Sales training but different

open it up for Q&A, um, and then we'll do some role plays as well. But, uh, basically just go for it. Also, I'm gonna really be on— on Friday I'm releasing the CRM farming course. So not a super long course, doesn't need to be. It's basically just like, do this. It's the documentation around how to do said thing and then some videos around it. And then I managed to make Claude make some guides on how to do that thing in GHL and HubSpot. And close, I think, as well. So that took some finagling, but it's pretty much done from the last few videos this week. Um, yeah, alrighty, uh, let's get into it. He's got the first question.

Why is it so prevalent, Mathieu, in the industry— uh, not resells, now I let Zap go— why is it so prevalent for guys as a setter to dive into the pain, to always probe into that shit? They feel it's like necessary.

I think a lot of that comes from the fact that the closers are always constantly whinging and complaining at setters behind the scenes about like wanting better leads and more laydowns. And that's, that's like the death spiral of a company that has setters and closers for sure. Okay.

Yeah, makes sense.

Thank you.

Yeah.

Zab?

Yeah, what's up? How you doing, Matt Ryder?

Doing good.

Well, I was on a call and then I was like asking rationale. Prospect was super vague, and then I was like, you know, why get more advanced help with, you know, us? It was a, um, it was a BizOp real estate. Why get more advanced help?

Why not do it yourself?

And she was like, yeah, I mean, I can't do it myself. I was like, okay, no problem. So, so why not, why not go down that route, right? Why even hop on the call? She's like, yeah, you're right, I can just hop off right now and just go do it myself.

Yeah, I mean, that's a rarity, right? Like, I've literally never had that happen. So like, I wouldn't like, uh It's a rarity. However, I don't like the question. When you're looking at like a rationale type question, I find that you want to sort of— you want to— a lot of people tend to steer it towards like their solution, like, hey, why not get more advanced help with your sales? Or why are you looking around and getting a sales— getting a fitness professional and something like that? I don't like that angle. I never take it. I always talk about like the logical conclusion of their current state, right? So like what they're currently doing or like a very common way of doing it. I want to logically expand that. I sort of don't want to say why, like why get us, not just do it yourself. Like I wouldn't use that because like there is a percentage of people that would just logically say, well, I mean, I suppose I could. Like, oh, that's a good idea, never thought of that. Right? So like if I'm selling sales training, I say like, why would you look at, I guess, making more sales through increasing your skill set? Why not just double down, triple down on your time, take more calls, right? Double the sales calls, double the sales. Yeah.

Right?

And so like the answer I always get is an exasperated, ugh, but I'm already working so many hours already. Okay, so it's a very, very predictable answer. And then from there I can go into a gap-filling phase that's based around them working too much and not making enough money, which is like extending my gap. Right. So like, if I'm, if I'm selling a BizOp, be like, hey man, what's the reason for, I guess, looking to add this extra income or make that transition? Like, why not just kind of climb the corporate ladder where you're at?

Okay.

Right. Like, that's a better question because then I can get them to tell me why their current situation and way that they're doing it will never actually get them to the outcome.

Okay.

Right. But like, instead of going like, why use us? I just don't— it's also very salesy because it's a very assumptive kind of like, why? Like, why use us? You know what I mean? It's like, I don't know yet. And then it also can induce early pitches. Okay. That makes sense.

Yeah.

You know, so like, what do you sell specifically? You sell a BizOp?

Yeah, that call was a BizOp.

When that call was a biz op, you either sell a biz op or you don't. Like, what do you mean?

Yeah, it was a biz op.

Yeah, but what do you sell?

Um, real estate, real estate mentorship coaching. Like I said, that call, because I saw on another offer as well for sales training. But yeah, real estate.

Ah, oh, that's right, that's right. I was teaching another one of you sales training guys, and so sales training, I remember that. I'm just fucking with you. Okay, cool. Yeah. So for BizDev, you generally wanna have your rationale questions segmented by avatar.

Okay.

Right. Why not just climb the corporate ladder? Why not just, you know, kind of dig in and work more hours in your current job? Right. Like why not try and get a promotion? Okay. You know, do these things make sense? It's like, what, like what is the logical other alternative?

Mm-hmm.

Right. That they obviously don't wanna do because they would've, it's like, oh, I never thought about getting a promotion. Really? Are you retarded? Like, what are we talking about here? You never thought about— like, that's the stupidest thing I've ever heard. So people aren't going to say that, right? But people are going to say, yeah, I guess I could just do it on my own. Like, someone will say that, and someone did, right? So when you're, when you're looking at the questions, this goes for everybody. You want to really understand, like, what is the intent of the question that I'm asking? What answers do I want? What answers do I not want? And how does it help to further my agenda? Okay, right. So like, for me, like, let's just say I'm selling Dialer, right? And I go, hey, just so I can see the reason why you guys might be looking to, you know, get a more effective— like, to get a higher— like, to speak to more of your leads through getting a better pickup rate. What's the reason for doing that rather than just like, you could hire more people, you could double, triple dial, you could just sort of like, you can just dial more? Right, because you end up with the same outcome anyway, right? Like, well, fuck, we already have 10 guys, we're already doing this, we're breaking compliance rules. I'm like, whoa, whoa, whoa, whoa. All right, so I want to induce like them to barrage me with the problems that I know they have. Okay, right. And that's how you kind of want to strategically look at your questions. Write the question out, and then over time you want to narrow that question down to be executed in a way that is really only like going to— that it's going to give you very particular answers. Does that make sense?

One more, one more quick question as well. Okay. Um, that same call, like the prospect was like very vague, right? So I remember what you told me last time.

It sounds like a weird person though, so we don't want to get too caught up.

Yeah, not on the— not more on the person, but I remember what you told me last time about just say, keep it simple. Why now?

Probe.

And she was like, you know, I was like, what shifted? Like what changed? Why now?

She—

and then she was like, yeah, I mean, now I just feel like doing it. I was like, okay, cool. And I was just like, well, why? Why even do it? She was like, well, I just feel like doing it now. I feel like I keep repeating myself. So I feel like—

yeah, but like, again, this is a weird person, right? Okay, this is a weird person. So like I always say, weird people be doing weird people things. For the person to go, yeah, I mean, I guess I could just do it myself, that's a very combative person.

She was, true.

Right. So like, that's someone who just likes verbal battles, and those people are very rare. The chances that you encounter that again in the next year is almost zero. So just kind of release it. You can't learn anything from those situations, you know what I mean?

Yeah, so that's what I was saying. I was like thinking about like analyzing the call, like, and just, you know, but no, you want to analyze the calls that you did really well on.

Right. So that you can replicate success and you wanna analyze the calls where you're like, I just don't like, I should have closed that. I just don't know what happened. Right. But when you have really weird people who give odd responses to things that you've never heard before, that's not worth analyzing or even contemplating any further. You just let it go from your brain because we wanna work on patterns that are replicatable. We don't wanna have like ninja tactics for prospects that come around. Once a year. It's like, fuck that person. I don't care.

That doesn't make sense. I appreciate that, Matt.

No worries.

Thank you.

Hey, Matt Ryder, I got you a question, please. Uh, Jeff on the situation phase, and I keep getting stuck with the old-fashioned way of basically, how long have you been here? How have you tried it? How can I break that habit?

Um, I mean, I mean, you could, you know, okay. So like, what, what's like, what's, what's the problem you're trying to fix? Your, your, your habit is that you're asking like standard rapport building questions.

Yes.

I mean, like it's working though, right?

Yeah. It's, it's working. But I, when I was talking to Jeff, I want to do the diaper. I want to probe better.

Yeah, for sure. Um, but if it's only in that phase though, like these are, you know, these are sort of 1 percenters, right? So, and again, we don't want to get into sales snobbery where we start going like, because it's not this way, it's wrong. Yeah. Yeah. Right. So like, cause that, that's not, that's not really a thing because it's not like, let's just say we'll use NEPQ as an example. Like if you execute straight line, well, it's fantastic. If you execute Cardone's method, well, it's fantastic. NEPQ I think is a great and the best all around, right? One, like this is what I use, right? I think it's very structured and very like, like maneuverable. However, you don't want to remove elements that you've been really successful with. What you want to do is you want to tweak them. And if there are things like— there also, there's a really valid argument for saying like, even though this would be technically less optimal, because you executed so well, it's better. You know, you're right. So, you know, I would— I wouldn't try and change things that you're really comfortable with, that you execute well when you're getting a good outcome because your close rates are really high. Right, right. Like you're getting a really good outcome. If and when it becomes a problem, like if you change overselling, if you speak to, you know, the boys that I introduced you to and it becomes a problem, then we can have a look at it. However, I wouldn't, I wouldn't try and I wouldn't become so rigid that you're not, that you're trying to kind of throw out processes that you're pretty happy with in the past. Does that make sense?

It makes sense, but I want to learn the APQA way to better my thing.

Yeah, yeah, yeah, yeah. But Fair enough then, but the question needs to be then specific around like, how would I execute this, or what would I say here, right? And when. Because like, what we— again, what we don't want to do is, is start going like, this way is better, therefore everything should be this way, because it's not really the case. Okay, right. Like, you know, I, I would, I would argue that like my— the style of objection handling that I teach is not really an EPQ. I just kind of made it up. Right. So like, it's like, well, I want to do it the EPQ way. It's like, then go download the 50. Well, I want to do it your way because it's got a proven record. Yeah. No, I know. But what I'm saying is like, there are many, many proven records, right? So if you have a— if you're like rapport, like if the question— like, again, I don't know what— I don't quite know what the question is because it's like, is the you want to change your situation question. Situation questions are simply just what are you currently doing about the thing that you're trying to get?

Okay.

Right now, connecting questions and like building rapport and that kind of stuff, like you're doing stuff in person. Also, like if you heard how I sell when I sell dialer, there's no NPQ in it whatsoever.

Okay.

Like, right. It's just like very, very straightforward, like ask questions about the problem and it's very, you know what I mean? Today I had one where I had to do some finagling because the CTO was on. And he wanted to ask a bunch of technical questions. I didn't feel like answering them, right? So I had to do some stuff. But like, other than that, you know, it's a pretty straightforward sale. And so I'll do like less and less and less kind of salesy things, if that makes sense, like sales ninja-y things, right? You know, if you, if you have a massive right hook and you can just knock people out with it, like just punch people in the face, right? You can be an awesome jiu-jitsu guy, but Yeah, so what I want— so anyway, like, long story short is like connecting questions are like, why are you here, right? I don't think that— I think that building rapport is unnecessary. However, in person it's probably going to be a lot more necessary, especially when you're talking to a woman or like that. So like you're going to try and do extra things to make the person feel comfortable, whereas online that's a little bit different. You don't require that because there's no like there's no physical space between you, right? So like for me, in connecting questions, I just go, hey, how's it going? How can I help? That's it, right? If I'm going to someone's house and I'm doing something there, I'm going to make an extra effort to make them feel more comfortable. I'm probably going to be a lot more likable and a lot more friendly and upbeat, so I will ask a lot more questions like, hey, how you been? What have you been doing this week? It's just going to naturally happen because it makes me seem like a normal fun guy to hang around. Right, right, right. Then from there, my situation questions, I'm going to be going into like, like after I get what they're here for, my foundation's cracked. Okay, cool. What have you tried? What have you been doing? Like, what are you seeing? You know, I'm going to be asking just pure situation questions and I'm going to move on from there, right? So like, I don't, I don't want you to like remove things that have, have, have you, have you have a proven track record which are allowing you to have a quality conversation with somebody. For the sake of it being more NEPQV when an in-person kind of, you know, burly looking dude rocks up and it's some sort of, you know, 50, you know, 40-year-old housewife that's by herself.

Right.

Like, I don't think you should be like, hi, how can I help? And just like fucking death stare them, right? It's just not going to go down that well.

So, right.

Thank you, Matt Ryder. Um, no worries. All right, who's next? Just start talking.

I have a question about Solution Awareness Part 1.

Um, uh, okay.

Yeah. So it's specifically about like finding the limiting belief, reframing it. So the first thing I do is I kind of have like, you know, what, what have you tried in the past? Usually they say nothing.

When you say part 1, what do you mean?

Well, solution awareness part 1 is like, so I get into, you know, what have you tried in the past? Try to reframe the belief. And then part 2 is future pacing.

Okay.

Sweet.

Okay, cool. So yeah, so in reframing the belief, I ask, you know, why haven't you done anything? Or like, what have you tried in the past? They say nothing. Why is that? And for example, they'll say like, oh, I'm just a big processor. And I'll be like, okay, what does that mean? And they'll be like, well, you know, I just like making informed decisions, yada yada yada, whatever it is. I just ask like, what's different now? The tricky part is they give a pretty logical answer. So what's different now?

I don't understand why. Why would you ask that?

Which part? The what's different now question?

No, like, how are you getting I'm just a processor in solution? I don't understand.

So I, you know, like, you would get that. Yeah, like, what's held—

and what belief are you trying to attack?

Well, I'm just trying to understand what's held them back from trying something in the past and get a limiting belief. It's typically, you know, So as an example, you know, like what's happening—

So before you started talking to me, have you been out there looking for ways to do things? No. Why not?

I just like processing things before I jump in.

Okay.

And then what would you go into there?

I'd go into clarifying what processing means, which is probably like trust. Right. And so maybe, but that's why I clarify. Right. But I guess that's where I'm lost. Where do I go from there? Because typically I just ask like, okay, what's, what's different now?

I think the problem is you think that there's some sort of— I think the way you've labeled it is your problem, whereas it's where it's like attacking the belief that you said.

Yeah, like finding the limiting belief and reframing.

Yeah, just throw that bit out of your vocabulary. Right. So like, and you'll think of it differently because like, that's, that's like psychobabble gobbledygook, right? It's like, what you're, what you're looking for is like, it's like, okay, I need to process things. Okay. So have you tried, have you spoken to anybody, done anything, looked at anything? No. Yes. No. Okay. So you were contemplating, contemplating. You're processing the processing?

Well, no, I was just, you know, finding what's going to be the right path for me, you know? Like, I checked—

and how will you know when you found the right path? Like, what's the ideal criteria that you're looking forward to know? Like, yep, this is the correct path. Yeah, well, and I'm done. Haha.

Okay, please.

Like, I just don't— you're, you're— well, you're trying to, you're trying to get answers you don't need.

But don't you think that's like them saying the right path is a little bullshit because it's like, well, you know, like, great, I care.

Does it help make a sale?

No, I think so. It prevents objections.

No, I don't think so. It might. I don't think so. Hmm.

Okay, so just—

I just don't see the point. I just— I don't see the point in digging in on that question, right? Because like, if they— it's like, yeah, I watched a couple YouTube videos. I really haven't done too much. What's changed now? Well, I just had to process stuff. Oh, sorry, I understand you had to do that, but what's changed now? Like, I think, but the fact that you're labeling it like attack the limiting belief is what is, you're looking for things that are way more substantial than what you require, right? Like, that's like a labeling thing, right? It's like, I don't give two shits about that. All I wanna do is go like, tell me what you need in order to be certain. And if you have tried something, if you haven't tried something, I'm gonna be like, oh, what's changed now to where you want to start getting after it? Well, nothing really. Okay, well, something must have changed, right? Because like you don't go from doing nothing to doing something. It's like, I just really wanted to, you know, start. But I would have already done that in problem awareness, right? So that would have— that's a problem awareness thing.

Well, you wouldn't have like, what's holding you back from trying something?

I just don't care.

You don't care about what's held them back from trying something? You just care about like—

No, not in the slightest. Yeah.

Okay. So you care about what that thing needs for them to try moving forward is the only thing you care about.

Well, I want to— yeah, because that's what I want to sell them, right? I want to sell them on like, okay, so what do you need to see that gives you like the ultimate confidence that you're actually going to be able to do this? Well, you know, I'm not really sure. Okay, well, you know, if I gave you a like a fucking map, a PDF, and a tap on the bums and see in 6 months you thought you'd get there, or If I did it, would that help you out? Yeah, that'd be how— why would that be helpful? Okay, so you're looking for this? Yep. All right, cool. Anything else? What about this? Yep. Okay, cool. So it sounds to me like you want this, this, and this. Is that right? Cool. All right, done.

All right, so Matt, how do you, how do you pre-handle things now?

Fuck, what pre-handle? Huh. I couldn't— if they want something, you just make them want it. So you gotta worry about make them want it. This pre-handling is fucking cuck nonsense, right? Because like, if they want it, none of that matters. Have you ever heard me talk about pre-handling objections except for price shock? Ever? Shit, you know, never. I don't give a shit about it because like, again, you just thought— that's because people suck at getting people to want stuff. I don't suck at that.

So you just go hard on future basing, I assume, and then ideal criteria.

Yeah, like I want them to really, really, really, really want the thing, and if they really want it, nothing else matters. They might not be able to buy it, but like, yeah, like they're gonna cry about it.

Yeah. But then if I get the process, they're gonna be really upset at the end, which is a think about it. Then I assume I'm like, oh, I didn't pre-handle it. But you're saying it's not.

Yeah.

Also like the, if you, if you try and pre-handle everything, your call will be so long that you're gonna induce think about it objection.

Yeah. That's just why I had like in Solution Awareness Part 1, I would call it to just like find the limiting belief, if any.

Yeah, I think you should just unlabel that. You can be curious and be like, oh, I haven't done anything, what's changed recently? But like, if you're trying to ferret out some sort of like limiting belief, you're just going down a path that I just don't think is useful.

No, that makes sense. Okay.

Yeah. Yeah. People do love that stuff though. I just don't. I don't know, I just don't— I never really thought about it, you know what I mean? So I think just— I like to keep sales as simple as possible, right? And then make people want it so badly that they'll be upset if they can't buy it. I just think it's easier, and then you get way better, like, follow-ups and stuff like that.

It's kind of like the too good to be true thing. Like, it sounds like it's too good to be true, but it's Probably not. I'm probably—

I mean, if people want stuff though, if people want stuff, they'll figure out a way to buy it. I mean, look at fucking how many broke people have, you know, 80-inch TVs, Louis Vuitton bag, and a fucking iPhone, you know. So, um, alrighty, next question. No one?

Question?

Yeah, let's go.

Um, so I do cold outreach, business to business. I do, uh, fitness. We do sales training for personal trainers so that they will know how to do the program. And so I'm reaching out to Anytime Fitness owners, and one thing that I've been struggling with is show-up rates to the demo call. And so these are people that haven't opted into anything, it's just cold outbound. Usually I'm even calling like the club number trying to get a hold of the owner. And so I just want to know, based on your experience, what's the criteria? What's everything I should get while on the phone with them to increase the likelihood that they show?

Uh, well, do you have a pre-call process? Do you have like, um, so the first thing you would like— so the answer is there's no direct answer to this. So like, but you can find it.

Mm-hmm.

Right. So the first thing is you document everything that you're doing to get someone to turn up. Right. So it's like you want to know how far out you're booking them, what time of day, right? Like you really want to like, you know, so you want to see if you're having a no-show issue during certain times or if it is a no-show issue. You also want to know if you have a no-show cancellation or reschedule issue. So you just segment those 3 things and then you want to document all the texts and all the emails that go out. Beforehand and then when they go out, right? And then from there, like, you want to have the minimum process that has the maximum effect, right? So when you timeline all that out, you might have like 17 communications, which is obnoxious, right? I'm not saying you do, but you know what I mean? You might have like 5 emails that go out, or 10 emails, and then 8 text messages, and they get 2 extra calls, and they have some dude that you know, if I call them, they said I did it right. Okay, but like you wanna, you wanna be able to document all that because then when you make a change, you wanna see like what tangible increase. It's really important that you document the time of day that people turn up and don't turn up because you don't wanna like have a 2-hour block where nobody ever turns up and then, but that's a large percentage of the amount of calls that you're booking. And then all of a sudden you're making changes when there is no problem. It's just you shouldn't book people in those times.

To the script when it's a timing issue.

Yeah, exactly right. So you don't want to make changes. Now, some things that are really important is like you want to make it fine to reschedule when you're on the call. Yeah, right. You don't want to be like, don't fucking— don't waste our time. Yeah, you know what I mean? So it's like, don't do that. The other thing is you want to do is you want to tell them to like open the email that you've sent them and accept the invite. So it goes onto their calendar. You want to ask them if they use a paper diary or if they use an email calendar. If they use a paper diary, can you do me a favor? Can you just jot that in there? Right. Okay. You want to normalize reschedules, yada, yada, yada. Like, hey, man, I get it. Like, life's really important. Like, I'm not here to tell you that, you know, you're dead to me if you have to reschedule. It's not the way it works, right? Can I ask you a favor, though? Yeah. Could you just tell me if you have to reschedule? That way I'm not sitting there twiddling my thumbs. I don't have to make the devil's work, all that kind of good stuff. Makes sense. All right, cool. Right. Okay. Yeah. And so, like, do all those things, like have them, like, accept the invite on the call. Okay, cool. You've got that. Because if you just send them the email, right? And then are you using a booking system or are you just like using— are you just like booking into a calendar?

No, I use GoHighLevel. Like I book through the GoHighLevel calendar.

Are you using like the calendar link or are you using like, you just booking them onto the calendar?

I'll book them.

So like their email and their contacts and flows there. And so I'll book it and it usually sends them a notification and it comes through on theirs once they accept it.

Yeah. So they do have to accept it though.

Yeah.

Right.

Yeah. Um, otherwise it won't show up. It'll show up as like a maybe. Right. Yeah. There is a cool, like, hack that you can do with Calendly. But anyway, so, so do that and make sure, like, you have, you know, an automated process that goes out. And then again, you want to know how often, what's being said so you can make those adjustments. What is your show rate, by the way?

40%.

Okay, cool. At 25%, I just tell people to nuke everything and go back to like one automated SMS and then build it back up. Yeah, right. Um, like, I would say for what you're doing, because you're booking it, maybe 65% would be like your North Star, right? So what I would do is timeline everything out, go back through, do an analysis, have a look at like what, you know, times, if there are any issues there. And then like how far out you're booking them. Generally speaking, any more than 3 days is going to induce no-shows just for people like not remembering. And then from there, I would look at like one strategic change at a time. So you make one change, like I'm going to add in a text message at 3 hours, for example, right? Or I'm going to— but definitely make sure that you're locking people in, getting them to accept the calendar on the call, and definitely make sure that you're normalizing reschedules and cancellations. And then try and figure out if you have a cancellation, a reschedule, or a no-show issue.

Okay.

Right? Those are like your steps. And then from there, once you timeline it out, you add a message or add a call in between, or, you know, you add something and then you see if that works. If it made it no better, you just, you don't keep it, you remove it.

Okay.

Right? If you go for 2 weeks and you get no increase in show rate, assuming you have enough data to actually make an inference, Right. If it's like 5 calls, you don't. Yeah. Right. But like, if it doesn't shift it, you remove it. Otherwise you're going to end up with a monstrosity of a process that's like horrendous. Right.

As far as like the—

and then you just look— go ahead— of the person. I just, I just like short, sharp and sweet. Do you know what I mean? And then like, I just, I do the same thing every time. Like, hey, morning or afternoon? Yeah, I'm in the afternoon. Monday or Tuesday work better for you? Tuesday. Okay. I have 3 or 4. Which one works better?

3 o'clock.

All right, cool, man. Can you do me a favor? Yep.

Sweet.

I'm just going to send you an email with that information. Have you got it? Yep. Perfect. All right, cool. Can you hit the accept button for me? Yep. Sweet. That should come through. All right. You will get a couple reminders from us, just automated ones. This is my number, though. Can you, like, write it down? Sweet. As if you need to reschedule, cancel, do any of that kind of stuff, if you can just do me a favor and just let me know. Obviously I get it, life gets in the way. This is the most important thing in the world to you right now, right? So like, I totally understand. But if you can just let me know, like, like, that'd be awesome. And is there anything that I can do to best prepare so that you have a really productive call and I make sure that I'm like respecting your time as much as humanly possible?

Okay.

They go, no, this. All right, cool, man. You'll probably hear from me like a day before just to confirm that nothing has changed, life hasn't gotten in the way. But if there's nothing else, dude, I'll speak to you in a couple days. Is that good?

Yeah.

All right. Perfect. People are a lot less likely to no-show someone they like.

As far as like the value of showing them the value of showing up, how far along the NEPQ process do you usually take them? Just to like situation or problem awareness?

I mean, you're cold calling them, right? Yeah. So you're going to have to go through problem awareness. I would probably like stop at problem awareness. It's probably long enough. You're probably not going to get away with doing much longer than that. Um, but also like if they have the time and they're open to it, I would try and pitch them there and then fully the whole program. Yeah, you have them on a call. Yeah, just okay, like if they're open, be like, if you go and book and go, I have time now if you just want to keep chatting, if you're interested.

Yeah, just keep going.

And if they go, yeah man, I've got time, go fucking— if they say that, bro, you're in. Yeah. Just pitch. Like, fuck that second call.

Yeah, I agree.

Listen, I don't know where this belief that having another call makes it easier to sell people. I don't know who the fuck made that up and made everyone believe that, but it's obviously stupid, right? We can like, you have a person who it's the closest to interest they've ever gonna be. So you know what, you're interested enough to have a chat to me, you know what we'll do? We'll speak when you're less interested. And you know what? Because we're on Zoom, I think I'm gonna be able to sell you. It's fucking retarded. It's like truly stupid. Like, it's a level of, of like non-thinkedness that is fucking baffling. Not you, that's nothing to do with you. I'm not saying you. I'm saying like how everyone kind of believes that like a second call is somehow they're hotter. They're significantly less warm. That's for inbound cold calling, whatever. That second call is always going to be harder. You just sell people on outbound, it's way easier.

Yeah, I remember my door-to-door days, like, obviously same days are king. So I forget that in the B2B space though. So thanks for the reminder.

Yeah, yeah, just fucking sell people, you know. If I was gonna sell a high-ticket program, I would do no-book calls. I would just do lead magnets and sell people. That's it. Just bought on outbound, $20K, done. Bye. Yeah, I would not— I would not do Zoom and be all phone or just outbound, and it would be easy, you know what I mean? Because like the people are gonna buy, I'm gonna buy. Yeah, like, yeah, it's way easier.

I just didn't think that you could sell yourself on the phone like that. I thought there would have to be that sort face to face, especially when you're selling like, you know, $7K to $13K is what we're doing.

So how did people do it back in the day? Yeah, Zoom only came around 2020. Yeah. Yeah, yeah, I mean, like, so in 2019, there was no high ticket programs, you know, never existed. Yeah, they just didn't exist. Yeah, no, you don't need to do things face to face. Like, I, I was on the phone with Patrick Bet-David's fucking C-suite team today. I wasn't even on camera. I'm never on camera. I just say, my internet's so stable today, sorry I'm off camera. They go, yeah, no worries. And then everyone turns their camera off. It's like, who gives a fuck? No one cares. Okay, nice.

A little bit of a belief break, so good to know.

Just tap on people and sell them. Like, you'll probably make more. Just, just think about it. How many people do you think were like a good fit that didn't show?

Dude, 100%. That's what keeps me up a little bit is like all these—

So if you just pitched them, how many would you have made?

Well, honestly, I thought it was like, okay, I don't want to go into price here. I want to wait till I get them on the demo, on a Zoom call, and then I'll go through it. But like, now that you're saying that, there's so many opportunities where I could have gone through it. I just thought there's no way I could sell them over the phone.

Of course you can. Like, I remember I came into Brunson's high-ticket thing because they asked me to restructure some of it. And they were doing this retarded 3-call thing. I go, guys, just fucking call them and sell them on outbound. It was a $30K program. They were like, no, that can't be done. We've been here for years. Like, the fuck it can't. I go, you're selling for Russell Brunson. I was like, what, you think they don't know who he is?

Yeah.

I was like, so I just started, I picked up the phone, I made 7 sales in the first week. Wow. Right, $30K over the phone, all just on the phone. People were driving, they were doing their thing. I was just outbound. I was calling up for set calls, right? I was gonna set myself some calls and then anyone who had the time, I go, I mean, I got the time now if you wanna talk. They were like, fuck yeah, dude, I got time. I was like, sweet, dude. You know why? 'Cause they wanted it. Because like on the set call, I uncovered their problem and they wanted it. They wanted a solution to their problem. And then I was like, hey, I can book a time if, or if you have time now, I'm free. They were like, yeah, I'm free now. You got 20 minutes? Yeah, sweet. All right, dude, let's go. And then I just kept going on the call, sold them, done.

Wow.

Like, and again, it's because people think that you have to do all these things that you don't have to do. You just have to make people want things and then sell it to them. Like, it's, you know, it's not rocket surgery. And, and, and the drop-offs are like— I remember I started doing that in gyms because like everyone in the gym space would call their leads, book them into the in-person, and then I kept having— I sucked at sales, but I kept having like half the people not show up. So I was like, fuck this. I can't be bothered sitting there twiddling my thumbs waiting for people. I was like, if I just sell them over the phone, I'll make like, like I'll get more nos, but like because of the attrition rate of the, the people not turning up, like surely if I speak to 100 and I book 50, or sorry, if I speak to 100, I book 50 and 25 show up, I'm sure if I speak to 100 I can sell more than 25. If I sell 26, I'm winning. Yeah, right. So, so it's like, well, I'll just fucking do that. Turns out like it was a way better way of doing it. And then people were like, oh, you can't do that. I was like, I mean, I suck at— I would literally suck at sales. And I was like, well, I'm doing it. So there you go.

Yeah, dude, I've literally been on a 40-minute call where I go through everything and try not to drop price and then set up another time, which is stupid obviously in hindsight, but crazy, right?

Yeah, yeah. Anyway, anyway, good stuff. Well, I hope that helped. All right, next question, let's go.

So Matt, I've been going through, um, who's next?

Robert, are you next? Have you got something to say? All right, so Billy and then Robert. Yeah, I'll go, I'll go Billy then Robert.

Yeah, so, um, in-person sale, sell windows, and been going through situation phase, what you've been doing at the moment to solve the issues. It might be drafts, condensation, or the windows are just old. But I'm struggling to find sort of the importance behind asking the questions. What are you trying to do at the moment to sort of help it? Because a lot of the time they just say, well, we've called you guys or we're just getting quotes.

Yeah, but you could say like, what are the little— like usually people have got dodgy little hacks to solve the problem. So you can make it into like a bit of a joke. You could be like, I've seen all kinds, but like, what have you guys been doing to like get a fix? Whatever the British term for that is, right? Like, get her away.

I mean, why is it— why is that important, asking those questions and getting them to speak about that though?

Because it's annoying.

It takes them back to that thought where I'm sick of doing that, and it makes us—

yeah, and you can make a joke out of it, so then you get to connect to them more, you know. You can make up some— you can have some story. Like, I'm sure you've seen somewhere someone's got some crazy looking contraption Right? You'd be like, you never guess, I had this guy once, he had this fucking contraption that was in this, this, this. I was like, brother, let's just replace the window. Like, you're sitting here, you know, with a fucking engineering degree, right? Trying to figure out how to not have a draft. But it's like, your window just— you just get new windows, man. Like, you know what I mean? It's like, yeah, yeah. So like, what do you— like, what— like, like, what have you guys been doing? I mean, like, oh man, we just cranked the heater up. You'd be like, well, at least energy is cheap these days, right?

Yeah, yeah, that's—

yeah, okay, that makes perfect sense.

Yeah, you know, easy fix. Yeah, those things are fun, you know, and little things like that, like, well, at least energy is cheap, you know. I'm gonna start using that.

That's a really good one.

I'm gonna start using that.

Yeah, I'd sell the fuck out of some Windows. It's a good time. All right, that helps. Good.

Yeah, yeah, brilliant.

All right, Robert.

Um, yes, so I've been trying a little bit new, something new in my business. I'm a digital marketing agency. We specialize in lead generation and everything, and we opened up a couple of years back an e-commerce digital marketing side of the business, and it's been going great. We have a great stream of customers, and we've been trying out an offer to get people like to, um, to inquire, been doing these free audits and it's— we do the audit, we go over the audit with them, and then we kind of like we have a first call and then they never come back to actually see the audit. I'm not— I'm not really sure like what I've been— what I'm doing wrong there. Is it the offer?

I don't know.

But like generally speaking, audits are tough.

Yeah. Yeah. Audit is a tough one. It depends on how it's positioned as to whether or not it's perceived as valuable or not. So you do the audit or you do the audit, but they never come back to like actually see the results of it. Is that right?

Yeah.

Yeah. That's the weirdest part because they give us access to like their Google Ads, their Meta Ads, and we look through everything, we find the gaps and we're like, all right, this is our plan. This is what we should do the next 6 months to get you guys here where you are here. You know, but I've been having trouble getting people to that next call.

Are you giving it to them before you book the call? Like, are you sending them the audit?

No, no, I never give it up.

Yeah, that's— yeah, that's a strange one because why would you give someone access and then not come and not show up?

Yeah, and then like I still have access.

Why don't you just try pre-booking? Are you pre-booking the audit? Like, are you pre-booking it and then like having like, okay, cool, we'll get together on this date? Or are you trying to reach out to them to get it?

We tried it that way, um, whereas like they would book a time, but then I sent them an email, please click here, lead the link, give us access, and then we'll have the call when you schedule it. But they don't show up for that call either, and they don't give us access.

The only thing they're like, yeah, the thing that pops up in the top of my head is like, have you ever done like, do you have a— I'm not saying any of it's true— do you have a bad online reputation? Or are they like, if you Google the agency, does shit come up? Like Reddit, YouTube, whatever? Yeah, right. That's odd.

Never.

Um, 20 years. Yeah, yeah. What I would— so the best thing to do, because like, off the top of my head, I couldn't figure out exactly why that is, The best thing to do is to lay out your entire process, right? And then figure— and then when that chain breaks down, like you want to, if it's really bad, like less than 25% show rate, you nuke everything, right? So you literally nuke everything. Like you have no automations or nothing. And then you start off and you book the next one with zero automations, right? Then you add like one email, one text. Then you add like another email, another text, right? And you keep adding, or you add like a phone call, and you add something to that timeline of in between here and here, right? But you start off with like nothing, because like if something is that broken, you just fuck it off, you know what I mean? And then you just add things like systematically. So like I've done this a bunch of times, like I've gone into companies that have 25, 20% show rates, and it's like, all right, 'Cool, this is how we're going to try and fix it,' right? And I go, 'Just nuke everything.' And they go, 'Oh.' And I go, 'No reminders, nothing.' And then it goes up to 27%. And I'm like, 'Well, see, everything you were doing was so bad it was even taking you down from having nothing.' And then I just systematically added one thing at a time. That's the only way to actually figure out how to get the show rate up right now. If failing that, there's something off with the market positioning where they stop giving a fuck. Or the time in between the two things is too long to where they're getting a solution, right? You've uncovered a problem, right? And then you get the solution, or make them pay for the audit.

Oh, that's interesting.

If you make them pay for the audit, like, then— so like, for example, I help a company, they're like a mortgage broking company, they help people pay off their loan faster and stuff like that. Um, and, uh, for a year I tried to convince them, and they finally did it, to institute a fee to see if they can actually do it, right? So they go through the whole thing, and then it's like $49. It's a nominal amount, right, to then get the credit team to go through and do everything, and then, then they can see if they can actually do their program, right? But they were getting all these yeses, but then like they were chasing people to put in their paperwork You know what I mean? And it was like they still were making things, but like since I sort of took over like consulting, they've 6x'd the business, right? And like I'm adding a friction point, right? It's like, hey, I want— and it took— I had to fucking scream at everyone to do it, right? But now they're doing it because now they're actually getting an objection. The thing is like it's very easy to say yes to things that don't require any level of commitment. So if you go, hey, it's, it's $199 for the audit, or $99, could be $9, doesn't fucking matter. It just has to be like you make them pay for it. Then from there they'll, they'll do it, right? And then you'll get objections, which is what you want because you want to uncover the concern. Then you get a chance to overcome it, right? And then from there you're going to be working, you're going to be doing way less audits but you're gonna actually— those people who you do the audits for will actually go all the way through. Does that make sense? So like, at the moment you might go like, yeah, we got 10 audits a fucking week, but it's like, yeah, but 9 of them don't show up. So it's like, what a waste of time. But if we go down to 4 audits but 4 of them show up, it's a fucking— it's a big win, right? Sure, yeah. Yeah, so I'd make him— I mean, I'd make him pay something. Yeah. Alrighty, uh, next question.

Yo, Matt Ryder has another one.

Uh, Nick, did you have one? I did, yeah. Yeah, I'll have you— no, no, Zachary Joseph, so Zach, you can go, you can go next. Big Nick. Okay, okay, okay. Yeah. All right, big sales manager. What's going on? What are you doing? Did you quit?

I am. No, no, I'm a sales manager now. Um, but not—

how do all the reps feel? Different offer?

No, no, same offer. But are you saying sales manager as in I manage the salespeople? I don't do that. I am— my title is a sales manager now though, so I'm technically allowed to sell people.

That's so— that's the stupidest thing ever.

I hear you, trust me, I hear you, I hear you.

And we have a course for them if you want, you know, not be retarded. You can send them away, you know, we can take care of them.

Yeah, right. Did you launch that course?

Yeah, it's published.

You launched it?

Yes, I said it to Zap two times and now he's smart.

Where is it? I'll put it up towards the top. The How to Not Be a Retard course. Yeah, there it is. Yeah, fantastic. That's offensive.

Unbelievable.

Yep, this is the—

this is a pic of Matt as a young kid.

It says, well, yeah, Matt was a retard. No, he's not.

Fuck that. Fuck that. He beat it. Yeah, I beat it.

He's a genius now.

Some people said I had a touch of it. That's why it's an inspirational story. Yeah. All right, Nick, sorry, go. All right, sales manager Nick that doesn't manage any salespeople.

Doesn't manage anybody. So this weekend I did my first like in-person selling these devices, right? And, uh, the next one I'm doing it's going to be like 20, at least 20, 30 people at a time, right? Like pitching them and like on a stage essentially. Would you just give the same pitch that I'm doing right now on Zoom?

No, no, no, no, no, not at all. You can do it though. It'll be funny.

That's what I was doing this whole weekend.

Yeah, I mean, it'll probably work. It'll probably work. There, there are just better ways to do it. Um, okay, it's probably more complicated. It's probably more complicated than I can cover on this call. Um, it really— there's a lot of— stage pitching is a very particular art form right now. Are you Are you just you pitching, or are you pitching as part of a team? Is there a back of the room? Just you? And do you get the same comp structure on this stuff? Yeah. Yeah, I think you should hire Eli. Eli Wild. I think the ROI that you'll get from it will be worth the 10 fucking grand or whatever you pay him. Okay, like stage pitching is like putting together a good— if you're— if this is going to be— is this the thing that you're doing regularly now, or is this like a one-off?

No, no, I'll probably— I'd like— it sounds like I'll be doing it like once a month, so pretty regularly.

So like 30 people?

Yeah, at least.

I mean, it's a good opportunity, man. You can make a shitload of money if you put together a good presentation. Stage pitching, like, I'm good at just talking on stage. Stage pitching is a very particular skill set. You, you, you have to— it's very different because like you're, you're looking— it depends on how you want to do it, how aggressively you want to do it. If you want to do like the, you think this will help your business, raise your hand. Okay, you think this is really going to like be a thing that helps you change and you can stand out. Now if you don't want to hit your goals and you don't want to double your business, then sit the fuck down. Okay. Right? Right? Then you're asking people to be brave, but the braveness of like sitting down— I constructed the pitch for GymCon, right? And we did $3.5 million in a single day, right? And I wrote that pitch for fucking— but I got Eli to come in and coach Caelan how to do it because he's much better than me at that, right? So if you're going to be doing consistent sales pitching, I would just nut the fuck up and pay Eli $10,000 or whatever to teach you how to do it well. I can just do it intro. That's what I would do if I'm in your situation, because it's a, it's a very different skill set. And doing it well, if you're getting to do it monthly, is by far and away— well, you know, you could sell half the room if you do it well. Yeah, right. So what's 15 sales worth to you?

You're asking me? 12 times 15, so whatever that is.

Okay, so it's like 10, 15 grand worth getting the ability? No, no, no, no.

12 grand times 15 sales, I get 12 grand a sale.

I know, I know, I know what I said. Is investing 10, 15 grand and learning how to do that better worth it? Yes.

Yeah, of course.

Are you sure?

Yes.

Yeah.

Why though?

Because it'll print cash. I mean, I like—

All right, then send me a message and I'll put you in touch with Eli.

Okay.

Can you tell me just how to get—

I'm just not that good at it. I'm just not that good.

Call to action. A call to action at the end. Like, that's where—

again, there's like— but again, like, I don't know how you're gonna be able to deliver it. So I can tell you to do it, I do it. I do fucking big dick energy on a stage. Like, I don't give a fuck about people. So like, my stage delivery is so me. You can see it. I crack jokes the whole time and make fun of everybody in the audience. Like, I just don't care. I'm not— but I suck at like stage selling. I don't like it, right? I would have to learn it. And if I was going to go away and learn it, I would ask you, like, when you say stage, what do you mean by that? Like selling, selling in front of many people. Okay, yeah. Right. I'm just not that good at it. So like for me to tell you like, yeah, do this, it's like, it's so different to like one-on-one sales. I've done like, like selling to people in a room, but again, I did it super aggressively, right? Like I had people and I had people write out so I could take them through like a process. And then from there it was like, stand up, sit down. If you don't want to achieve your goals, sit down. But I'd already got them all riled up on achieving their goals, right? So that— but that's really aggressive. It puts the people, right?

Was that—

and you can hurt them in different ways.

Was that—

no, that was for training fitness. I've done it for a few things, right? And I've, I've constructed like sales pitches, sorry, like the process of doing it. I'm pretty good at that. And like running a good stage presence, a good stage show, and like getting back of the room sales and organizing all that. Done all that a few times. Like, I enjoy that. But the art of like getting training you to be able to be effective on stage is not my thing whatsoever.

I'm gonna charge back, I guess.

Go for membership. Yep, go for it. It's like I wanted a refund and he was like, I don't want to charge back. I go, you do the fuck you want, man, I couldn't give a fuck. I don't care. I was like, I didn't mean to not do my trial. I was like, all right.

Do you, boo boo?

I don't care. Um, yeah, sweet. All right, I got time for like one more question, I think.

Is it, um, I was gonna ask you, yeah, I was gonna ask you, um, like how, how would you— I got an objection. Can't ask you, can I ask you like how to handle a certain objection?

No. Okay. Yeah, of course you can. Okay.

Yeah, so basically like I was trying to get the dude to— he'd been trading for 2 years, wanted to get in high-ticket sales, but he had like his money in a stock and didn't want to take it out. And I tried to reframe and reframe. He was like, yeah, I'm 100% gonna do it, but I— it just makes sense to wait 2 months and get $5,000 more rather than just investing $3K to make money in 2 months. How would you go about that?

Uh, again, like, you don't want to get caught up on specifics. Right.

Okay.

Like, you want to break things down into principles, and it's like, okay, if you've gone through money aside and you've gone through money logistical, right, and you've got like a specific— you got— you figured out a payment plan, you know what I mean? And then from there, you've gone through and handled all that stuff, and then you've gone through basically like it's an urgency one, right? You know what I mean? So Now also, you have to understand that sometimes, like, if that does make sense, then you shouldn't burn that lead, right? If that guy is interested, like, if it's not bullshit, if you've gone through, organized a payment plan, right, doing logistical, gone through, gone through a couple of loops of like the think about it stuff, right? Now, if you haven't done that and you just started handling that straight away, then throw all of that out.

It's like, well, you know, I did, I did, I did do I did do the decision making. Is there another—

but yeah, but, but if, but if you've gone through all those steps, at the end they're like, well, this makes more financial sense for me because this is doing this. Like, to convince— like, my portfolio makes like 14%, right? To convince me to take money out of that, you know what I mean, in order to put money into something else, it would be difficult, right? And, and if he knows something or whatever, right, he's been trading for a while, but he's got $5,000 in a stock and you're like, okay, cool. So, and you can just talk about that very like, very like, like logistically.

All right.

Well, are there any other avenues that you can take? Like what would happen if you liquidate early? Okay, cool. Okay. So this is the way you want to do it. You want to wait till that stock— what happens if it goes to zero? Like that could happen, right? What happens then? You know, so like, what's more risky? Is it to do this, this, and this, or do this? Like, and let's just have a conversation about it. And then if he's like, no, I really feel like given what I know, this is the best way to do it, and be like, okay, cool. So best next steps from here are going to be— and then you book it in, and then you, you try and get the follow-up sale. Like, you can't sort of like— you want it— you should be getting a good amount of follow-ups every week. Everybody who's doing sales, about 30 to 40% of their sales should come from follow-up. If it doesn't, you're not following up with people, right? Because there are logistical barriers in the way that some people just need to overcome, right?

Okay, should I only— like, should I only book follow-ups when I—

when, like, I know you said in one of the, the calls that don't book follow-ups, but like, have, have the follow-ups, have a follow-up schedule that you adhere to where you might have a time block out where you then follow up with people. You know what I mean? But don't book follow-ups, it's a waste of time.

Okay, all right, perfect. And within like the sales skill process, like, would you say the best way to keep improving is just to review my own calls and like the good—

that's definitely one of the best ways. Yeah, the one of the— depending on where you are in the, in the development process, but reviewing your best calls is always a good idea.

Okay, only the good ones.

Well, that's not what I said. I said reviewing your best calls is always a good idea. That's very different, say, than only the good ones, right? So, um, like, it is, it is a good idea to also review calls. Now, reviewing calls where you shit the bed entirely is probably not a good idea because, you know, you just shit the bed, right? So like, meh, is what it is, okay? You know, we've all shit the bed, right? We've all either have done or are about to at some stage shit our pants, right? So, uh, like, just throw them out. Super weird people, throw them out too. Okay, you really want to go like, okay, um, where did this— if you want to diagnose calls, like, where did this go wrong and can I identify it? And was it a thought process issue or an execution issue? Okay, did I just not pick something up or did I pick it up but executed poorly. Like, I knew I had to do a forehand to the back corner, but I fucking shanked it off the racket. It's like, well, okay, cool, I shanked it off the racket. These things happen. This is how I'm gonna do this. I'm gonna practice this. However, my thought process was good. I, I was going to hit to the right. So as a coach, I'd be like, good, that's good. Let's just figure out how to not shank it off the heel of the racket, you know what I mean? So like What's a bigger problem is like, why are you trying to do a fucking volley there when you clearly need to put it over there, right? Like, that's a much bigger issue. Okay, you know what I mean? So if you can break it down into— don't tell your fucking sales coach guy this, right? Because it might actually make him good at what he does, right? So, and then you wouldn't have to be here, right? I'm just fucking with you, right? So, um, right? So, you know, if you can break it down into— that's probably the, the easiest way to kind of break down. And then from there Thought process things are a real problem and you're gonna need help with that. You need someone who can correct that execution. You can probably figure out how to correct yourself.

Okay.

Right. And then, but do focus on the good calls and replicate success.

Okay, perfect. So when I hop off, like, I know it's a broad question, but is there anything that you would like tell me that I should focus on that I could bring back to you so you can help me improve?

Um, the key thing is track your data and then see where your drop-off points are and then pick one data metric that you want to improve. Right. So, so, so like, that's where you want to go and try and find patterns. Like I'm getting a ton of think about it objections, like, and don't go, I just feel like I am, actually have some data to back it up. And, you know, and then I'd say, okay, cool. Let's have a look at urgency driving. Okay, cool. Like, let me hear your, you know, consequence questions. Let me hear your solution-facing questions. Okay, sweet. Tweak this, this, and this. You know what I mean? Like data is always the most helpful thing.

I'm not sure if you have time. I got a question since follow-up came up. If not, it's totally— we can save it for the next call.

Uh, I'll do it. I'm just gonna give like— I got 2 minutes and I gotta bounce.

Okay, perfect. Um, uh, follow-up with this one lady. She's super old, uh, doesn't understand social media. Just super—

what does super old mean?

Probably like close to 80s.

She's okay.

So it's a plastic surgeon and she's trying to find a marketing partner to help her daughter, but she's very old school in the sense of like, I want to control everything. So on the follow-up, I uncovered 2 months down the road, nothing's changed. Uh, she hasn't, uh, chosen a vendor. And then, uh, she literally, she's just like, I'm so sorry, I know I wrote down somewhere in, in my office to, to look at your testimonials, look at, call the doctors you suggested as a follow-up. I just haven't done it. But yeah, no problem. Uh, it's been 2 months, etc. But I'm like, how about we do this? Um, because she didn't understand the difference between paid ads and organic content, so she was blending them. She's like, I checked your socials, you only have like 3,000 followers, that's not enough. And I'm like, okay, whatever. I'm like, we broke down the difference between paid ads and organic. Her daughter was there in the background, so I said, hey, you know, would it be a ridiculous idea for us to all jump on a call, you, me, your daughter, the, the doctor, and then that way we can have, um, even more in-depth, uh, even in a more in-depth call to break down how this would actually benefit the practice. The daughter was like, yeah, actually let's do it. And then literally the mom just cut off and said, no, I am not gonna have you do that. And I'm like, I'm sorry, do what, ma'am? You're not gonna go around my back and try to get my daughter on the phone when this is my responsibility. And I was like, ma'am, I apologize if that came off that way, that it was not my intention. It was just so that we could all be on the same page. So she was just like, I think you handled it the right way. Yeah. And then she said, I, I gotta go, so just, we'll talk about this a different day. And it hangs up on me.

Are you, are you, are you close to them? Like, are you physically— is it in like a city that you, where you're at?

No, they're in Jersey. I am flying to Jersey, uh, in May. So are you suggesting I just show up? Yeah, I'm not opposed.

Okay, yeah, I could do that. Yeah, I think you handled it the right way. I think she's a bitch.

And she kept asking for a discount. The other problem was she was like, the fact that you're calling me again means you're desperate for money. And I was like, ma'am, respectfully, I don't need your money, but I know that you have an acquisition problem that we can genuinely fix. And that's the reason why I'm following up.

Yeah. So, okay.

Leads are worth it. Yeah, I think you handled it the right way. She's just obviously a bit of a— fuckin' cunt. It is what it is. Uh, like, you did pretty much exactly what I would have done. I'd have been like, whoa, all right, I mean, like, I don't know how else to show you. How would you do it? And then she'd probably hang up on me. So, you know what I mean? Like, I, I think that's probably the outcome of that call. And then I'd be like, well, sucks with duck. And then I'd— and then I'd— and then I would go on one of the websites and try and get the daughter's number, and I would try and go around her exactly what she didn't want me to do. Okay, for sure.

She probably—

100%. No, right, just fucking no. And then she says anything, be like, what, all brown people look the same to you? She's like, whoa, whoa, whoa, she's probably a fucking white liberal, you know, fucking angry chick. Super old.

Yeah.

All right, thank you so much, appreciate you.

Yeah. All right guys, I gotta run. I'll catch you. Bye.