Episode 295 From No to Yes: The Objection Handling Blueprint

All right, welcome to another episode of Closers Are Losers. Jeremy Miner, founder of 7Level, here with my business partner, one of my business partners, and CEO Matt Ryder, who's in our Scottsdale, Arizona office. Coming from our Sydney, Australia, office. How is the weather in Arizona in summer?

Man, this place is so hot, man.

I mean, it's not that bad.

It was like 100 degrees at, like.

11Pm I mean, compared to, like, the Moby desert, I mean, it's not that bad. I mean, you know, 112 every day in the summer. It's not that big deal. Okay, so what we want to. What we want to cover today is because we get a lot of questions from people on, like, YouTube and, you know, IG and just everywhere, all of our platforms. And we typically will do the podcast around questions that sales people have. And a lot of questions. A lot of salespeople always seem like, hey, how do you overcome this objection? How do you overcome that objection? And we train all that in our virtual training courses and, you know, everything with our sales trainers and me and Matt and everybody. But I wanted to focus instead of on, like, how do you overcome this objection? Why not learn how to prevent the objection from even happening in the prospect's brain? Because when you. When you want to, like, if you want to acquire skill level like a top 1% earner does in your industry, they're more focused. I hate to tell you this, they're more focused on preventing the objection from happening rather than, like, overcoming the objection. I mean, a lot of CSP were just never taught that, you know, early on, like, in my background, I was like, I'd get objections and I would learn how to overcome them, but I'm like, I'd always think to myself, like, I wonder what caused them to have that objection? Like, why did they even say that? Like, what? Yeah, and I started thinking, like, there's something. I'm saying, there's like something with my tone that it's like causing them to have that uncertainty and give me that objection. So if I figure out what that is and I change that, then magically the objection doesn't happen. What are your thoughts on that?

Yeah, I think, like, the. The fact that you questioned it is probably the reason why you got the results that you did. Because most people just go, it's the leads, it's the market, it's the environment, it's the. Yeah, whatever. But, like, in reality, what it. What it is, it's a. Like, if. If you get something consistently, then it's probably something that you're doing which is bringing it.

Yeah. And that's.

Yeah.

I think a lot of people just don't really think about and it's not their fault, but it is there problem. That was a problem. Right. Because you're never taught that. Right. You're like, oh, if you get this objection, you say this. It's like all transactional. Like if they do this, you do that. But you have to start thinking about it as like okay, but why are they doing that? It's like, you know, like if you're a doctor and the person comes in and they're always sick and you're just like, here's the way to treat it. If I'm a doctor, I'm thinking like what's causing them to get this.

Yeah. Prevention is better than the cure. Especially with objections. Because sometimes by the time you get it like you know, at the. The. It's actually quite a high level of skill to be able to like in real time. It's. It's the most artistic part of the sale. Like it's the most free form, like thinking on the fly type part of the sale. So some people's, you know, attributes or whatever just don't kind of lead like lend to that. It does for me. I kind of enjoy it.

I don't think most people know that that's an auction really.

Yeah. But you know, if you're getting what.

Sales book or sales training course have you gone through besides before you're a client in apt that was talking about preventing objections from happening?

No, like well, I think you know, or they did, but in a very odd way where it was like essentially pre qualifying the people so hard that you would only speak to people who are basically guaranteed to buy.

Business owners hate that because you just burn through leads that could have been sold if you knew how to build a gap and you're just over qualifying them too much.

I saw someone on Facebook post the other day, I only speak to people have been pre who know the price and are ready to move forward. I was like, well then like you might as well just send them an email.

Yeah. Why didn't they need the salesperson?

You don't need a sales call or a sales.

You have no sales skill.

Like, but also I don't understand like how you can give someone the price when like there, there's gotta be more than one way to do it.

Yeah.

And like what if they're just not right? Like what if they're not a good fit? That just assumes that you will say yes to, you know, there's so many weird things about that. But I think that, like, that's, that's a very, I mean, it's, I guess it's a very privileged position to be.

Yeah, I've seen salespeople that are like, you have to like, qualify them, like money up front in the first two minutes. I'm like, yeah, you can. And that's why you say, oh, my Closing rate is 75%. Well, you know why? Because you're disqualifying everybody that could have been sold. Had you build a gap to trigger urgency. It's not like the money didn't exist. They're already spending the money somewhere else. So they already have the money they're spending on something else because that other thing they're spending that money on is more of a priority in their mind. Whereas you can shift that, you can reframe that. Where by the end of that sales process, they look at your solution as a bigger priority than where they're currently spending that money. But if you qualify so hard in the first two minutes without building a gap from where they are to where they want to be, they don't. There's no gap there. So they just think about the cost.

Yeah. The first tip that I ever did to that was when I started like inputting steps to give me to tick all the boxes. So if they did give me an objection, I had all the, I had like, had everything sort of sorted out. I used to use an acronym called faster, which was fast food, alcohol, stimulants, tobacco, entertainment, restaurants. And that was for fitness. So I went through that and that would give me, like, basically I would be able to outline their budget and lifestyle factors that were taking them away from their fitness goals and also costing money so that they said they wanted it was expensive. I would say, would you be, Would it be reasonable if I asked you to stop some of the habits that were bringing you away and we reallocated those funds towards your fitness? Like, would that be reasonable? And they would go, yeah, crazy idea.

You just stop spending money on the X, Y, Z food that's causing the issue. And you just spend it here so you don't have the issue. Yeah.

And so you. I was preventing, like I was seeding in their mind that like, hey, these things cost money.

Yeah, sort of.

I was preventing it. And the other one that I used to do for partner because I, I sold a fitness program to middle aged women.

Yeah.

Would always get partner. Objection. Yeah, like it was a hundred percent of the time. So I Was like, okay, and everyone would complain about it. So I was like, how do I put something in place to prevent myself from getting it or setting up so I can like, like, actually, like, overcome it effectively? And so it was just really simple. And you told me this, just said, hey, does your partner know that we're on the cold today or are we on a bit of a secret mission?

Then you, like, joke with it and does your. Does your partner know you're on the call with us, or is this more of a secret mission? You say it and they're just like, oh, yeah.

And then they were like, either yes or no. And so then you would be like, okay, well, are they supportive of you learning the skills to be able to actually lose the weight? So you can go from, do they.

Want you to learn the skills to lose the weight, or do they just want you to stay at the weight you're at?

Yeah. And so like all of a sudden now you're like, there's a whole bunch of things that now you've sort of got, okay, now my ducks are in a row.

Yeah.

And now I can move on. I know that I've tied that box down. So if it does come up, it's very easy to overcome. It's just a concern. It's like, oh, yeah, yes, of course. I'd forgotten. You know, it's very simple. But if I don't go through that process, I go, you know, and I don't think about it and I just kind of go, oh, everyone gets partner objections. And then just, I don't know, go along. My life just not doing, I don't.

Know, deals is the numbers game, I guess it just have to deal with all those partner objections all the time. I'd rather learn how to prevent that. Or like, if you're in B2B, like, how do you. How do you, like, let's say if you're typically your average sales cycle takes a year. Well, how do you get it where you take it all the way down, like three months? What's causing it to be a year? Why. Why the uncertainty? I'm not talking about it just goes through legal. But like, how are you not able to, like, get the prospect so enthralled in so much internal tension where they make sure legal goes faster? I mean, there's so many things you can do, you just don't know how to do it yet. And that's why you just accept your sales cycle because you're like, hey, you know, sales cycles are just long. You're like, okay. But I, I would be more like, well, why are the sales cycles so long? Like, and I know it's not a one call close because you'd have to go through legal.

That mentality is huge. I was teaching one of our internal, I was teaching an inner circle session the other day and usually I go over an element of scripting with them, but I said, hey guys, do you want me to kind of teach you? I said, today what I want to do is I want to teach you sales problem solving and how you guys are all probably leaving a tremendous amount of commissions on the table. Not because like you're not good enough, because like you just don't fix the right things.

Yeah.

Show them the differences between fixing close rate and fixing like a sharp rate and fixing like. So like someone can, you know, if, if everything sort of lines up, but if they have like a four step process. Yeah. A lot of people spend a lot of time focusing on the very last step, closing inside a sales call or whatever. Closing, like, hey, what are the tips to close? But like, you lose people along every way. Yeah. So if you just fix the sort of leakiness of those things, you end up with more people at the end.

And even it's easy to close any better.

You just close the same amount of percentage, but it's more people because there's more people there.

And closing is not when they just like we don't. And I want to make sure everybody understands because there's all These books, like 101 Ways to Close, 101,001 Selling, you know, advance closing techniques. The problem is the way the brain works is nobody decides. When you say, do you want the red one or the blue and do you want to take delivery on Monday or Wednesday? That's not when the prospect decides.

Yeah.

Oh, they asked me the auction close. Oh, I want the red one. See, if they say I want the red one, that means they had already decided from your discovery call or whatever you call it with them and build in a gap that they already wanted that. And when you ask them which one they want, they just told you. Because all the other people when you ask that question, like, well, I didn't say I'm ready to buy.

Yeah, it's the reason why people think it works is because it works when it works.

And so like it doesn't work on the other ones.

Exactly. But there's like a, there's a, like a cognitive dissonance about it because like it doesn't. It's never convinced anybody of anything. Right. And but it, but it does work.

We don't buy because of it. They buy despite of that. It's not like that caused them to buy. They'd already decided in their mind they wanted the red one.

And there is, there is no one thing that makes someone decide to buy. There is no like one question magic pill. There's a process that you can take someone through where they have to identify the problems they have.

Yeah.

The solutions they want. The, the reasons why they want it. They're tangible. The emotional the consequences of not getting it. Feel internal tension that turn and turn attention and for them and them only has to be enough for them to want to move forward and fix the problem. Yeah.

That caused them to shift from taking the money that's already been spent somewhere else a other priority and shift it over to you. Or if they don't have the money to make it a priority to go find the money. Right. That causes internal tension where they want to do that. So let's, let's talk about a few things. So there's what you talked about where you're, you're kind of prepping them in the beginning of that conversation or sales process with the main objections you know you're going to get usually with what you sell and you're trying to eliminate them in the very, you know, first three, four or five minutes. You talk about the spouse objections. One, if you sold B2C now there's other ways to, to prevent objections from happening.

Like those are rudimentary ways of doing it. Like I wouldn't do that now.

Yeah.

But I did that because that was an appropriate way of doing it for the skill level that I had at the time.

Yeah. I mean the spouse objection for that one. That is a good way to do it. You know, are you on your now you did you come to the call, you know like blah blah, blah. Are you on more of a secret mission? Oh, secret. How does your spouse feel about you X, Y, Z and you repeat back the end result? It's hard. Or do they just want to have you stay at. So in that example, if you were subject weight loss, how does your spouse feel about you losing that weight? Or do they just want you to stay at the weight you're at? It's hard for them to be like no, they just want me to stay at this weight. You know, like you're automatically seeding that in mind's heart of that. Okay. So other ways to do that is when you hear certain things. So let's say you ask a question and you can tell by their answer there's some hesitancy. Or you can tell that their tone, that they're unsure when they answered. Or let's say you're. You know, you're on zoom with them, and you can read their body language. And they're kind of more closed off when you ask them, so. Or maybe you ask them a question, they kind of answer very, very vague, like surface level. Or let's say you're in a boardroom meeting and you're going through some slides, and you can tell, you know, Karen down at the end kind of clams up when you go through this last slide and you're like, you can. You can see from the body language that something's going on. Now, most salespeople would just keep going through their whole list of scripted questions and present and just hope and pray that it's just going to work out. But if you want to be, like, a top 1 percenter, you got to learn how to, like, if their tone. This is why it's one of our principles. Listen to what they mean, not just what they say. Are you listening to what they mean, not just what they say? Because that's a. There's a big difference here. So, like, if I'm asking a commitment question, if I. And if I say, do you feel like this could be the answer for you? And they're like, yeah, yeah, see that? I'm listening to what they just said there, not just what they mean by. Yeah, right. There's some hesitancy there. So I might just stop and say, you seemed a bit hesitant when I asked that. And you just stop. And they're like, well, you know, it's just a big decision. Well, yeah, because of this. And now. And I'm opening them up now. Now I'm getting the objection. Or let's say in that same example, because I used to do this a lot, you know, in the four industries, I sold two or B2C two or B2B. So in one industry, I sold B2B. I'd have to present a lot of times in front of a boardroom of people I'd never met. So I might have talked with one or two people out of the eight people in that boardroom that were influencers or decision makers. But now I'm in front of the big daddies, you know, the big decision makers. Right. And so if I notice somebody, like, not paying attention to the presentation, I like, you know, they've got, like, a little. Because we had to, like, hand out these, like, Little booklets of the presentation. Everybody, you know, like, little. Like the little books like this. Let me show, you know, like, how we got from the Navy SEAL yesterday. These would be like, here's the presentation. You know, the system would go around the room. And so I noticed sometimes people would, like, kind of flip it around and they'd be kind of like, drawing on it or something like that, or they just weren't paying attention. And I'm like, okay. They're communicating here by their body language that they're tuned out. So I have to. I have to do something or this isn't going anywhere. Or let's say, like I said, I go through a slide and, oh, Karen over there and like, puts her hands up and she kind of looks up like she doesn't understand or she's concerned. I would literally just stop the presentation. Hey, hey, hey, Karen, you seemed a bit hesitant when I went through the X, Y, Z on that slide. What's behind that? Just so I. I understand. Well, Jeremy, I'm just. I didn't understand when you said her. Well, I don't agree with what you said on Here and Now. Like, the truth comes out in front of everybody, and I'm there to help her overcome that. So that's what we're talking. I don't want to wait till the end when I'm trying to close and then she brings up this objection. I want to try to prevent it before it happens. That's just another example.

Did you find. Do you find that, like, did you ever get, like, if you have a lot of people on the. On the call that that made you nervous, or did you. Did you change the way you act? Did you change your process with a successful company or lots of people or.

No, it never made me nervous just because I knew what I was doing. You know, I knew how to control the quote, unquote, four or five people on, you know, on that platform or in person or whatever? Because typically what I would do is I'd bounce around based on what they were communicating me with their body language and their tone, right? So especially, let's say if I talk, If I'm in B2B sales and I've already got the C level executive that I first talked to build a huge gap on that first call. I've already kind of got them in, right? Maybe I had another meeting with their department, and I've only kind of got her in, and now I'm meeting with, let's say, the CEO or the CEO or whoever is in that room. Right now I've got to get them on board. So I might skip some of the questions I asked them or just relanguage them in different ways and go towards them. And based on what they are communicating back, I would know if I needed to spend more time with that person or her over here. I just read their body language and their tone, but that's something that I learned.

Yeah, I think some of the feedback we always get from clients is like, oh, I didn't know what to do because five people turned up, you know, and it was funny because that happened to me the other day. We got introduced to a very large company through an associate of ours and they asked to speak to us and they introduced and they were like a text thread. And I was like, yeah, that's fine. Book an email. That's totally fine. I was expecting to speak to one guy and there were seven.

Yeah.

And I was like, all right, thank you.

Well, if you, if you know what to do, if you have the, the skill level because you've acquired it, it wouldn't make you nervous. But if you don't have the skill level, obviously you'd be nervous. Right?

Be like, like I, I find that what I do in the situations, first of all, I just kind of do my thing. But yeah, like I just.

You a bit.

Little bit more commanding and controlling.

Yeah, sure.

That, like, you know.

Yeah, you gotta know how to read their.

I'd love to hear your thoughts on this because if it's a husband, wife, I will ask them to nominate a representative.

I mean it like in what industry you talking about? Any industry.

This is for B2C so.

Well, I know B2C but you're.

Yeah. I would go like, hey, just to keep the conversation flowing three way. Conversations can be a little bit weird. Is there like a dedicated representative that like amongst you guys that like I should direct most of the questions to? And then what they would do is go, yeah, and they would discuss. And I go, yeah, this one. And then what I would do is I would speak to that one, but I would always look at the reaction to the other person.

Yeah, you're reading their body language and tone because you got to know if you got to jump in.

Yeah. But then I was. Then that allowed me to control them, to bring them in what I wanted.

Yeah.

And put them back out. And bring them in. And put them back out. So.

And some of it really depends on what you sell. Because let's say, if you're selling, let's say countertops or cabinets More than likely you're probably going to more focus on the female there because usually they're more the ones in tune. That not always. Right. You can find that out. But let's say if I'm selling like, you know, like a sports car, I might lean more towards the male because that's typically what it is. Now that doesn't mean that that could flip flop and be completely different. But more than likely that's. So sometimes it depends on the product or service on where you focus on. What I always did was I'd be.

Like, hey, who's, who's the one who's really got the skin in the game here.

Like here's what I'd always do when I sold B2C if I met like, I'd be like, now you gotta be real with me. Who's the one that really wears the seat that the pants. You know, who's, who's really the, the. The one who wears, you know, has the. What, what is that term I'm looking for? I'd always say it relationship. Now who's, who's the one that wears the pants in the family? That's what I say. Now you got nine saying sarcastic. Like you have to say the sarcastic. Now you gotta be real with me. Who really wears the pants in this family? And the one be like, oh, I do. I tell them everything to do. I'm like. Or the man like, I'm the one that always does everything and I'm going this way. So it's a funny way to do it where they don't know why you're asking that you're. They think you're just joking, but you're really understand who's the one that is mainly the one that's going to influence the most on the decision.

I actually want to want to break into something that you just did there because what it like I think we, we had dinner last night with a. I won't. Won't say names, but a guy that we had come in very high level, like Navy SEAL for a long time and so.

But it's like a performance coach now.

Yeah, yeah. So we're having him come in and do some stuff with the team. But yeah, yeah. So we were, we were talking to him about persuasion and influence and sales and this guy kind of breaks down human beings for like a living for a very long time. And we were explaining to him like how certain behaviors actually work. And what you just did there was like, you said it very like, hey, you have to say it sarcastically. But what you did was actually quite, like, in depth. Yeah. Like when you say sarcastic. Because again, this very much goes to preventing objections. Because how I say something like, you know, like if I lean back or if I say something harsh but put my hand over my heart, it's going to be taken differently than just saying it harsh. If I use harsh word choice and a harsh tone and a harsh body language comes off very.

They're going to get defensive. Yeah.

So, like, you know, you're going to induce objections. Right. So when you did that simple thing, like, what were you doing?

So the reason why. I'm. I'm saying that in a playful, sarcastic tone. And did you. If you read my body language, like, my facial expressions, you're going to see in my face that that's like I'm being playful with them. Because if I did it like this, who wears the. Who wears. Who wears the pants in the family? It's kind of awkward. Now. You gotta be real with me. Who really wears this? The pants in this family, they'll never feel that something. They're like, oh, I do. I'm the one in charge. I boss him around. Just because of the way I use my. My facial expressions and my tone influenced her to feel like I'm being playful. And so they open up.

Yeah. And the things that. This is. Some of the things that we. That we teach was you had body language, so you kind of put your foot to the side and it was a very kind of like, playful. The hands. So you had that. That. Then you had pace. So you slowed down. Yeah, right. You slowed right down to, like, give them. So what. What that does is that gives someone time to process.

So let me do this. I'm going to do this again. Focus on what he just said. Now, this is called verbal pacing. Because you guys probably didn't notice why I slowed down. Why I verbal pause there. Now you got to be real with me. And I pause three seconds. Now why would I pause right there? You got to be. Now you got to be real with me. And I paused three seconds. That causes them to what?

Lean in.

Lean in. And like, they're hanging on to everything I'm about to say and ask that triggers engagement by just me stopping. Because if I'm like, now you gotta be real with me. Who wears the seats and who wears the pants in the family? This is too fast. They can't comprehend that. That fast. Yeah.

And then. And then also because, like, you know, you were explaining last night, if you hear someone scream, the first thing you do is you get like the visceral reaction.

It's your survival mode, your.

Yeah, safe. Yeah. So you just hear the tone first.

You don't hear what they said, then.

So what is it? Tone, then?

So the first thing that. So three parts of your brain, your reptilian part of the brain. There's different names for it, but a lot of behavioral science call that the reptilian. That's your survival part of your brain. So anything, when somebody talks to you, the first thing you're going to hear is the sound of their tone. And that causes you like, am I safe? Do I need to go into fight or flight mode? Like the saber tooth tigers coming after me? Fight or flight mode. So you hear the sound, you're like, oh, what's going on? And, like, we're talking, like in a split second, like about a second later, it goes into what's called your midbrain and it starts to interpret the words that the lady said. And then it goes right into your neocortex, which is your problem solving. And you're like, oh, she's just yelling at her son to get her more strawberries. Yeah, I'm okay.

When we're, when we're speaking to somebody, we're constantly, subconsciously reading all the things that they're doing. Yeah. So like, if we're reading body language, facial expressions, tone, we're reading like. And in Western society, I can't speak for other ones, but in Western society, like, we use pauses and inflections. Like, if I say this is for you, I can say, this is for you, this is for you, this is for you. And they're all different meanings based on the context.

And they're going to think differently about.

What children's book called we love you, Mr. Magoo. It explains all this. It's fantastic. Anyway, I recommend everyone look at it. It's a masterclass of tonality. But yeah, so you. So you did that and you slowed down. So that allows the person to also really focus on the word choice. And like, because it's slower, we can interpret all of it at once instead of being kind of like, Jesus, there's an awful lot going on. And that's why, like, I like to kind of break it down because you do stuff and it's like, but there's five things happening at once.

And I mean, we teach all that in our advanced inner circle. But yeah, if you didn't know, like, if you weren't in our training courses and stuff. And I just did what I did there. Everything I did there, exactly. From the way my face viewed, like how I went up like this. Because that causes me like, I'm thinking about what I'm going to ask. It's communicating. I don't know what I'm asking. I'm thinking about it. So there's spot in there.

Prospects.

It's not scripted. When they feel like I'm thinking about what I'm going to ask, they don't feel like I'm asking scripted questions. Right. Which most salespeople do. Even though I knew exactly what I was going to ask. Okay. But I'm communicating that I didn't. I was thinking about it and I slowed. Now you got to be real with me. Who really wears the pants in this family? And I smile like there at the end. Slow down and they'll always open up. Okay. Now that's just one little technique. All right, so let's, let's keep digressing. We. I could spend three hours just on that subject. Okay. So other objection prevention techniques. Let's say that you're. Let's do something industry specific.

Well, it needs to be honest. Like, I think that if you talk about the, like, ubiquitousness, like people, like, if they learn that there are, like, if, if you are getting a lot of objections. Right. One of the reasons is because, like, you, your prospect doesn't feel comfortable to give you the full answer. That's the main reason you get objections.

They don't trust you because they feel like if they give you that answer, you're going to use it against them to try to manipulate them.

Yeah. And so if they can just learn that, like, okay, if I can look at what I'm saying, and if you guys don't change your script at all and all you do is just look at the freebie stuff like all the other mediocre people out there. But. Right, right.

They're never going to be great unless they get into our training. Let's just be real.

Yeah, but like, if, even if you just go like, okay, well, maybe if I can just soften some of the things that I'm saying that are quite harsh.

Sure.

Just a different body language or something to get a, to get a deeper connection with the client. Like, that's a really effective way of getting a more productive conversation. Like, like everyone's spoken to those people where you feel like you're the only person in the room and, and you tell those people an awful lot. And a good salesperson feels like that because they're listening, they're intentful. Like, you Understand their intent, right? So like, then like that back and forth becomes a lot more in depth. Because if I'm very much in control of exactly how you perceive the things that I say, then like, they will feel very comfortable to tell the truth because they want.

Because they don't feel like they're being sold. Yeah, that's the difference. Because when you learn what we're training you, so most of you watching or listening to us, and like I said, it's not your fault, but it is your. As a problem, you've been forced to learn that you have to do all the work, you have to do all the convincing, all the selling. You've got to overcome the objections, you've got to push, you got to pressure. So what we're training you. And clients would know this because you're a virtual training platform, but we're training you how to get them to do other work. The thing that I always thought when I first got into sales, like, why am I doing all this work when they're. The prospect has the problem, like, why am I. Why am I doing all the work when they're the ones that have the problem and my solution solves the problem, Like, I need to learn how to get them to do all the work. Why am I doing all the work? So we're flipping the script there, as some would say, right? So we're getting them to basically sell themselves and put pull you in. That's the highest form of persuasion because they internally persuade themselves that it's their idea to buy what you're offering. That's like your chargebacks, your cancels, like, they just go out the window because it's that prospect's idea, not your idea. And oh, by the way, now you're gone and they're like, oh, you know that external persuasion wears off and they cancel. Now there's a lot of other things we didn't have time to cover here on the podcast. So you want to start learning about objection prevention and a whole lot more. Your first step, we'll give you some nibbles. First, go to our Facebook group, sales revolution.pro. you're invited. There's 82, 83,000 people in there. A lot of industry, nine people.

When I started as a sales rep.

I know there's 900 people like two years ago. Now there's like 80 some thousand. There you go. So that's where you'll join. There we go live in there two or three times a week. Different Q&As, different subject trains. We'll give you nibbles, little gold nuggets. You want to start acquiring, like, advanced skills. Because what we show you in here, these are just basic stuff and hear tips here and there. It's going to be hard for you to triple your income with just a few tips. So when you get in the Facebook group, just message us, and either me or Matt or one of our stun doubles will message you back some different training options for what you sell. Matt, thanks for being on here. I'll see you at the team dinner here in a couple of hours. I got to go get changed.

10. 10 seconds.

Gracias. All right, everybody. Thanks. Talk to you soon. Hey, guys, if you enjoy these, join our free sales revolution group. Join us, and we're going to help you.

Thanks.

We'll see you real soon.