What My Members See That You Don’t

Okay, um, real quick, uh, the, the, the question I have for you is regarding like problem awareness. So, okay, I, I feel like there's obviously like different ICP, like buckets of ICPs that I'll have that come to the call with like different types of, let's just say like problems, or let's just say wanting to get things solved. So for example, like there's one bucket that maybe they're launching like a new service offering or new product and like they want to help. And by the way, I sell like lead gen, uh, you know, to these, to these companies and what I'm sure, what I'm experimenting with and trying to find difficulty in is like having to have a problem awareness section for people that don't necessarily have like a problem right now. Like there's no problem right now. They just want to expand into something. And so what I find myself is just kind of glazing over problem awareness and just going straight into like solution. And just selling like heavy on the solution. But I don't know if there should be like, if I should be trying to seed more doubt within the problem awareness section. You know, I don't know if I'm overcomplicating and should just, you know, go over it completely, but there's just certain like problem awareness questions that don't match up there.

Yeah, for sure. So, like there's a couple of ways to approach this. I think one is I don't think you need a particularly in-depth problem awareness. If you have a good solution, right? Because then all you have to get them to do is like, with their current method, how close are they to being able to achieve the solution? And that is going to be where that gap is built and then transitioning into consequence, right? So that's where the gap and the urgency will be built for someone who is like doing relatively well, right? Because people who— sorry, people who win want to continue to win, right? And so, uh, you know, like the thought of not winning to the degree in which they would like to win is likely unacceptable. Hence why they've done well, right? So there's that.

Okay, go ahead.

Sorry. Yep. Then the other thing is that you can use the two truths question to get like a problem going, right? So it's like, well, it sounds like things are going pretty well. Is there anything you would change about— and then you would do give like two options, usually process or outcome.

Well, you see, but that's not relevant. So like, for example, like if someone was like, hey, like we're a European-based company, we wanna expand into the US. Like that's the goal. Yeah. We're looking to expand markets into the US. Uh, we don't have anything in place right now. We're looking to build out a strategy for that.

Um, yeah.

So what's, what shifted? Like, have you tried anything in the past?

Yes.

No, we're gonna—

yeah.

Okay. Why haven't you tried anything? What's changed recently to where you wanna start expanding? Right? And you'll find something because there's a reason for the expansion. Hmm. Right. So it's like, okay, cool. Because what they want is they want to diversify their market because like they feel like they're becoming saturated or some shit, right? Like you need to find a problem, trigger the catalyst or that. Yeah, the catalyst, you know. And so it's like, no, no, no, really. It's like, well, this is a significant undertaking. You know, different people. This is a favorite of work, work involved, time, effort, energy, money. What's causing you to want to do this? Like, why not just continue to do exactly what you're doing, spend more in your current marketplaces, like expand that way? Hmm. Okay.

Right.

So you've got to find something and it's there because people don't just hop on calls.

And if they give you a bullshit surface-level answer of like, oh, like your marketing just really spoke to me, like then you would kind of maybe loop around again and be like, okay, well, like aside from maybe the marketing—

What about it? What about it spoke to you? Mm-hmm. Why? What about it? Okay. What is it about that? Like, yeah, the thing is you've gotta with like, so with say that section, if you have like your NEPQ black book or whatever, right? There's 200 problem awareness questions. If you only know 4 of them, you know what I mean? That's on you. Right? So if you just keep asking, because like, I can just keep asking questions. And it will all stay in that, in that zone. But I know that system, like, back, like better than nearly anyone. Right? So, like, I can just stay in it and then just keep asking relevant questions until I get what I need out of that phase before I move on. But most people only know their script, right? So like if you know 25 problem awareness questions, then like you're good, right? So like that's kind of the problem like with those people, 'cause those are your really good buyers, right? So a lot of people struggle with good leads and they're like, they can get better connections and better calls with bad leads, right? But they can't sell them 'cause they don't have fucking money or something, right? You know, like, it's kind of a— there's an irony there. But what you want to do is you want to, like, understand one bucket people. So if you get that bucket early, then no, okay, cool. I'm trying to find, like, the catalyst event is my main goal, right? And then, like, what that means for them, because the expansion is a good thing, but usually there's a reason for it. And it can be, for, for example, like with Diler, the reason why Like, Australia is not a super profitable market for us, even though we have like good clients. But like, I couldn't really give two fucks if we let go of all the Australian clients like today, right? If anything, it'd be like a net positive to me. But the having multiple countries is worth the EV value— that the EV, that like the enterprise value that it gives me— being having— because we're going to sell it, like that's the whole point of it, you know? So like, it, it gives us two extra points or whatever. You know what I mean? So I'll take this stuff around.

Got it. So you're just looking for that specific, you know, moment or that reason as to why they hopped on the call. Like, what was it that was obviously the catalyst for them to want to do that one thing? And then you're just kind of leaving it at that once you understand that.

I can find some problems either associated with it or like if I can get that, then I can be like, okay, cool. So that's the problem we're trying to solve, right? Like we want to get that. Then from there we can go through why they want to solve that. And it's just a much pointier— like, expansion for whatever reason, just a much pointier— and then you can get a real, like, a real solution, a real consequence. They don't have anything in place now, so you can sort of build a gap, you know what I mean? Otherwise it's gonna— it maintains nebulous, right? Okay, okay.

Um, I have some follow-up questions on, on that specifically, but I'll let you get to everyone else and maybe I'll come back around afterwards.

Cool, man. Uh, Brian Martinez.

Yes, sir, what's going on, man?

How much, man?

Um, question: how do you kind of like stay curious without— yeah, right.

What's that, man?

How do you kind of like stay curious during the fall where we're like, you know, it's not pressuring, like how do you stay curious without putting pressure on people?

Um, okay. Uh, so I, I think, um, Like, I don't think that they're related. So I want to— so I'm trying to make it so that— what isn't this on? Oh, there we go.

Okay.

No? Can't hear me? Is that— you guys hear me all right?

Yeah, bro, we can hear you.

Yeah, that should be better. Um, okay, so I think what you're saying is like, how do you ask a lot of questions without sounding over the top? Yeah, yeah, yeah, yeah. Like, because curiosity is— it's actually really difficult to sort of sound, uh, too intense or whatever when you're actually genuinely curious, because it's like, it's, it's just difficult. I think, um, if If you sound like you interrogate people, if you ask too many, like, situation type questions in a row, but if you formulate them as like, like standalone long questions. So what a lot of salespeople do is they'll go like, you know, okay, so what you're telling me is this and it's making you feel this way. Like, what do you mean by that? Instead of just going, what do you mean? Okay. So by making the questions kind of long and formulaic, you limit the amount that you can ask because it just comes off as weird, you know? So if you just boil it down to quite short, sharp questions like, oh, what do you mean? For how long? You sure? Why is that? And you get good at that, you can ask 50 questions in a row, you know? Like, it's very simple because it's conversational. It's how people talk. You've never had a— you've never had a friend go to you and go, okay, Brian, so what I'm hearing you say is that you would like to go out and get a refreshing beverage? Like, when you say that, do you mean a beer or like refreshing beverage? Can mean a lot of things to a lot of people. Like you would call that person gay and/or retarded and you would never speak to them again. Right? Like I wouldn't because that's not how human beings talk to each other. And so you would just go, you just go, hey man, do you want a beer? So I think, you know, a lot of the time in sales, everyone's kind of defaulting to this bizarre way of talking. And this might not be you, but the questions are too long. And so, and that starts to create a pattern. And it's difficult to, it's difficult to make that sound natural. So the first thing is like having shorter, I think more direct questions, but then using your tonality to soften that. Right? So generally speaking, you want to sound a little bit like higher, like, oh yeah, like, what do you mean? What do you mean? Right? So you kind of conflict your voice a little bit. And then you just like— that initiates more genuine curiosity, and then you can ask a boatload of questions.

Okay, I'm gonna try that and see. I'll see like if I'm getting like different thoughts. I guess like that, that kind of comes from like reading a bunch of books and seeing a bunch of like those videos, and they're like, oh, it looks like, it seems like, and then it's like just a bunch of like Not necessarily.

Yeah, people are trying to get style points on YouTube, you know what I mean? Um, yeah, yeah, I would like, you know, the, the more like normal the interaction is, the, the, the deeper the conversation will go more naturally because you just sound like— you don't sound like you're doing a sales guy thing. You know, like, the person— if you don't want the person to tweak that you're a sales rep, you know, so it's just like, oh, what do you mean? Oh yeah, cool, it makes sense. Instead of like, when you say that, like, what do you— what do you mean? You know, like, it's really hard to pull that shit off. You can, obviously. All right, it's just difficult.

Cool, I'm gonna give it a shot, man. Thank you.

All right, good stuff, dude. Um, Alrighty, Jake Raleigh.

What's up, man? Um, so I own a small group personal training gym. This is more of like a, I guess, a marketing question, I would say.

Um, I just turned a bunch of them.

Yeah, I'm finding that, um, I'm getting a shit ton of leads to opt in, but obviously they're not ready to buy because they filled out a form on Facebook. I'm trying to figure out what, when you ran your gyms, what was that process like with somebody who's very cold, dropped in and then they're not ready? Because you get them on the phone and they're just not ready.

I just, I mean, like, I just called them and sold them. You're not gonna like the answer. So I just called everybody. I sold over the phone. I didn't bring them to consult. So I just like that better. What I did do is every Friday I had a group session. Which was like a group, uh, like induction kind of info session every Thursday or Friday night. I can't remember. And all the people that I couldn't sell, I would invite to that.

Hmm.

Right. And so like, it was a sit-down and it was like a goal-setting nutrition kind of seminar. Right. And then like, I did it quite aggressively. So, um, I would like pre-fill out like a debit form and I would have it like in a folder, like under their seat type thing. And then I would have like assigned seating and they all came in and sat down. And then I had like a little notebook and they would, pre-fill out their goals. And then what I would do is like, okay, if you feel like you're serious about achieving your goals, I want you to put your hand up. Okay, if you're serious about doing this in XYZ timeframe, I want you to stand up. Okay, if you do not want to achieve this goal, if it's not important to you, sit down. Right? And then so like, obviously, and I was like, cool. So everybody reach under your thing. There's a form there if you really want to achieve your goal. Fill that form out, we'll get started. It's pretty aggressive, but it worked.

Yeah, no, it makes sense.

And then I would stand at the door and they would hand me their form on the way out. That makes sense. High pressure.

That's the drop-off though, is just the actual them not showing up in person, to be honest with you. That's probably why.

Yeah, you gotta, you gotta, you gotta someone with a phone, man. Yeah, like you're better off copying it. Like the, the 50% or 60% of people that you book in right, into that like consult. So say you speak to 100, you book 60, and 30 show, you'd sell 30, 35 of them over the phone. Yeah, I mean, like, so it's just, just get, just start taking credit card numbers over the phone. You just gotta like do it. People were like, oh, you can't do that, and I just did it. I was like, what do you mean? Yeah, I've been doing it for years. I was like, what are you talking about? Yeah, you know.

Well, it makes sense because then if you can't close them, then you just invite them in for that Friday appointment.

Yeah, exactly. And then you have a bunch of people there and you can show some value, you know what I mean? And then, yeah, it's like, it's, it's, you know, are you selling like a 6-week or 16-week, like what do you get, 28-day type thing?

We don't even do front ends, we just do straight into EFT. So it's usually $396, $596, or $796 a month, just recurring.

I would like, like to, to get the colder people, like you'd probably want to do something front-endy to get them to purchase, like going into like say a 12-month agreement over the phone, those are gonna be long conversations. Like if you just go like, yeah, it's like, you know, 28-day minimum and like we have like a set thing that we do over your first 28 days, it's just gonna be much easier just to get them in. And then from there, like if that just turns into a recurring, but it's just how you frame that initial month is gonna be important. That's why I like those, those work well. You know what I mean? We used to sell 28 days, we used to sell 6 weeks, we do 16 weeks as well. And then we just kind of rotate through them.

Yeah, that makes sense. Yeah, I think, I think that make— that's a huge bottleneck. And then also my pipeline management. I've heard you talk about putting them into buckets, like short-term, 90 days that I need to figure out. Are you putting that into people that you could not close, or you just mean the entire pipeline from lead up until they—

I mean, you want to have something in place for that, the second one, just because like you want to be able to like, you have a, you know, CRM that kind of doesn't let leads go. But the pipelining is more for people who are like interested but not doing it, right? You mean like that's really what that's for. But like, you know, with what you're selling, like I would much more buy or die people. Yeah, that's, you know, like, I'm not, I'm not gonna pipeline tons of people. I'm just gonna, like, push them into doing it or get told to fuck off, you know, to be honest. Like, because you're the leads, like, the volume of leads probably isn't that difficult to come by, um, and you just kind of, like, need to make people do stuff, you know?

Yeah.

So I would, like, go more aggressive on the sales?

I don't think there's a way to make high-quality fitness leads. I've tried to do friction on the lead forms, I've tried landers. I think they're all just lazy, to be honest with you.

But most people that are coming from Facebook, yeah, yeah, like, but I mean, that's just most people, you know what I mean?

Yeah, yeah.

I think like, you know, you can get good lead-to-sale ratios and stuff like that. You're better off just like focusing on speed, like trying to call them, like strike while the iron's hot. Like that's going to be your biggest kind of, uh, you know, thing because they actually have a modicum of motivation.

Were you just dialing them like, what, for like a week or two, those newer leads? And then when they didn't— you didn't get them and you just threw them in the long-term follow-ups?

Uh, I mean, like yes and no. It would just kind of depend on like how many people I had, like, you know, if I can, if I have time to call people and it just kind of ends up going backwards, then yeah, I'll just keep calling them. I mean, yeah, you know, and then you switched over to like text campaigns and stuff like that. But generally speaking, like, I would try and hit like everyone pretty hard in the first few days because like, that's your highest chance of getting them, especially in fitness. And then I wouldn't do application forms. I don't— there's like a negative correlation between application forms and seriousness when it comes to a lot of offers, but I think fitness especially. So I would just, you know, try and get the phone numbers and then just call them, try and sell them. Yeah, because like, like if you do like a 28-day, you can, you can get people, especially for January, you know, New Year, New Me, spend the money, do the thing. But really, I would, I would focus on trying to figure out how to get them to pay over the phone.

Okay.

You know, like It's, it's how we ran the gyms and it was way more effective.

Hmm.

Yeah.

Yeah. Alrighty. Alessandro?

Yeah. So a follow-up on the, on the previous point, which was like trying to, I'm trying to understand how you would like, if you would even impact that type of question, right? Like, so say you were able to get like, hey, what was it that shifted recently? And you're able to get that catalyst. How do you then go to an impact and a consequence of that if it's not like rooted in an actual problem, if that makes sense?

Can you say that again? I didn't understand the question.

Um, let me see if I can phrase it better. So like when you, obviously when you, like if you're selling to someone who is already doing well, right? And they're looking to kind of like expand what they currently have, right? And you, you ask that question like, hey, what was it that shifted recently for you to start to look into this thing? Right. Um, and you get that catalyst event, right? That, that, you know, hey, well, you know, we're just looking to— we want to— we're looking to exit the company, right? We're looking to scale up for an exit, so we're trying to be more aggressive on this. Um, how would you then impact— can you even impact that, like, catalyst, or do you just consequence it? Or like, what do you do to consequence that, if that makes sense?

Well, like, there—

I don't know, is that like a weird question?

No, not really. I think I sort of get it, but like, like there and then, or like later on?

So there and then, right? So like if I were to get that information from, from them, right? I'm like, okay, I understand that they're looking for an exit now. Like that's the biggest thing that that's kind of like got them interested in talking with me. That's the catalyst event. And then I were to, you know, solution awareness them. Like go take 'em through the, the, the biggest thing and then how would I go about consequencing that?

Just not achieving it. Okay.

Maybe I'm just overcomplicating this in my head.

So just, it seems like it.

Yeah. Yeah. So then maybe, so then you just basically would say like, okay, well what would happen if you obviously don't achieve X, Y, and Z outcome? Like, so what would happen if you don't, get to this. I think I'm making my question.

If we want to expand so we can achieve a higher valuation or whatever, what happens if you don't expand and don't achieve a higher valuation? Okay.

Yeah, I think, I think I'm okay. So then the consequence, the consequence makes sense to me. What about the— can you impact that though? Like in terms of like problem awareness, or would you just kind of glaze over that?

Um, like, I mean, I've— I'd never asked those impact questions, so, um, uh, like, I, I never ask it, so. Okay, yeah, I think it's a dumb question.

Okay.

I, I kind of feel weird asking a lot of those questions.

I don't, I don't know why. I don't know what, what, what that— what being like, is that having an impact on you? I don't know what that serves. Um, but like, I mean, if you find a genuine problem, right, then you can be like, oh, like, what's that doing to you? Like, what's that doing to the business? What's that doing to your ability to, you know, to actually expand? The thing is, you can't just like— I think people just randomly say What impact is that having? But there's no context. And so just a poorly formulated question 90% of the time from what I can hear. Whereas if you like, because it makes no sense. Whereas if you go like, oh, so like not having a plan that allows you to actually expand into other countries, like what kind of impact is that having on the business? Like, that's a question that makes sense. But if you just go like, what impact is that having? Like, I don't know how they're going to put two and two together.

Yeah, typically I ask that is like, okay, when I get an actual problem, I'll be like, you know, how much has that affected your guys's ability to grow at the pace that you guys are looking at and then I'll just, you know, ask that.

Yeah.

But if I don't have—

Yeah.

Yeah. Okay. I don't think any, like, I don't think there's no one thing that's like vital.

Okay.

Okay.

Yeah. I think I'm just overcomplicating. I'm just trying, I just have to feel like the biggest thing for me is that I have to, you know, understand the types of buyers that are coming in and like the different stages and like the different questions that I ask them. Um, so like, just obviously, like you even mentioned, having more ways to ask the same question for the different type of person that's coming through. Cause I do find that sometimes I'm like the bad leads that come in. I'm like, you know, it's so easy to run them through the whole sequence. I got them, you know, really, really good. But then the people that are just like, yeah, like I don't really have that much pain, but I'm just looking to kind of grow my business. You know, I sometimes struggle with those.

So, uh, just having to just kind of looping around and circling around because either they don't know. Or they're not saying it, so they don't know. You just gotta kind of keep asking questions until you do find something, you know, because like there's no point selling someone something they don't need, you know. So it's like, let's just sit there and find it, right? Um, okay, okay. Jesse, thanks, brother. No worries.

Good morning, Matt Ryder. How you doing, man?

Good, buddy.

Um, question of God. So we're trialing a few different things, so The offer we have, it's like a marriage and business kind of coaching offer. And at the moment I'm doing the setting and the closing.

Marriage and business?

Well, yeah, it's kind of a combination. So, you know, it's targeted towards business owners that, you know, struggle with life balance and everything, and that's impacting their relationships. Uh, we are transitioning a bit more to business owners, but we are still working with employees.

Is it the, uh, Fatherhood one?

No, it's Empowered Men.

Empowered Men. Okay.

Yeah. So we're trialing at the moment when I do the sets case by case, not everyone, but I'm bringing up the price of the program sort of at the end of that first call, more to remove, I guess, friction around whether or not they could afford it, but I'm not trying to pitch them there. It's more informative. And then I'll do a closing call with them over 30 minutes. And they're aware of the price, but it's more about intention. I'm wondering if you think that's a solid idea or you think there's a better way to go around it.

It's working. It's not a good or a bad idea. It's a reason in season, right? So like if you are a Kimbo with opportunity and you are looking for a way to filter people out, because you have a large call volume, then that's a good thing to do. If that's not what you're trying to do, that's a different conversation. So like, if you're just trying to make it easier to close them, again, like what you're doing essentially is filtering, right? So like, your close rate should be quite high. You know what I mean? Like on that, on that closing call. But if that's a huge detriment of opportunity, then you could argue it's a bad idea. But it's not a good or a bad idea. It's just an idea. Right? So the end— it's if you want more opportunity, right, then soften that question. And you can— there's, you know, a bunch of different ways you can say, you know, it's a 5-figure investment, instead of saying the number, whatever, whatever the number is, right? But there's a number of different ways that you can soften that question. Based on the outcome that you want. So, you know, you can go, hey, it's like, you know, it's $10,000, you know, yada yada yada. And then it's like, it's super clear. You can go, hey, it's a 5-figure investment. It's a little bit softer. Again, it's like, hey, you know, on the next call, we're going to talk about a potential investment. Do you— are you open to, you know, becoming resourceful or using resources that you have in order to kind of like fix this problem, right? So like, you know, there's different ways that you can do it, and you're sort of they're all correct, and it's really just about what outcome you're looking for. So, you know, if you want more opportunity, soften it. If you're not concerned about that right now, then keep it where it is.

Yeah, okay, cool.

Yeah, like, yep, makes sense. So you usually just kind of like fuck around with it a bit?

Yeah, okay, I'm trying, I'm trying a few sort of different, I guess, direct, that's a bit softer. So that's sort of where it's at.

Yeah, but generally speaking, like, the more people— if you want to pitch more people, then soften or remove. If you want to pitch less people but have like a higher effectiveness of that pitch, I think if you removed it, you'd make more sales overall. But again, like, I don't know the volume.

So yeah, the volume is not too bad. The hurdle is because we are still working with employees, it's a $7K offer, but there's limits around sort of payment plans and capacity. So generally genuine affordability. I'm good at sitting in the pocket with finances, like that objection is one that I'm pretty comfortable with, but it does come down to genuine affordability. So for sure, I'm trying to filter that out a bit too.

Yeah, for sure. So it's like, you know, I think if you pitched everyone though, you'd make more sales overall, but it would take you a lot more time. So like, there's a— it's, it's just a, it's a math equation. You know, like, by filtering them out, you probably make less sales overall, but you'll save yourself a tremendous amount of time, right? So it's like, which one's worth it at what time, which is why there's a reason and a season.

Yeah. Okay.

Right. Yeah.

Well, that makes sense.

Cool. Angel? Hey, how's it going, Matt Ryder?

Good.

So my question is, I'm also on a marriage offer.

Right?

Fuck me. All right. And it's like everyone today.

Yeah, that's from— that's from what I'm hearing. Now, I feel that my biggest challenge currently is on my pitch, right? When I'm actually selling the program and going through the pillars or the phases, I feel like I may be giving too much information, or like sometimes my pitch will take 8 to 12 minutes. Okay, uh, yeah, when it comes to with the deliverables and everything. So I'll go like, you know, first phase is like, you know, working on your inner man, you know, how you're showing up, your traumas, blah blah blah blah blah. And then I'll do like a temp check, like if that version of you showed up, like how would your wife—

bah.

And you know proceed from there.

Okay.

I mean, without you seeing my whole process, I don't know if it'll be hard for you to give me an idea of how, or how I should pitch it or break it down, or if I should do the temp checks in between.

Uh, Jared, like, the easiest way is put like a bunch of recordings of your pitch into ChatGPT, like the transcripts, and then just go like, shorten this. I mean, like, because there's probably just a bunch of unnecessary fluff that you're going through. Remember, like, when someone's in like an emotionally charged position, like, giving them a whole bunch of, you know, uh, logistical kind of things to worry about and just giving them a whole bunch of shit is just not— it's not the best way to go about things. Sorry, hold on one second. That's a lot of fucking police sirens. All right, cool. Um, yeah, so, uh, and get it just to shorten it that way, like take out the fluff, take out things that are doublespeak. Um, you know, like how many, how many sort of pillars do you go through?

3 to 4.

Okay, yeah, I mean, I would have a look at— because you might just be like double and triple speaking things, you know, like which is just unnecessary because 3 to 4 is fine. You probably want to get it down. Like, 12 minutes is a bit long, I think, for a pitch, but like, you know, 5 to 7 is probably fine depending on like length of the call. So chances are it's just, just about cutting out like a couple of small things here and there. But that is honestly the easiest way. Okay, well, I appreciate it. Yeah, that's, that's how I always do it. Just, and then, you know, minimize the reading level. You know, if it's, if it's like, uh, you know, put it down to like fucking 7th grade reading level or something, you know, that's where most people are sitting, you know. So it just makes it, it makes it real simple. Like, you just distill things down into the simplest possible way to explain something, because more adding on more things to someone who's already stressed out is not like a great way of doing it. So like, it wants to seem easy. Um, also, like, it doesn't have events or anything.

Events like coaching calls?

No, like, well, so I always avoid if there's like live events, I don't even mention them. Right. I just, I don't mention them in the pitch. They just cause friction and I'll just let people discover that when they get into the program, you know, because you don't have to say everything. If they get into the program and they get more than what they thought they did, it's only going to be a positive, right? So like sell minimally. And then if there are coaching calls, like I just avoid talking about times. Okay. You know, I talk about like what you get from the coaching calls, not like when they are. Right. And then if someone says like, when are they? And I say, doesn't matter. If it's at 3 o'clock in the morning, but it's going to save your marriage, would you do it? And they just go, well, yeah. And I go, then what does it matter? Let's not put barriers up, mate. It'd be fine. I just try and get that out of the way real quick because otherwise you end up in like inane logistical conversations about a bunch of bullshit that I don't want to talk about.

Yeah, that makes sense. I think that's one of the issues that I've been doing is explaining to them how they're going to get a book with 3,000 pages and they're going to get—

no, no. 3,000 pages? No, 3 pages. Like, no, just no. I don't want to have— no, don't give me a fucking 3,000-page book to read. You're just stressing me out. You have time to read that? No, I ain't got time to read that. You know what I mean? No, no, no. Make it simple. Like, they can get the book when they get—

they can get—

I already mentioned it. You know, like, look through and be like, okay, cool, this is just too much stuff, it's just overwhelm, and then just simplify it down. Educational resources, done, right? Appreciate it.

Thank you.

Yeah, easy peasy. All right, questions or role play? We got about 10, 12 minutes left. Anyone want to go? Ben?

Yeah, I want to get some, uh some reps in trying to sniff out the BS and call it out.

Okay, cool. Who wants to be the roleplay partner? Who feels solid?

I'll jump on.

All right. All right, let's do it. So, Jesse, you're a business owner that's looking to use organic content to get more eyeballs in the business and sort of, you know, grow that way.

Yes.

That's good.

Yeah, Jesse, feel free to be as much of an a-hole as you want because this is, this is the practice that I need.

So cool, just use some of the objections we get. So I got a list of them.

Cool.

Should I just start from the top, Matt, you think?

Uh, yeah, we'll start from the top.

Just go that way. Cool.

All right, Jesse, cool. It looks like you just saw some, uh, some content from us on, on social media, is that right? Booked a call?

Yeah, brother, came up on Facebook.

Oh nice, dude. What was it from what you saw that, uh, sparked your interest?

Uh, honestly, just the, the way you guys presented it, the way you guys talked about what was there. Look, it's something that we've needed to do for a while, but just always put on the back burner, so it was worth reaching out.

Okay, cool. And like, I'm sure you see like a bunch of stuff that has some pretty good structure. I guess like, what specifically kind of like made you want to, you know, have a conversation?

You guys talked about, you know, what you can achieve and what you can do there, and it sparked my interest. So here we are.

Yeah, yeah.

And I guess like achieve, like what are you, uh, looking to achieve? Like what outcome are you looking for?

Well, I guess ultimately more customers, right?

Yeah, yeah, that's cool. So, and like, I guess like from what you saw from us, because there's a lot of way you can get new, new customers, right? Like you could do flyers, you could do billboards, you could do whatever. I guess like What from what you saw from us made you think that we might be able to get you more customers?

Well, the ad made me click on it, so that's always a good start.

Wait, sorry, what'd you say? The ad what?

So I, I inquired from the ad you guys put, so that's a good start.

What ad did you see? Do you remember, like, like, what did it, what did it talk about? Because we have a few of those going around.

I don't know your actual ad, so I'm guessing here. What do you guys promote?

Oh yeah, it's just like, you know, growing your business with content, right? So like more views to more leads to more sales kind of a thing. Yeah.

Cool. Cool. Um, yeah, I was just talking about social media, you know, using, using the content to get more leads. And I was one of them. I see a bunch of them every day, but I booked this one in.

Cool. Oh yeah, it just sounds like you're looking to get more like the right eyeballs on your stuff so that you can— people know you're good at what you do so that you can get more sales. Essentially.

Yeah, it sounds about right.

Awesome, dude.

So I guess like, what have you been doing recently to try to like make yourself the authority in the space, get more eyeballs on, on what you guys are doing?

Well, we were doing word of mouth for quite a while. Um, you know, we've been here in, in town where, you know, one of the biggest mechanic shops in the industry. We've got about 4 different stores. So now we've got a couple of the girls in the shops, they run our Instagram But aside from that, it's just been sort of word of mouth, uh, trying to pay for some marketing, you know, and some ads online, but that's really about it.

Okay. And like the— I guess the girls that were on the Instagram, that kind of— how was that working out?

Look, I don't know. They, they would post and everything, but that's it. They were really inconsistent. So, you know, they did it when they had time, but that wasn't really their job. So they just kind of do it when they could.

Yeah, and like you could even like be more consistent, right? But like social media is like a— it's a skill, right? And so like if you just are getting 1,000 views a post and you just post more of that, you're just going to get more of that, right? Like the people who are winning on social media are the ones who are really, really good at like the skill of content, right? So like What have you been doing recently to like make your content more effective, to like get better at that skill?

I don't know, nothing really. That's the hard part, I guess. Gary, I don't know anything about socials.

Okay, okay, cool. And I guess like what changed recently to where, you know, you, you felt like you wanted to get on top of this as opposed to just like doubling down on what you guys have been doing?

Everyone's been talking about how important it is, and you know, I've seen other businesses that you know, they get a lot more customers, a lot more clients, a lot more people through it. And I think it's, you know, it's one of the times where it's got to bite the bullet and put the money into something that works. So that's, that's pretty much it. Okay.

And then here I'd like ask you, do you have any businesses in that are like a competitor that are seen as an authority? And I'd like show you all that, blah blah blah. And then I'd be like, are you as good as them? Nope. And then, you know, we'd go through that, right? Um, okay, you want me to keep going, Matt?

Yeah, I thought that was good. Let's just go through some objections.

Cool. Go like at the end.

Yeah. Yeah.

Awesome. Cool, dude. So like what I'd suggest as a next step is get you connected to the coaches, get you on a strategy call with the team process investment that gives me permission to get you connected with them. How would you like to proceed?

Yeah, I wouldn't mind chatting to the coaches and getting more information.

Okay, cool. So the investment to get started is $36K.

It's a lot of money up front for something that I'm not sure will work.

Yeah, I guess like money aside, do you feel like that this could be the answer for you guys?

Money aside, absolutely. Yeah, it definitely could help, that's for sure.

What makes you think that it, that it could be?

Well, it's, it's something that I don't know about, so obviously I've reached out to someone that does, and I have seen it work in the past, but also, you know, there's no, no guarantee that it will work, right?

Yeah, for sure. But I guess like from what we've gone over, kind of like the structure, the system, the strategy, all that kind of stuff, like what do you feel like could actually be of like most benefit to you guys to get you where you want to go?

Definitely having someone that knows what they're doing to, you know, promote everything and actually run it and make it consistent. That could absolutely help.

Okay. And so like, you know, getting that so you can get to like XYZ. Is it just like the upfront amount, or like if we broke it up, could, could that help possibly?

Well, this is the, the first conversation we've had, and you know, I'm wary of scams. So, you know, it's $36K. If you, if you were to walk away from me today, that would definitely hurt me and the business.

Yeah, yeah. So like, for example, like if we were able to break it up like into a two-pay, right, like you do, you know, half now, half in 30 days, like Could that work within like the current budgetary constraints?

It could potentially work, but I definitely want to have a chat with my, you know, my wife, my business partner about it first.

Okay, cool. But like that, that would work, like you would be able to make that work financially?

Yeah, we could make that work financially, but I want to make sure that, you know, I'm doing the right thing by everyone here first.

Okay, cool.

So I guess like, uh, okay, pause. So do I need to ask for the sale here again, or can I just go straight into partner? Like, would I be like, how do you— would you like to proceed?

Yeah, I, I do. I go, okay, cool, if it works in the budget, how do you want to proceed?

Okay.

And then I just— I know it's going to come, and then just let them do the partner thing. But at least then, like, I've, I've closed the door with the, well, if that worked within your budget, how do you want to proceed? And it's like a nice little, you know.

Okay, perfect.

Cool. Yeah, yeah, that was good. That was a good money Yeah, thanks. I mean, it's like, yeah, so you want to give him one more out, I think, for the toupee.

Okay.

Yeah, I mean, I would be like, be like, he's like, yeah, you know, when they say, yeah, I could make that work, like the little trailing is like, uh, I go, okay, well, we can break it up more. You just have to say the word. We can have that chat.

Yeah.

Oh, if you could, that would really help out. Okay, cool, that's fine. I mean, yeah, yeah, right? So yeah, overall I thought that was really good, man.

Cool, thanks dude. Thanks Jesse, by the way, that was, that was very helpful.

Absolutely, bro. I was a little harder on it, so that's what I need, dude.

I need those reps. So yeah, that was great.

I usually get people, if they're not going to pay up front, I usually get them in the third step down. So splitting up into 2, most people that won't pay upfront can't do that for us. So if we split it up into 3 or 4, then they're more on board with that.

Yeah.

It's just like looking for that, like certainty of like, oh yeah, that would work instead of like, oh yeah, you know, it could.

Yeah. I can make that work. You know what I mean? It's like, okay, well, if you broke it up into 3 payments, would that help you? Yeah, that'd be good. Okay, cool. So 3 payments, it's like 12, 30 days apart. That works in your current budget? Yes, it does. Okay, cool.

Right.

It's like nice and sharp. Jay.

What's up, Manny?

Hey, so we're getting a little pushback here because there's a lot of people in the States losing their role. And, you know, obviously with what we do, building their online presence, I'm having problems reframing them from them not seeing or understanding that the presence for them will help them get a role. And what I'm sticking with right now is people like, well, you know, you know, I'm getting recruited jobs, like I'm getting the meetings, and I'm having problems basically, you know, showing them that the presence here will be better for them to get more roles. But in their mind, they're like, well, I just lost my job, and you know, I've been getting the meetings already, and they get it, but they're not sold on that. And is that an education thing because they're so new? Does that make sense?

Yeah, no, it does, it does. I think, you know, it's a multi sort of phase issue. I think one is you probably have to, when you're doing the sales call, tie it off to more than just getting, like, I would, you know, more than just getting opportunities, you know what I mean? Like you want to have it be more than that. It's like these helps you get opportunities, but it's like it's a forever thing. So it's like, be akimbo with opportunity all the time. You know what I mean? Like, don't have to go out there and get recruiters. Like, be your own magnet. Right, right. You know, um, like guys who have women throwing themselves at them don't have to go on Tinder, you know? So it's like, kind of be that. Um, so I think, I think you would want to sort of shift the conversation towards them telling you why they need a presence full-time, right, to make sure that they're insulated against the ups and downs of the job market. Because like when people are losing their job, a lot of people are losing their job, which means there's an influx of new candidates, right? So like the way that you insulate yourself from that is by constantly getting job offers, right? Like being headhunted all the time. And the way that you— the only way that they can do that right, um, is, is because like they fucking, you know, they've got people throwing themselves at them because they have a good online profile, you know. They look professional, they look good at what they do. Perception is reality. So I think like that's got to start relatively early, okay? And then otherwise it's going to be really hard to kind of like cram it in at the end. Yeah, that's what I'm dealing with a little bit. You know, because they just—

they just lost their job, or they, they don't know the pain yet because it's so fresh. It's like, you know, I'm hot and I'm already gonna get girls anyway.

But yeah, but it's like, like, why, why, like, why aren't you just stepping straight into another role? Okay, like, did you— do you not have, like, opportunities? Like, are you not being headhunted all the time? If not, why not? Are you good at what you do? Are you worthy of being headhunted? Yes. Okay, cool. So what's the mismatch here? If you're someone who is really good at their job, but like, you know, why aren't you— you should just be able to snap your fingers and like the people who are coming to you are gonna hire you. That's good. Because your online presence gives that, you know? So like, that's how I would try and bake that into the conversation very early and then get them to like tell me You know, and because of the fact that they got fired and are not walking straight into another role, like, for example, like a super high-level sales rep is never waiting for a role. Yeah. You know, like, it's just they're being thrown at them. It's just, it is what it is. I've never not— I've never had to try to get a sales role. Yeah, yeah, yeah. So it's like, um, That's how I would shift it and I would get them to tell me and I would start that early and that would be probably the crux of the larger conversation because I don't wanna solve the now problem, I wanna solve the forever problem. Okay. And then if they, that's gonna help them get promotions, it's gonna help them, you know, like it insulates them, right? They're creating their own ecosystem.

Mm-hmm.

You know, their own economy. And then if they ever wanna become a consultant, they can because they have a profile. Mm-hmm. Okay, thank you. Yeah, yeah.

Are these—

by the way, are these calls at 4, Matt Ryder? Are these like—

sorry, it's 4—

is it 4 Eastern Monday to Friday for Level 3? Because it used to be 5.

So, well, it's time change, right? So it's at 8 AM.

Oh, okay.

Is it Monday to Friday, just so I know?

No, it's, uh, it's 2 days. It's, um, which days? Wednesday, Friday for me. So Tuesday, Thursday. So Tuesday, Thursday. Okay, thank you. Tuesday, Thursday, 4 PM Eastern, I think. Okay, thank you, man. Yeah, yeah, but it's off, it's off my time zone, so like, okay, you know, but next week though, but next week there'll be nothing because it's obviously Christmas, so we're off next week and then it's back to normal the week after. Okay, thank you. All right, all right guys, awesome job. Have a great Christmas. I gotta run to my next one. Have a good one. Bye.