you don't. They just— it's done. So like, no one's going to buy off someone they don't like, right? That's why you get to learn not to do it. Just is what it is. Okay.

So somebody asked a good question in the chat. Somebody asked about what if it's a business partner? Obviously, like, each partner has their own level of responsibility. Yeah. How would you change the questioning line for that?

Well, it's pretty similar, but it's basically like, who is responsible for this part of the business? Usually if businesses are run even half what competently, there is an area of responsibility. Okay. And I'll go through kind of like the, like the word tracks in a second, but they need to take responsibility for the area. Now, if they don't hold that responsibility, then you're not with the person who can make the decision and you must get that person on the phone. Right. So like you can't make people make a decision if they're not capable of making a decision. Okay. All right. Make— does that make sense? Right. All right. So you have to get to that point. Then from there, um, like, there— if, if someone needs to go to their partner, you can just coach them through how to do it. The way that I do it is I go, okay, man, there's two ways that you can do this. You can go to your partner— this can be a business partner or wife, doesn't really matter— and you just go, there's this thing I kind of sort of maybe want to do, right? I think it might be good for us to do I just wanted to run it past you. Like, it's this much. Like, what do you think? You could do it that way. You go, hey, there's this thing that's the best thing for our business and for our life, for our family, whatever it is right now. I'm committed to doing it, but because I have respect for our relationship, I wanted to run it by you. But I can always get a refund if needs be. Which one do you think puts you in a better position to get the outcome that you want? And it's like they go, number 2. And I'm doing number 1 is I kind of think it's sort of maybe want to do like it's a, it's a pussy way of doing it, but it's not like over the top obvious, right? Then from there they go, why is that this? Okay, cool. Well, the way a lot of people do that is they'll put down X right now, knowing that you have to talk to your partner. We give you a 3-day, 100% refund policy. That way you can go to your partner and you can do this right now. If your partner comes and like loses their fucking mind, hey man, I'll refund you. I don't want you to have your business break up or have your wife leave you. Because of X, it's just not worth it. But which one do you think puts you in the best possible position to be able to get the outcome that you think is best for the business, family, whatever? Right. And then like, if they go, no, I'm just not doing it, you can go, hey, fair enough. I mean, like, you've gone through the processes. Again, there is no scenario where you sell everybody, right? Like, that's just not a scenario. And so you have to be okay with like doing a process right, that just works a good chunk of the time. If I have a process that works 50% of the time, let's say that, right? Then let's just say there's like the 100 is here and 50%, right? And it's like a slider. Every time I make a change because I'm a bad sales rep and I go, oh, this guy said this, I'm going to make this change. All you're doing is this. I'm going to make this change. I'm going to make this change. And your 50% isn't getting bigger. You're just adding some people and the things that you've added removes other people. Right, right. Like, it's not getting bigger. If anything, after a while it'll start shrinking because you add so much bullshit that your head will be so racked with stupid stuff, right? That like you're concentrating so hard on the wrong things that you're missing all the important things that the actual prospect says. All right. Okay. Alrighty. Um, And then like fear-based objections. Okay. So like, first of all, we have to acknowledge fear-based objections is like, they're not like scared. Okay. Okay. Okay. Yes. I'm aware that I stopped sharing my screen when I hit the stop share button. That's when I, that's when I was first aware of it. So Like fear-based objections are not fear, okay? It's just less tangible. And generally speaking, it's more identity than anything else. Like, has anyone ever seen like a Karen online? What do you— what does Gen Z call them? Fucking— what's the Gen Z term for a Karen? I can't remember. Fucking Megan. Is it Megan? I can't remember anyway. Okay, so, um, like when someone freaks out, right, and when they're presented with a lot of— um, and when they're fucking— when they're presented with logic and they have a fucking meltdown, like when— so when people's identity— like people, uh, will do a lot of things to maintain their identity, and identity is, is like, uh, like a core belief, right? That's why like people can be shown just pure logical evidence and have a complete fucking meltdown, which is like what's happening to a Karen, right? It's like their sense of significance in community, their sense of self, and, um, and they're— sorry, the significance, safety, and identity are like the three core things that hold your brain together, right? If one of them is challenged, you can usually deal with that. If two of them are challenged, you will have a complete fucking meltdown. Right, which is what's happening with a Karen. Okay. They're like, and it's all perception, but like, that's what's happening, right? So reason is a very, very good tool for sales reps, but you have to realize that no amount of reasoning will like reason an unreasonable person. Okay. So sometimes they're being unreasonable and that's what we have to try and figure out. So a lot of fear, is like a combination of like lack of self-belief or like a complete like, like they believe they've tried to lose weight their entire life and done everything perfectly, but they've been shown that really they haven't really tried anything at all. And this is like really dampening their sense of self. So like they just fucking give up the ghost. Okay. Also, if somebody is a little bit scared, uh, no amount of logic will help that. Has anyone here got a phobia? Like a genuine phobia? It's totally normal. Everyone usually has them. Okay. Um, I was a special forces sniper. I used to jump out of fucking planes and buildings. I have an unreasonable, completely ridiculous fear of being in tall buildings. Very specifically, not heights. I can be on cliffs, I can jump out of planes. Being in tall buildings, I fucking hate it. It's completely unreasonable, completely illogical. There's no— there is a reason for it, but, um, but like, you, you can, you can tell me that everything— you can tell me all the structural engineering of that thing. When I'm going up in the elevator, I am fucking convinced that bitch is gonna fall over, right? Or someone's gonna slap a fucking plane into it, right? Right, you know? Although anyone see that fucking Blue Origin thing blow up? Still, still structure was fine. Anyway, that was weird, wasn't it? Um, okay, so right, so, uh, if you ever go through like with your missus in like a haunted house and they get behind you, what do you need to be? Big strong man. Walk through with confidence, okay? Like that's how you stop a scared person from being scared. You project confidence and conviction, right? If you can't do that, you will never help someone who is genuinely scared. Right? You need to daddy them. Confidence, conviction. Come with me, bitch. Right? We're doing this together. Okay? But logic and reason doesn't really help you, but it does help people who are sort of somewhat reasonable. Okay, so I'll show you how that works. Okay? So what we need to go from one— to go into that more fear-based reframing is we need a transition. Okay? So hence where this, like, sort of semi-nonsensical, I made up this thing that makes sense, because we all make decisions based on our perspective. Okay, that is a verbal crowbar. All right, it is. We've just handled all the logistical stuff and they're giving me an objection in which, like, is not tangible, so it's more ethereal. So what I need from a debate standpoint is called a presupposition. Okay, that is an agreed-upon known. All right, so I insert this line which makes sense, sort of, which is, well, that makes sense because we all make decisions based on our perspective, right? It sounds stupid on Instagram Reels, but it is fucking genius, okay? It's a presuppositional argument that makes you agree to that one fact that we look at things, that we make decisions based off how we look at things. So step 1, all I have to get you to do is agree to that, and step 2 is I have to get you to agree that in order get a different outcome, you must look at it in a different way. That's the second stage of the argument. The third stage of the argument is once you agree to that, okay, so it's like I get the next inch, right? Then it's like winners look at it this way. Do you agree to that? Yes. When do you want to start looking at it that way? Which supposes that they will then be a winner. Do you understand? Now, when retards on Instagram, okay, like fucking regurgitate my genius, right? Because that was like not that easy to figure out, because I had to fucking figure that shit out from scratch. That was not that easy to do, right? Because I had to insert a presuppositional argument that like was the basis for the next half an hour worth of conversation that would circle around to that one point all the time, right? So, and it's borderline nonsensical, but it makes enough sense to where it's an easy yes, right? Okay. Um, where is this? Yeah, okay. So that's why that— so I want you guys to understand what's happening when you do that, right? It makes sense because it's based on our perspective. Okay, then from there it's a series of like small little channels that can have a number of different sort of analogies, references, parts of a conversation. But the end of— and beginning and end of each of those cycles is a variant of the same question, which is, what do you need to do to put yourself in the best position to be able to achieve said outcome? Okay, now that is a very specific question, and that question can be, right, that question can be changed in order to be more intense in both like specificity of the outcome and urgency of timeframe. Okay. And so the— and so that is a very particularly formulated question, which is like you go based on our perspective. Okay, cool. The only problem is that like You know, if you're looking at things this way, it's the only way that you can ever get. So we need to look at it this way. Do you agree with that? Yep. Sweet. Okay, so look at it this way. Okay, perfect. So what do you need to do? So now that you're looking at it this way, what do you need to do to put yourself in the best position to achieve the outcome? Well, I need to do this. Okay, cool. And how long— how much longer do you want to put off doing that? Right? Then they're going to give you some more bullshit. And that's where, like, another reframe that basically does the same thing. And all these are, you know, the Island Reframe or Change of Process. There's a whole bunch of different ones, right? And then it ends up with the same question. Okay, but it's more specific. Okay, so what are the tangible action steps that you as the business owner need to take to make sure that you get to $100K a month in the next 6 months? You don't have to lay off staff, right? Go— they go, blah, blah, blah. Go around again. Okay, so what do you need to do to ensure that you're taking every possible step required so that you are the best possible leader for your team and you know that in the next 3 to 6 months you get to $100K a month to prevent having to lay off your staff? So that X, right? Final boss version: What do you need to do so that when your head hits the pillow tonight, you've done everything that you can to ensure that your team has a possibility of winning and you don't have to fire your staff? Right now, no stage did I ever say that it's going to work, right? Because in reality, you— all you can do is put yourself in the best position. We can, we can never guarantee success. Someone goes, well, do you guarantee it? I guarantee you will die and pay tax. That's the only things that I guarantee. Right. But what I— but the other thing I can guarantee is that if you do nothing, you'll be in the exact same spot. So what are the tangible action steps that you need to take? Right. And it goes back to the whole sales call revolves around like those action steps, the logistical money, right? What is it specifically that's going to be a benefit to them? Like all these things are designed to sort of work together. Right. And it's a fairly— it's actually a fairly simple process. The back end of it, of like creating it, was more complicated, but the execution of it is quite simple. But it's difficult to do really well if you don't understand what's happening on like a greater process level. Right. And yeah, we'll give you all the matrix. It's fine. Right. But that's really what's happening now. What we can do now is we'll go away and I'll go on mute or you guys, whatever, all step away and make a coffee. And you guys can chuck some objections together and then I'll go over them. Right. Don't ask stupid questions like, like super minutiae shit. Again, if you're asking minutiae shit, I know you're bad at sales, right? Which is fine. Everyone's allowed to be bad at sales. I was bad at sales once. Totally fine. Right. However, what I want to do is I want to get you guys into the way of thinking where you don't think of like particular instances that hurt your feelings. Right. Like, like you have a little place in your heart for little Timmy. Right, who you just couldn't overcome the objections. Like, fuck little Timmy, we're talking about everyone, right? So we want a process that deals with like the largest amount of people possible and the outliers remain outliers. And there will be times in your calls where you will be stumped, which is why like I recommend if you want to see me do it, just do the basic ass objections that you're going to get most of the time. If you want to throw in some weird shit, you can, but you will learn nothing. Right? Because there are things that I can do because I've been doing this for a long time that you won't be able to replicate. I'm going to try and handle the objections in a way that is easily replicatable. Like, I'm not going to try and do some fucking wizard shit, right? I've been doing this for a very long time, right? So I prefer to give you guys some tangible shit, but you guys can do if you want. I'll go make a coffee and I'm sure that somebody will text me when it's time. So what's the actual product? Like, what are we selling? Like, let's do—

do you want to just do plat, like sales training, normal offer?

Uh, yes, wait, I'll just make up prices. Um, okay, man. So, uh, yeah, in order for us to kind of put the resources into you, the X, the Y, and the Z, so that we can, you know, get you to that $50K monthly commissions, the resources required are, are, uh, you know, $15,000. How do you want to proceed?

And that's— damn, that's more than I expected. I mean, Um, it definitely sounds good. I think probably we'll say because it's like based on everything with like the one-on-one coaching and like having all the pods and all the other stuff, like I feel like obviously I'll get the support and stuff, so I feel like it would be helpful.

Money aside though, do you feel like this could be the answer for you?

I mean, yeah, definitely. Yeah.

Like, I think if you're specific, that kind of jumps out to you that you're like, that, that would, that would, that would win?

I would say the one-on-one coaching mainly, because like having somebody—

Why is that?

To make sure like I keep—

What is it from the one-on-one that you kind of like, this is the thing?

I'd say more of the progression aspect where like I can like learn something and then make sure I'm doing it right. So I guess the feedback you could say.

Okay. All right. And so I guess like what are some ways that we can come up with the funds to where you can get that one-on-one attention, that feedback so that you can actually kind of, you know, start progressing your sales?

I mean, I could probably— like, it's not really a matter of not having the money. It's more so a thing of like, I just want to think about like a decision of like this magnitude to make sure it's like really the right thing for me, I'd say.

So the $15,000 works within your current budget?

Yeah, yeah, it does.

All right. So you can pay in full that, it's no problem?

Yeah, I can pay in full. It's just, it's more of like a way to think about, make sure it's like a little bit more comfortable for me.

Okay, well, knowing that it's in your best interest and you can, you can pay in full, like, how do you want to proceed from here?

I mean, yeah, like, again, like, I know it's in my best interest. I just really, like, I, I can do it. It's just tight with the money. And so because it's tighter, it's something I, I want to take more time to make sure, like, yeah, this is actually the right thing for me. Just because like it is, it is very tight. It is very close.

When you go away and think about it, like what are you, what are you going to think about specifically?

Just, I guess it's more of a thing of like I usually just don't make decisions on like a first call. So like it's not even a specific thing. It's more so that's just like how I kind of make decisions.

Okay. And are you happy with where you're at?

I mean, no, that's why I'm here. Definitely not.

Okay, so let's go like scale of 1 to 10, 10 being you're at that $50K a month in commissions, 1 being kind of you're, you know, destitute or like not very close to your goal. Like, where are you at?

Probably, I mean, not terrible. Maybe like a 6, a 7.

Okay. What's your current income again?

$10K a month.

And you want to get to $50K? Yeah. And you're at a 6 or a 7. Is that right?

Well, I guess when you put it like that, maybe a little bit lower.

Maybe like— it's a big gap, brother.

If—

what's a 3? Jesus. Hey, are you paying money to people, right, to do sales? All right, so like, no bullshit, no ego, nothing. Like, where are you actually at?

Probably like a 3.

Okay, so that decision-making process that you're using right, in order to, you know, get to where you are, that's caused you to be in a position where you're ultimately quite unhappy with the outcome, wanting to get 5 times higher income levels. Like, how much longer you do allow that decision-making process to dictate your life and your results kind of moving forward?

I mean, I definitely don't want to get the same results, that's for sure.

Okay, but how do you get a different result if you keep acting and doing things in the same way?

I guess you can.

I guess you can.

I guess you can. Now, I mean, now that I think about it, I think a lot of it is like I have like a wife, obviously. And so usually the reason I don't make decisions like on a first call is because I usually like to like speak to her first and like make sure we're kind of on the same page about like things that we do.

That makes sense. Are you— is she like— is she like your sales EA type thing or like what? Like what involvement does she have in your sales?

No, no, no, no. She's like a fitness instructor.

Okay. And like, you want to get to 50 and she wants to get to 50, or like, does she want to work, not work? Like, how's that going to— how's that going to be? Is it 50 as a household, or is that you?

That's me. Like, ideally, once I'm making a $50K a month, she wouldn't have to work anymore.

Okay. So whose responsibility is it to kind of actually do the things that we tell you? We bring you into Plat, we give you one-on-one coaching with Yash, with Andres. You start going through the group coaching sessions, even some with Matt Ryder, like you start getting those things and you start getting like, who's— can she make you do it?

Like, I mean, I guess not.

It's more so like, what happens if you go to her and she says no?

I mean, I guess I would like have a conversation with her and try and like work it out between us.

Okay, what happens if you go to her and you have that conversation, at the end of that conversation she's like, no?

I don't think that would happen, but I guess I would do it anyways, like if it did. Well, if it came to that.

That's a big goal.

Yeah, I mean, I definitely wouldn't want to do that. Like, it's more of a tactic over here, I guess.

Okay, why would you do it anyway though? Why would you do that?

Because I understand it's my responsibility. Like, I'm the one who's on the calls.

Okay. But like, you understand it's your responsibility, but why would you do it regardless of your wife saying no?

Because she's not doing the sales.

Okay.

So she only has like so much context.

So ultimately, whose responsibility is it whether or not you actually do the things required to get the outcome that you need?

Mine.

Okay. And so who's the one who's going to bear the weight of the responsibility of doing it or not? I mean, me. Okay. So what happens if you go to your wife and she says no?

I got to do it anyways.

Okay. So if you're going to do it anyways, like, how do you want to proceed?

I mean, I guess I got to do it.

You sure though?

Yeah, I am.

I am. Okay. Yeah, that's how I do that.

Everybody just give a fucking round of applause to Matt Ryder. Drop a 1. Round of applause looks a little bit weird on the fucking camera. If you drop enough 1s, maybe I'll send the recording to everybody.

Possibly. The key thing, like, the key thing that makes objection handling simple is like, one, knowing, like, like knowing the process. Like, that was just the matrix. It was just like I'm just like, and then probing. And I, if you listen to the recording again, I ignored like a third of what he said. Anything that wasn't particularly in my interest was ignored. Anything that was in my interest was probed upon, like not once but twice and sometimes 3 times. And what that does is it leads to like the only logical conclusion is that he does what I want, right? And so like, if I get, if I ignore the things that are not in my benefit and I double and triple down on the things that he says that are, and I'm probing and clarifying and probing and clarifying, and getting him to dig his own grave, like it's in his best interest, right? So I'm saying that like somewhat facetiously, right? But it's like then, like the only— the conversation gets thinner and thinner and thinner and thinner and it funnels down to just a very particular outcome, which is why like I don't have to cheat and get like the answers. And it doesn't matter like what objections you give me. Like it doesn't— I'm going to funnel them into the ones that I want to handle. Which is why, like, straight away I was like, why? And then, like, I knew he was going to go off on tangents and you guys probably had all this stuff planned, but like, I was never going to let that happen. That's why, like, I don't care. That's why I'm happy to do this.

I can even say from a Prosperics perspective, it was hard to give Matt the objections that we planned we were going to give because it's like he just directs it. And it's the same concept that he was talking about with the presuppositions and the analogy I gave of like, if somebody holds a razor to your throat, it's like, oh shit, scary. But if it's a barber Now it's very safe. And so as soon as I've agreed to this concept of like, oh, my decision-making process created my results, even before I gave any objection to partner or anything else, I already knew, well, this is a bad fucking decision-making process. And so it's hard for me to actually believe my objection from a prospect's perspective. I just want everybody to pick up on that.

Yeah. And yeah, that's exactly right. And that's why it's like, it's not— that's why you don't need to learn complicated word tracks. Nothing I did there was particularly difficult. It's 100% replicatable. It's just that I just know where I want to go, right? And because I have a process and I'm only going to talk about things that are in my process, right? So now that takes discipline and it takes time. Not saying that that skill set is easy to acquire, but it is acquirable. Like sales is something that anyone can get good at. Do you know what I mean? So yeah, any kind of final questions or I'll get into the next bit.

If you guys have questions, raise your hand actually right now and I'll take like 2 or 3 questions. Again, do not be a cunt. Do not ask fucking questions that only apply to you. Like go more broad that way everybody gets value from it. Yusuf, go for it. So I'm assuming, correct me if I'm wrong, because what would happen for me on my calls, I'd get the random objections and like, I think I've half finished money.

That was my issue, but I would have an issue like leading them down to those objections.

Is the money aside and fully finishing that like the the way to like lead them from random objections to like the one we want? Like, is that how it works?

Yeah. So like, if you, if you listen to that roleplay that I did, like I'm only dealing with the things that I want to deal with, and that's one of the keys. So it's not getting distracted. So when you start, when you enter into the money conversation, just, just belligerently finish it, right? Like you, you can't get distracted because they're gonna want to distract you. They're not doing it on purpose, right? They're not like, it's not a plan that they have. It's just that like they're just kind of squirrel chasing. Right. And but you as a salesperson, like I think Andres even said, yeah, but I'd go and have a conversation. I was like, yes. And when that conversation finishes, if she says no, what happens then? So like, that's just a box, right? Like you can't— it's very difficult to not answer that question. Right. And so now it doesn't sound like I was doing much, but I just wasn't going to allow him to not answer my question of what happens if you go to your partner and she says no. No, right? In the same way where he said money wasn't the issue. So I resolved it and I made sure that I said, okay, so the full payment of $15,000, like, that works in the current budget? You can just pitch that? Yes. Okay, how do you want to proceed? Now, I knew that he was going to give me another objection, but I did it anyway. Why? Because it's my process, right? Like, I don't care, I'm just gonna do my process, right? You know, and I'm gonna do it diligently and I'm gonna do it consistently because that's how I can ensure I have the highest likelihood of success. Does it ensure success? No. But if I deviate from my process, the chances of not being successful are higher because now I'm in sort of uncharted territories. Yep. Who's next?

Beautiful. Alexander, go for it.

Matt, what is your— what is your— mentality going into a sales call? Like, you know, the subconscious, like the down below stuff, and maybe even like the baseline emotion that you bring into a call. Because just now when they pushed a little bit, right, at that point you kind of, you were almost like you didn't care.

You're like, okay, well, what are we gonna do now, right?

So more, more of that stuff. Are you just very detached from everything or what?

Yeah, what do you think about detached? Is that, I think people look at it wrong. The answer is like, yes, but I'm detached from the outcome because I don't believe that the outcome of a call is a reflection of the quality of it. Right? So I'm attached to the process and doing the process. I don't care what happens at the end. Like I would do live sales calls because like, if there's too many legalities around it, but like, I don't care because whether they bought or not would not be of consequence to me. The call would be good regardless. Right? And so I've realized that I can do a perfect call and they don't buy, and I can totally shit the bed and they do buy. These are— this is just reality. So all I have to do is like, I— the outcome to me is inconsequential. Now that's easy to say from a position where I have a lot of money, right? Like, it's harder, right? But I had to get there in order to get to the point where I was like able to make more money in sales, right? And it's just because like it doesn't, it really doesn't matter. Like if your call is really good and you do good calls consistently, the sales will come. That individual call is not a reflection of anything. Like if you have 50 nos in a row and 50 yeses in a row, you're the exact same sales rep. It's 50%, right? You know what I mean? So you have to start, if you start looking at things that way and you kind of realize that, then it allows you to kind of lean out and just be more relaxed on a call because you realize that like there is nothing that you can do to make that person buy. All you can do is a process that hits the amount of time that it hits, right? If it's 30%, then 7 in 10 will say no, but 3 in 10 will say yes. And if you hit 3 in 10, happy days, right? Like 3 in 10 could be, you know what I mean? You can extrapolate that out. Like if you flip a coin 50 times and it lands on tails 49 times, what did you learn? The answer is nothing. It's just circumstance, right? It's just whatever. It's coincidence. So that helped me a lot from just, you know, removing myself from the emotion of a sales call and the base, the emotion that I bring to a sales call from a baseline is very neutral. The neutrality is just because then I can use my tonality to go up and I can use it to go down. If you come in, like my initial is going to be nice and high and it's like, hey man, how are you? Yeah, good, dude. Hey, it looks like you booked in a call about possibly getting some help. How can I help? Right? So I'm going to be happy. Why? Because people like talking to happy people. And if someone's like, hi, looks like you're butts in a call, it's like you're fucking miserable. It's like, I don't want to talk to you. Immediately you just think that way, right? You've all walked up to receptionists and they're like, hey, how are you? Or like, hi. You're like, oh, right? So you want to be happy. That's key because people like happy people. But then from there, like, it's, it's pretty neutral. It's like, yeah, dude, what's going on? Like, okay, cool. Because then I can go up I can go down and then it makes a difference, right? In the same way my pacing is pretty consistent because then I can talk slower and it means something. I can talk faster and it means something, right? I can use dynamics, all that kind of stuff. And so all those things become noticeable. Whereas if I'm super high energy and I drop real low and I do some sort of Jeremy Consequence voice, what's that doing to you? Then it sounds super weird. You know what I mean? So like, I don't want to have too much variation. Right. Can I follow up on that?

No, that's beautiful.

Just, just, just in like when it gets intense towards the end, right? Objection handling, obviously.

I noticed that— Define intense.

Intense in, let's say, like their fear is just triggered immensely. And you, like I saw you were just like making it very logical, leaning back, being like, okay, so what are you going to do? And I feel like I'm more the type of guy like, hey man, we gotta solve this, right? Like, I bring a very intense energy. Is it just style? Would you recommend being calmer, or how do you feel about like giving them like an extra push with kind of like your energy, like putting them on?

I mean, listen, do whatever works. You can scream at them like a fucking donkey and it works, then do it, right? Like, what do I care? Like, to be honest, whatever works, works. Um, I think that generally speaking like leaning in and leaning out are like cues of, they're cues of interest, right? So like leaning out, especially like I'm 6'2" and I weigh like 220, 230 pounds, right? So like a big dude. So I can, I've got covered in tattoos, used to kill people so I can be intimidating to people, right? So for me, like when I want to present open, I lean back like this and that's why like the camera is where it is, right? And then I can lean in and I can show a lot of interest. So like in solution awareness or like in those, those sort of more phases where I want them to sort of really dig deep, I'm going to, okay, that makes sense. And then when I want to slow it down, I just lean out like that. Like that's kind of what I do. But that's sort of getting— we're getting very off topic. But yeah, I don't have time for much more questions. But like, you know, we've gone over a bunch of stuff today, I think, and we want to make sure that you guys actually Unless someone goes, this was very good, actually. That's funny. I like language. It actually implies that you're expecting it to be shit, just so you know. I'm sure maybe it wasn't meant that way, but that's funny. All right. So I want to make sure that you guys are kind of left with something, right? So that you're not like just trying to implement this yourselves, right? Some of you can go away and you can go away and I'm sure that you might be able to implement this, right? As long as you actually fucking do it. Now, for me, like, I was a rep, I was doing about $20,000 a month and then I got some training, right? And I got a lot better and I'd been selling for a long time and I think it was kind of a culmination of things, but like I've trained Yash, I've trained Andres, I've trained a bunch of different people and I've also run sales teams and I've also like ran the sales training for like Russell Brunson, Pace Morby, like all the guys that you've heard of, like I've sort of done stuff in the background for all of them, right? And then Dall-E does a whole bunch of stuff with other people, but What we want to do is we want to give you guys the ability to actually speak to somebody about this, right? So, um, the boys are going to put a link in the chat. I would recommend disabling the chat, guys, otherwise you're going to get— I would disable the chat and then drop the link. Now, this is to, uh, learn more about PLATT. However, I'm going to put a caveat on this. This is not a pitch call, right? So the way that PLATT works is PLATT is a, like, more one-on-one training program. Okay, with guys that like I've trained and it's got Andres and it's got Yash and it's got a whole bunch of really, really high-level coaches in it, right? And we've designed it to do a lot of one-on-one feedback. Now, it is not for everybody. It is not for most people, right? They're like, you can't be sales, full sales retarded. Okay. Right. Like 100% sales retarded. You have to have like a glimmer of hope here. All right. So we're going to put a link in the chat. In that link, you're going to fill out some details and you're going to book a call. That call is designed to do two things. One, we're going to like go deeper and sort of answer some questions that you have, some tangible takeaways as to the stuff that we went over today, because they're all coaches. Okay. The second is then to tell you about what Plaid is and how it works. And then if it's something that you want to learn more about, then you can chat to somebody about that. But that is not a pitch call. Okay, I want to be very, very specific, like, Platte is not for everybody, and we don't just, like, open it up to the world.