This Is What We Teach When No One’s Watching

Yeah, man.

And sleeping with a heater on.

Hey, go for it.

Where are you, Matt?

I'm in Vermont. Yeah, I'm at Cole Gordon's event at the moment, so— and the internet is terrible. I'm in the middle of— are you an 8-figure performer? Yeah, yeah.

Okay.

Uh, but yeah, I'm and we're in it just it's quite remote. I just we no one expected to be kind of this like this remote. So not much internet.

Yeah.

Alrighty, let's get into it. Uh, we'll go through Q&A today. And then we'll kick back off the yeah. Yeah, we'll kick back off the uh. The 6-week thing next week, I'll just extend it out. But yeah, let's get into it. Who wants to go first? You guys hear me at all? Yeah, we can hear you. I just don't think anyone gave you the question. Yeah, no one's got any questions? I mean, I can start breaking down the objection to win stuff. I had a question about objections. Yeah, go for it.

Yeah, so, um, I haven't gone through all of your stuff, but kind of in from what I've seen and maybe comparison to some others, like in terms of bringing up consequence in objection handling, I don't really see that as part of your kind of methodology.

But where do you—

do you see that playing a role?

Oh, you would— you're bringing up Uh, yeah, but I mean, are you saying that you wouldn't have brought it up before that?

Yes, I certainly would have. I'm just saying, during like the objection handling and cycling through, how important do you feel like bringing up consequence again during that stage of the conversation is?

Um, it's not something that's massively top of mind. Um, to be honest, like, I don't, I don't feel like it's mega important, but I feel like if, like, you should have the radar that if you feel like you need to, you should, you know. You can't sort of script out every part of the process, you know. I like to have a foundation, sort of fundamental step by step, but then you're obviously gonna have, like, you're gonna have, you know, if you got a super It's between— I think we lost you for a minute there, buddy. Yeah, this internet here is fucking local. Um, let me just make sure it's the right mic. Okay, 2 seconds.

Yeah.

I just changed the microphone. Is that all right or no?

Yes, sir.

Yeah. Okay. So the, um, like, you can't script out every part of the process. So you want to have like a step-by-step kind of thing that you do. But then if you get the feeling like you need to add in like a, an additional consequence question, then you should. But, you know, you don't want to be— you want to have a process that you follow, but it doesn't want to be like You don't want to have to ask your consequence questions every time because they can get obnoxious if you've done a good job of it in the actual sales call. And it starts to become quite an obvious tactic.

Yeah.

Yeah, that makes sense.

Right. So like when you're dealing with objections, like from top to bottom as a process, I'll just kind of go through it anyway. Sorry, let me just mute you, buddy. Um, just hit mute. Um, okay, so top to bottom is a process of objection handling. Uh, the first thing is like you need to set yourself up to pitch where you can actually handle objections, right? Like if you're pitching in a way where you say Yeah. Dropped out again there. Yeah, the internet's woeful, Matt. You're right.

He's gone.

He actually got booted. This is just literally gone.

All right, are they at Bohemian Grove?

Eyes Wide Shut. You in Eyes Wide Shut, Matt? Are you worshiping children to Baal, the demonic god? Yeah, yeah, that's where the— no, if I would have done that, the app wouldn't have— the app wouldn't have crashed if I did that. Um, uh, okay, so when you're dealing with objection handling, top-to-bottom process, all right, the first thing is that if you're pitching in a way that doesn't help objections— so you can't be pitching like If you have a weird payment structure, you can't, you can't be sort of going into that. You can't be going into financing options. We have multiple payment ways, you know, we have, we have payment plans available, right? You want to pitch like the highest iteration price of what you sell and then you just want to say the number. It's like first and foremost, if you're not doing that, then you're going to end up in situations where the person just goes, oh, like what payment plans or what financing or like whatever the equivalent is, right? You want to sort of get somebody bought in on the full amount. And then you prevent inane conversations about payment plans that are never going to happen. And what— because people think it feels better to do it that way, like, oh, I get less friction. No, you don't. You're just not— no one ever comes up. Nobody ever actually gives you a concern. And the hardest objection to overcome is the one that you don't get, right? So you want to kind of invite objections like they're not a They're going to be there anyway. So like if someone just goes, that all sounds good, let's do it, then perfect. Like they're going to do it regardless of how you say it. But most people are going to have some sort of concern. So first and foremost, from a pitching standpoint, set yourself up to where you actually can succeed, right? So that's kind of like your stage 1. Then from there, you want to have the ability to only handle one objection at a time.

Right.

Um, so if you get a shotgun blast of objections like, hey, this sounds really good, I just want to go and check my finances and just make sure my partner's on board, you know, and then just, you know, make sure the timing is right for the business, right, whatever it may be, you just ignore everything but the one thing that you are most confident handling. I would argue that you should try and handle money logistical first. All right. So if they give you multiple objections, like, just throw everything and go, oh, fuck it, I'll just handle money. Even if they don't give you a money objection.

Okay.

Right. Because like the likelihood that it is money is very, very high. Okay. So like if you just default to doing that, then everything is sort of easier from there. And if you get really good at the money logistical side of things, then that's easy. Then that's like massively beneficial. Ben, I gotta mute you, buddy. You're— I think you're— yeah, that was you.

Okay.

Right. So this is a common problem that I see a lot of people. They'll get a lot of objections and they'll start like just like talking through each one and they'll try and handle them all at once. And it's very difficult to do. So the easier way is just to ignore everything and handle money. I don't even care if they don't say money, just get used to it. And if, if it's not money, then they'll tell you and then you can just move on to the next one. Like numbers, right? Like if they go— if you go, okay, well, money aside, do you feel like this could be the answer for you? And they go, oh no, no, it's not about the money. I can handle all that. Oh, okay. So you feel like this all works in your current budget?

Yep.

And you feel like that it's, you know, the value is there? Yep.

Okay, cool.

How do you want to proceed? Yeah, I just need to—

right.

And so then they'll give you the next one. But at least what you've done is you've tied off that side of things, because, um, if you don't tie off the money, there is no sale to be made, right? So that needs to be the, the underpinning foundation of, of the rest of it. So if you think of objections as like there's a bunch of doors You want to have the person feel like they have the option to open any door they want, but like most of them are locked and you're kind of controlling which ones they open and which ones they don't. And then every time you walk through a door, you lock it behind you. Right? So that's why, like, you don't get lazy. And if someone's like, oh no, no, like the money should be fine, you don't then go, oh, okay, and then move on instantly. You go, okay, so this works in your current budget.

Yes.

And you see the value, you feel like this could be the— this is the answer? Yes. Okay, then you move on. So now you've got that backstop of we have an agreed-upon budget, agreed-upon payment, like the values there according to the full amount, right? And so moving forward, you don't then have to circle back around to that because you have some nebulous think about it objection. A good habit is just have money logistical first. And, and if, if you're newish or newer to sales, or you're not comfortable with like money logistical, I, I would argue that the only objection handling training you should be focusing on is getting very good at money logistical. Right, getting very comfortable and having very specific wording. Now I'll go through the wording because it's very important. I see a lot of like variations of this on the interweb, and most of them are retarded. But it's really just money aside. Do you feel like this could be the answer? Now what that isn't is if you had the money, would you do it? Right, and it's not like. You know, it's not any variation of that. And in similar ways to the openers in, in like outbound, that initial thing that you say should be very, very consistent to give you the most highly predictable results. Right. And the word choice is important. So if I say money aside, do you feel like this could be the answer for you? Okay. It's, we're going money aside. So it's like, it's not if you had the money, if it was free. It's none of those things. It's— we're parking that for a second. Do you feel like this could be the answer for you? I'm not saying would you do it? Like, it's a very different proposition.

Okay.

Does everyone make sense to that? Everyone see why that's, that's, that's like very different? Because when we're doing objection handling, I don't want I, I— the person is in a state where they are a little bit concerned about the transaction element. So we want to remove the transaction element and talk about the efficacy, or like the mechanism. Yes, Paul, you have a question? Yeah, thanks, Matt. So once you say money aside, do you feel this would be the answer for you? They're probably going to come back and say it's too expensive or something along those lines. What's the retort to that? Well, they, they might do, but that would— if, if you're getting that particular answer specifically, then you're probably not asking it right, because that's not an answer to the question. The question I asked you is, money aside, do you feel like this could be the answer? And they're either going to give a yes or a no, affirmative or a negative. Right? Because the answer is a yes or no question. Now, they might then add on, yes, but it's a bit expensive. Okay? But you don't have to answer that.

Okay.

Thank you.

A conversation by the things that you decide to respond to and don't. Okay, I know that there are questions to this, but I'll, I'll, I promise you'll explain it. So if you go 1, 2, 3, 4, 5, I can, I can ask you about 1, 2, 3, 4, 5, but I could just ask you about 3. Okay, and that's how you control a conversation by asking questions. If someone goes, money aside, do you feel like you should give the answer? They go, yeah, and if they say it like that, they're going to give you a negative response. So you interrupt them and you say, why is that? Okay, like, so if someone goes— so someone starts more negative, it will end more positive. If someone starts more positive, it will end more negative, right? So, so someone goes, yeah, um, yeah, like there's a but coming, you can all feel it. If they go, hmm, that's, that's a bit expensive, but, um, let them talk. They're gonna go, but, but yes, I feel like it could be. Okay, but as soon as you get the yes, okay, as soon as you get the affirmative that yes, this could be the answer, just immediately jump in and say, why do you feel that way? Okay. So what we're doing, what we're doing is we're turning a 50% yes into a 60% yes. And then we're going to turn a 60 into a thing. It's like, hey, I'm on the inside. This could be the answer.

Yes.

Why is that? Like, immediately jump in. Do not allow the rest of that sentence to be formulated. Okay? Like, this is a key skill set in objection handling because you, you want to get used to only handling the, the single objection at a time, and you want to very clearly and intentionally dictate the things that they say. So you have to jump in. And why is that? Okay, they gotta go, well, you know, and now what they're having to do from a psychological standpoint is think and consider about the things that are in the program that are positive, or in the, in the product that are positive, or in the pitch that are positive. Okay, which is nothing but good things for us. And they go, well, it's— well, yeah, I suppose it's this. And you go, what is it about that specifically that you feel like could be I don't know, like the key to the castle for you, right? Or some variation of that, right? Now what you don't want to do is like attach it to the transaction. Oh, like, why do you feel like, you know, that would have you move forward? Or something stupid like whatever these 20-year-olds are teaching, right? So you're like, you know, but you're— you want to— you want to— you just want to like— again, what you're trying to do is just nudge them forward. It's patient. Right? You've got the chick. She's at the bar. She thinks you're cute. You know what I mean? It's like, don't go. All right. So like, how about we have 14 kids together? You know, it's like, how about how about how about I buy you a drink? How we have a conversation, right? Like you gotta have some patience. So many inside you feel this could be the answer for you. Yes. Why is that? Well, it's this. Okay. That makes sense. What is it about that that you feel like I guess is kind of the key for you? Well, I suppose it's this. Okay. So what are some ways that we can come up with the funds to where you can get that thing that you just said, that one thing? We don't talk about the program. We don't talk about— we just talk about that thing. If they're like, well, it's— I guess it's, you know, it's the accountability. I'm just gonna say something, right? Fucking accountability, insert, you know, feature X. Okay. Well, what are some ways that we can come up with the funds where you can actually get that accountability? Right? Because now they said that that's the key for them. So how do you get it, motherfucker? Right? And then it's like, uh, and then you can jump in. There's a couple different ways to do it, but it's like, you know, hey, like, you know, um, uh, so like what you're trying to do is get on the same side of the table. Right? So now what you've established, and this is why this part is so important that you do it very, very specifically. It's because you want to establish that, one, if money was not the issue, that this would be the answer to the specifics of the program or the mechanism, whatever you're selling, that gets them to their desired outcome. The one specific thing that is a big standout to them, and then how they go about getting the funds. together to achieve it. All right. So now what you're doing is from this point on, like, we are both in agreeance that this is the way forward. Right. And so then what we're going to do is like, okay, well, can I make a suggestion? And this is where, depending on what you sell and how you sell it, this is where you can go down a number of different paths. One is like, okay, if I broke it up for you, would that help? This is why you have to pitch the most expensive iteration of whatever you're doing. Because it's very difficult to push a rock up a hill. Okay. If I tell you, hey, like, let's just say it's 10% or 15% more expensive if you break it up. And I'm going now from $10,000 as a one-off to a $15,000 5-pay, whatever, right? Like, just— I know that there are different— there's so many different industries in here, but you have to like not look at the specifics, but look at the principle. Right? So it's like now I've gone, hey Brokey, you know how you can't afford it? Yeah, well, it's more expensive for you. Yeah, sweet. Now if I go to a 2-pay or break it up however the things allows me to do it, it doesn't get more expensive, it just becomes more accessible. So I don't induce the objection. I'll wait until I have all the money, which is nearly impossible to overcome.

Right?

So it's like we're trying to avoid the really nuanced and ridiculous objections by not doing things that induce them. Okay. We want to handle money, think about it, and partner, because those are basically the only ones that actually have any sort of merit. The other ones are kind of ridiculous.

Right?

So once we— so once we— then we can go through and we can— now we can talk about financing, or we can talk about whatever, right? We can break it up. There's a number of different ways to do that, which I'll go through in more detail in like a later training when I'm not dying. But today I want to kind of COVID the whole process. And then from there, it's like, okay, cool. Then what we do is without getting distracted, We agree upon a payment structure. Okay. So, and again, we're not going to ask for the transaction or give any intimation towards this is what they have to do or what they will be paying. It is a, like, we are talking about an in-theory agreement, which is why it's like, okay, so what are some ways that we—

Breaking up.

Can you guys hear?

I think we lost you again.

Yeah, I just lost—

Hello, can you hear me now? Can you guys hear me now?

Yes, sir.

Yeah, it's good now.

Can you hear me now?

Yes.

Yup.

Bro, we're getting taken down. This is the 9/11 of, of, uh, of sales calls.

Oh shit.

We're getting taken down. This is an inside joke. I think, I think Hormozi is taking me down, if I had to guess.

I keep the—

literally, the app just keeps crashing.

I like—

it's not an internet thing, it's just the app is crashing. So maybe I'm spitting too much hot fire. I don't know, that could be. Yeah, this is the type of fire that can melt steel beams. Jet fuel can't. I'll be very clear on that. But, uh, okay. Anyway, um, all right, now that you guys got me, hopefully it works. Okay, so, uh, Mark Croft, what was the last thing I was saying before I crashed, crashed out? I ask you because you're like, you're listening very intently.

Yeah, I appreciate you asking me. Um, I, I lost it, man. You were, um, going in from the, from money logistical to the next step there, and you were saying, oh yeah, sweet partner, uh Partner money and, um, I need to think about it are the only ones that matter.

Okay, cool. All right, by the way, this guy's— this call won't count as part of the 6-week. I'm just gonna— but whatever, we'll just, we'll just, we'll keep it vibing for now, um, because nothing's working. Um, it makes you feel any better, there's also like no food in this place, so it's been a bit of a weird bit of a thing. Um, and there's no taxis and no Ubers, and we're 30 minutes from the nearest town. So that's the thing. All righty. So, all right. So when you're— you want to get that, like, you don't want to go for the actual, like, transaction. You want to make sure that you're keeping it about, like, the efficacy of the program, right? So when you're rolling that ball down the hill, when you're like, you want to get that established payment plan, like, that's really important. You want to agree upon payment terms and you just stay in that realm and not get distracted.

Right.

Because they're going to want to divert off. They're going to go like, okay, yeah, cool. I just need to check with my CFO or I need to check with my wife or whatever. Right. It's like, no, no, no, no. You just hold fast. Right. And you, you just get them to agree upon a payment structure. Now, if they're pushing back really hard, loop back around and like sort of start it again using different words. It's like, okay, cool. But like, if the funds did work, do you feel like this could actually like get you to where you want to go? Right. So again, you're going to do it like You have to have a couple different ways of saying the same question. It's an important skill set to have. And again, if you're getting consistently pushback on this, it's because you're leading them down towards the transaction. You're not keeping it at the like efficacy level, right? So it's like you know if if like if the money aside, like would you pull the trigger? Would you do it? Like you're doing that kind of thing. So I want you to listen to your calls and listen if you're pushing them towards. the end state, like the transaction, rather than going like, you know, okay, like, you know, what are some ways that we can come up with the funds to where you can get that accountability, not to where you could like, you know, purchase or whatever, right? Like, it, it's, it's an— it's a subtle yet important distinction because it builds up that resistance. And if you like that whole sales resistance thing, my philosophy on that is that it's sort of like hay fever. Right? So, um, hay fever, the way that it works in the body is that histamine builds up and then there's like a crescendo event and that's when you have like— but you can be at 99% and have no symptoms. The moment it goes to 100, you have all the symptoms. It doesn't build up, right? Like it, it, it— there's a point in which like you start getting symptoms, um, but you can be sitting just below there and it doesn't affect you. So if, if inside of your house you have high allergens, and as soon as you go outside, it's going to bump you over the threshold, right? And so the sales resistance is the same sort of thing. The lower that you keep the sales call, right, the moment you pitch, you're spiking everything to the, like, the heights, right? So it, like, if you can keep the spike below the trigger point, okay, then the way that you do that is by having very low resistance within the call.

You know what I mean?

And so, um, when you— you're gonna trigger, you're gonna go really high. But if you can keep the spike of the sales resistance at the pitch lower, then make sure you don't then spike them over when you're objection handling, because they're going to be in a bit of a protective state. So like everything's on red alert. So you have to be really, really specific with your language, and you don't want to riff, right? Like you don't want to go in half-cocked, and you're better off getting really good at one thing at a time. So just get— become like obsessed with money logistical, because money logistical is 95% of your objections. If you're like, but no, my prospects are scared. Okay, no one's scared to do— to fucking spend money. Okay? It's just that is the easiest cope for reps. Right? It is the easiest thing for you to say that like, oh, my— just had a bad mindset. Like, no, maybe you just didn't drive enough urgency and you didn't adequately overcome their objections, right? Like, that is the easiest way for you to think about it, because then you're the issue, not the prospect. And the prospect is the issue. It's a problem that you can't solve. If you are the problem, you can solve it, right? So like, and like, from my, from listening to an awful lot of sales calls, most people just do not handle money logistical well, and they get really impatient. And they try to push people towards a transaction event without really reestablishing and reaffirming the value and the efficacy. And like, that, that is how— and they're, they're pitching payment plans and shit like that. And if I go, okay, it's $10,000 and we have some payment plans available, how do you want to proceed? Immediately you go, what are the payment plans? Now we're just having a fucking payment plan conversation. And we're not addressing the actual concern. Which is the money, the value, right? And if I say I want to talk to my wife, what do I want to talk to my wife about? The money. If I say I want to think about it, what do I want to think about? Spending the money, right? If I say all these things, so like I need to be really good at this one thing.

Okay.

So once we've agreed upon the payment plan, right? And again, they're going to try and distract you by going like, oh yeah, that, that could work. I just need to check with my wife. Ignore, because most you most of you or a lot of you at the moment will go. Oh, okay. Well, if your wife is here and they go immediately, it's like no, mate. You haven't finished money yet. Ignore it. I know that's like a hard because it's like the opposite of what you do in the sales call. But in objection handling, you you only deal with the thing that you want to deal with, right? And it's like. Um, because like you're, you're now in the battle. Like you're not prepping anymore. Like this is, this is the end bit, right? So it's like you get to— the rules are different. The rules are we only speak about what I want to speak about. I'm going to ignore everything you say that is not of my benefit, and I'm going to probe and be extremely curious about the things that are in my benefit. And I'm going to literally ignore everything else that you say. Like you can see there's like a there's videos of me, I think in the portal where the guy is giving me like a one-minute objection of like all the thirty-five different things, and I go, money aside, do you feel this could be the answer? Like I just ignore. Like that my eyes glaze over and I stop listening. You know, like I go, oh yeah, da da da da da da. And then they finish and I go, okay, money aside, do you feel this could be the answer? And it's just, yeah. And I go, why is that? Like, it's the same shit every time. And like, if you can, if you guys can learn that skill and get the discipline of like, I am going to do my process and it like, it almost doesn't even matter what they say. Just say the things and it's the most effective way to handle it. Now you will come up with people that it doesn't work against and that's fine. It doesn't matter. Right? Like, there's no objection handling process that works on everybody. But if you get a good way that works on 6 out of 10 people, it's like, awesome. The 4 out of 10, I don't care. You know, and this is where you then get out of the sales training. Like, I think the big conundrum that a lot of people are in, which is like, Sales trainers are teaching you every scenario. It's like, but you cannot remember all of it. So it's like, don't try. Just get good at handling like the basics. Johnny, I'll get to your thing in a second. Like when I became a sniper in Special Forces, I was like, sweet, when do I get my fucking jetpack? Yeah, I mean, and it was like, I remember I did basic training and they were like fieldcraft, shooting, Navigation, right? And it's like, okay, cool. And then, and then I got to infantry training and it was like, sweet, what are we going to learn? They're like, fieldcraft, shooting, navigation. And I was like, sweet. I got into Special Forces training. They're like, what are we going to learn? They're like, fieldcraft, shooting, navigation. I was like, okay, now I'm going to be a sniper. When do I get my jetpack? They're like, oh, guess what? We're just going to do more fieldcraft, more shooting, and more navigation. I was like, what the fuck? It's just all the basics done to an extremely high standard, right? And so like, that is like, don't worry about all these like random things, just get really good at the basics because that will handle like 60%, 70% of what you actually have to handle. And then you don't have to worry about have all this like Wasted training trying to get through to like the two to three to five percent of the times, but that shit sounds really good on Instagram. You know what I mean? And it's like it's so alluring to have like a frame for everything, you know? But like it's not required, you know, Johnny? Johnny Dowen, mate.

Yeah, hello, hello.

Can you hear me?

Unmute, buddy. There we go.

Yeah, uh, you can hear me?

Yeah, yeah, yeah.

Okay, great. Yeah, uh, just following on what you were saying right now, so how do you know once you, I guess, are ready to move on and not do logistical anymore?

So like, uh, so once you, once you've agreed upon a plan, right? So it's like you go through and, and then that's where you just gotta like just sit in that saddle and go, okay, like, would And you got to read people. A really good skill in objection handling and in sales in general is to be able to sit in silence. There's an old adage in sales, which is like, he who talks first loses. Now, there's an element of— there's always an element of truth to things, you know what I mean? Especially things that have been around for that long. But I think it's kind of a gross way that they put it. But you want to allow people to finish thoughts that you want to allow them to finish.

Yeah.

The hard part is the discernment of what things you want them to finish. Okay, so if I go, ah yeah, that sounds, that sounds good. Okay, does anyone think the next thing coming after that is positive? It's like no. There's like there's a we there's a tone to it where it's gonna trail, but you know like we don't want that. But if someone goes like hmm okay like that's. That's expensive. Um, now that, that could go really well for us, right?

Mm-hmm.

So again, so I've started negative. Okay, that's expensive. Um, now if I start negative, most of the time a human will go, but I see the value. There, there's like, I'm going to finish it with a positive. If I start with a positive, what am I doing? I'm softening the negative, right? So if someone goes, okay, yeah, this sounds really good, I'm gonna go, why is that? Right, straight away. And I'm gonna jump in. If someone goes, hmm, this is, um, yeah, this is expensive, I'm not going to say a word. I'm going to allow them to resolve that thought.

Yeah.

Right? But most of you are going to jump in and go, when you say expensive, what do you mean? You didn't allow them to resolve it. But when someone says it sounds really good, you guys are letting them finish the whole thing, right?

You got—

you're doing it backwards. Okay, so like that is a skill set in and of its own, um, that you want to— like you only really get that from listening to calls and, and really understanding like just communication, you know what I mean? Yeah, um, because— and then so when you finish it, yeah, you, you finish the plans, you're like, okay, so this works with— so Payments of this, this, and this work within your current budget? And they might go, uh, and then you might— that's why you don't like immediately drop your pants and go all the way to the bottom. You know what I'm talking about, Kim. You saucy little— you saucy little minx, right? She's the admin lady for Cole. Anyway, um, uh, always getting good with the admin chicks. They love me, right? They're all like in their 60s. They're great. I call them saucy little minxes and they love me and they give me free shit. Um, anyway. Um, so, uh, where's that going? Fully autism dad on that one. Um, yeah, so you, you want to get the agreed-upon payment plan, okay? And then like you just got to sit in that saddle. If, if you can go to a 5-pay, go to the 2-pay. Or if you can go to like 12 months financing, go to 3 months financing. You know what I mean? Like, so give yourself the ability to edge it down. Gradually, right? And then that will— like, you can then listen for the cues, right?

Hey, bro.

Um, you want to listen for the cues, and if they're like, ah, like, then drop it to the next one real quick, right? Don't just drop your pants the whole way to the bottom immediately, okay? Because like, then like you've got nowhere to go. And so many people, they think that they just— they kind of like pitch a payment plan, they pitch this long financing thing, but then it's like now you've got nowhere to go. You know, and it's easier to roll a stone down a hill, right?

Yeah.

This is why we try and set ourselves up to success in the beginning. And then it's like, okay, once we agree on it, okay, so that works in your current budget? Yes. How do you want to proceed? I don't care if they've already given you other objections in between and you know it's going to be a partner objection. Just resolve the melody. Okay. You started on C, you finish on C, it resolves the melody. Okay. Like, just don't leave it. Okay. Does that make sense?

Yeah. Yeah, that makes sense. And that's kind of like where I'm at. So I just get the affirmation like, yeah, does that work within your current budget? Yes, that works. But then I'm stuck.

Perfect.

And so they're like, you just go, how do you—

you just go, how do you want to proceed? And then they might give you another objection and that's fine. Yeah, right. So again, like, okay, because now we've dealt with the one that is the biggest elephant in the room. It's the money logistical. Okay, then we can move on. So like, again, there's no, like, there's no cure-all, right? What, what we want is we want to just give ourselves the best opportunity. And it doesn't mean that we're going to overcome every objection. But if you can If you can get through and create a plan, it's like, all right, cool. That, like, that works in your budget? Yeah, perfect. Okay, so now that door is now locked and you don't get an hour down the track. You've gone through all these fucking bullshit reframes, mindset, you know, you've talked to them about their entire family history, right? And their generational trauma.

Yeah.

And now it's like, okay, but, you know, I just got to go and figure out the money. You're like, fuck. Fuck. Right? It's like the lack of patience and they're trying to take the open goals and they're not following a diligent process causes the doors to not be locked. Okay, um, I'm going to do this. I'm going to go through some, uh, so that is— I'm gonna just finish off. That is money logistical, okay? Like the process that we use for it. Um, it is the most important objection handling skill set is just— it's, and it's very simple, but it's like there are some nuances in there of like making sure that you can ask things multiple times, right? Making sure that you have the discernment of when you probe and when you don't, right? And then, um, being able to like just sit in the saddle and ignore a lot of things that they say. Those are like the sort of more ephemeral skill sets that are required.

Right? You know what I mean?

So we'll go through now, do some Q&A. I'll go with Juan first because I saw he put his hand up ages ago. This hand-up system in here sucks, but yeah. Juan?

Yeah. Hey, Matt. Listen, I don't frequently receive this objection, but this week I received twice. Let me give you a quick context. I'm a real estate agent in Dominican Republic. I sell pre-construction residential. Average ticket is pretty much under $300K, and my targets are in the States and in Canada, right? So, that being said, when I do my discovery call, I already ask for the budget, right? Let's say they have $250K, and I send them a couple of options over and under that range so they can compare between the location, designs, value, etc. So after everything, we jump into a Zoom just to do the presentation about the location, etc. Can you hear me?

Yep.

Okay, so I asked, all right, is this in your current budget? Yes, I have the check. Um, do you feel like this can be the answer for you?

Check.

All right, we're finished. We discussed the payment plan, but here the payment plan is a little bit different on what you guys more or less are showing us. Because normally during a pre-construction, let's say it's going to be done in 2 years, so you don't have to pay the 100% upfront. You have actually a payment plan, um, through those 2 years. And that's pretty much how in the Dominican Republic works, right? But after everything looks good and they say yes, they can just leave the call and maybe the next day they say like, hey Juan, I just saw this project that is cheaper. So after we already jumped in the Zoom and I had all the checks, they start like more focusing on just the lower price, even though the previous one has all the checkboxes. So in that scenario, how do you suggest I could handle it better? Because in my head it's like, oh, I already have all the checklights, but the next day they just came with a different story.

I mean, like, yeah, yeah, for sure. You're not gonna like my answer, um, but I'll give it to you anyway. Um, first of all, if you're getting the people to, like, commit to it, like, you know, as much as what you can given the context, then, like, you're doing the job. Now, if a cheaper and still adequate solution pops up, like, mate, like, that— Like suck it, do you know what I mean? It's like, like these are, this is just the things and hours of sales right now. If there is a difference between the thing that you're selling and what they're looking at, then like that is what you talk about. You talk about the difference, yada yada yada, right? But like I remember I had a person come to me and they were like, there's a gym down the road from, from the one that I'm selling and it's better and cheaper. What, like how do I handle that objection? I was like, you go work for the other gym, mate. Like, you can't counteract this is a better or the same and cheaper product, right? Like, it's like, it's the same thing but cheaper. How do I overcome that? You don't, mate. Like, they should buy the other thing. Do you know what I mean? Actually, so I feel like—

go ahead, sorry.

Yeah, so I don't want to go into too much into like minutiae, so I'm going to like wrap it up. But if there is a difference between the thing that you're selling and what they're looking at, then you establish the key differences and you use that as the linchpin. Right? If it's happening like sporadically, I wouldn't worry about it. It's annoying, but like you're in sales, you're in like an annoying job. It is what it is. If it's happening consistently, then you should come up with a way to pre-handle the fact that they're likely going to go and see that, and you're going to have to put something in your sales process to counteract that specifically. But if it's only happening— if it like, you can, you know, you can, you can throw darts randomly at a dartboard, hit 2 bullseyes in a row, it doesn't mean anything. Right? So just the fact that it happened recently isn't really any relevant information, right? If it's happening a lot, do something about it. If it's not happening a lot in the grand scheme of things, I wouldn't worry about it.

So thank you for that. And to finish, I mean, am I wrong if when they start with this type of objection, I can be like a little bit, not rude, but sometimes I say like, hey, these type of projects are too risky to me and for my clients, so I'm not going to play that card.

Yeah, you can say that.

That's fine. Yeah, that, that's fine. Yeah. If that's true. Yeah, absolutely. You can do that. You'd be like, yeah. So, but I would, if it's happening a lot again, do something about it in the process. If it's not, then just kind of like, don't worry about it.

Okay.

Thank you, man.

Appreciate it.

All right, cool.

I got, I got about, uh, like a few moments for a few more. Uh, Mark, uh, Mark, I think you had a question.

Yeah. Appreciate it.

Um, and then, and then Tim.

Yeah.

After money logistical, like I only, um, the offer on mine, we only offer like a paid in full. So like if there's no other option to like, I guess, work out a payment arrangement with them, like what's the best way to handle that? Like what's the nuance there?

Yeah, that is difficult. You could start more expensive if you wanted to.

Okay.

Just charge more expensive. I like that.

Yeah, that's, that's, to be honest, if I was gonna do a quick and dirty solution, I would do that. Okay. The other option is like a high price anchor on the pitch. Okay, okay.

Like, usually people spend around $10K for something like this.

Yeah, exactly. Like, you know, or even like, um, depending on what you're selling. But when I've sold some more expensive sort of, uh, things that do get like ROIs, for example, like I'll do things like, okay man, like, and if I was able to get you all this, like, you know what I mean? Like, this is like during, um, I'll be like, you know, like, would $50 grand be, be crazy if you could get XYZ? Do you know what I mean? They'd be like, no. be like, well, it's not going to be $50 grand, so don't worry about it. You know what I mean? It's only going to be X, right? Now, it's a difficult one to pull off. I've done some content on it, I think. But high price anchors do work if— but you have to have like a bit of a— like it's a charismatic way of doing it because you've got to be able to pull that off. You know what I mean?

For sure.

If I could get you all that, would like $50 grand be crazy? They'd be like, well, no. And it's got to be like, you've got to set it up so it's a definite like, no, that's not crazy. Right? Like it's gotta be a definite, like, no-brainer. There's no other way that anyone's gonna answer that. Right? And then from there you're like, well, it's not gonna be that, like, so don't worry about it. And then from there when you pitch and you give the actual price, right? Like it's a lot better.

So you would do that before the pitch then? Like you would insert that?

You do it like, yeah, well, you do it like, uh, like sort of at the very beginning of the pitch, but you need to have had a really good, like, solution consequence commitment. That, okay, you know what I mean? Makes sense?

Yeah, makes sense, makes sense.

All right, thank you. Cool, no worries, dude. All right, uh, uh, Robin?

Hello, Matt. So I've got— I'm just getting into the content really, so I've got a question. It's kind of like the adage of give someone a fish or teach them how to fish kind of thing. And, um, so if this is included in the content, just point me over to where to look. So it's really regards to the understanding or the rationale behind sales in general, but also objections. So you could understand maybe a small maneuver, but maybe not be able to replicate it in different contexts, and that's kind of what I'm going for. So I think you mentioned about like an objection matrix, is that kind of the thing with that, or?

I'm going to be honest with you, I'm going to answer in the same progression.

Say that again, please.

Yeah, I think you're on pause. I'm disabling your audio so that I can speak. Because you're obviously on some sort of speaker. I don't really understand your question, but if I'm trying to discern it, so the objection handling matrix has like a hierarchy of objections. Right? So when you get a shotgun blast of objections, like there's a— there's like you have a decision-making process to be able to discern a hierarchy right now. The sort of— I've shortcutted it by just saying just handle money logistical. Okay, if you've got like logistical and sort of fear-based objections— I used to call it fear. I sort of regret that. I would say, you know, there's probably a better way to put that. However, it's simple enough. So it's like logistical and fear. And then from there, you've got like, you've got money, you've got partner, right? And then you've got like, think about it. And you've probably got time. But time is actually far less common. It's more of a seasonal objection, right? So you want to sort of be able to, if someone gives you like 4 or 5 objections in one, you want to have a hierarchy. But In reality, probably these days I just tell everybody, I don't care what they say, just handle money, right? Like it's just a much easier default. Does that answer your question, Robin? All right, cool. Come back to it. Let me know if you can chat. Johnny and then— so Tim. Yep. Tim, then Johnny and then Victor, and then we're done.

Cool. Thanks, Matt. Can you hear me? Yeah. Nice. This will be a quick one. So I guess just like the beginner newbie line of questioning is whatever objections they throw up front, 95% of the time it's funny. You just ask. Yeah. Money aside, do you think this could be the answer? And whether they say yes or no, you just say, why is that? And then once that's handled, well, if they say no, you're fucked. Okay.

So say they say you've done something tragically wrong. Yeah.

Okay.

Do you, uh, I guess you just do, uh, more digging to see where you went wrong and obviously try to fix it.

Um, well, they're just saying like, this isn't for me.

Got it. Okay. So say that they say yes, then the, I guess the last question would be like, oh yeah, cool. How do you wanna proceed?

Yep.

Um, so if, if they say yes, you would ask why. So go, yes, because they're almost going to say yes, right? They're always going to say yes. Like, it's very rare they say no. If they say no, they're not— you're not going to sell them. If you go, money aside, do you feel like this could be the answer? They go, no, not really. You're like, okay, have a good day. Right? Like, that's— Because, like, they don't think that the product will solve the problem. So you just haven't done a good job. Or, to be honest, which is the thing that most salespeople don't like to think about, is like, maybe they just don't need it. Go ahead with your call. Oh no, you're fine. I'm sorry. I'm, I'm, I, my headphones just aren't working. So, um, uh, yeah. Does that make— so money aside, if it's expensive, yes. Why is that? You know, yada, yada, yada. Okay, cool. Is there anything specific that kind of jumps out at you as being like the key to the castle? Yes, this. Okay. Why is that? Okay. Well, what are some ways that we can come up with the funds to get XYZ? Okay. Like you should be able to kind of spit that out. You know what I mean? Like whether you're asleep, awake, whatever, it's like automatic. You know?

Yeah. If, if they say no and you, you can't say like, okay, have a great day. Um, I guess just for like debriefing and kind of learning where you went wrong, can you ask like, oh, okay. Um, I totally understand. Is there—

is there a specific reason?

Okay, sweet.

Yeah. Because like, they're just not—

they're just— they—

yeah, they might, they might've misunderstood the question, but the chances are that they've— they're, they're just like, I'm not interested.

Essentially.

Yeah. Okay.

Okay, sweet.

All right.

Thanks, man.

Uh, yep. Johnny?

Yeah, so, um, basically I'm already, I'd say, decent enough with the money because we always agree on like a payment plan or like the full amount.

Yeah.

But then for me right now, like, the biggest bottleneck is like all the reframes. I kind of like just wing it, like with the Iceland analogy. I just kind of like I just made it up, like, kind of like on the go. But my biggest objection that I get is trust. So I guess, like, what would be the best way to handle that one? Like, trust?

Uh, I mean, trust is built on the call, right? So, like, you know, and again, like, the money logistical is just designed to handle that. And then from there, they might have other ones. And then if it's like a think about it, you know, which is more of like an urgency objection. But if it's a trust objection, there could be like a number of things. But I would, I would like it. There could be a ton of things like a really quick sales cycle or, you know, there's a number of different things. Depends on what you sell too. Do you sell some sort of fucking AI thing? No, no, no.

Marketing services.

Yeah, well, if it's an agency, the like, so marketing services, like trust is a huge one. Right? Because like you're handing over the keys to the castle, right? So, um, like cold traffic, short sales cycle for agency work, that, that is a very common objection and you can't really overcome it on the call. You've got to set up a sales process that builds more trust, right?

Mm-hmm.

So case studies, testimonials, you know what I mean? Like you've got to sort of like build a case because You're— if you're— especially if you're doing cold traffic, like you're handing over the keys to the castle.

Yeah.

I mean, so, but that's where there's nothing wrong with like, that's where follow-up and pipeline come into play. If someone's like, okay, this sounds really good, but like, you know, I'm concerned about a few things. And it's like, if you're handing over the keys to the castle for marketing, it seems like pretty reasonable. Yeah. I mean, so it's like, well, what do you need to see from us to give you that confidence? It's like, well, I'd love this and this and this and this and this. It's like you can try and overcome a few of them, but at the end of the day, you might just like, Speak to that person 2 more times and sell them. Do you know what I mean? Like, yeah, this is just, this is just the way of sales.

Okay, that makes sense.

Yeah.

So I'm gonna try to pre-handle that with pre-content.

Yes.

Yes.

Yeah.

And case studies, testimonials, like having, you know, education and just stuff like that, right?

Yeah.

Yeah.

Okay.

Because, okay. Yeah. Because for me, follow-up is not really working. Like I scheduled a follow-up, but then they tell me that they picked another company. Sometimes I feel like it's a lie because I don't see them running ads for like a month or two.

Yeah, probably, probably is. Yeah, yeah, yeah. Okay, yeah, I appreciate that. All right, last one. Uh, Victor, I know it's Victor.

Uh, yeah, so more on the B2B side. So when you have a prospect like with multiple decision makers, let's say and you basically cannot agree on the price with that person that you have the meeting with. So how do you like go around it when you cannot? You should ask budget with the person.

You should, you should, you should, you're doing B2B, you should find the budget.

Okay, so just, but okay, so—

So what, what if any budget have you guys set aside or is in your department to achieve X? Okay, like, that should be part of your sales process because you require a budget. Yeah, I mean, and then like, because if you're way outside of the budget, then they're going to have to pull in from other or get special compensation for it. Or they're not.

Yeah, I mean, so like, yeah, so you just do it straight away, basically.

Oh, it is part of your discovery. You should find out budget. Yeah.

Okay.

Yeah. I guess, but like, if it's like a problem, solve problem X, right? Okay, so like, what budget have you guys got to solve problem X? Oh, we've got $2,000. Okay, and what kind of outcomes are you looking for? Well, we're hoping to get a 5x lift in sales. Okay, over the next 12 months? Yeah, sweet. And how many do you do now? $100K a month. So you want to get a $500K— so you want to get a $5 million return and you have a $2,000 budget. Does that sound reasonable? It's like, are you retarded? Yeah, you know, like Yeah. And so it's like, is that reasonable? Like, because I would love to get you a 90,000x return, but I just don't think it's— that's reasonable, et cetera, et cetera. Yeah. That's why you get budget early.

Okay.

All right. Okay. Okay. All right, guys. Good shit. I'm sorry if there's any more, but I gotta run. Um, and we'll, we'll kick off the rest of it next week. But, uh, let me know, post up in the school community what you guys, what you guys got out of today. And if you got any questions, I'll go through later on today and answer them. All right guys, bye. I got you there at the end, bro.