EP125: Overcoming client objections before they come up with Sachin Patel and Aron Choi

Hey Sachin and welcome to the Perfect Practice Podcast. It's my mission to use this podcast as a platform to help holistic, heart centered practitioners transform the world. I think we can all agree that the world needs more of what we have to offer now than ever before. And I want to take all the information and all the knowledge and experience that I've gained over the years and leverage the community and the contacts and the mentors that I've had over the years and share some of the most valuable nuggets that I've picked up over those years. I also want to bring special guests on so that they can share their valuable wisdom and knowledge with you as well. Each episode is going to be packed with valuable nuggets of information to help you grow both personally and professionally, all while moving you towards more impact and more freedom. I'm excited that you're here. I'm excited that you want to grow and learn. So let's jump right in. Hello my friends and fellow practitioners. Coaches, you're in for a treat. Today we're going to be talking with Aaron and Aaron is one of our super coaches in our community. He is also responsible for onboarding many of our mentorship clients and our accelerator clients. And he's also somebody who is a fellow practitioner and somebody who's run his own practice. And so what we're going to be talking about today is something that comes up often. It's something that comes up actually over and over again in our coaching calls that we do in the training programs that we run. And it's obviously something that's important and that's why we want to talk about it today. And that is objections. So today we're going to discuss what is an objection. We're going to discuss why you're getting objections, how to rethink objections, and really how to remove that word from your vocabulary once and for all and really get down to being a value and of service to people. So without further ado, Aaron, thank you for joining me today and thank you for bringing your years of experience in helping people make a, you know, an informed decision about their future. And that's essentially what, you know, sales is, is onboarding people in towards a better future where you create more value with their resources that they're putting in their money, their time and their energy. Thank you for being here.

I'm excited to be here. Happy to share.

Well, you know, you've got lots of sales experience. I'm curious, I'm going to put you on the spot here. How much Would you say you've sold in your career.

Over the last couple of years over well over seven figures. So, you know, in the beginning it was not that amount, but just kind of reflecting back in the last couple of years, it's over seven figures.

Okay, all right, so you've done over a million dollars in sales, adding tens of millions of dollars, I'm sure of value into the marketplace. And so you definitely know what you're talking about. How many calls would you estimate you've taken to help people get onboarded in our program or any other program that's out there that you've helped people with?

Probably thousands at this point. Okay, a lot. In the beginning it was like, I can't believe I, I would have taken or made that many calls. Some of it is outbound calling. I've done some of that. I've done a lot of inbound calling, like taking a lot of inbound calls, follow up calls. As someone who has grown up more on the shy reserve side, who would have thought I would be in this position talking to so many people and it's been a lot of fun and a great growth experience.

I love that. So thousands of calls, you know, seven figures plus in, in sales that you've done. So you bring a lot of experience to the table. And I'm sure you know, there's a lot that you'd like to tell the younger version of yourself when you first started out, and that's what we're hoping to extract from you today is what would you tell your younger self? So those people that are encountering, we'll call them objections for now, how can they position themselves so they're. They don't even come up? And how can they position themselves so that if they do come up, they've got a logical response that's not emotionally driven and they can grow from the experience. So that's what I'd love to, you know, kind of unpack today and give our, you know, our community that's tuning in and listening to this and really what I hope to also create is a timeless reference for people. So the principles that I really, really appreciate, as many people in our community do, is what's something that is going to work forever? Not something that is just timely wisdom, but really timeless wisdom. And so then it's a skill that we can sharpen. Right? And that's what we want to give people today is the ability to craft and share their story and to onboard people and feel really good about it and have those people feel really good about it too. So there's a lot of anxiety sometimes around discovery calls and breakthrough calls or whatever we want to call them. And we also want to kind of melt some of that anxiety away as well, because that's not a good place to be in, especially early on in your business. You don't want to come from the anxiety energy. You want to come from the energy of service and of adding value to people. So with that being said, why don't we start with what is an objection in your opinion?

Going back to like the very beginning. I used to be very afraid of the confrontation in a sales call. Right. I. I'm a. I'm a doctor, but. And I even remember I'm so adverse to confrontation in many, just like in my being that it scares me. It used to scare me getting on a sales call because you were going to hear things. You accept insurance. What if I can't afford this? I can't. I don't have time. You know, I don't want to do that. You know, all these reasons for someone not to work with me or not to engage in. In. In a business relationship or partnership with a patient. Objections in beginning used to be like, oh, these are. It's like a form of rejection. I, I used to think that objection was rejection. But as I went through my sales journey and learning, sales objections are really actually forms of interest. So that's how I reframe it in my mind. If someone is coming up with real objections, and we'll get into this in a bit and not excuses, they are finding a way to make it happen. And they just may not have the clarity to take that next step. The clarity, maybe the confidence. They want to be assured that they're making a good and the most informed decision they can. So an objection. I want to get on the same side of the table as someone. So when I think about an objection, it's how can we solve this problem together? It's not a form of rejection. But if you're dealing with the, like a con, like a adversarial type conversation, then you've probably done something wrong. So objections are really interest and problems you're trying to solve with someone. So that's how I think about an objection.

Yeah, I love that reframing. And I think it's really important for people to maybe even rewind that and listen to it again because it's how we frame it for ourselves, but also how we view it from the client's perspective. And whether we're selling B2B or B2C. What we're going to talk about today is pretty timeless and applies across the boards and I would say across many, many industries. But I think what we're going to bring to this conversation is how to do it with heart and, and how to change the perspective of how we view this topic so that it actually works in our favor. You know, I mentioned to you before we started recording that I recently watched Rocky 3 and Rocky 4 shout out to Jordan. And, you know, we were at a conference called Genius Network, and one night we watched Rocky 3, and the other night we watched Rocky 4. And definitely very nostalgic. And as you were sharing this, the boxing metaphor came up for me. And it's like we want to be the coach in the corner who's cheering them on and giving them tools and strategies to overcome the objections. That's what we're both collectively working against. And so our goal is to build confidence. It's to pick them up when they're down. It's to help them understand the weakness of the opposition. Right. And then understand how to move forward. But if they don't want to be there in the first place, if they don't want to win in the first place, then no matter what amount of coaching we do or handling we do of the conversation, we're never going to win. So that's why it's important that you said we have to differentiate between an objection and an excuse. And maybe with that being said, what would you say are common examples or ways that somebody can differentiate an actual objection, an actual concern, like they actually can't afford it versus saying it's they can't afford it and that's really not the case, or it's too much money. Like, how do you differentiate between the two?

The way I differentiate it is when I think about the sales journey, like working with someone when they're interested and getting to that point where you're deciding yes or no, should we move forward? It's how do we get to that point of an objection? Because if we think about the framework when we. When are we actually handling objections? It's usually towards the end of a call before someone moves forward. If someone is already telling you, let's, let's talk about, you know, our program, the metabolic reset. A lot of people are offering this and someone is saying they don't want to change their diet or they don't want to change the way they eat, they don't want to try to sleep earlier, they don't want to try to take a walk Once in a while, then do they actually want the result that you're trying to offer? And no objection handling is going to help them unless they come to that, are beginning to reach that stage of change where they see they have a problem, they are starting to look for ways to solve that problem. So oftentimes excuses are hard to overcome. I've come to a point where I know I can't drag a horse to the across the finish line. You know, I can't force someone to do something they're not at least open to exploring. So that's where I'm starting to define it's a level of commitment, I think. So when someone's committed objections actually help them take that last step. An excuse is usually fighting someone to try to convince them to do something for themselves.

Right.

And if you're in that position, I don't care how, it's usually very hard. And even if someone says yes, they're going to deal with people changing their minds refunds if they're not emotionally committed to that solution that you're. You're offering.

Yeah. You can't save someone who wants to drown, as they say.

Right.

Yeah, yeah. These are all very important points and really important reframes as well for people. And one of the things you talked about is kind of the sales journey and building that rapport and building that relationship with them so that before they even get on that call, they're primed and ready to work with you. So some of our, let's call them objections for now are actually just us not doing our job, preparing that client to be on that call with us, or perhaps not having enough rapport. Because I know when, if I get on a call with somebody and I've already got rapport with them, I'm just excited to be on the call with them. Right. If they've done a good enough job. Like sometimes people can't even believe it's you on the phone call with them. Right. I'm sure that's happened to you. I know that's happened to me. And they're just blown away by that because you've built up so much rapport. And so we want to also do that for ourselves and for our clients so that there is this mutual excitement that takes place. You're excited to get to know them, they're excited that they're on a call with you. So what are some ways that you found work? Well, in helping people build rapport.

I'm glad you said that because this is a. This frames the whole Thing, the whole experience for you and the person who's interested in working, if they don't know who you are at all, then you're in a sales situation where you're doing a lot of convincing. So rapport is what they've seen from you online, your social media. Like, do they have a familiarity of how you think, what you sound like, what you look like, what do you value? And then when you're on the call, can you find like commonality? Can you be approachable? Do you show up calm? Do you show up like, do you show up fully ready to listen to someone? Do you show interest in the other person not as a dollar sign, but as a real human being that you care what they're struggling with and actually care to connect them with a solution to solve that problem. So it's very hard to maybe do it in words, but I think if you feel it, it'll come across on your call. I think I found the same thing in patient care. Like you can, you know, I've, I've experienced being on other end of the health cares as a patient showing up to a doctor who maybe you feel might feel rushed or you're explaining something. They're not actually trying to understand what you're going through. Those are ways to break rapport. So how do you do the opposite? How do you show interest? How do you be present? How do you listen? How do you like. Have you done your homework? Did you look at their intake form that they filled out before they showed up on call to show that you did a little bit of homework, like you're interested?

Yeah.

It's how to win friends and influence people. Right. Be interested in them.

Yeah. Rocket science.

Right.

But certainly very beneficial. And you bring up a good point. Building rapport with people, you know, and it's as simple as perhaps going through their intake form, knowing how many kids they have. Right. Knowing to ask what their names are and how old they are during the conversation, taking, taking a personal interest in them. As we should anyways, because these questions are important in understanding their, their health history as well. Right. If they have two kids, you want to probably want to know that. And if they're a certain age, you probably want to know that because you may get a sense of what their life is like. Right. And where they're, what directions they're being pulled in. So, you know, building that personal rapport also helps us understand their circumstances so that we can better create and navigate a solution for them. So, you know, there's clues in there that we want to extract that can help us have a more meaningful conversation. And also by understanding their circumstances, we're able to provide a more fitting solution for them.

Absolutely.

So, you know, one of the things that we discussed even before we started chatting live here is that we, we talked about objections. Right? And you said, well, how do we get to a point where we don't even handle objections? Or that's not even part of our, our framework. Right. We're not even thinking about it through that lens. And, you know, my response was that, well, to first, you know, to, to get there, we have to know what the objections are so that we can bake the, you know, objection buster into how we, you know, position our product for people. So let's unpack that a little bit, is kind of reframing it and how that process looks for you. So is there a way that you start going about, you know, handling those objections in how you present the product? I'd love to know your process if you have one.

So I think in healthcare, what I realize a lot of the value we offer is the, is in the questions we ask to help them understand that we know what we're talking about. Like, if someone is asking me about, like, let's say blood sugar, that's a, That's a good one. Like my blood sugar, I have high blood sugar and I'm trying to. I'm pre diabetic. So the. Just the questions you're asking, like, oh, are you, you know, what are you eating? Are you sleeping? Like, do you have enough experience dealing with that problem to ask the right questions? And then just magically, people feel like, oh, you know what you're talking about? I mean, because you do. Right? So how do you demonstrate it by the questions you're ask? And once they, once someone knows that they're in the, in the presence of someone who has experience solving that problem, I usually find that the objections, like the number of rejections, like, decreases by like 90% if I'm explaining how the gut works and how it's connected to their brain and their mood and what they're eating and maybe skin issues. They're like, oh, this person gets me. So already the trust is being built through the questions I'm asking. So objections sometimes are just like, can I trust you? How can you build trust through the questions you're asking? Can you tell stories about the problem that they're coming with? Like real experiences, either personal or from past patients and clients? It's like, oh, I've seen this before. And what I found was, you know, Susan was dealing with a stressful job and it raised her blood sugar and her secretory. You know, IGA was low and, you know, she was sensitive to everything. And so when you can tell stories like that, they're like, that's me. So once someone can identify with some of the stories, experiences, the case studies you have, then the trust is there and they know that they don't have to. Like, oftentimes objections are people asking questions that they don't even know how they should be approaching the problem. They're just like, this is what I should ask or this is what I should present as an objection.

Right.

Because I don't know what else to ask. So how can we guide someone through that thought process?

Okay, so you said something that, that triggered me, and I just want to bring it to, to your attention in a positive light. So this could be helpful, I think, for clinicians that are listening to this. So you use the word secretary iga. Right. And I knew what you meant. Right. But then I immediately put myself in the shoe of somebody who's never heard that term before. And I, I just wanted to, you know, bring that to your attention, of course, but also to the attention of our listeners. That, and maybe get your perspective on it. Right. When do we use words like that and when do we avoid words like that? So if they already know their secretary IGA is low and maybe that comes up in the conversation, then certainly it would be relevant. Right. But I love your perspective on that because I have a feeling that what you're going to say is going to be really helpful for listeners.

Right. I don't typically use the technical term, or if I use a technical term, it's only because maybe they've seen it, maybe they've done a lab test and they're presenting it or I explain it in a way that they can understand. Secretory IGAs are first line defense. So if it's low, we're going to see the immune system struggle with xyz. So we have to be very careful when we're explaining not to be overly technical. We have to remember that we've gone through years of technical training and we've learned medical terminology to communicate with each other. But oftentimes if we use that in a sales situation, we could intimidate someone or make them feel more confused. And that's, that's actually a way to decrease rapport. If someone walks away feeling dumb after a call, then that's not a way to help someone where they are. So we got to meet people where they are. I don't assume, I assume the best of people, but I also understand that, you know, not everyone is where we are in terms of our medical training. How could we expect them to be and be careful with technical terms.

Yeah, and I knew you would want to say that, so that's why I wanted to have that discuss a brief discussion. So yeah, we always want to keep the context in mind. Right. Who's the person, what's their knowledge and what's their awareness? I know a lot of our, our clients are actually practitioners, so we can use that word and, and you know, it lands for people really well. But if it's your first time or if that, if it's that person's first time, you know, maybe you can use the word, but then also let them know what that means. So simply so that they could explain it to somebody else because they may have to go and explain it to their husband or they may have to go and explain it to somebody else who helps them in making that decision. But if they don't feel confident in being able to communicate what that is to that person in terms that they can understand, then they may not get the buy in or they may not even present it because they don't want to sound like they don't know what they're talking about. So we always have to keep that in mind as well. So I love what you did there about saying the secretary IGA and then unpacking it for them in a way that's really easy for them to understand and explain to somebody else.

Right. And this is where listening comes in. Because if you, if you're on a zoom and you look at someone, their eyes are glazing over or they, they, like there's silence and there's no response, then you know, like, okay, I gotta backtrack. Like I, I lost this person on the trail. Like trying to guide someone down a hiking trail and if you don't see them behind you, you don't just leave. You got to go, go find them, go get them back on the. On track.

Exactly. I love it. You know, one thing that I'm visualizing is, is almost like you're holding this person's hand, right? You're walking this path with them and not even ahead of them or behind them, but you're really holding their hand through this process. And that's how I visualize it, is that you're going on this journey together to identify is this the absolute right next step and right fit for you and I want to bring that to everyone's attention, that that's how we really have to feel about what we're offering to people. So if at any moment you don't feel like they're a good fit for your process, if you don't feel like you can knock it out of the park, then, you know, we don't need to handle the objections. Right? We don't need to conquer those things. Like, the moment you identify, they're not a good fit for your process. It's, you know, you're not holding hands with them anymore because you're not able to take them where they want to go. Right. If they want to go up a certain path, and you're an expert in taking people up this path, then you've got to be, you know, ethical in making that decision for people. So I probably should have said this earlier on, but the assumption is, is that whoever you're speaking to, you've identified as the right fit, you have the right product for them, you're going to create, you know, a solution for them. Because many times we're representing an entire industry. So, for example, if you're known as a functional medicine practitioner to that person, you know, you're going to bat for every functional medicine practitioner that comes after that. And so you have to make sure that you're. You're going to hit it out of the park for all of us. Right. And I think it's also, it goes without saying, but I think it's important for us to say this because we only want to work with people who are a right fit for us as well. And it won't probably happen in this conversation, maybe it will. But just really identifying who are the 20% of people that are the absolute right fit for you, and how do we articulate and communicate your message so effectively so that you're holding their hand through a process that takes their health or their business to that next level? What are some signs, Aaron, that you would say that somebody is not a good fit? Is it a feeling or are there certain words? Is it body language? How have you identified over the hundreds of calls, thousands of calls that you've done? Rather, how would you identify some of those not good fit situations?

The image, the analogy, the metaphor is, is someone swimming towards me? So let's, like on the conversation, I feel like maybe we're the opposite ends of the lake, and as the conversation is happening, are we actually getting closer to meeting? You know, if we're swimming towards, like, is this person swimming towards Me or am I chasing them in circles? So once you're chasing someone and you're not coming to a mutual understanding of like this is a path we want to take together, then like that's a feeling I have. If it is a good fit, we're like, we're meeting. I, I, I've gotten to a point where I don't want to have to push someone because when I am, we're not just selling someone on a product that they go home and use and we don't meet ever again. We're selling our time, our services, our energy. And so we have to remember that for us, we're, we're, we're committing to a relationship. I think it's the same way. Maybe I've looked at like my personal relationships. Would I want to spend time with this person? Because that's, you will be spending time with that person. So you're trying to identify, is this someone I could get along with? Are they coachable? Are they open to learning? Are they interested? Is this important enough for them to go through some things that will be challenging? So those are some of the things I'm looking for. And the red flags are if you don't see, if you see too many of those things, those criteria not being met, they don't seem coachable, they're not open minded. They have, they have a pathological disbelief in what you're doing. Like those are signs that maybe this isn't the good or best fit and you can send someone in another direction.

Yeah, I totally get that. And I think it makes sense, you know, if we're, if we're looking at it from an energetic standpoint. Right. You're going to, you know, kind of burn yourself out chasing people who are all swimming away from you. Imagine you've got like a dozen people that are interested. Those people who are swimming towards you take so much less energy to meet them halfway. Right. And it's, it just feels good to even visualize that a whole bunch of people swimming all in the same direction towards one common objective and one common goal.

Yeah.

So one of the things you talked about is how do we a, how do we have a process? One of the things that we spend a lot of time on in teaching our clients is values. And I'd love for you to speak to that as well, because I feel like when the values are in alignment, there's a great synergy that takes place. But how do you see yourself or how do you see others incorporating their values into either how they nurture People or how they communicate with people.

So values, I think this, it's, it's a, it's a, we have to be self aware what's actually valuable to us to begin with. I think that's a good starting point. So if we're, if we're selling for, you know, or we're offering a lifestyle change program, do I value that enough to practice it myself? Right. So something like the metabolic reset, I've done like four times, so I've gone through the. I, so I understand also I can empathize with. It can be challenging, but I also know the reward at the other end of the, of the journey. So I, that was very important for me to experience and to see like for myself. Because also if you're just starting and you're like, I don't have any client stories to tell, like you can start with your own. Like, oh, when I, you know, let's say I stopped using, you know, added oils into my cooking, I felt so much better. Then when you tell that story, people are like, oh, if you know, Aaron's doing it then, and he's done all the saying it must be something to it, which is true. So in terms of values, do we practice our own values? Can we demonstrate them? Can we, are we clear what those are like? I believe in being coachable and treating anything I go into as like with an open mind, being open to learning. So if we're clear on our own values and then we can communicate that on a call and share how that's important for the process to, to work.

Yeah. And you know, I would even go as far depending on, you know, how, how people are learning about you, you know, spelling it out. We even do that in our webinars and some of the trainings that we do is we share our values.

Right.

You know, towards the first 20% of the presentation so that people can decide if they're in alignment or if they're not. And one of the things that you may put down in your values are some of the, you know, potential objections that might come up. Right. So if you're common objection that comes up, I think the most common one is money. Right. It's, it's seems to roll off some people's tongues and of course it could be a limiting belief that you have to overcome. But knowing that we want to incorporate that into how we position our program and we might even use the word affordable, so therefore it's kind of checking off the boxes, you might even say, hey, we wanted to create a program that's family inclusive, where you get buy in from everyone in the household, including your spouse. So you're already addressing some of those objections that are coming up for them, and they're nodding their heads thinking, oh, this program is for me. Before you even presented any case studies or any stories, they're already nodding their head and saying, wow, okay. They've taken all my concerns into consideration and now this person can lean in. So I think there's a great opportunity to present our values in a certain way that handles people's, you know, kind of inborn objections so that they're leaning into the presentation that we're doing and they feel like, wow, this program was, was truly designed for me. So there's value in presenting our values, let's put it that way. Yeah.

Like, even, like what, what else comes to mind is that we wanted to create a transformational experience, not a diet. Like, you just say, like, this is not a diet. Like explicitly say, this is a, a healthy way of living or way of eating. Which, you know, these are words sometimes I'm getting from, you know, my past clients. Like, I don't want to do a diet. Like, this is not a diet. Like, you know, I want to make sure I don't go on this yo yo diet. Like, well, it's. We're, you know, we designed the last four weeks to be a maintenance where you're going to. So then the, the offer, the presentation. How we present our program as different is the way to preempt the objection.

You know, what's coming up for me as you're saying that is in my visual brain here, is that people are, most people are already on a yo yo diet. Their blood sugar is yo yoing throughout the day. Right? And just bringing that to their attention. Hey, how many of you feel better when you eat? How many of you feel more energy after you eat? Or how many of you feel, you know, angry or low energy before you eat? And if anyone answers yes to that, they're already on a yo yo diet. Right. In fact, what happens to our clients is we stabilize their blood sugar. So yo yoing is something that most people are already doing, and that's what's causing most of their health issues. So you can just right from the very beginning, you know, handle some of those things. And then what are they going to say to that? Right? There's. It just makes total sense that what you're doing is going to be valuable and going to help them. All right? So, Aaron, there's a, there's a Principle that we learned about called Bant and it was developed originally by IBM. And I like this, it's so simple. It's, it's a very clean framework. I'd love for you to walk us through it so we can get a better understanding of what is the BAND principle.

So band, it's a, it's an acronym B A N T. So the, for the, for B is for Bant Budget. Does the person you're speaking to have the willingness and probably ability to work with you? So it's not really an objection like if, if someone does not have the means, like truly does not have the means, it may not be the right, like you may not be able to make it work. So do they have the willingness and ability to actually pay for your services? Authority is, is a person you're speaking to have the decision making power to move forward even if they want to. So this is where you're trying to understand who else is involved in the process. So IBM was probably thinking and business stakeholders where there's lots of people trying to make decisions. But in when we're selling health services, our programs, it's usually the person on the phone and their partner, spouse, children, you know, whatever, whoever it might be. So you want to figure out are they able to move forward even if they wanted to. Do you want to add something to that?

Yeah, I was going to and I'm wondering just for context here, I think I know the answer, but I'd love for you to clarify is the budget objection going to come up on the call and if it does, is it because we're not saying the pricing or is it because we're not giving people a range? Because the last thing I would want to know or be in a position of is where somebody has no idea how much it's going to cost. And you do an amazing job explaining it to them. And then you come to the point where you have to tell them the price and then it all falls apart from there and they truly can't afford it. So how do, how have you found, or have you found any helpful ways to address that? Because some people might be thinking that right now.

This is where I think transparency actually helps. So we sometimes we get asked, should I put my prices on my website? Etc? I think the more people know ahead before they get on the call, then the more time you'll save each other. So if it's, if it's out of their price range, like absolutely. Then they won't book that call usually. But if it's Kind of on the border of affordability and they're like, ah, maybe I can do it, maybe I can't. Then that's, I think that's a real objection where they're trying to help them see the value. So I think transparency is the best policy upfront. And knowing in your mind, if someone, you know, let's say, can't afford the entire price of the program, then I want to, then I want to offer, have another solution to make sure that they like, maybe I can offer them a, a lower, another option, a lower cost option instead of the full program. So you're trying to understand. I think through, when I think about the budget, I'm trying to assess where have they spent money before and can they see the value of it? So I'm not asking straight up, how much money do you have to spend today? That's not the question you want to ask. What have you done to solve this problem? Let's say I've worked with someone with a infertility issue, metabolic related infertility issue. And once you hear someone say, I spent 20,000 on a round of in vitro fertilization, I was so frustrated it didn't work and I have to do it again. So you know that they have the willingness and the means to invest in an op in something like that and they're willing to invest in that again even if it didn't work the first time. I know the, the realm of what they're working with in the ballpark.

You.

Know, or if they're talking about, oh, I'm on Social Security, you know, I see my doctor once a month and I can only, I can barely afford the co pay, then that's something to dig into ahead of time. Like maybe this is not the right program for them. So that's how I think about the, the budget, trying to get clues on what someone spent and what their ability to spend is. And I don't want to, I don't want to price someone out just because they think it's more expensive, more expensive than like if you walk into a Ferrari dealership and you don't have that cash, then you probably shouldn't be at the Ferrari dealership.

Yeah. And I guess it's important that transparency component because I don't think Ferrari lists their prices on their website. But people know it's a premium product and they know that this is bespoke, so to speak. And when they walk in, I mean, sometimes people walk in there to window shop and they do it for the gram. So to Speak. But, you know, the people that are serious are. Are obviously aware that this is a premium product and not to say that your product, anyone's product, has to be premium. Right. There's all kinds of different cars, right. And there's all kinds of different levels of service and budgets that can be met regardless of how you create your program. So we talked about budget, we talked about authority, and then let's wrap up with N and T. Yes.

So needs, right? Do. Do they have a problem that we can solve? Like, if it's a health problem, I think this is probably where. If. Sometimes people are looking for a prescriber. I've been on calls like that, hey, can you prescribe XYZ to solve this problem? Like, are you. You know, I probably can, but are you also looking to make changes in your lifestyle and your nutrition plan? If they're like, no, it's like, this is probably not the solution for you. So we have to understand is the need that they have something that we can solve and want to solve with them. So you're trying to understand exactly what they're dealing with. If there. If the. The thing I've learned is if there's no pain or need big enough to. That will help them commit to the solution, that's a red flag. You put an X through the N. There's no. Like, if I can't identify the clear need and articulate it back to someone and they're like, yes, I want. I need help with that problem, then you haven't determined their need.

Right. And I think it's important also to recognize that sometimes people need help. But do they need your help? Are you the right fit? Right Is also crucial. And coming back to that point again, because we're always encouraging people as. As great as we can help people become. Addressing objections and not having them in the first place, the. The actual need that you're both solving for each other, I think is very important. And then last one is T. T is timing.

You know, I think real life happens, right? We think about our own lives where maybe there's a. Let's say, like, you're. I've done a lot of, like, house renovation stuff. Like, maybe you need to do your carpet or flooring today. The timing is like, I need this solved Like. Like this week. Like, my floors are ripped up. I want to solve this now. Sometimes it's like, I want to. I want to change my carpet out and do the redo the flooring, for example, but maybe it's like six months from now. So this is a real, real life happens, and we have to understand the timing and the importance of. To that person. Are they. That's also, I think, important in the commitment process. The timing does have to be right. And we work on someone else's timeline. We can encourage them and help them say why it's so important to act now. Let's say it's a. With someone's health, like, you want to take care of that blood sugar issue now, that blood pressure issue now rather than later. But to a certain extent, you can't control how important the timing is. Like, the timing is really up to their life situation.

Mm.

And so you have to find. Make sure that the timing is appropriate and they're able to participate and do like to use your solution now.

Yeah. You know, I think what, you know, as you're. As you're walking through this, I'm almost kind of reimagining how we even present our offer to people. And the most transparent way would be to say, hey, this is the budget of what you may consider in working with us. Right. So there's transparency there. Here's, you know, who should be on the call. If there is a phone call that's taking place, or at least if they have the authority, then that's totally fine. What is the need? Right. And are we the right fit? And then what's the right time to call us? Because maybe, you know, it's better to call us when you're one month out instead of six months out from, you know, making a decision or. Or taking some sort of action. And we could even use that as reconnaissance on our intake form or in our intake process so that we get a better understanding of what, you know, those are, and we can address them very early on in the conversation. Yeah.

One of the objections that one of our mentees shared was, you know, I want to finish this program before I'm doing another program. Like I'm doing Keto before I do your program. I think that's real. And you can build trust when you say no, finish that program first and then come back to me once you're done. Like, when you can recommend against your own program for a legitimate reason, then someone knows that they can trust you as a advisor and not just a salesperson. And you really want to be a trusted advisor, not someone trying to get them across the finish line and hand over their credit card and cash.

Such a good point.

Be an advisor, be their coach.

Right. Be their friend and advise them through the process. Right. Not just make the sale for the sake of it.

Right.

So, Aaron, we've covered a lot and you know, I think this is a great place for us to, to kind of take a break. And what I'd love to do is have you walk through and perhaps share in our next segment what are some of the common objections and you know, and even brainstorm and workshop through how people are overcoming them and how to address those, how to address them before they even come up.

Right.

Either by sharing our values or baking them into stories that people share. I love for you to kind of use this, use this time to kind of unpack that. I think that'll be really valuable for people and workshop through this. It's going to be really fun to see what comes up and it'll be really interesting to see what the most craziest objection somebody has ever received is. I'd love to document that if we can. I think it'll be fun to see what comes up for people. What's the funniest, craziest, zaniest objection you've ever had? So thank you for all your knowledge today and imparting us with this. And I'm excited to hear what others have to say, how they address and handle objections, what strategies they're using to prevent the objections from coming up in the first place. And we'll be sure to document all of this because I think collectively we'll create an amazing resource for everyone to be able to share. So thank you, Aaron. And here's to your continued value that you add to people's lives. And here's to making sure that we're doing our best to onboard the right people into our community and hopefully giving tools to people to onboard the right people in their communities as well. Thank you.

Thank you, Sachin. It's been fun.

Sa.