Powerful sales training - why we need to know EXACTLY what we are saying and why

Right?

So the first thing we need to do is identify the things that make us most uncomfortable or the things that we feel are weakest in our game, and then just work on the weakest components. Because if you try and work on the whole thing all at once, it can be a bit overwhelming. Just like kind of walking into a super dirty house, right? Or if you've got 50 kilos to lose, like, where do I start?

Right?

There's so many things to do, you're 200k in debt. Where do I start?

You know what I mean?

Just start with the lowest hanging fruit, the things that give you the most amount of bang for buck, right? With sales, that's tonality and comfort, right? So the more comfortable we are with a script or a style of selling, and the better we deliver the tonality, the more natural the entire conversation will be. And a natural conversation is like the easiest for someone to flow through. And then if you do go off script, you get a bit, you know, a little bit frazzled. You can always just get it back on track because it feels natural, right? So those are the first things you want to learn. So how do we get those? The first way that we get those, one, we can listen to calls, right, of other people doing it. But we don't want to try and emulate somebody else all the time. Because if you try and emulate somebody else all the time, you're just going to then try and think the way they do. When you're trying to think the way somebody else does, there's like a. It's like putting an extra resistor in the circuit, right? There's just more things that have to happen to make the output make sense, right? So you've got to try and adapt everything to your own way of thinking. And how would you go about saying the same thing? Because the way that I talk and the way that Dave talks or Will talks or Marco talks is different. Me and Marco did a role playing exercise yesterday where we handled each other's objections and both of them worked just fine. But they were totally different ways of doing it, right? And so. But they're both effective, so who gives a fuck, right? Like, not married to any particular way of doing things, but the data speaks, you know, volumes. If it works, it works, keep doing it right? Now we can always improve that and we can always work on little things like tonality and all, like all that kind of stuff. But, you know, if it works, it works. So don't try and emulate someone, but try and kind of understand the Principles of what they're trying to do. Had a good chat with Dave this morning, and I said the best way to understand the scripts that we're using is to understand the principles of what you're trying to say and why you're trying to say it and how that drives the conversation forward, right? So what I have is, I have a script. It's all questions, right? Because my. You guys have seen my script. It's all questions, right? And then I have those phases. I have the engagement phase, like the connection phase, the situation awareness, problem awareness, all that stuff, right? And then I understand what each phase is trying to do from like a conceptual level. And then I understand what transitions somebody through the phases. So however you do sales, you have to kind of break it down into those phases because you have to know what you're trying to achieve at each point in the call and then how you transition them to the next one. That does a couple of things. First of all, it allows you to not get lost in the weeds when somebody's going on tangents because you know how to get them back. You also know how to get them back quickly. Long calls will always result in a think about it objection, right? So there's a bunch of reasons for that. But we can't have a call going for 60, 70, 80, 90, 100, 120 minutes if we are. They're more than likely going to result in a follow up or a think about it. And the follow ups aren't necessarily a bad thing. Sometimes it is what it is and like joke. But if you add two or three words to the punchline, it loses a lot of effect. The least amount of words you can say something in, the more powerful that statement becomes. We did a podcast with Jeremy Minor last night and he had a great little. He had a great little adage. And it was someone who changes their mind against their will has the same opinion still.

Right?

So. And that's where, like that whole if. What was that?

You want the correct quote?

Yeah. What's the correct quote? It's pretty close to that. It's by Stephen Covey. So I think it's from that book Habits of Highly Effective People. He said, a man convinced against his will is of the same opinion. Still. That's pretty close.

Yeah, not bad.

Not bad off the top of my head. And what that means is that like when our sales processes go too long, right, we lose the emotional power of the problems that we're trying to solve. Then what happens is we have to. Objection. Handle. And we have to beat them.

Right?

Now we've changed their opinion against their will, so they still have the same opinion, but they've been beaten into submission. So the shorter we can make our calls, the more emotional power we can hide. The more we can do that cost of an action piece and understand their real problems, the more likely they are to have that problem or that poor idea or whatever it is unravel in their own hands and they change their own mind.

Right.

Which is how we get those objectionless. Closes I went through a role play today with David, and I was like, we. I sold them into a fitness program. It could have been anything, but I tied up. So, Dave, you want to talk about it? I'm sure you were probably planning on giving me a few objections, but it was difficult, wasn't it?

Yeah, there was really no point. It would just be out of congruence with the roleplay, because everything that I was saying up to the point of actually closing was in congruence with what I wanted. And so, like, it just didn't make sense. Otherwise it would have just been for the activity.

Yeah. There was just no. And so as I was taking him through the phases, I had key points of the conversation, okay. Where I wanted to make him dig in on his own opinions, right? And so this is about defending your own position, Right. Like, we've spoken about this before. So as I take someone through the phases, I want to understand the concepts of each phase and what I'm trying to achieve and how I'm trying to pull the sail forward, right? In the path of least resistance, the straightest possible line.

Right?

Because every tangent, I lose that emotional gravitas that I've built, Right? Or I run the risk of them forgetting something. So I want to understand their problem. I want them to understand their problem. I want them to explain why the problem is happening, and then I want them to explain why that problem is affecting them and how it's affecting them physically, mentally, and emotionally.

Right?

And then I want them to explain in detail what that is. Once I've gotten that problem and I. We've explained all that, then we talk about, okay, now what happens if we do not fix that problem? Or you know what I mean? And then get them to explain in detail what happens if they don't fix it, and we put some timeframes on that, and then it's like, okay, so now we want them to become aware that there are solutions. So then I want them to tell me what solution they want. Then I want them to defend why that Solution is what will give them the result.

Right.

So, okay, like, I guess before talking to me, were you out there kind of looking for ways to get more sales and marketing or lose weight? Yeah. Yeah, I was. Okay, can you explain me a little bit about what you were looking for? Okay, so now that I understand all that, I guess, do you have an ideal criteria as to what you're really looking for to ensure you can make that 10k a month so you can sort of take more holidays and give your family that freedom that you're looking for?

Yeah.

Okay. Okay. And so, and so, like, why, like, okay, you said accountability or you said this. You said this. Like, what did you mean by that? I mean, I need this, this and this. Okay. And why is that important to you now, though? Okay, that makes sense. Right. So every single time I want them to espouse a principle, I need them to break down in detail what that means. Because if I just let them go over, I need accountability. Okay, well, what does that mean? Can you be more specific? Can you help me understand what you're trying to, like, what you really need there? Okay. And why that in particular? Okay. And why is that important now? Okay. All right, Perfect.

Right.

So now I understand all that. Now we go through cost of inaction. Okay. So now we've got their current situation. We understand their problems, we. We've understand what solution they feel they need, and in detail, why they require it.

Right.

And then they've defended why they need that and why that is in particular is important to them right now. Then we go through a cost of an action. What happens if you don't fix this problem the next three, six or 12 months? What's going to be the outcome? Oh, well, it's not going to be good. What do you mean by not good?

Right.

Again, defend the position.

Right.

Creates urgency. Okay. And so are you, Are you willing to settle for that?

No, I'm not.

And whose choice is it to settle? It's mine. So is it important enough for you to start right now? Is it important for you to start, you know, losing weight or making more money so you can insert the emotional driver?

Right.

Is that important to you? Yes, it is. But why is it important to you now? Why not just do this later? Make them dig in, ask questions, probe, clarify. So now I've got all those things in order right. Now that I've got that, now I'm getting them to commit to change. Is it time for you to make a change? Yes, it is. Why now then? I'm just going through like a small series of. Because you said you wanted this, we want this, and it's a very simple process then. Okay, well, I think what we're doing might actually work for you because you know how you said you're looking for, you know, be able to get more leads so you can transition those into sales. You need someone to teach you how to hold accountable to actually doing your numbers and teach you those rule skills on how you can actually use, utilize the platforms that you have to be able to get more leads, get more sales so you can make more money in your business, which is going to allow you that freedom that you're looking for to spend more time with your family and loved ones. If you think it's appropriate at this stage, I could sort of tell you what it is we do and how we can help you solve some of those problems. Would that be okay? Yes. Permission to pitch. Okay, then. When I pitch, everything is price, term, price and term are always at the top. It's statistically proven that when you say the price or when you put the price at the top of a quote, they're more likely to take that everyone else does it the opposite way around, which is great for us. So if you get value, value, value, value, price, the last thing you think about is the price. Then you have to retrospectively try and attach value to it.

Okay.

See how from an emotional standpoint, is difficult to do, right? Whereas I want to go price, term, upfront pricing, it's $25,000 over 12 months. There's a three month opt out period. We can go through that. And for that, this is what you get. You get feature benefit problem, it solves. Feature benefit problem, it solves. Now you don't want to tell them every single feature and every single benefit of the entire program. You will confuse them.

Okay.

During this process, we've probably held on to 1 to 2, hopefully no more than that. Real serious problems that we're going to try and fix. If we expose 10 serious problems, they're going to get overwhelmed, they're going to have to go away and think about their life choices, right? We get them outside of that buying pocket, right? We've exposed too much, right? If you go to a personal trainer and they say we need to work on this and this, your training, your nutrition, your accountability, you're out of balance. Your right knees fucked, your left knees fucked, your hips fucked, your shoulders fucked, your elbows fucked, your neck's fucked, all this kind of stuff, you're just like, whoa, whoa, whoa, fuck man. Like how much time is this going to take me? If you hear how much time is this going to take me? You've exposed too many problems.

Right?

Because they're just thinking, whoa, man, what the fuck? This is too much.

Right?

And from an old school sales perspective, that's what we want. Because then an old school salesperson is going to do a compare and contrast method where you then throw things back in their face. But you said you wanted this now. You said you do now. You said you want to do that. That doesn't match up. How do you justify that inaccuracy?

Right?

So you throw that in their face. A more nuanced salesperson allows them to discover that that line of thinking is not productive.

Right?

So once we go through the pitch, we're just going to focus on the features and benefits that actually fix the problem they're looking to solve right now, because that's what's going to get them to buy. Then from there we do a temp check. Does that make sense? Are you with me on that? Does that structure, does that, does that seem like it could, it could possibly be the answer for you. Again, still maintaining neutrality. I'm not talking about signing up to the program. I'm talking about an in principle agreement that that structure will create success. And that structure, mind you, is exactly what they said they needed 10 minutes ago.

Right.

And I've anchored those features and benefits to the emotional issue they're having.

Right?

So they're not. They don't care about the features and the benefits. I could say, well, what we're going to do for you is I'm going to teach you how to knit for 45 minutes a day, every single day. And at the end of that, that's going to give you the mental clarity so that you can close at 90%. And how we're going to do that is this. You don't give a fuck. It doesn't matter. It's irrelevant.

Right?

Then once we do that, we get the temp check. All right, cool. Does that seem like it can be the answer for you? Yes, it does interrupt. Why defend your statement?

Right?

Next thing we go through, okay, does that structure, does that structure that I've laid out for you, that plan, does that feel like it can get you from where you are now to where you want to go? Yes, it does. Tell me, why defend that statement? Obviously you do it with a more neutral tone. Can you, can you, can you just sort of tell me like, I guess, some specifics as to why you feel that way? Yeah, Well, I feel like the accountability and this and this and this is exactly what I need right now. Okay. Okay. Like, I guess that makes sense.

Right?

Again, a slight skeptical tone, because then they're going to dig in harder because nobody likes. You want a bit of pushback here because the pushback is towards them moving forward.

Right?

Then from there it's, hey, I don't have anything else for you at this stage. It's just all we have to do is organize your program. We can do that with a credit or debit card, and then we can go ahead and get your onboarding done. We can do this, this, this, this, and this, whatever the onboarding process is. And then from there we'll get you started so that we can help you insert goal, insert emotional driver. Would that be appropriate? How would you like to proceed from here? And at the end of that call, it's very difficult to say no, and they don't want to. I'm not saying very difficult to say no in a term of like, you've tricked them, because that's not the case. What we've done is we've led them down a path where they are constantly convincing themselves of the importance of their problems, the need to change them. What happens if they don't change? And when somebody feels truly heard in their problems, it doesn't matter what solution you present them because they feel like they're truly heard. And that when you listen to someone intently and you ask them the right questions, they know that you have their best intent at heart and that you understand their problems. You don't understand their problems, and you're offering a solution. Clearly that solution will work because you've understood the problem. Does that make sense? And you have to understand your script that, well, I don't care if you use my script or your script or whoever's, but you have to understand the concepts and the principles that you're trying to espouse within that series of, you know, words so that you can keep people on track, get them to defend the right positions, get them to unravel the wrong ones within their own hand, and then get them to want to move forward in the process.

Right?

So that's the reason why, like, really thinking about every word that you say is super important. Because, like, I do not want to say anything in a sales call that I don't feel is going to pull the conversation forward in the right way once I understand the problem. It should be 30 minutes. You might take five, 10 minutes, might take two minutes, might take 15 minutes. To really establish the right problem, depending on like the, I guess not the intelligence, but like, you know, the person's ability to understand the situation that they're in.

Right.

And that's our job, and that's probably the hardest job of the entire process, is to really understand the correct problem. So. But once you feel you have the correct problem, it's really a bit of a bouncing ball type scenario where you just have to hit a few things and you notice at no stage that I go into why they're doing things I don't really. And I think that understanding their why, that whole assignment Senate thing, I think it's an important concept to understand, but I think that when you do things really well, you don't have to actually go into it because it's self evident within the things that they're saying, the importance of what they want to do and all those reasons why they want to move forward. But we have that in our back pocket in case we feel like the question responses we're getting are surface level. And we can go into that whole tactical vulnerability piece of get the why out of them by showing some vulnerability ourselves and then reset the conversation on a better level in tone.

Right.

So again, we have those little sleight of mouth things in our back pocket so that we know that if we feel like something's just not right.

Right.

And one of the things you want to keep in mind that is always listening out for that non bio language where someone's just way too keen, it's way too easy and you want to slow it down. Has anyone got any questions on what I've just said? I know that was a lot to consume.

Not really.

No.

So their why becomes evident in defender. Exactly, Exactly, Dave. So like when they defend their own positions consistently and they talk about why it's important to move forward and what happens if they don't move forward, it's all baked into the cake. Right. So you don't really have to specifically go down that line. If anything, I started cutting that out. I used to add that into the script about going into their why. I cut it out. It saved me eight minutes and my close rate didn't change. So. But it's a good thing to have if you feel like everything's a bit surface level. Okay, so I guess from here, like, what are some things that you guys think you can do in order to understand, I guess, like the principles of what you're actually saying? James said the use of skepticism to defend their position makes sense now.

Yeah.

So that's good.

Yeah. Makes a lot of sense to me because, like, something that Chris Voss has said a while back with a why, why, why? So why? Why is so powerful? Because it makes you. Like you said, it makes anybody defend, no matter what they said, what they just said. And if you keep getting them to repeat that, and it's almost like you're fighting against you. And that doesn't make sense.

Exactly. You know, me and. Me and Marco were doing a role play yesterday, and he goes, oh, but what happens if someone says this? And I can't remember what he said? And I go. He goes, how do you overcome that? So I said, well, say it to me. I just go, why? And he goes, oh, yeah, that's all I said. Why that? You know? And he's like, yeah, okay. Yeah, nothing.

You know what I mean?

It's a really powerful question. I asked Jeremy last night, what do you think the most powerful question in an entire sales call is? And he said, it's the cost of an action piece. Right? He said, so, like, what do you think will happen if you don't fix this XYZ problem? So you can get XYZ over the next 3, 6, or 12 months? You have to listen to the podcast. The dude's tonality. Fuck is so good. Like, it's so perfect. Everything he says is just. It's just fucking straight fire. To be honest, it was really, really good conversation. And it kind of. I think you guys will listen to it, we'll drop it in. We're not going to release it for two weeks, but we'll put. I'll put the audio in the slack so you guys can listen to it. He goes through a lot of these principles and sort of explains more eloquently than what I can, some of the reasons why we say what we say and how it differs from that sort of older school model of selling.

I got a question.

Yeah, go for it.

How do you get better at tonality? That's always been my weakness. I have a very neutral tone of voice. I've always relied on just asking really, really good questions.

You have to understand the emotional context of what you're saying and why you're saying it. So again, it comes. And also, I think, I mean, for one of those throwaway. I really feel that life experience does play a large role in how you communicate with people and the level of tonality you can convey, because the more emotional and real conversations that you have, the better you get at it. But, like, once you understand and you play around with different tonalities and role play. And what I mean by that is, like, use pausing, use stuttering.

Right.

Tonality isn't always to do with the actual tone and timbre of your voice. A lot of it has to do with the pausing and the negative space in between the words that you say.

Right.

I create that. I guess it's just when I'm like, doing that. Jeremy, I had a question. Like, the cost of an action. I sound really fake doing that tone of voice.

At least we'll say it and I'll tell you.

Well, I guess, like, what's really gonna happen if you don't do anything to begin with at all?

Okay. So you gotta remember when you're trying to elicit a real response, you need to talk slowly. So, Temple, I suppose, like, what is it that you think will happen if you don't fix this tone issue over the next, like, three, six months?

Man.

Got you. I see the difference.

It's slow. It's deliberate, it's intentional. There's emphasis on the words that you want. Emphasis on. So don't end fastest. The wrong syllable, right? So you want to kind of make sure that, like, the things you want to emphasize are like. Like what happens if you. Like, you don't. And the points that you really want to iterate, you can say twice. So you use that stutter, right? So stuttering is a great way to make it sound like what you're saying is very thought filled. And then using that negative space to kind of create that tension.

Right?

Like, if I like it, like if I re. If I really want to make you listen and lean forward, I just. I sort of just have to do that, right? And you're like, oh, what's going on over there?

Right?

Because, like, it's just. It really makes it think like you're saying 10 or different. 10 to 12 different things in your head, and you're trying to figure out the best way to say it. But speed is incredibly important. So the first thing you want to focus on when you're trying to get better at tone is speed, right? So the speed at which you speak my normal. Like, you should hear my normal speaking voice. Like, my normal speaking voice is about this fast. This is how talk to. James said, I talk to everybody. But when I'm coaching, when I'm selling, I talk at about this speed because I need every word to be clear because I don't want to have to repeat myself, right? And just be nice and slow. Be very, very clear. The nice neutral tone. And then, like, Using those skeptical tones and upward inflections at the end of, like, certain words allow you to ask questions without asking a question. Right, right. And there's a great.

I think.

Have you. Have you read. Never split the Difference?

I have not, no.

It's a really good book. It's got a lot of tonality pieces in there. He's really, really good. There's also a Chris Voss masterclass, which is really good. He's really. He's like a hostage negotiator. So obviously tone is incredibly important because you're having to keep people calm in extremely stressful situations. And there's like, there's three types. You can elicit very, very clear emotional responses from the way that you talk. Now if you do the FM DJ voice, you're going to allow people's brains to slow right down and it allows them to think very clearly. Or you can be really, really intense and it's going to actually. Cause you can ask someone a question like, will, I need you to whistle right now. Whistle. I need you to whistle right now. I need you right. Right now. Whistle.

Right.

It causes people to fucking be all flustered and stuff.

Right?

And then you've got like, that's a really quick way of thinking. And then you've got like a real staccato like, hey, how are you? Right again. That causes people's brain wa. Really speed up and like, and like, flush them a bit. So if you're trying to fluster somebody, talk that way. If you want to get someone to have a very relaxed, calm demeanor, the slower and like, just kind of more gentler that you speak, the much easier it is for someone brainwaves to kick in. And that affects everybody in the exact same way, just to varying degrees.

Right.

So he's got a great training on. It's been a while since I've done it. But he does, like, basically he gets people to. He fucks up people's heads by getting them to say, okay, I'm going to. I have your daughter hostage and I'm going to kill her in 60 seconds unless you convince me not to. And he goes, I'm going to use three different tonalities with you. And you watch how they respond. And when he's slow and calm and he's like, hey, I've got your daughter. I'm going to kill her unless you do this, the person can actually come up with responses that make sense, but when he does it, the exact same words in a different way, they are flustered and they cannot come up With a response and it just goes parachute really quickly. So understanding speed is super important. And then using the negative space effectively and using something that's really easy to incorporate, like intentional stuttering. I think those are probably the easiest ways that you can get that tonality piece.

Right.

And then moving on from there, it's really understanding what you're trying to say and how it's supposed to come across. And then like you'll just, you'll be able to gauge reactions from people and then from there kind of make mental notes to what you did right, what you did wrong. And then listening back to what you've done is always helpful. Cool.

I just bought the book on Kindle.

Yes, it's really good. It was actually very enjoyable read as well. It's like quite entertaining. It's the best non sales sales book I've read.

Can I read on Kindle or do I need the audiobook to hear its tonality?

No, no, you can read it. I like, I read it. It was fine.

Okay, awesome.

Anybody else? Anybody? Any takeaways they want to kind of take away from today and try and implement over the next few days?

Yeah, no cooking the pitch.

What's that? Sorry.

Not overcooking the pitch for some reason. You just. Yeah, I think just take about two or three points and, and just make the pitch more succinct than what I've been doing.

Yeah. Do you know the reason why you overcooked the pitch?

Probably just a little bit of lack of mental gymnastics because I'd be making notes in like a section on my whiteboard as to how I'm going to solve and then I'm just, just not picking the best top three. Same. I've got about five there and then just out of habit I'm just using all five. So from future I'm just gonna just take the ones I'm gonna use.

Yes. Sweet. So everyone's obviously personalities are different, right. And so Jimmy James is a very much like a C type personality. Very, very detail oriented and stuff like that. Sometimes you just need to put the pen down and listen to the people.

Right.

So like I don't take notes during a call. I recommend people do. I have, I'm lucky. I have a very good memory so I don't need to.

Right.

But that's because I had learned displays as a kid and that's the only way that I learned was by listening.

Right.

So I have a very good auditory memory. So I don't. I remember every conversation I had. But what we need to do is just truly listen to the person and instead of worrying about how best to sell them at the end, worry about what they're saying in the moment and how we can best serve them to get them to want to buy.

Right.

So it's a different mentality. But yeah, like, I mean, not everyone's gonna buy and that's okay.

You know what I mean?

We can't win them all.

Right?

And sometimes it's not right for the person. Sometimes they have 25 years of deep seated doubt given to them by horrific parents. And it's very difficult for us in a 45 minute phone call to get over that. So we have to be okay with those outcomes. But really what we're trying to do is we're trying to elicit change. That's all we're trying to do. That's all sales is right. It's assisting someone into getting out of their own way. And so sometimes we just need to really listen to what the people are saying and be curious, ask them what they mean by things. And then as long as we understand those phases that we're trying to take people through and our start, middle and transition questions that we take them through each one, then we, and the more we understand what we're doing and the principles, like, I know my script back to front, I know every single part of it, I don't need to use it anymore. I understand all the principles and where they are, where I'm trying to get to off the top of my head. So now the script's just like in my head.

Right.

But once you understand that, then you don't get lost in the weeds too much. And so you can really just listen to what they're saying and you can pick up on all the small things that become big things later on. Because people aren't just going to naturally want to give you all the information because there's an element of vulnerability there.

Right.

And so we have to allow that to progress throughout the conversation in a somewhat natural way, but in a way that we're leading it and we know where we're trying to go.

Right.

So. And the more confident you are in what somebody's real problems are and how important it is for them to solve it. And you've taken them through the right process. The pitch could be no pitch at all.

Right.

Marco can attest he's listened to plenty of my calls where I give absolutely no deliverables at all. Yep. None whatsoever. Not a single one. Not a, hey, you get this. All I do is say the price, and we go from there. All right, man, it's going to cost you $25,000. How would you like to proceed? Yeah, let's do it. All right, Sounds good. The coaches can sort the rest of the shit out. So it's not like. You don't have to overthink that. That pitch component can be a minute, be 90 seconds, can be two minutes if it's 10 minutes too long. Right. So understand their problems, and then the solution will manifest itself. All right. Questions, Chris? Doubtful points? Not really.

I just got one thing for Jimmy. If, in case you write down a lot of notes and you kind of can't really, like, follow what the person is saying, just use keywords. Because I used to do that all.

The time, and it makes me feel confused.

Four color pens do work.

Yeah, Just don't.

Don't. Don't be clicking, though.

That can get annoying to the other prospect.

But actually got a question in case, like, you know, like, most of the times for the triage, this one, most of them, we ask, like, you know what attracted to book this call. Like, are you still looking for, like, a way to solve that problem? Blah, blah, blah, if the marketing changes. Okay, so it's more like the. We message the lead, and they get into a call. What would be the first question that you ask?

I mean, it's the same thing, right? So, like, what is it that sparked your interest into actually having this call today?

And they.

They always, like, how about you message me, though?

All right, cool. You got on the call. What would you like to get out of this call today?

And I feel like, oh, yeah, just because, like, you. You guys messaged me, I just wanted to check what you. What you can provide.

Okay, that makes sense. And I'm sort of more than happy to go through all that with you, man, but at this stage, it might be more appropriate if I could just find out a little more about you, about your business, what you're really trying to do, to see if I can even help. So, like, what is it that you're, you know, possibly looking for at the moment? Dude, easy done. Easy peasy. No one can. No one can get past my deflections. I shall not give you price. No solutions until the end.

Right.

All right, guys. Anything for me? Sweet as.

Put that coffee down. Coffee's for closers only.

It's slow. It's deliberate. It's intentional. There's emphasis on the words that you want. Emphasis on. So don't infastice the wrong syllable.

Right.

So you want to kind of make sure that, like, the things you want to emphasize are like. Like, what happens if you. Like, you don't. And the points that you really want to iterate, you can say twice. So you use that stutter, right? So stuttering is a great way to make it sound like what you're saying is very thought filled. And then using that negative space to kind of create that tension.

Right.

Like if I like it, like if I re. If I really want to make you listen and lean forward, I just. I sort of just have to do that.

Right?

And you're like, oh, what's going on over there?

Right.

Because, like, it's just. It really makes it think like you're saying 10 or different. 10 to 12 different things in your head and you're trying to figure out the best way to say it. But speed is incredibly important. So the first thing you want to focus on when you're trying to get better at tone is speed.

Right?

So the speed at which you speak. My normal. Like, you should hear my normal speaking voice. Like, my normal speaking voice is about this fast. This is how to talk to James. I talk to everybody. But when I'm coaching, when I'm selling, I talk at about this speed because I need every word to be clear because I don't want to have to repeat myself.

Right.

And just be nice and slow. Be very, very clear. The nice neutral tone. And then like using those skeptical tones and upward inflections at the end of like, certain words allow you to ask questions without asking a question. Right, right. And there's a great, I think. Have you. Have you read. Never split the difference?

I have not.

No. It's a really good book. It's got a lot of tonality pieces in there. He's really, really good. There's also a Chris Voss masterclass, which is really good. He's really. He's like a hostage negotiator. So obviously tone is incredibly important because you're having to keep people calm in extremely stressful situations. And there's like, there's three types you can.