How We Actually Train Closers (Unfiltered)

like what we're going to be doing, because we want to make sure that— I want to make sure that everyone is, uh, like kind of prepared for— wait, out here— like what we're going to be doing. And if you haven't gone through any of the content, it's going to be kind of weird. So we'll give everyone a couple minutes just to get in. But yeah, how you going, Julius? Yeah, I'm good, man.

I'm good.

Tired.

Yeah, yeah, 12.

I've been shit at sales. Or that's a good one.

Mom teach you that one?

Yo, Mom. All right, let me, um, let me enter pin for everyone. All right, cool, that's it. Uh, let me try and— I haven't used some of these features. How's everyone enjoying the school overall?

Good? Great.

Yeah, it's great. Anything missing? Okie dokie.

It's fucking amazing.

Good, good. All righty. Okay. All right guys, uh, okay, so we're gonna be going out of the intro today. It's gonna be nice and brief and then we'll finish off with some Q&A because like today I want to make sure that everyone is sort of set up to be able to, to be able to do it. So this week, uh, well first of all, this is the school, right, in case you guys are like newish. Okay, so it's kind of, uh, broken up into different things. So, uh, here we've got Start Here. Okay, there's a bunch of stuff in here. But, uh, one of the important things is that you download some tracking sheets, right? Organic Tracker, you know, like all that kind of stuff, because you, you want to start to, um, just start tracking what you're doing on like a regular basis, right? There's a good one here on like how to be coachable. Everyone should watch this, okay? And then there's a walkthrough of the school. Uh, this one has got like some like how to be an affiliate, right? So it's got, uh, content that you can repost and all that kind of good stuff if you want to start uh, like sending people to the school because you guys get like 30% commissions. Um, you guys have already got social media, like you don't need to set up a different one. So like if you guys have people on your social media and you want to send people here, you'll get 30%, right? Downloadable resources, okay, lots of good stuff here. And then, um, just some like more of the in-depth kind of YouTube videos. Sales opportunities, these only unlock once you've like been in for like a week, I think, maybe something like that, right? Uh, this is for insurance. This is for US only. This is for like committed coaches, so like super high volume. And this is Cole Gordon placement. If you have less than 2 years in sales, don't apply. They just— they won't even speak to you, right? Um, and then we've got the courses, right? So what we're going to be going over this week is sales fundamentals, okay? So ideally, like, over the course of this week, everyone goes through this complete module, right? Um, okie dokie. All right, so what we're going to be going over is like the basics of sales and the actual like sales structure that we use, right? Now there are lots of different ways to sell, I don't really care, but like that sales structure is going to be relatively similar across everything, right? And so you want to have like basically like what, what somebody wants, then it's like, what are they doing about it? And then it's what are the problems associated with what they're doing about, with how they're going about it to get what they want? And then it's like, if they're able to solve the problem, what is the ultimate, like, what does the solution look like? And then what happens if they don't achieve said solution and solve said problem? And then from there, like, presentation. Okay. Uh, but it's important that we have a really good understanding because, like, we're going to be going through, like, tomorrow we're going to be breaking down the first few phases, or yeah, tomorrow, and sort of going over all the dos and don'ts, right? Um, and then we're going to be going over, like, the next one, and then we're going to do that for each section of the entire course, right? So each course is broken out like that, and they're pretty in-depth. Um, but I want to make sure that everyone has a chance to actually go through those because, like, I don't want to be answering questions that have kind of like nothing to do with it. So if you ask me questions about objections or whatever, I'm just gonna be like, no. Um, and if you're like, oh hey, this one guy said this to me once, the answer is no. Okay, um, I want everyone to watch that Be Coachable session, okay? Um, because I want you guys to get a lot out of it. Now, one of the ways that you'll get a lot out of like coaching is, uh, one Don't ask questions about like specific instances, right? Specific instances mean nothing. Okay. And this is in, this is in coaching in general. All right. If someone's like, hey, somebody said this to me, what do I say? Or how do I stop it? Like, I immediately know that you probably don't know much about sales. And that's not like a dig at anyone. What that is, is like you're focusing on like individual instances. But that doesn't mean anything when it comes to actually getting better. And it would be disingenuous of me to answer the question, right? And, uh, that frustrates people, right? I don't particularly care, but, um, just to save you guys the frustration, like, the reason why I don't like answering those questions is because it actually makes you worse at sales, okay? And the reason why it makes you worse at sales is because it will cause you to continue down the cycle of making constant micro changes to your sales, um, that do nothing. They don't do any actual benefit, right? Um, because like the inherent variability of like the lack of consistency is one of the things that causes huge amounts of issues. And like if I'm teaching you how to shoot and you use a different finger every time, you know, chances are we should just use the same finger to pull the trigger, right? Like that's probably step one. Okay, so that's number one. Don't ask like individual instance questions because you want to find patterns, right? Shooting is a great analogy, right? If you shoot one and then try and move off that, right, you're just going to be kind of bouncing around all the time because like you're not perfect. So like you, like you, you can't say that you have a zero tolerance shot, right? So you shoot a group of 5 and then you take the average of the group and then you move it over. Okay, that's how you, that's how you, you do that properly. Okay, um, alrighty, um, the next one is, is that, uh, like, um, if, if you don't have an example or like, uh, you don't— there's context is required in order to answer questions well. Right? And so, um, if you're gonna come with a question, it's really good if you come with like, hey, this is like the offer, right? Um, this is how long I've been doing it. This is the problem I'm having. This is where it's happening. Uh, it's happening consistently, like across this, like this is the theme, right? Um, you know, like I'm doing this and I've tried this Do you have any suggestions? Okay, it's much easier to help someone solve a problem that they've actively tried to solve themselves. Okay, um, also all that context is super important. So like what you sell is obviously going to make a difference, uh, how long you've been doing it, because if you've only been doing it for like a month, I'm probably just going to say don't make any changes, just see how it goes, right? Um, and that can frustrate people because people, um, uh, want to have complicated answers to questions. Because it helps their ego, right? Because if you can't figure out a simple problem, then it makes you feel like you're stupid, right? Um, you're not. It's just, just overcomplicating it. Um, okay, so all those things are really, really important, and that's how you get good feedback, right? Because input equals output, right? And I just happen to be one of the only coaches on the planet that will tell you that's a stupid question, um, instead of just answering it disingenuously, sounding smart on a Zoom call, right? Like, that's not good for you, it's not good for anyone, okay? Um, and let's keep it to the specific subjects that we're going over in this particular forum, okay? Um, and that's how you get the most out of, of this. Also, I want you guys to be, to be active in the school, like ask questions. Like, I'm pretty active in there. Right. Um, but again, try and, uh, try and keep a good format, try and be as coachable as humanly possible. Right. And then make sure that you have gone through the content. Right. I can see what content people are going through. You know what I mean? And so like if people are asking questions about stuff that we've already supposed to have gone through, like I, I just probably won't answer the question. Right. Um, which I think is fair because like this, you know, trying to keep it more of like a, hey, it's in the textbook, read the textbook type shit. You know, I think it's fair so we can actually get like some high-level stuff going. Um, but yeah, is that— is that pretty clear? Anyone got any question, queries, or doubtful points on like how that's supposed to run? No? Cool. Alrighty. Um, so like that's really what I wanted. Like day one is like just I want to get the lay of the land exactly what we're going to be doing. We are doing all the phases of the sale, okay? And then So like the whole point is everyone goes through that so we can basically, we'll try and knock out either the first 3 or like the entirety of the actual sales processes on the next one. Like the bang, bang, bang, bang, bang. And then we can have a really good understanding of what we want out of each phase, right? That's a very important component. You have like the things that you're gonna ask, which is one thing, and then you have like the intent behind it. The intent behind it and the answers that you want will allow you to extrapolate what kind of tonality you should be using. Right? And then like what answers you want, because it's very rare that someone's going to give you like the exact answer that you want on the first go. And so when you have the intent of what you want to get, that's how you can start to ask, you know, other questions and come in and probe and clarify effectively to be able to ensure that you get the correct answer so that you can move on, right? We're also going to be discussing like where to not get tripped up, right? The, the first part of the call is incredibly important that you don't go into rabbit holes. And so like, if everyone has their kind of script or what they're saying in place for that, then we can start having a look at it because I'm gonna be going over some principles of how you structure some of those kind of situation type questions, right? Because like, that is the easiest place to get caught out in rabbit holes to where you end up with like unnecessarily complex sort of patterns that you go down, right? And it ends up sort of going down rabbit holes, you know. So like, if you're marketing, if you're selling marketing, it's like, hey, like, what are you doing to market your business now? Like, that's a completely useless question, right? One, because it doesn't change the prescription, right? It doesn't change the prescription at the end, then it's not that relevant now. So if they're here to get more leads, If you're here to get better at sales, you're to get more sales. I don't care how you sell now. I want to know what you're doing to get better at sales. I want to know doing what you're doing, what you've been looking at to get more leads, to get better leads, right? Well, I'm doing this at the moment. Okay. Yeah, but that's what you're doing just to generate leads. What are you doing to get better leads? Oh, nothing. Okay. Well, what shifts recently where you want to start getting some higher quality leads?

Okay.

So like, again, you can, you can make some slight shifts in what you're doing, and you can get far more pointy in your conversation far easier. And I want to really focus on that, and we're really going to dial that in for everybody. So make sure you've gone through the phases, make sure you have what you're currently doing written out so that when we do go through it, we have a good understanding and we can actually like make it really useful for people. Sweet, clear. All right, sweet as. We'll do the last like 15 minutes of just like straight up Q&A because like, uh, I just wanted to get that out of the way early, and then we'll go through some Q&A, and then we're actually going to hit the, the full material tomorrow, right? Does everyone know where to go find everything? I assume you do because you're here. Yep, sweet as. I'll be taking these recordings and I'll be putting them into— I'm making its own course, right? So if you do miss one, don't worry, there'll be another course. It'll be in there. It'll be called the 6-Week Bonanza course, right? And then you'll be able to kind of just go through bit by bit. All right, um, but yeah, we can open up for questions. You can keep it about anything. I don't really care at this point. Because like, but as of tomorrow we're going to be going pretty like strict. Uh, Juan?

Yes, my question is, I was reading about how many times you should call someone, and it said like on a day don't call them more than 4 times. But as I'm selling real estate, especially under construction projects, let's say a building and a house, and most of my clients are in a different country. Should I just follow the same structure, or should I call them maybe one, twice a week, or how do you suggest?

Um, well, I'm not going to give you compliance advice, uh, so I'll say like do whatever's legal. Um, but are you a real estate agent?

Yes.

And you represent the seller?

Um, actually, where I'm from, Dominican Republic, it works completely different than the States or Canada, which is normally a seller's agent and a listing agent. In this case, I have— I find the client and I also find my own listings. So basically, I do.

Yeah, the answer is like, I don't know that that advice about 4 times a day is specifically for the United States. I have absolutely no idea about the regulatory requirements in the Dominican Republic, so I would just be talking absolute nonsense. What I can say is that in the US, real estate agents are not considered in that domain, actually.

Because, like, yeah, if you see, actually, my— the type of work I'm doing is pretty much like remotely because most of my clients are in a different country, and it's not like they call you and say, like, okay, um, let's set up a meeting for tomorrow. Normally they say, hey, I want to buy that house that I saw on your YouTube channel. I have a YouTube channel where I always posting, hey, this is a new project that is going to be building the Dominican Republic in this specific area, or this is just a resale. And they say, okay, I would like to buy that house, but I'm planning to go to Dominican Republic in 3 months. And actually, most of my clients, they make decisions behind the screen.

Sometimes they just You know, okay, I'm sorry, what does that have to do with the question?

Yes, how many times should I call a lead? Let's say they just—

yeah, but like I said, like the thing that you were saying was to do with compliance, and I said I don't have anything, I don't know the Dominican compliance, but like just do whatever's within the legal boundaries of what you can do. And in the US, real estate agents don't fall under that regardless.

Well, in this case, pretty much my question is how many times should I call within a day, just say client taking into account and the listing agent and the seller agent?

Uh, yeah, I mean, I don't know how to answer that question. 5?

Okay, well, that's good because I was actually doing once or maximum 2 per day.

Sweet.

Yeah, I mean, obviously check your compliance and regulatory things, but sure, that sounds good to me. Okay, uh, was it, was it Will? Was it Will? Is that the first person?

Hello?

Yes.

Yeah.

Where do I see this? Yeah, go for it.

Yeah, that was me. I pressed the wave button instead of put my hand up one.

Yeah.

Oh yeah. Hi.

Technology and all that. Hello. Hello. Yes. Hey, that's me. So question more is about possibly mindset. So I've been 15 years or so doing B2B SaaS platform and account manager, which is kind of like a farmer. I'm looking to move and I've just started on an offer to go into high ticket closing. So it's the transition between a longer-term sales cycle, which is 6 to 12 months with multiple touchpoints across all the different people, to trying to get a 45-minute to 60-minute close. Any suggestions on— I've had quite a few that, okay, yeah, let me think it over, let me follow up and all that, and it's a bit of a complete shift from a mindset, and I think I'm struggling to get pinpointing closing down and being able to transition into getting paid on the first call?

I mean, it's a difficult question to answer, but I'll say like, you know, there's just, you're probably lacking the skillset of like driving a lot of urgency because like it's just a very different thing, right? There's a lot more decision makers. So I would dare say it's probably got to do less with like objections and more with like the ability to kind of hammer down urgency on a call. Because like everything you've done has not really required that, right? Um, and so like I would, I would focus on, uh, like focus on laying out a structure that makes sense. So I don't know if you've gone through that initial structure yet. Um, but the, the key things with urgency is like you have to get the right problem to get the right solution to get the right consequence to drive enough urgency. And then generally speaking, it's a good idea to have somebody say, I need it, I want it, I want it now. About 3 times before you pitch them. Okay, right. So, I need it, I want it, I want it now, like some sort of variant thereof, 3 times. If you get them to do that, then like it's, it's a lot easier to get them to say yes at the end. And then your pitch just has to be really concise. You can't have like a long drawn-out pitch, you know. Um, and then like with objection handling, you just want to like have the ability to handle the, the basic concerns of like money, time, partner, yada yada, on like a logistical level, which will deal with most people, right? Like, you want to, you want to kind of be seamless in your handling of like logistical concerns, and then that would take care of most of it. And then the people who are like stuck in that mindset, whatever, um, they are a rarity. But like, that just— you just get better with that over time. But if you nail the logistical, then you end up not getting nearly as many of those kind of more nebulous concerns.

Cool.

Okay. Yeah. Uh, Ben says, yeah, Ben, was I— was I on drugs? No. Okay.

Yeah, is that the hand raise? I'm on my phone, I don't know if I'm in a queue or whatever.

Yeah, yeah, go, go, go for it.

Yeah, cool. So really just around like sales reps, um, you know, when you were running Sales Sniper in Seventh, what was kind of like, uh, you know, an ethos or a way to— I remember you said something about people perform better when they're under a camera and like when they're kind of united under one banner. So what did you install in us in terms of like mindset when we're— you're running Sales Sniper that made us, I guess, so like indoctrinated in your vision and stuff like that? If I say, for example, I'm running a sales team of 5 and I've got like 2 setters Yeah, the best sales teams, the person leading it is selling as well.

Like, that is an unfortunate truth. It is so much easier if you lead from the front. And then like, so if I have a look at like Sales Sniper, Sales Sniper like started getting like, it was still good, but it was getting diluted every day from the moment I stopped being on the phones. Right? Um, like, it got a little bit more diluted every day because, like, I wasn't— everyone still knew that I was good, but, like, I wasn't, like, just smacking beers all day, you know what I mean? Um, and that was the same with 7th Level. And, and every time I did kind of get back on the phones for a short period of time, outsell everyone, and then kind of, like, it would, like, reinvigorate the entire team, right? So there's one is, like, you know, Ryan Strohan says this. I'm just gonna mute you, but while I go— because I don't need you in fucking call center in Philippines or some shit. Um, so like, uh, like, right, I had a meeting with Ryan Serhant once. He's like, if you're in the sales organization, then you should like lead from the front. And like, I disagree with him at the time, but he was for sure right. Uh, but like, so strong sales organizations have a strong sales leader, right? Yeah, willing to get dirty, get on the phones, like show show the way, and that's incredibly, uh, powerful. The other thing is have a really clear set of like, uh, values, right? Um, and so like the, the values that we had at Sniper were like SCOPE, right? Um, I can't even remember all the ones off the top of my head. Like, I don't remember what it all stands for, right? It's like strategic something or other, right? Um, it was years ago, but, uh, and that permeated down from like a strong leadership team, and then there was like an internal sense of accountability And the thought of that place was that, like, we are the best. So there was a lot of, like, we are, I am statements that were used, which is the same as, like, what you do in, like, say, Navy SEALs have their I am statements, right? And when you have an I am statement, um, like, the, uh, it dictates behavior. So, um, like, uh, attributes dictate behaviors, right? So, um, if the attributes of the, of the people were in the team, of what attributes are required, and like they identify that if I'm in this team I have these attributes, right? Um, which has to be like really permeated down quite like aggressively, and it has to be at all levels. Um, then, uh, No, sorry, sorry. Um, it has to be permeated down, and then, um, like, that will dictate people's behavior, right? And so, like, those are kind of things that you want. And then combine with, like, a strong, a strong leader who's leading from the front. Like, that's, that's the easiest way to do it. There's other ways to do it.

Okay, so I guess what I'm hearing is that, um, like a rising tide lifts all boats sort of thing.

You lead from the front.

Um, yeah, you know, you don't want people to be stuck in the mud. And obviously if you leave and try and replace yourself, um, if the team becomes like low morale again, then you have to kind of come back and revitalize the team sort of thing, right?

Yeah. Also, it should be a place where people immediately recognize that it's not for them and quit, right? Uh, like you want people You want people to quit because like they just know they can't hang, right? Like bottom performers should just quit. They should just select out. That's how you know you probably have a good sales culture, if people are just quitting because like they can't hang. Because like the moment you go from being like a high performance team into like a we develop sales reps team, you're fucked. Fuck developing sales reps. Like, that's what sales training is for. You want to come on my team and sell, you just should just be good.

So basically like a sports team, you know, all the top players go to the top team.

Exactly right. Yeah, yeah.

And then, you know, that's for grassroots.

Yeah, don't— like, if people are coming to you, like, that was one of the things that started to make Sales Sniper more difficult was that like they were coming to us for development and that was a bad idea. And I, and I was against that. And I, and I, I saw it happen when I like turned my head for a bit, um, and then I came back and I was like, nope, this isn't happening. And I fucking like mass-fired like 80 people.

Yeah, I remember that. You came in, you were just going on a frenzy of firing people because of the standard drop, right?

Yeah, they were shit. I had to get rid of them, right? Nice people, but shit at sales. Like, not the right place.

Yeah.

Um, all right, appreciate it, man.

Thanks.

No worries. Uh, who else raised their hand? There's one other one. I had my hand up. I was like third or second and people started raising. Yeah, I think it was— did Daymar was the one that I saw? And then Uncle— yeah, I ain't gonna lie, I was like second, but yeah, yeah. Um, but yeah, Matt Ryder, I just had a, just had a question for you. Um, I noticed I've been doing better when I've been leading with certainty and just being very motivational compared to more like a, uh, not question-based thing. Uh, should I just stick with that? I mean, I don't want to go away from what I'm learning, but yeah, you should.

Yeah. Yeah.

All right.

For sure.

Thank you.

100%. All right. Uh, Kelly? Yeah, I'm just adding these calls. Uh, to my calendar. So I'm going through like the 6 weeks. I noticed there's like, there's a couple weeks there's only 1 call, some have 3. But is it as it, as we see it? Uh, they haven't all been put in there yet, right? Um, because I'm traveling next week, I'm going to the States, so I don't know what time they'll be because I don't, I haven't done the conversions yet. But it'll be, so they'll probably be like, like maybe next week there'll probably be 2, and then it'll be like 3. And so like but I haven't put them all in there yet. You coming to North Carolina? No, no, I'm going to Vermont. Oh, come hang out with us, Billy's. Yeah, no, I'm good. Um, I'm sure it's a lovely place, but I got no reason to go. I'm going to Tennessee, Vermont, Colorado, Arizona. Nice, enjoy. Yeah, it'll be good. Okay, it's a bit, bit too long. Uh, I can't see any other hands raised, so like, it is just talk. This will be the last one. I don't even know how the fuck you're supposed to see the hands up. We're gonna have to— yeah, they don't say up, they're just reactions. Just reactions. Okay, all right. Uh, Ben, no, then last one and I gotta go. Actually, sorry, give it to someone else. Give it to someone else. Florian needs to be the last one. Florian Gunter, what's up, buddy?

Germans here. Hey, what's up? Um, Matt, I just wanted to ask Regarding learning time every day, how much would you recommend in comparison to like actual selling time practice on how much time to invest in learning?

So it depends how much money you make because like, yeah, I mean like comparative to what you want to make, right? So like sales is way more important than training. I wouldn't probably do development every day. It's probably overkill, you know. I think if you dedicated like 2 to 3 hours a week, that's probably more than enough, you know. Like, you get way more out of doing the thing than you do training the thing.

The question is coming from, you know, like, I've been there a long time since I was in Inner Circle, then now I spent a lot of time in Impact, met Yash and Andres in Paris, and I'm taking, for example, a lot of time writing my script down every day Like it almost takes me 1 hour and then like I always, always, always also invest time in learnings, but I think it's too much to be honest.

Yeah, I think like 2 to 3 hours a week is more than enough. Okay. I think like you're far better off just sitting there doing the thing, you know what I mean? Especially like, you know, because like if the whole point is to make more money, you know, Like, doing more sales will do that straight away, right? So like, it's just kind of a good move, right? Um, alrighty guys, good shit. So, uh, tomorrow we're gonna be going over the phases of the sale, okay? And then, uh, so please, if you haven't gone through those videos, please do, right? Uh, it's probably like 30 minutes of video to kind of crack through to get all those done, and then we're all kind of on the same page. And if you guys bring your scripts because we're going to be going over like what each thing means, how they work, what we're trying to get out of it, and then you guys can kind of rattle that down. Then you'll be able to go away and kind of tweak your scripts. All right, all right, team, good shit. Uh, we'll see you guys tomorrow. Thank you.