Live Q&A with Closing Code Members

Alright, guys, welcome to a very special episode of Coffees for Closers. It's me and James today and a bunch of other people. We are doing a live Q and A episode in our Facebook group, the Closers Code.

Yeah, today we decided, you know, we did a. We had pretty good success with our last Q and A episode and people tend to love it.

It's like 10,000 downloads that one.

And we're both busy guys. So I figured the easiest way to do that is just do it live because we do Q and A on a weekly basis anyway and give everyone else the opportunity to be involved. So.

All right, guys, let's just get straight into it.

Cue the interest.

Yeah. Sons of B. If you listen to this podcast, you.

Will make your first million within three years. I'm going to repeat that.

You will make a million dollars within.

Three years of the first episode.

You listen to.

We don't want pikers. We're not here to save the manatees.

We're here to make podcasts. You really want this? You. You listen and review. Put that coffee down. All right, guys, so what we're going to do today is sort of like a live Q and A. So you can know that, I guess what we say is, is coming off the top of our head and we don't have to get questions four weeks ahead of time. If we want to do some role play, we'll do some role play. But that's cool. So, first question. Who's got the first question?

Anyone? Pierre? You. I guarantee you've got questions. Pierre. I'm bringing off mute. Let's go.

Great. Great to be here. So I guess my first question is it's like, so assuming that a person is like, you're doing a two call model, right?

Yep.

And in between those two calls, you've done a webinar. You sent them to a webinar. Like, how do you open up that second call?

Okay, where. Where are you leaving off your first call?

So I'm leaving out the first call with the question, like, what motivated you to like join? And then they tell me their goal. That's usually how that call ends.

Okay. I would not go that direction.

Right.

So I think that that's where you're struggling because then all of a sudden you're into your solution, part of your selling, like what they want, which is kind of like halfway through the sales process. And you want to be able to tie the emotion of the solution, what they get out of it, you know, both tangibly and emotionally into your consequence. So it Means that you're, you're, you're. There's too much of a lag in between, like that phase. So then you end up losing all of your emotional momentum. So it's really difficult for you to make the sale. Right. So your first call set up needs to be, if we talk in any PQ terms, connection situation, problem awareness, Stop at problem awareness.

Okay.

Go into a series of short questions, right. Then from there you can go into the second call where you recap the problems, go into the solution, consequence, commitment and close. Does that make sense?

Yes, it does. So if you're doing so essentially if you're doing like a to call problem awareness is the last thing. And then webinar, then solution awareness and then the rest of that.

Right, exactly. And you can do that. There's, there's more than one way to skin that cat. It just depends on like how you want to do it. So if you've got a high volume of relatively low quality leads, I want to keep my triage super short, right. Which is like 15 minutes because it's, it's like you're the filtration system, right? Like instead of the marketing being the filtration, now if you've got lots of good quality leads but you still want to do a two call close, then you might do a half an hour triage where you take them all the way through solution awareness. Stop at solution awareness. Sorry, you stop at consequence, go all the way through, stop at consequence, finish there, leave them on a cliffhanger, then seven to a webinar. Then the second call is only half an hour, right? And that's where you're recapping consequences. That's one way to do it. It's, but it's, it's like it's logistically and like skill level more difficult. So like Ryan, for example, he does the triages for us. That's sort of more how he does it, right. So we've sort of written a script specifically. Ryan's a very, very high level triage or a very good salesperson, right. So it's like he can handle, he can handle that crossover really well. But what I recommend for most people, especially for high volume accounts, is like a short sharp 15 minute where all we're doing is uncovering a problem.

Okay.

Because like then that gives us the, the ability to understand that our solution solves their problem. Now we don't have to go into that right with them. But like the whole point of a triage is really from like a no bullshit standpoint Is can we help this person?

Yeah.

Right.

So we have to figure out a tree that.

And also as well, like in your particular situation, you're sending them to a webinar where they're being pitched on that webinar. Right. So that really, really changes things because it is so hard for you to then sec up, set up that second call when they've already been pitched via webinar. And that makes a very big difference as to how you would play with that. Like, I mean, we've had this conversation. I thoroughly disagree with that method. I don't think it's in the best interest of you as the closer because you're almost then, just then an order taker.

I think sending them to a webinar is good though. Yeah, I just don't think 7 Pitchfest 2021 webinar is a good idea because it really takes a lot of the power out of your hands. It means that, you know, a lot of, a lot of the process is taken out of your hands. And then if that guy's like level 10 garbage or pitching, that's really going to affect you. Now if Eli's the guy pitching, I'd be like, yeah, let's do that. All right. Like, you know, if, or if Jeremy's the guy pitching on the webinar, I'm like, yeah, let's do it. But there's just not that many people that are actually that good at that. So it's just a different skillset. But again, like, you know, there are tricky, nuanced questions and ways of doing things depending on the scenario. Like, you know, for one of our big, really, really, really well known clients, right, we do 30 minute triages because like he's so well known and our, and our, and our funnel is like heavy disqualification. If you don't tick these boxes, then like it becomes difficult, you know, so like they like, they don't get pushed through. So then we can spend more time with people. All right, cool. Does that answer your question?

And I just want to make a point falling onto that, um, sending them to an hour and a half webinar is way too long, particularly when you add two calls send to a webinar after like a 15 day challenge or whatever it is that you're doing, then into a pitch for people that haven't bought yet.

Yeah, and I was asking Jeremy about that too. You need to figure out like what the follow up, what that last call will be after they come out of the webinar. And that's like what I've been kind of working on trying to figure out like, what to say after they come.

Out of that webinar.

Before and after, you know what I mean? But yeah, thanks, guys.

Okay.

All right, cool. Yashish, just a quick question.

Thanks, Matt. Yeah, I was about to say that. My bad.

You're only allowed one today.

No, you can't.

Yeah, so I had a few for you. One of my questions was when you're going from solution to consequence, right? And some. And maybe this is mindset thing, but I'm also curious because I bet it's happened where the stage from, you know, what is it going to do for you Personally, it's a bit awkward to move right into consequence. What have you done? I guess more on a mindset level or overall, whenever you've kind of. When you were in that phase where moving from solution awareness to the consequence was a bit awkward. Like, how do you bridge that?

That's a good question. I don't think it like, I think that's where like some of those analogies help to contextualize that. I think like, if you're finding it difficult, then like you need to like, that's why I use those. Like, I've said that before. It's like the NEP model, I think is the best model of selling, right? Taking people through all those steps and in that order, I think is really, really good. If you're finding particular areas difficult, then you can contextualize them and create some sort of arc to make it easier, right? So like if you go to that YouTube video that I did called like, like, like selling arcs, right? So at the beginning of solution awareness, you input an idea. The idea is that people run away from things faster than they run towards. We get buy in on that idea that sets up a framework. Then from there we sort of take it down. We use that as a reason to get the goal because we want to see both sides of that coin. Then once we get the goal, we talk about, you know, what really. Like if we're using an ice cream truck example, like, what does it taste like? You know, why would you run towards it? You know, like really kind of getting the clarity and using that framework that we've built as like to make it really easy for the person to understand why they should answer it and that it's in their best interest to answer it, which is the real key, right? Then from there, when we transition into consequence, we go like, you know, and as we know, people run away from things faster than they run towards. So now we Know what you're running towards? What are you running away from? What happens, man, the next two weeks, two months, two years, two decades, nothing changes. You stay exactly where you are, you keep making the same money, you stay the same weight. You, you don't start a business, yada, yada, yada, right? What happens then? And so now they've already been sort of like, it's a pretty seamless transition, especially if you set up that arc or that framework early because it all kind of makes sense to them as to why they should be answering the question.

Makes sense.

Gotcha, gotcha. So kind of a bit more setting frames early on. Okay, cool. That makes sense. And then my other question for you was, when you're selling a program, right, let's say there's a six month and year long and they're both the same. Like, there is absolutely no difference besides time and price. How do you decide whether to put the six month or year long? And I know this is dependent on the prospect, but what are your qualifications that help you decide whether the year long or six months are better for them?

Well, I mean, it's a pretty tough question to ask because like you'd have to do prospect to prospect. But generally speaking, I'll always try and sell the most expensive thing, right? Like as a general rule. So if my goal is to sell now, first of all, they should not be identical. That is stupid, right? Yeah, there should be something that entices people. Otherwise everyone buys the six months and then just like upsells themselves at like three or four months into it. It just doesn't make any sense to buy it, right? Like you're like, well, I'll just do the six month. I. Unless there's a huge price difference, in which case then like people kind of feel like they're getting slighted on the six month, right? Because it's like. So I don't see a lot of benefit to doing it that way. And so I would recommend changing that. But if, you know, again, as sales guys, sometimes we don't always have the power to be able to do that. So what I would do is I would, I would like really frame a lot of it around commitment, right? And it's like, no, no, no, you're making a 12 month commitment. Like, and so using one of those grant cardone methods where it's like, you know, the guy's like, oh, $2,000 a month. He's like, you're not making a $2,000 a month decision, you're making a three year decision. You're making a $36,000 decision. I don't want you making $2,000 decisions. Big boy decisions, big boy results. You want to make a big boy decision, you want to get a big boy result. It's 12 months. That's what you're doing.

Right.

And so it's like, also, it really depends on their goals. Like when we had the gyms, um, we sold to go a lot of the time, like, I did a big thing on. So someone came in, they were 150 pounds overweight. I'm not selling them before we transformation. Like, what are we going to do with the other 135 pounds? Yeah, like, this is stupid.

We get a lot of people come in 100 pounds overweight saying, I want to lose 20 pounds. It's like, okay, and what does losing 20 pounds get you? One tenth of the way to your goal? Like, that's, there's no, there's not enough meat on that bone, so to speak, pardon the pun on that one, in terms of making that a real pain point for them. Because 20 points is a drop in the ocean for what they really want and what's going to give them the happiness, the, the confidence, et cetera, et cetera.

Yeah. If you know their goal is going to take them 12 months, sell them 12 months. Right. And then like, listen, you can drop to six months. The thing is, like, you can't drop from six to 12, so you're always better off. Like, it's easier to roll a rock downhill than what it is, push it uphill.

Right?

So, like, if that person's got the income or like the 12 month is a good fit for them, then like, you can always just drop, sell into the six. It's why we push paid in full. So if you push the paid in full and that's what you go for, you'll get a pretty decent amount of paid in fulls.

Right.

But if your go to is it's two, it's two and a half thousand dollars a month. Like, that's all you'll ever sell. And you'll never even get a paid in full because you haven't asked for it. Also, once you pitch it that way, you've got nowhere to go. So I could.

How many sales in all time have you actually taken? 10,000?

I don't know.

Let's just say 10,000.

Yeah.

How many times has someone said, can I pay in full? Is there an option just to pay all at once?

Yeah, maybe like five.

Exactly.

Yeah.

How are you ever going to get A paid in full if you don't ask for it.

Yeah, exactly. And like, it's just one of those things. Like it's like collecting cash. Like a lot of sales guys don't collect that much cash until they get a cash collection bonus. And then magically they collect like cash and it becomes the new normal. One of the things that I try and input is if you guys do monthly billing, why don't we try quarterly? You know what I mean? So then it's like, especially if you're doing business stuff, like if you're selling to an agency owner or whatever, it's like now we just bill quarterly. So then you're taking the first three months up front. That makes a lot of sense. It's also a very easy transition to make into collecting more cash. Hey, it's $2,500 a month. We do quarterly billing. It's this much stuff like that, right? So you can pitch a paid in full and then you can drop to like a 2 pay and then you can drop to like quarterly billing.

Right.

So quarterly just makes a lot of sense, especially for a lot of the stuff that you guys are selling. Maybe not for some of like the biz op stuff, but you know, there's a lot of like learning how to collect more cash and having that as a. Having that as a priority on your guys brains. Like you'll be able to command more commissions, you'll be able to liquidate the front end of the advertising for the business easier, which allows them to scale faster, which allows them to get you more leads, which allows you more. More consistency. Like there's a lot of. Even if you guys don't get paid more commissions, there's a lot of benefit to doing that.

Does that answer for you? Yes.

Yeah, that was it.

I wanted to have another question. We'll go to somebody else and come back.

Yeah, that's.

I think Randy's got a question.

All right, Randy. And now you guys can hear my mark.

All right.

I saw someone say that. It was a bit quiet.

You just got to be close. These are very pretty close. Yeah, it wasn't. It was like this before. Big difference. This is a very podcast mic. Okay.

Yeah. Randy.

Randy, you're on mute, brother. There we go. I know you're back. Cool, cool, cool.

So just a quick question. So say a prospect doesn't. You don't like a answer a prospect gives you? Do you loop back to the top of the phase when you like reword a question or you just reword that specific question?

Say that again.

So yeah. Say a prospect gives you an answer that you don't like, right? When you loop back, when you loop back, do you just loop back that specific question or do you loop back like all the way to the top of the phase, wherever phase you're at?

It's a tough one because it really depends on where you're at in the sale. Like I would like when they, when you say you message. Can you give me an example of like a specific question or answer?

Yeah, yeah. For like, you know when you're, you ask a cost consequence question and you know that's the one that you need because I like how you would say you like kind of sit in the saddle or do you just go back and just re. Answer, reword that question because like they're not giving you what they, what you.

Want for a good consequence or that makes more sense. I think, I think going back and just re. Re asking the question isn't super. It's not a great way of doing if you even if you re ask it using different words, right? Because it's not that they're not understanding you. They don't like, they don't, they're not understanding the intent or the reasoning behind. So what you'd want to do is you'd want to like, I hate to use this word a lot but contextualize the question for them.

Right.

And if someone's like, yeah, no, no, I'm just gonna like no matter what. Like I feel like I'm in a great place, I'm super motivated. Like I really feel like this time I'm going to do it. And you'd be like, okay, like that makes sense. And I can see why, you know, you know, like that's your attitude and I don't think it's a bad attitude, but I think it's always important to explore failure. And so I'd give them reasons. So I'd say something like, you know, Elon Musk is not the man he needs to be to have the outcomes that he wants. He wants to be on Mars. Last time I checked, he's still here, right? So he's not the person he needs to be in order to be there. So like I'm not the person I need to be in order to be where I want to be and et cetera. So we all have like a growth and development of what we need to do. But one of the things that really helps us push that forward faster is understanding the genuine real life day to day consequences of failing.

Right.

Elon Musk is not running towards more money. He's running away from the devastation, destruction of the human race. Do you know what I mean? Like whatever. He's catastrophized something in his own brain which causes him and his 127 children, right, where he sleeps at the Tesla factory and he's got multiple billion dollar companies and he has the same 24 hours that me and you have. But there is something intensely powerful driving him and it's not running towards more money and 17 more holiday homes.

Right?

That's not what it is. Like there's a consequence in his mind behind not doing it. So if I can give you an example of like a deer and a bear or something like that, right? You give them like a clear cut example that is really easy for them to follow where they go, oh, okay, like that makes sense. So it's like, so what happens, man? You can just re ask it in the same way. Like if you don't make any changes, nothing happens. You stay in the same place. You don't get xyz, you don't do this. What happens then?

I'd love to see Elon Musk as like a really cool James Bond villain or something. Yeah, yeah, that'd be so entertaining.

He ended up, we ended up realizing that James is actually the bad guy causing all this. Just trying to save everybody, right? Um, but yeah, does that kind of make sense? So you just have to like, you have to go back and kind of first of all, like, because there's two answers that like that's if it's consequence questions. Now if you're asking a question that you just don't like the answer to, like they give you something that's counterproductive to your end goal. Like they're like, no, no, no, I'm pretty sure I can do it by myself.

Right?

Something like that. Then you have to do a totally different tact, which is you then have to try and like deconstruct the idea.

Right?

That's a more difficult task, right. Getting consequence questions out of people is not particularly difficult because we can just set up a couple of frameworks like early on, which means that they want to answer the question. Like I don't remember the last time that somebody after one simple reframe didn't give me the answers that I wanted.

Right?

So like it's not, it's not particularly difficult. It is more difficult when people during, like more during the top end of the sales process give you things that are going to be super problematic. Later, like, if they're only talking in future tense, that's going to bring up, like, that's always going to give you. Think about it. Objections, right? If there's someone who has, like, tried a bunch of stuff in the past and it's all failed, that's going to be a significant objection for you. So you have to, like, deconstruct those ideas relatively quickly or you know that you already have a plan for it, right? So you got to be able to identify that and then be like, all right, I need to tear this apart. If someone's like, yeah, you know, I tried a bit of this and this and this in the past, and the coaching results, they didn't give me what I needed. You know, I'm someone that once I get told what to do, I just go for it. All right, mate? I've heard that 47,000 times. Like, you're a person to coach, right? Like, so I need to deconstruct. There's a few things in that that I need to be really wary of, and I really need to, like, get them to say, like, that rationale. Just like, the rationale about why you might be looking to xyz, what's the main reason for wanting to do such and such now rather than doing it the way you've been doing it, getting a different job. Like, those questions are designed to deconstruct their current model of doing things right? So that's a very important part of anything, is to ask that question because we need to. They. They need to tell us that the current track that they're on is not going to get them the outcome that they want. And then we need to get detail on that. So whenever they're like, whenever we get an idea that helps us, we need to ask for detail to solidify it.

Okay.

And then if we get an idea that's counter to what we want, we can either go into detail to deconstruct it or completely ignore it and deal with it later.

Yeah, good. Good question. And just welcome to all the new guys that have popped on. We are filming a episode of Coffee is for Closers Live here as we enter Q and A. So if you want to be involved, just pop your questions in that chat there. Ryan will look at them and notify me, but we'll circle back just because the next one there, Pierre. But we'll try and only give guys, like, ideally, like, one question each, so everyone gets a ton. But I really like your question there, and I think it'd be super beneficial to A lot of people. So, Pierre, if you want to come off mute, you said, I've learned a lot about the sales sniper culture, but is there a way to create a highly effective culture environment for yourself as a closer? And I think this is really, really simple. Yeah. So our culture is based off two things. One, standards and values, right? For the guys that have heard, like, we have our scope practice, you know, if anyone can recite that, then awesome, tell us. Definitely can. All of our guys definitely can. And our standards are really just a, a manifestation of what those values uphold, right? And so if you want to operate at a super high standard within yourself, you need to have them first set of what you believe those standards are, of what you accept as the way that you approach day to day life and how you turn up each day to perform at a certain level, right? And that's where our standards are at. We set them very, very high. And because we have such a large group where there's so many people that are also striving for that level of standard, and anytime somebody slips below it, it becomes not good enough. And that's like, oh, you know, our level could be set up here and personal levels could be set here, but if we drop below that bar, everyone is then speaking to them and saying, hey, you know, that's not good enough.

Right.

You need to be up here if you want to be in this business. Because they all are all tied back to those values. So what you can do is like, and it's really simple, you just spend some time with yourself, figure out what you want your values to be, you know, and those values need to be determined of like, the best version of yourself, how you turn up every day in order, as Matt said, to be the person that Elon Musk needs to be in 10 years to save the world from an alien invasion or whatever he thinks is going to happen. We destroy the world. So we need to live on Mars right now. He will have a set level of values that determine the way that he lives in the way that he goes about business, so that he can get to that level. And those values are individually determined and they dictate the standards. Because if you're not acting on the best, I guess taking the best action of those specific values, then you're not reaching your internal standards. And when you don't reach your internal standards, you get down on yourself, you're not happy, and it pisses you off and makes you get hungry and want to work for it harder. So it's really, really simple. You Just figure out what you value, where you want to be, and the person that you want to be in 10 years, what values they live by, and what standards did they have every single day. And then each day you move forward, you take another step in that path to getting closer to being that person. And then if every day you're getting 1% better, you're taking a step in the right direction, you've then increased your standards from here to here to here to here. So that's how you do it on an internal level. We just happen to do that on a company level. All right, that makes sense. That answer your question or.

That makes perfect sense.

Do you have anything, dad?

It's almost like reverse engineering. So it's almost like reverse. Like with your company culture, reverse engineering what is. And figure out what. What needs to happen in the culture itself to make that work.

Yeah. Also, the hard part is, like, culture flows downhill. So if you don't have, like, a strong leader, like, I don't want to toot my hunt. I'm a particularly strong leader.

Right?

So, like, I have a pretty big personality, very straightforward, carry a lot of authority in what I say and do. And so people get behind that.

Right.

Like, it's different. Like, you look at Grant Cardone, like, although I might not agree with, like, the internal culture of that, but, like, it is a very strong culture, and the guys love it. It's not the way I do things, but it's fucking super strong. Like, you know, people essentially want to be led. Like, that's for the most part. And some people really don't. I really don't want to be led. I hate it.

Right.

Which is, you know, why I've been fired from every job I've ever had. So, you know, but it's just like that. That is also, like, a significant component now. If you're not able to get that from on high, then you can create that within a department, which is why you can have some departments within companies that have a tremendously strong leadership internally. So you can create that. You just have to be very intentional. Like, we had a really good. We have a business analyst who works within our company who owns equity in sales sniper. And he sort of is like our check and balance. He's a very successful guy. And we were like, yeah, we have a great culture. And he was like, no, you don't. This is a while ago.

It's a boys club.

And he used to go, you just have a boys club. Like, there's a difference between everybody getting along really well, and, and the culture. And so then we made a significant shift away from the boys club and towards the culture. Now as we get bigger, that becomes. We had a two hour meeting yesterday literally on this subject of where I need to re inject myself in certain parts of the business because there's a dilution that happens the bigger you get and especially when you grow as fast as we have. That's a very difficult thing to maintain. But it is what got us to where we are today to. To where we're sitting here in a room that probably cost $150,000.

Right.

Like, you know what I mean? So like, we have to maintain those levels within, you know, and then be able to create people like Marco and Tales and Will and all these guys who are key players within the business. They have to be like a beacon of that culture flowing downward, right?

Yeah, yeah. So if like the management, I mean, this doesn't relate to your personal question. If our management team doesn't display those same level of values and standards, then nobody working under them will. And then it becomes okay to operate at a lower level. Like, basically, if I see Marco doing something that I don't consider good enough, I'm essentially allowing everybody else that looks up to him permission to act in the same way. And we can't have that otherwise. That's when standards become lower.

Yeah.

I was a big believer in transparency as well. Like, I don't hide anything from the guys. You know what I mean? Like, I'll tell them stuff like whether it's cash flow issues or whatever, I'll give them an explanation. Because one of the most frustrating things when I was like a soldier was not understanding or not having the context of why decisions are being made. Because, like, I make strategic decisions. Thales is making tactical decisions.

Right.

You know, so there. And there's a difference. Because like. Or Marco, right. People who make tactical decisions, it's not wrong, but it's to solve the problems in front of you. However, if you only ever solve the problems in front of you, you create more problems than what you solve.

Right.

But they're not your problems. Right? So like, you don't care. So like, I may do things that might baffle the brains of some of the guys below me, but I go, no, because I have to look at the whole thing. And so like, that's where having, like, I need to explain my decision making process. Not to, not to justify it and not to get feedback or anything. But it's like, no, no, no. This is, this is why this has to happen. And so, like, that's where, like, a culture of transparency, openness, everyone knows where we're going. Everyone knows my intent, and everybody who works for me knows my intent is to make everybody as much money as humanly possible, right? And, like, I think that's very, very clear. Like, my intent is to make people, like, I want everyone to have a boat as long as everyone's cool with me having the biggest boat, right? So, like, that's, like, that's. That's just what's going to happen, right? So, like, and there's an expressed intent there. And I make sacrifices for the company so I can keep people long term, so I can pay them as much as I humanly can given the constraints of what I have. You know what I mean? So, and I think, like, if. If everybody's on board, then it's not doing difficult to grow a good team, because if you convey the right values, I think good people want to work for you. And the more good people you attract, the more good people you keep, the more you can identify talent. The real reason why people lose salespeople is because they will lose money if they take them out of sales. But some people don't want to be in sales forever. And so if they're good people, then they need to have a distinct career progression. And so if you don't identify that because you're a selfish business owner who values the bottom line of your company more than the fulfillment of your staff, you're never going to keep people for more than a year or two. Like, Ryan McCormick over there is a very ambitious and intelligent young man. If I just tell him, hey, for the next 10 years, you're going to be on the phones, his head will explode. And he might not even know that right now. But I know that.

Yeah, right.

So I go, okay, I've identified this. I need to have a plan. I need to keep in touch. I need to make sure that we have a progression of career to where someone can go through the necessary steps. Because I got over it. I got over being on the phones every day. That's not a good or a bad thing. It's just a thing, right? And a couple of businesses lost me as their closer when I was like, by a country mile, their best producer because, like, they just wanted to keep me doing the same thing because I was so good at it. And I was like, this is getting super boring, guys. Like, I would like to have a bit more responsibility here. And they were like, no. And I was like, all right, I'm out. See you later. And here we are.

Right?

There's a lot of money left on that table, dude.

Lost a lot of money anyway.

All right.

Dj, are you. Are you there, mate? And you can editing, by the way. Jeopardy. Video might be better. You get to be on YouTube. You'll be superstar.

I'm sitting in my car right now and it's dark.

Our tens of viewers would appreciate it. Yeah, don't worry about it. That's all good.

So you asked a question. I won't ask it for you like I did to Pierre. Sorry, you. You had a question around reframing someone around one on one. When you do group coaching and solution awareness, if you want to re. Ask that, go for it and question.

Yeah, yeah, yeah.

This came up for me the other day during the solution awareness phase. The guy I was talking to said he was really, he really wanted one to one coaching, that he valued that. And I know that the company that I sell for, we don't, we don't do any one to one. Everything is group coaching. So I was wondering the best way to, I guess to reframe that into. I guess just to be able to handle that. Handle that situation.

Yeah. So are you closing or is this setting just so I know it was a.

It was a.

That was a closing call for sure. Sweet. So my opinion is to just totally ignore it until the pitch. That's what I do.

Right.

If any of you have been pitched by me into a group training program, which a few of you have, I just really make it seem like group training is the best way to go.

Right.

So in, like in my pitch, I'll like. Because one on one, like there's a couple of. One on one is great. However, you can't do it that frequently and there's a limited level of flexibility within it. So like a lot of programs have like group coaching plus some sort of means to connect with people, whether it's either Facebook, Voxer, whatever it may be.

Right.

And so in my pitch, I will structure. Like if I'm pitching, let's say, for example, I'm selling Brian into a sales coaching program, right. Like in my feel like that's happened, I'll go, I'll go.

All right.

So essentially, like, you know, it's 15,000 for 12 weeks. And for that, for this, like, like, like, like this is what you get also. So for like first and foremost what we do is we have Voxer, right? So the reason why we do Voxer is because, like, as a sales guy or as A coach, like, you guys are so busy and like you have a very, very dynamic sales environment. And like, and like, like a marketing suite. So we have a very, very dynamic environment. And so one of the things that we want to do is you want to make sure that you have access to a coach all the time, right? We used to do it so that you just had a one on one every two weeks. But then by the time you got to the consult, like those, those problems were already too significant to where like we had to do quick interventions, which is a problem. Or like the problem had already like resolved itself and potentially not to its highest degree. So what we do is this, right? And then like, and then my next one will be like. And then we do group training. So now you have the voxer to get that immediate feedback and then you have the group training which gives you the volume as opposed to one on one, right? Where you'll get this. Now if I'm pitching a one on one program, I'll just frame it differently to be like, you know, like we used to do group training and then. But the reason why we. So like, I'm just basically.

Right.

So like I'm just basically going to make it whatever it is. Like in my pitch I give a justification for why we're doing it a particular way.

Right.

And if you're. It doesn't really matter, right? Because now I designed the programs that we designed. I designed them to be better. So I actually prefer a group training model with an element of like one on one contact, but not on a. Not an actual one on one consultation setting. It's not scalable. And, and for that exact reason, like especially with sales reps and coaches and stuff like that, and business owners, like, it's a very dynamic environment. I just want to be able to get ahold of my coach. I don't want to have to wait every seven days or 14 days for a one on one consult. Now like, there are some ways, there are some things like with like, you know, like really intricate scripting or there are a couple of other things where I think one on one is fantastic. But I think like for a lot of things, group is super effective and then access to a coach outside of that, right. So it's really in how you structure your pitch and that's going to be a pretty normal thing and you can just sort of ask questions about, okay, like what is it that you like about it? Well, I like the feedback. Okay, cool. And then in your pitch you'd be like, I think because You, I think you mentioned that you wanted to, to be able to get a lot of feedback from your coach. Well, the reason why we do voxer is because I want you to have daily feedback. I don't want you to have to wait 7, 14, 28 days. Does that, does that make sense? They're like, yeah. So it's like, I'm just, like, I'm just doing it, just making it sound better. Essentially.

There's another like, good thing that you can do there if they still do that one on one is do exactly what Matt did and follow up, end of story.

Right?

But there's ways to make more money there as a sales guy. So I know what you're referring to. But you want to have those chats with the influencer as to, okay, if this person's in the program, how much would you actually charge them for? Let's say a one off, one on one session. Get an idea, get a price point, Figure out then like, and I would do this as follow up once they're in the program and they're happy, not then and that, figure out how much that influencer wants for one on one time. As a one off upsell or in your organization, there is multiple coaches that specialize in specific things, right? Have that conversation. Figure out what a person wants one on one coaching for. Particularly if it's sales. Sign them up to yourself. It's an extra five grand. Bang. Speak to your influencer. I want 50% of it because I'm doing the delivery. I want 60% of it. You get it for nothing. As an upsell right now if you've got like, I know if you guys have coaches around copywriting, you've got it around systemization, you got a whole bunch of stuff, then you've got the head.

There's a tribe of people there.

You could say that there's a lot of buyers also, you know, so it's.

A real crazy gig.

For the guys that don't know it. Just like, what? But not anymore.

Yeah, not anymore.

Just going to say not anymore. So like I, and this goes for everyone, like figure out like what those numbers are, then you can reach out and upsell them into those things. Because if I'm in a program like, and there's a concept that they don't go into group, but I want a specific piece of information. I would personally be happy to pay that coach, you know, whether that's depending on how good they are, 1,000, 2,000, five, even 10, depending on the influencer for an hour of that Time to sit down and give me a specific answer. So as a sales guy, you should be having those conversations with the influencers and whoever else to say, hey, what does this look like? Because it's a way for you to generate extra commissions and serve that client better. So definitely do that. And if you're the sales guy in that account and they want extra help around sales, guess what, you just made yourself extra five grand. Sometimes influencer doesn't even know about it because you're serving that client and doing something better for them.

But most of the time the influencer does know about it. You should have the conversation anyway. So yeah, like verticals and cross sells and upsells are a really good way for a business. And most of the time in coaching businesses like people, I mean this is a bit of a divergence. Most time people don't realize that coaching businesses are not a way to become incredibly wealthy. They're a way to make a good amount of money with a high level of cash flow. But it's the vertical integration of the clientele that allows a coach or a business owner to become wealthy. Like I'm talking like wealthy, like generational type wealth. Because you have a crew of people, you might have four or five hundred people, but if all you're doing is selling them coaching, it's such a mistake. One of the guys that we work with, the guy has a moderately successful coaching business, but he makes a metric ton of money because he's vertically integrated extremely well. He has multiple add on businesses like accountancy firms and all this kind of stuff that he upsells his clients into, which creates a necessity for him long term. But also like the dude, you know, doesn't really have to do much now. And he set himself up completely exited from, completely exited from all the businesses. Has a monthly or weekly meeting just to go over like, hey, how's it all going? Everybody else does everything and he dude takes home like 300k a month.

Right?

And so the dude's a genius, right? And it's like that's because he's successfully vertically integrated now. That's awesome for a sales team if an influencer thinks like that because now they can sell everything to existing clientele more expensive, right? Like, hey, I'm gonna sell you into our accountancy firm. You get a commissioner that sell you into VAs. One of the accounts that we have has like seven different cross sells and upsells like it's a playground. You know, if the guys come to me, I got no leads. I'd Be like, well, what about like the 300 people that you've already sold and the seven other things you can sell them? Just start, just start finding problems and solving them. Yeah. Like one of the things that we're looking at doing is bringing out VAs specifically for salespeople's. Yeah. Like to track their data to help them with follow ups.

Right.

Like, that's a great vertical for us because we can put that for all the sales guys that come to us for help and education.

Right.

It's just one of those things. Like it's a great, it's good when you can work with businesses like that. All right, let's move on to the next question.

Shane. Shane, you asked some stuff about NEP Q scripting for non nep. Like basically how you integrate that, right?

Yeah, yeah, yeah.

What's up boys? Yeah, so as far as that goes, like I'm pretty new. I just did. I just jumped in inner circle two days ago. So I let Marco kind of run.

Me through, by the way.

Yeah, I believe it. So, yeah, so like I'm starting to get a little flack from, from the manager.

Right.

I've been. I think I just dove straight into NEPQ after.

You can't do that. So. Yeah, when you join ic. Yeah, when you join ic, you should, there should. You should have been sent a video from me of how to actually integrate it properly. But I'll sort of, I'll sort of take you through it. So is it a one call or a two call?

Attempted one.

Okay, so one will follow up if needed.

Right.

How much is it?

9,800.

That's rough gig. Yeah, yeah. Okay, cool. So what you, what's. What's the worst part about your sales?

Getting people over their mindset, to be honest.

Okay, cool. So what we want to do is we want to have a look. First of all, what I'd highly recommend is like do you track everything in your sales?

Yeah, yeah, yeah.

Do you track every objection you get?

I just started recently, just starting to track everything. Like I've just been developing spreadsheets to catch everything I possibly can.

So what you want to do is you want to like track your qualification rates. Your one call closes, your two call closes, your three call closes. All the objections that you get. Like do you struggle getting people to show up to a follow up call? Jeremy. So this will allow you to kind of really see a dynamic of where you are real. Like what link in the chain is the weakest.

Right.

Because whenever you start a new, the worst thing you can do for you, your sales, the business, your life in general is when you learn something new, just throw everything out that you've been doing and apply that, right? If I taught you a new way to squat and you just went into the gym and then you just loaded your max up and tried it, a new technique, you'd break your back, right? Like it's just not a good way of doing things. So what we want to do is first of all, like, I wouldn't change anything for now. You're brand new to it. Like if you did a two call close, I would recommend making some adjustments to the first part of your script. Right now what you can do is you can go through and you can just neutral neutralize some of the languaging. That's step one, right? Go through your current scripting, listen to your calls. If you don't have a script like record your calls, transcribe, but try and get some consistency within what you're doing. But just neutralize your languaging, right? So would be appropriate. Might be not so much that you sound like a, just like a human personified Switzerland, right? But like to a degree of where you're not uh, putting sales resistance on people, that's step number one. That will just allow you to get better answers. Some of the languaging that's step one, right? Go through your current scripting, listen to your calls. If you don't have a script like record your calls, transcribe, but try and get some consistency within what you're doing. But just neutralize your languaging, right? So would be appropriate. Might be not so much that you sound like a, just like from prospects, like without having to make any changes. Then what I want you to do is like you need a human personified Switzerland, right? But like to a degree of where you're not putting sales resistance on people, that's step number one. That will just allow you to get better answers from prospects. Like without having to make any changes. Then what I want you to do is like you need to jump in and role play a lot. Like a lot a lot. Role play as much as you possibly can with the new Nep Q script. Want to jump in and role play a lot? Like a lot a lot. You get to a point where you can role play well, then make a transition over, right? But like you're the will drop out of your sales if you try and adapt a new system. That's it's, it's complex and it's, it's complex in its simplicity. Like, it looks so simple on paper, but pulling it off is a totally different thing. You really have to. Because you'll get stuck. Situation problem questions will really mess you up because you'll have pre written situation questions. They won't answer them in the way that you know how to answer that you know how to like, get them back on track. And then you'll be like, I'm stuck. And then you'll go off script. And then you'll feel like you're floundering for the entire call. That is pretty much how the beginning of any PQ starts for everybody who just dives into it.

Right? Right.

Like, what are you doing for marketing now? They'll say nothing. And then you go, like, what are you gonna ask? Do you like the nothing you have in place now?

Right.

Like, you won't know where to go with it. You know what I mean? You won't know how to go, okay, well what are you doing to generate leads now? And they go, not really. Okay, so how do you generate income? Okay, so what do you do for revenue? What do you do for work? You have a job. Okay, cool. What do you do for work? I'm a cop. How long have you been a cop? Okay, do you like being a cop?

Right.

So like that's how you would handle that. But unless you've done that, you don't know how to do it.

Right.

You just get stuck, floundered. You go this and then you just go, I'm going to go rogue for the next 30 minutes and not get the sale.

Right.

So like, you need to role play it a couple of hundred times. Like memorizing the script is one thing. And I think that's an important element to do just for ease. But understanding what you're trying to get out of each phase is far handier. Like, really, what am I trying to get out of connection? What am I trying to get a situation? What am I trying to get out of my problem? Awareness.

Right.

And like, what, what is each question and each transition trying to achieve? Once you understand that, you can sort of go off script, but you're still on structure. Does that make sense? Yeah, absolutely.

Yep.

Yeah. Like listening to other people's calls and role playing people who've been doing it for a while, like, that's key. And then for the guys who have been doing it for a while who are looking to get better, like, the fastest way is to like take someone who's new to it, like Shane, and then do a call breakdown with him and explain exactly why you're doing what you're doing, right? Because Shane will ask questions because it's a new form of selling for him. Why'd you ask that? Why'd you say that? He might ask you questions like, don't take this the wrong way, but, like, it's like when, like, a toddler asks you a question, you're like, where the did that come from? You know what I mean? They asked the most random because they don't have an understanding of what it is. Sometimes you're so close to something that you. That you're sort of missing the fundamentals. You know what I mean? And so by having someone who's new to a particular way of doing things come in and ask questions, it's really beneficial to everyone. So, like, if, like, Brian, who's been in the program for a while, hooks up with Shane, you guys do some role plays, maybe listen to some of Brian's calls, and you're like, oh, man. Like, why are you saying that? And you're like, why am I saying that? And then you figure out that these unconscious things that you're doing the moment you get really good at sales is when all the unconscious things that you do that do something good, you weaponize them because they all become intentional. And you know exactly what you're doing at all stages. You know what you're going to get from a prospect, where it's going, and you're ten minutes ahead, and. And this person thinks you're having a conversation, but really, like, the outcome is done. I can tell. Like, I can, like, minute eight of, like, I've sold them. It's like, yep, I'm good to go. Like, I know I can listen to the first seven or eight minutes of a sales call and go, think about it. Objection. No sale. And they're like, well, it's just. Because, like, I know where all that goes. Like, you, you. And if you did get over it, you just had crazy good objection. Handling this is when all the unconscious things that you do that do something good, you weaponize them because they all become intentional. And you know exactly what you're doing at all stages. You know what you're going to get from a prospect where it's going, and you're 10 minutes ahead and this person thinks you're having a conversation, but really, like, the outcome is done. I can tell, like, I. Right, but you can really, once you really understand it, you can hear a call and know straight away what's going to happen.

Happen.

All right, next question. Does that answer everything?

Is it like, yeah, I dig it, man.

Yeah.

Like, you know, I did the NEBQ 3.0 for like a month and a half and then just decided I wanted to just get it done faster.

Yeah.

So, yeah.

Oh, Marco decided for you. But yeah, yeah, I really have a choice.

I messed around with Marco a little bit. I had to throw out some of, some of the objections I was getting a lot just to see how he handled them. And I just told him I was.

Like, I already can. Like, minute eight of, like, I've sold them. It's like, yep, I'm good to go. Like, I, I know I can listen to the first seven or eight minutes of a sales call and go, think about it. Objection.

I, I, I said this to you the other day.

Yeah. I talked to James yesterday.

It's still. And they're like, well, it's just because, like, I know where all that goes. Like, you, you. And if you did get over it, you just had crazy good objection handling.

It's the best thing that you get out of jumping on a call is it's like lesson one, right when you get on that call with Marco or Ryan or Matt or whoever it is that you get it on. Geez. As a sales guy going through that process, you just sit there and go, holy, I took so much out of this. And instead of figuring out your objections and sitting there with a notepad going, oh, I gotta do this, I gotta do that. So, like, lesson one, a call. Brian put the link in there.

That was my. I just re listened.

Right.

But you can really, once you really understand it, you can hear a call and know straight away what's going to happen. All right, next question. Does that answer everything?

Yeah, I dig it, man.

Yeah.

Like, you know, I did the NEBQ 3.0 for like a month and a half and then just decided to the sales call at the gym today. Just like, listening back and back to exactly how everything was delivered the credit. I wanted to just get it done faster.

Yeah.

So, yeah, everything, so just really just piling it back in, you know?

Good stuff, man. All right, all right, who's next?

Let's jump over to Thomas. He's finished slaying the strings there. I've seen you playing guitar. It's awesome. You had some questions about income?

Yeah. What's up? Can you guys hear me? My, my. Here is my. That's good. So I have a question. The question is, what's the easiest way to. For you, but yeah. Yeah, I don't really have a choice.

I messed around With Marco a little bit, I had to throw out some of the. Some of the objections. I was getting a lot just to see how he handled them. And I just told him I was.

Like, I already go to the next level. Meaning, you know, go from 20k to 50k to 100k, of course. Besides, like, the mentorship, the coaching, health, things like that.

I. I said this to you the other day.

Yeah, I talked to James yesterday.

It's. It's the best thing that you get out of jumping on a call is it's better. Comes.

No, that's. No, that's for sure not the best way to be honest.

It is anyway.

Yeah.

That'S the time, by the way.

Yeah, no, it's more of a. Like for this. Okay. There's a couple ways, like, more opportunity is obviously a good thing. It's not really your problem, to be honest. Like, you have a lot of opportunity. It's.

There's like lesson one, right when you get on that call with Marco or Ryan or Matt or whoever it is that you get it on, Geez. As a sales guy going through that process, you just sit there and go, holy, I took so much out of this.

And there's a couple things. So first of all, understanding your sales process intimately and really knowing, like, what you're good at and what you're not.

Good at is instead of figuring out your objections and sitting there with a notepad going, oh, I gotta do this, I gotta do that. So, like, key.

The thing that got me from 25k a month to like, a consistent 80 when I was just doing the commission on the sales thing was like, I just fixed all the weak links. That's it.

I was hanging for it.

Yeah, like that. Like that was it. Like, my consumer. My commission structure actually went down in between. I was making 2,000 a sale, and they changed it, so I was making 1500 a sale.

Lesson one, book a call. Brian, put the link in there.

That was my. That's what I listened to at the gym today.

I just re.

Listened to the sales call at the gym today. Just like listening back and back to exactly how everything was delivered.

The question. But my income went from 25 to about 80. I hit a hundred a couple times, but everything.

So just really just piling it back.

In, you know, Good stuff, man. Time I was doing that, we kind of transitioned out and I stopped. Sort of stopped selling, But I hit a hundred thousand a few times in a month. But it was just like, I gave myself the most amount of opportunity to get people on A sales call. And my sales call had an over 80% close rate. So, like, high close rate is key. You have to be able to close people. Like on that second call, if you're doing a two call or whatever, like, you need to be pumping well over 50%. Like, well over.

Right. All right. All right, who's next?

Let's jump over to Talos. He's finished slaying the strings there. I've seen you playing guitar. It's awesome. You had some questions about income?

Yeah. What's up? Can you guys hear me? My thing here is messed up. That's good. And then it's about fixing all the weak links. The first thing for me was getting people to a sale. So I have a question. The question is, what's the easiest way to call? From my first call, that was a massive weak point of mine, Right? So, like, I worked really, really, really hard to just fix that triage. And, like, I honed in. It was like, fix, fix, fix, fix, fix, fix. And I got it to a point where I was like, 80% of people were showing up. Now, could I have done more than that? Yes. But there's a. There's a cost benefit. Go to the next level. Meaning, you know, go from 20k to 50k to 100k, of course. Besides, like, the mentorship, the coaching, the health, things like that share better comes. No, that's. No, that's fit. There's like that sort of law of diminishing return. Am I going to get much more than 80? For sure. Not the best way to be honest.

It is anyway.

No.

So is there a point in trying to fix that? Probably not.

Right?

That's a very good metric. If I'm getting 80% of people through to a sales call and I'm closing 80% of 80% of them, people who turn up, that's like, very good. And I don't.

That's the time, by the way.

Yeah, no, it's more of a. Like, for this. Okay. There's a couple ways. Like, more opportunity is obviously a good thing. It's not really your problem, to be honest. Like, you have a lot of opportunity. It's. There's. When I heard it. So now it's like, okay, now how do I produce more opportunity for myself?

Right?

So now I'm going to look at the marketing and I'm going to be like, how many people show up to my triage? There's a couple of things. So, first of all, understanding your sales process now, what can I do for as a sales Guy. How can I assist the marketing team and getting more people to show up. We had a 50% show up with triage. I work with the tria. I work with the setter team.

Right?

This was me just. I was like, I'm gonna book in training with the setter team myself as a top sales guy. I'm just gonna call them, book them in, work with them one on one, do what I need to do, work with the messaging the business to. To increase intimately. And really knowing like what you're good at and what you're not good at is key. The thing that got me from 25k a month to like a consistent 80 when I was just doing the commission on the sales thing was like that. Because I've done it for myself so I can help them do it. Then I get myself to like a 70% shop or like I just fixed all the weaker links. That's it.

I was hanging fruit.

Yeah, like triage. Now all of a sudden, I've got another 30% right? Worth of volume where my diary is already booked out. Okay, Now I maximize my diary space. That doesn't mean opening your diary. That's ridiculous.

Right?

Like for you in particular, Thales, like one of the things that I identified really quick, they go, oh, no, like, we're running out of room. And I'm just like, no, no, no, that can't be because of the amount of people. If every. That, like that was it. Like, like my consumer. My commission structure actually went down in between. I was making 2000 a sale and they changed it. So I was making 1500 a sale, but my income went from 25 to about 80. I hit a hundred a couple times, but one did 12 triages a day. We have enough room for 96 triages a week.

Not.

Sorry, 96 triages a day. I was like, right, we're booking 75 a day for that account. So I was like, what the going on time I was doing that, we kind of transitioned out and I stopped sort of stopped selling, but I hit a hundred down. Anyway, I see that everyone's got all their diary open for triage and sales calls, which means, like we have a 15 minute and a 60 minute. So if there's triage, triage, 45 minutes free triage, then we can't book sales calls in there. And if a sales call does get booked, it blocks that spot. So we go, okay, let's readjust our diaries. Let's have specific blocks a few times in a month. But it was just like I gave myself the most amount of opportunity to get people on a sales call. And my sales call had an over 80% close rate. So like high close rate is key. You have to be able to close people like on that second call if you're doing a two call or whatever. So now we know that everyone's maximizing their diary space. So it's like there's an administrative element to being able to handle the amount of calls that get you to a point where, where you can take enough calls to make fifty, sixty, a hundred thousand dollars a month in commissions.

Right.

So that's, that's also a key point. Then from there there's I guess like a risk management of do I do this with one account or do I do it with two?

Right.

Or like you need to be pumping well over 50%, like well over.

Right.

And then it's about fixing all the weak links. The first thing for me was getting people to a sale. Now you'll probably make a less if you do too, but you'll have more consistency. So there's a, there's a school from my first call that was a massive weak point of mine.

Right.

So like I wavering thing there.

Right.

But that's just, that's just more of a decision. And the last thing is having a very, very thick pipeline. Like so I worked really, really, really hard to just fix that triage. And like I honed in. I am more inclined to put what everybody else would consider an unqualified prospect through to a sales call.

Right.

Not precious about my diary. I'm a little bit more precious these days. Okay. But when I was full time sales guy, right. I was not precious at all. Like if I think I can sell you in three months, I will talk to you tomorrow.

Right.

So I'll put you through. My partner's not gonna be on call. I'm giving. It was like fix, fix, fix, fix, fix, fix. Then I got it to a point where I was like 80% of people were showing up. Now could I have done more than that? Yes. But there's a cost benefit. There's like that sort of law of diminishing return. Am I going to get much more than 80? I don't have any money right now. That's perfect because all I have to do is sell you on the idea. If I sell you on the idea, I can sell you. I can get your money in three months, right?

No.

So is there a point in trying to fix that? Probably not.

Right.

And so I had such thick pipelines that I constantly had two to three sales per week. Selling from people I'd spoken to over the last three to six months.

Right.

And then every now and then you have like a promo that you can send out from a business owner where you have this giant culmination. And I think like, you know, there was one month where I just sold the living bejesus out of everything. Had my pipelines. That's a very good metric. If I'm getting 80% of people through to a sales call and I'm closing 80% of 80% of them. People who turn up, that's like, very good. And I don't want to hurt it. So now it's like, okay, now how do I produce more opportunity for myself? Monet and I just made all the sales.

Yeah.

You know what I mean? Like, it's really important.

Like people, right?

So now I'm going to look at the marketing and I'm going to be like, how many people show up to my triage? People are so precious with their diaries. It is aggravating to me, right? As salespeople. You know, the amount of like broke off salespeople that I see going like, oh, if their partners are on the call, just end the call short. Like. And really, what are you gonna do? Go from watch Netflix, like, Jesus Christ. Like, like, what? What are you doing?

Right?

Like, you're a sales guy. That's literally your job. So it's like, I don't know what they're doing. So like, just like. And that doesn't mean that you work 2020 now. What can I do for as a sales guy? How can I assist the marketing team in getting more people to show up? We had a 50% show up with triage. I work with the tria. I work with the setter team, right? This is, this was me just. I was like, I'm going to book in training with the setter team myself. As a top sales guy. I'm just going to call them, book them in 24 hours a day. But it's like you have your work and it's like if someone's in front of you, you have an opportunity to sell or you have an opportunity to get that person to want to do this so badly that they will figure it out and you can farm them, like, and that's really how you become a really, I think, successful salesperson.

I also think you got to. People fail to look at realism a lot, you know, when they're setting those goals. Right? So let's say we're making a thousand bucks a sale you close at 50%, right? You need to make 100 sales a.

Month to hit that goal for them one on one. Do what I need to do, work with the messaging, the business to increase.

All of doing 100k in comps. Okay. Do you physically have the space to take that many calls stack?

Because I've done it for myself so I can help them do it. Then I get myself to like a 70% show up on triage. Now all of a sudden I've got another 30% right. Worth of volume where my diary is already booked out.

Okay.

Now I maximize my.

Can the influencer you're working with actually supply that many calls?

Right?

Yes or no?

Maybe goals that you can hit is important, right?

So and people look at I want to get this hundred K a month. It's like who says it all has to be from commissions right? Now if you know you're exhausted after taking X amount of calls, then like Matt said, is there really more benefit on fixing that problem by taking more when you know your close rate goes down after four a day, after five a day, whatever that is, Right? So you need to physically like math.

Out what's diary space. That doesn't mean opening your diary. That's ridiculous.

Right?

Like for you in particular, Thales, like one of the things that I identified really quick, they go, oh no, like we're running out of room. And I'm just like, no, no, no, that can't be because of the amount of people. If everyone did 12 triages a day, we have enough room for 96 triages a week.

No, sorry, 96 actually realistic that I can do in the time that I'm effective and want to work on a daily, weekly, monthly basis to achieve those goals.

And given the level of opportunity that.

You have and exactly given the opportunity.

If you can make 50k a month, but you have to close at 105%.

It'S not going to happen. So you then look at like, okay, well if I'm not hitting 100k months, let's say if I'm close enough to that, I'm even doing 50k months. That's a lot of money, right? You need to look at strategies on.

Extremes as a day. I was like, right, we're booking 75 a day for that account. So I was like, what the going on? Anyway, I see that everyone's got all their diary open for triage and sales calls, which means like how to make.

That money work for you, right? You don't need to spend 50k a month in comms. Like that's.

We have a 15 minute and a 60 minute. So if there's triage. Triage stupidly crazy last. Yeah, like, you know, it's exactly right. Like you got a 45 minutes free triage. Then we can't book sales calls in there. And if a sales call does get booked, it blocks out spot. So we go, okay, let's readjust our diaries. Let's have specific blocks. So now we know that everyone's maximizing their diary space. So it's like there's an administrative element to being able to handle the amount of calls that get you to a point where you can take enough calls to make fifty, sixty, a hundred thousand dollars a month in commissions.

Right.

So you got to set goals that you can realistically hit.

Right.

Doesn't mean you can't hit those numbers. But it's just like given the opportunity, given what I'm selling, given this, like what's a really, really good expectation? And then as well, like, you know, have an investment plan, like trying to get that from cash. Like, you know, you know, like I have, I have passive income streams of 20,000amonth, you know, from investments that I have and stuff like that. So it's like if I want to, like I can sit, I can do nothing and make money. Like that's fine. I've managed to set that up for myself. It's a good thing. I was, my parents were smart. They got me to buy property when I was like 20, you know what I mean? And so like I have passive income streams now, which is cool. And I've got assets and all that kind of good gear. But it's like, you know, cash doesn't do a lot for you. And so like by collecting a certain amount of cash and then using that to reinvest and really solid, you can go super safe and just get index stocks and stuff like that. That's also a key point. Then from there there's I guess like a risk management of do I do this with one account or do I do it with two? Right now you'll probably make less if you do two, but you'll have more consistency. So there's a, there's a wavering thing there.

Right.

But that's just, that's just more of a decision. And the last thing is that that might get you a return as well. But it's like, you know, just have a look also like a number is worthless. Like, like you need to have like what is my ideal income? And this is a, this is a years Ago, man, years ago. My father in law goes, how much money do you want to make? I said $880,000 a year. I was like, you don't need to. Having a very, very thick pipeline. Like so I made that much money. I was like, no, I do not now, but eventually that's my ideal. I'm more inclined to, to put what everybody else would consider an unqualified prospect income. That's how much money I want to make to have this exact lifestyle, this house through to a sales call, right? Not precious about my diary. I'm a little bit more precious. These, these cars, this many holidays, kids in these schools, like the schools that my days, okay, but when I was full time sales guy, right, I was not pressured. Kids go to or 40 grand a year. Like they're ridiculous, right? So like they haven't started yet, they start next year. But like that's what they're, that's what they're going to. They're like the top private schools in Sydney. And it's like I had calculated that 10 years ago, right? And I was like, that's how much like over the next 15 years, like I need to be able to make this money. And then that's a very, very clear vision of the future, which then gives me like, okay, intentions, adult. Like if I think I can sell you in three months, I will talk to you tomorrow, right? So I'll put you through. My partner's not gonna be on call. I don't give a. I don't have any money right now. That's perfect. Cause all I have to do is sell you on the idea. If I sell you on the idea, I can sell you, I can get your money in three months, right? Ten years if I want to be making that money or in five years when I'm making that money. Like business is not linear. Like you tend to kind of go like that, right? So it's like if I want to make $100,000 a month in two years time, right? Because again, you have to set realistic goals. Like it's going to take you a while. Tell us to get to the point where you can close like that. Like you're very good. But you know, we just need to be realistic about timeframes, you know, and it's like, okay, so by the end of the year, I don't need to be halfway there, right? Because like it's a snowball effect. Like you can be at 30k a month by the end of the year and then by the end of the next Year you can be at 100 because it tends to kind of go like that. And so I had such thick pipelines that I constantly had two to three sales per week selling from people I'd spoken to over the last three to six months.

Right.

And then every now and then you have like a promo that you can send out from a business owner where you have this giant culmination. And I think like, you know, and you can use the money, the excess cash that you have by getting to 30 in investments so that you can generate 100, not just from the, not just from you being on the funds.

Right.

Because like, you know, a lot of wealthy people say like you spend your passive income on toys, your active income on investments, you know. Yeah, I think we both know someone. There was one month where I just sold the living bejesus out of everything, had my pipelines culminate and I just made all the sales.

Yeah.

You know what I mean? Like it's really important. Like people are so precious with their diaries. It is aggravating to me, right? As salespeople, you know, the amount of like broke off salespeople that I see going, like, who does a lot of videos about that stuff, right? So I think that there's multiple strategy. Oh, if their partners are on the call, just end the call short be like, really, what are you going to do? Go from watch Netflix, like Jesus Christ. Like what are you doing?

Right?

Like you're a sales guy, that's literally your job. So it's like I don't know what they're doing. So like you just like. And that doesn't mean that you work 20 and I'm happy to sit down with you, dude, and we can have a look at that. That's one of the things that I'm going to be doing in those fortnightly meetings is going over budgeting, investment stuff like that, how so everyone can start using the cash a little bit better. But yeah, so it's a very, very long, drawn out answer for you 24 hours a day. But it's like you have your work and it's like if someone's in front of you, you, you have an opportunity to sell.

Also gotta look at this, right? You can earn 50k a month working.

35 or you have an opportunity to get that person to want to do this so badly that they will figure it out and you can farm them like and that's really how you become a really, I think successful salesperson.

I also think you gotta. People fail to look at valves a Week. Do you really want to earn a hundred K a month working 70? Yeah, I know what I'd pick.

That's where lifestyle comes into point.

What's the point in having all that money if you have no time to enjoy it?

Yeah. Or you can work 70.

Realism a lot, you know, when they're setting those goals. Right. So let's say we're making a thousand bucks a sale. You close at 50%. Right. You need to make hundred sales a month to. To hit that goal of doing a hundred K in comps. Okay. Do you physically have the space to.

Take that many calls eight hours a week and make five? That's also, that's also an option. Yeah. A lot of people are doing that. All right, have we got another question?

Yeah, sorry. I pressed a button and full screened it.

I dare you.

Okay. We had one from. I think it was Oscar. Oscar, you still hear me? Can the influencer you're working with actually supply that many calls?

Right.

Yes or no?

Maybe goals that you can hit is important, right?

So.

Yep, yep, still here. Can you guys hear me okay?

Yeah, can do so. And people look at, I want to get this 100k a month. It's like, who says it all has to be from commissions right now if you know you're exhausted after. Yeah, go ahead, ask your question, man.

So a lot of the back taken.

X amount of calls, then like Matt said, is there really more benefit on fixing that problem by taking more when you know your close rate goes down after four a day, after five a day, whatever that is. Right. So you need to physically like math.

Out what's like the backend objections that I've been getting pretty recently has been like, yeah, man, this, this program is perfect. I do, by the way, biz op.

Wholesaling actually realistic that I can do in the time that I'm effective and want to work.

People that usually want to quit their job or leave their current business to make more money wholesaling, real estate, investing. Yeah, man. You know this business, like this sounds, this sounds perfect. So what I want to do on.

A daily, weekly, monthly basis to achieve.

Those goals and given the level of opportunity that you have and exactly given the opportunity, if you can make 50k a month, but you have to close at 105%, not going to happen.

So you then look at like, okay, well if I'm not hitting a hundred K months, let's say if I'm close enough to that I'm even doing 50k.

Months, I'm going to be ready to get Started in like the next two to four weeks. So, like, what's your calendar look like then for us to, you know, book a time to get started then? Like, I've been hearing that quite a bit.

So that's a symptom of lack of urgency. Like, we can go over tactical solutions to that, but you have a strategic problem, right?

Okay.

You're not building urgency. Somebody like, nothing will change in two to four weeks. Nothing like that doesn't make any sense. I agree. You're going to have the same job, same money, same people, same life in two weeks than what you own for. So, like, I think for you is like anchoring things like transition, okay. Especially for what you're doing. Biz op is when you're selling biz op, like anchoring transition is key, right? Because then you make their objections a productive part of the process. Okay? So, hey, you're exactly where you should be.

Okay?

This, I completely understand why you think that. I completely. Like, if you didn't think that, I'd be a little bit bored. Because right now, like at the, at the state that you're in and the transition that you're going through, this is what you should be thinking, okay? So as we said before, like, business owners tend to have a different decision making process than employees because there's an element of risk taking. There's an element of risking it to get the biscuit.

Right?

And so for where you're at in your transition process, coming from an employee to a business owner, like, I can understand why you would think that way because we all make decisions based off our current perspective.

Right, right, right.

And so the thing is, we need to. Okay, you see where I'm going? Like, we've been down this road before. Okay? So it's like anchor transition early, right? Makes it really easy if you get a, if you establish a framework where they're transitioning through something, okay. Then it becomes very easy for you to make their issues. Just a natural part of the transition and for them to get over it is them taking the next step to becoming the person required. Required for them to get the outcomes that they want.

Okay. And the, the, the transition or the, the transition frame, I think is something along the lines of. Because I've, I've like improvised it before when, like, you know, you know, when you like, listen to someone's tone and you're like, oh, they're gonna be, they're gonna be. And I'm gonna, I'm gonna think about a person like 30 seconds in the conversation. You almost Hear it. So, like, I've had a couple of times where they would jump in with, like, yeah, you know, been working this job for this. This amount of time. And I'm like, oh, cool.

That's.

That's. That's pretty great. I love working with people that are in that transition from, you know, working that job into more of an entrepreneurial mindset, because, you know, the decisions we make, you know, working in a job.

I think you've it up by saying entrepreneurial mindset.

Think that.

All of a sudden I'm hearing red flags. I'm like, this guy's trying to. This guy's trying to trick me into doing something.

Sounds scammy.

Like, I really love working with people as they kind of make that transition from, like, employee to business owner. Yeah. You know what I mean? Because, like, you know, as business owners, you know, there's a great attitude which is like, business owners live like no one else will, so they can eventually live like no one else can.

Right.

So there's an element of risking it to get the biscuit. There's a. There's a particular mindset, and I really enjoy working with people as they make that transition. Does that make sense? Yeah, that makes sense.

Right.

So then we've established a really strong framework. They. They want to be considered a business owner because, like, we take them through a process where, like, they. They want to be a business owner because they can't achieve their goals. They physically cannot achieve their goals doing what they're currently doing, like, they can't be done. That's a very important part of the script, and it's 100% true. Like, this guy wants to make 300k a year. He's in an $80,000 a year job. Okay. So what you're doing now, how long would it take you to get to 300k? So establishing that, making that transition as a positive part of the process turns it from an objection into a step that needs to be taken, which is a positive thing for them moving towards their goals.

That's a really helpful framework.

I agree. Yeah.

I'm like, oh, we could. We could use that. We could weaponize that. Sweet.

Yeah, he's just finished eating a nice slice of humble pie.

Yeah.

Yeah, it was delicious.

It's a real problem. Yeah. So, like, again, like, you know, we can go into, like, tactics of like. But, like, you really want to address things. Like there are symptoms, right? Like, if you're consistently getting an objection, that's a symptom of something that's not being Done in, you know, the upstream. Like, if you've got a hose that's kinked unknown, the one closest to the tap.

Right.

It tends to kind of fix the problem, you know? Yeah.

Thank you, Matt. I think that's where I. That's where I struggle the most, is, like, that transition from, like, problem awareness, I feel like I finally nailed down, but, like, solution awareness, probably like 30, 30, 40%. And then, like, consequence. It's just. It's not a good time, so. Oh, yeah. Yeah. Did you. Did you say academy?

Yeah. Perspective training. That's the next one.

Would you be willing to settle for that?

Yeah.

All right.

Okay. So Brian. Brian D. Musket. No, I'm just kidding. So, okay. Marco's already texting.

All right.

Check your DMs, Oscar.

Anyway. Anyway. So. Okay. But we can, again, we can use a similar framework. Like, if we're selling weight loss, we can use, like, you know, it's a transition into being a new, healthier lifestyle. There's a man. We can, like. We can just make it up for whatever you want. Like, transition is, like. It's a very. It leads into, like, my favorite, which is perspective reframes. Like, it's my favorite thing to do. I find it very easy. Like, it's that, you know, it's an easy transition into. Well, we all make decisions based of our perspective, right? And it's like. Yeah, it's, like, sweet. Like, you're now in a realm that I understand so well. There is no way. No way you're getting out of it.

Right?

And that's, like, the key. Like, with Marco. Marco uses leadership frameworks, right? So the entire course to set up a leadership framework. So at the end of it, when he gets an objection, he transitions into, well, how would a leader make this decision? Okay, then, like, you're in his world. Like, it's. You're done. There's no getting out of it because, like, everything that you say and do is now dictated. It's. It's already done, Right. The moment I go into that transition, it's like, I can stay here for two hours, guys. Like, I'm super happy to just stay in this saddle. I know everything that's going to be said. I know everything that I have to say. I'm so comfortable with it. So it's like. It's just, like, for me, that's the easiest way of doing it.

Right?

And that's just. Again, that's generated from my life and where I be and the fact that I have a distinct. Like, I Truly believe that people run away from things faster than they run towards now. Because I believe that deeply, like, the speed in which you run is simply based on perspective. Are you running towards it? Are you running away from it? Where do you have your eyes? If I'm running from the bear or am I running towards the deer? Like, you're still running. And both things are always there. It's just. Have you. Which one are you focusing on? So I'm focusing on the thing behind me, which allows me to run very, very quickly. And luckily, I've been running past a few people lately.

Right.

Not even puffing.

Look at you, not even puffing.

Got back from a 4K jog after this.

Right.

See Mr. Cardone in the distance coming for you. Grant coming for you.

Just so you know, like, as a company, we have a goal to buy his jet.

Yeah.

Not a jet. The same.

No, no, I want that. And not even change the branding.

I want that one.

Leave it.

Yeah.

I love Grant Cardone, but I want his jet. Yeah.

All right. Brian, you had a question about deconstructing people.

Yeah.

Kind of following that same theme right there. So mentioned earlier about deconstructing the idea of people who've been burned a bunch. And I get on the phone regularly with people who have been burned a lot because I'm in the marketing industry for roofing contractors. So I get on and I've had some people that have been burned three and four times. So kind of how would you handle that earlier on in the conversation? Because sometimes I get on the phone and like, oh, hey, just to let you know, I'm super skeptical about this. I've heard everything. I've tried everything.

It's a real problem in the industry, particularly like in fitness business coaching, marketing, because there is just so many charlatans that suck at their job because you come through these courses where it's like, oh, we'll sign you up to this course. We're going to teach you how to coach. Be a coach for coaches and coach. Then coach coaches.

Right.

I coach coaches that coach coaches that coach coaches who coach coaches. Marketing. Yeah.

But I coach them.

Right.

And there's just such a dilution of information there. And you get really good ads and sometimes that doesn't. It's not directly portionable to your skill set to get people leads.

Right.

So it's. I understand where that comes from, and I think you really have to sympathize with the person and the position that they've been in. But, I mean, Matt will probably answer this Better. But you really, really get into deep as to what they liked about the previous programs, what they didn't like, and then take all of the positives that they gave you from the things that they liked, build that into your program to emphasize the things that you do well that they had that were happy with in the past and the things that they didn't like really work away as and solve that problem. So like what you do is a solution to the things that they didn't like. So they're more happy to even have the conversation and go into detail and give you the things that you need to get into a position where you can find the pain points, et cetera, et cetera. But you do a better job at explaining that from a technical level than me.

So I agree with part, I agree with part of the, that's that that needs to be done on the pitch. It's hard to pre work that, right? So you've got to set up the framework of, you know, like, are you married? Yeah. Did you have a girlfriend before that? Sweet. Well, just because you had a girlfriend that didn't work out doesn't mean you can get married, right? So like, you've got to use something like that to be like, we can have that conversation. But if you're constantly making decisions based off your previous experiences, then you're never going to move forward. So we need to dump the whole, that whole decision making process needs to go away, right? Like, so you need to address that pretty much straight away and like, do it relatively casually. And then when you get to your solution awareness questions where you're like, you know, I know that you've done some stuff, but like what have you done previously in order to help this? And then from there you can kind of deconstruct what they did and then go, okay, don't mouth it right at all. But then you can go, okay, so just to make sure that what we would actually work for you. What are you, what are you looking for? What's your ideal criteria? Okay. And then so now we're really listening to them. We've gotten rid of the idea early that like, hey man, like we can go into that, but like you don't have a bad relationship and then stop looking for love, right? So like, although I understand where you're coming from, like, you know, that's, I can't help you with that. I can't stop that past from happening. But I think that we know that if we're constantly making decisions based off all of our previous experiences, Gentlemen, like negative ones. Then you'd never go back to a restaurant because you had a bad waiter. You'd never go back to an ocean because you saw someone drown. Whatever. Right. We all have so many bad experiences with a lot of different things that the mistakes that we make in the past is the tuition that we pay to make the correct decision today.

Just going to ask you about that. I was going to say you have an analogy.

Yeah, so that's, that's usually how I do it. Marco deals it in a very similar way if you want to run through that.

Yeah, so it really depends where I am in the call.

Okay.

And actually I had this objection in an account that we're going to have is like kind of B2B. It was two days ago. If you, if you get it on the start. Okay. So if, when you, when you kind of see there you go into the analogy frame, which is like, Well, I mean, I can understand, but let me put it in this way. Like, how many girlfriends do you have prior to having your wife?

5.

Well, let's look into this together. What if you would have stopped at the second one? Would you have your kids don't go into. Ask them the question because that makes them laugh. And that laugh is like, okay, I'm silly. Okay. So it makes them feel like, man, he's silly. Now that's the first part. Let's say they get at the end and they kind of trying to bite you in the ass. Then you're going to make me understand. Make them understand that failure is normal. So most of the times you will hear me this. Same to people, like, I'm not sure if you're going to succeed in this.

Okay.

But it doesn't really matter. The only thing that matters is like, if today you feel like this one is the best things that you can do for get you better, just do it after. If you fail, move until you make it succeed. But that doesn't depend on me. Depends on you. Or how relentless are you to keep moving forward rather than just like, oh, I fail job, that's it. I'm going to stuck. Be stuck for the rest of my life.

Yeah. That's why a lot of the frames that I use. Objection, handling. I never, as soon as I do the pitch, I don't ever have to talk about them doing the program ever again. It's what actions need to be taken to put yourself in the best position to be able to achieve the outcome. Like, we can never ever, ever guarantee an outcome. Because you can sign up today and then you get hit by a bus tomorrow. You don't get the outcome right, but you put yourself in the best position to be able to achieve it.

Right?

And then you go, what do you need to do to be able to get to put yourself in the best position to be able to get your outcome? Well, I need xyz. How much longer do you want to put off putting yourself in the best position? And they go, I don't want to do that anymore. Why not? Okay, so do you want to start making some changes and actually move forward so you can get xyz? They go, well, yeah, go. Okay. How would you like to proceed from here? Right, so it's like, it's relatively simple. Like, you just. They have to make a decision to put themselves in the best position. It doesn't matter what it is. If it's buying solar, it really doesn't matter. It's like, what do you need to do to put yourself in the best position to be able to save money consistently every single month so that you can put that towards your child's education.

Changing their perspective from seeing it as another failure to taking the step towards.

Where they want to go. Exactly. So, like, we're not. We're not selling products, we're not selling services. We're selling actions or things that get us closer towards the desired outcome, right? So it's like paying for something is totally normal. Like, raise your hand if you spent money today, right? Bought a coffee, did anything, right? Like, everyone spends money. Like, you have a problem, you fix it with money. Like, that's a totally normal thing to do, right? I'm hungry. I want food. I go to the shops, I buy food. I'm no longer hungry. I fix my problem with money.

Yay. Right?

So, like, but really it's the actions that. It's just the actions that need to be taken, right? So we change everything away from buying something to doing something because, like, all they can do consistently is do the things required to get the outcome. And it's not always going to work. Like, that's just not the way that the world works. But if you are consistently putting yourself in the best position, then you're going to win most of the time. Like, Michael Jordan didn't win every game, Right? They just didn't. But he put himself in the best position to be able to win a lot of the games.

Right.

One of the great things, pieces of advice that I got from Jordan Peterson was like, if when you're raising a, like, you want them to have the most amount of wins, right? Like, not win every game, so there's.