How to Handle Sales Objections For Wellness Practitioners and Coaches

All right, looks like we're live. Aaron, how are you today, my friend?

I'm doing excellent. I like your. The change in view, your background, your new studio.

Yeah, it's. It's actually my front. My front porch. And I'm so glad that the sound comes through, the Internet's cooperating, and I can hang out out here and. And have an awesome conversation. So it just gave my whole vibrational being a huge upgrade, being able to be outside. So thank God for technology.

Yeah, I didn't get the memo. So next time I'm going to be outside next to a tree.

Yeah, let's do it.

That's my goal for the next episode.

All right. You know, one of the things that happened last week that was really fun and fascinating was I did an interview with Elaine Glass that's going to be uploaded in our next. I have sent it to the podcast team to upload, and her message was get quiet. So we had everyone, you know, turn off their cameras and just listen in on a conversation, lay in the grass, like, be outside. We had some people, actually, I won't name names, but who were actually naked listening to the conversation, sunbathing outside.

So I missed that. I was on that call. I don't remember seeing that, but I wasn't looking at my computer.

Yeah, where cameras were off. Right. So everyone's cameras were off. They were not in the chat, so they're fully present. That was really cool. And I did most of the interview with my eyes closed, so that was really powerful for me because when we're on our computer, it's so distracting. Right. We keep seeing ourselves and we're not used to that. We actually talked about that, about a feature on Zoom on how to turn off your self view so that, you know, you're not distracted by yourself. I mean, there's nothing that's more distracting than you. Right. And so kind of like imagine you're walking down, you know, on a street and you see a reflection of yourself in the mirror. It's hard to ignore that reflection. Right. It's very. We're so distracting to ourselves and doing too much of that, I think can be detrimental, which studies are now showing, actually. And I know when I mentioned that to you, you heard about it from somebody else. So there's more and more evidence of this that it's not good for us to just keep staring at ourselves and it's hard for us to ignore ourselves. So it's like willpower doesn't work. So there's actually a feature on Zoom that Allows you to hide your self view so you don't see yourself. So right now I just turned it off. No different on Aaron's end. And I see just him. I don't see myself on the monitor or on the screen anymore. So. Fun tip for all of you. Just a little biohack if you will, to upgrade your zoom meetings and your regular team meetings that you have.

Yeah, I feel like actual like conversation now.

Like we're in person.

This is, this is, this is what I felt has been missing the last two years. Or you know, it's. It's very. I noticed that I would look at my own image even if I didn't want to. It was just this constant temptation just to like check that I have stuff in my teeth. Is there something in my nose? But now if there is, it's. That's too bad. Just like in real life, you know?

Yeah. It would be interesting to, you know, to do a study of somebody's brain with a zoom meeting where they're seeing themselves and a zoom meeting where they're not. I'm sure the activity in the brain would change significantly. And even your focus, I think I feel much more present and focused to you as if I'm talking to you in person. More so than having this little image of me. And I'm just trying to like micro adjust my posture or you know, am I smiling enough or. And all those things, like you're just, you're just constantly judging yourself and that, that judgment burns calories. It takes your attention off of what's important.

Yeah. And especially if you're trying to connect with someone on a like discovery call and you're staring at yourself, are you actually listening to what they're saying, their body language? So this is a great tip. I'm gonna start turning off self view as much as I can.

I'll actually tell a story about how one time I got on a call with somebody and I thought I had an awesome conversation with them, but I was like, it's. This is like when biohacking goes like completely wrong. And I had my blue blockers on and so I'm wearing the glasses and all. She sees a reflection of my screen so she can't tell where I'm looking. And the fact that, you know, there was glare on my glasses was actually very distracting to her. And it just was what I realized now in hindsight, at first I'm like, this is weird. But then I. Then I got quiet and reflected. I'm like, no. Like her brain is already tired like, she's already, you know, exhausted to the point where she could barely have this conversation. And now, at an unconscious level, we're probably getting her to take up extra, you know, mental and emotional bandwidth just to know if I'm. If I'm looking at the right things. Right. And sometimes where we are, where that person is on our monitor, we should position it right to the top so it looks like we're looking at them. Right. Like, I can change where you are on my screen. If I put you down here, you can see, like, the positioning of my eyes completely changes. Whereas if I put it here, then, you know, it looks more so that I'm looking at you as I would be. So, you know, just simple tips like that can make a big difference in helping people understand and know that we're present. And it's easier for us to be present if we're not seeing this little, tiny little image of ourselves, you know, in the background all the time. Right.

Like, why create another obstacle for human connection is the easy get to the root cause, address the root cause type of quick fix.

Yeah. Yeah. Awesome. So I know today we want to talk about objections and how to. How to navigate through, you know, when people object to your services or to your products, especially in a health setting. You know, what works when dealing with cars and stuff like that doesn't work with the same. When you're dealing with humans and their health and how we want to really understand that their objection is actually a question. So an objection is a question that you haven't answered, or an objection is an awareness that you're lacking or you're not knowing exactly who your avatar and client is. So we'll dive into all that today. But I think it's so important because when. When somebody has jumped through all the hoops to eventually get on that call with you, right? You have to do yourself, your business, all that past effort that you've put into this, you have to do all of that a huge favor and make sure that you show up prepared and in a way of understanding and empathy. What challenges this person has, what objections that they probably have. If you don't know your client's objections, you don't know your client. Right? So knowing what they want is. Is just as important as knowing what's stopping them from getting it. And. And so we have to know that going into the conversation so that we can address it before they ask it. And, you know, so the order in which we, you know, address their objections is so important. And if our clients are then coming up with objections, and we haven't done a good enough job creating value where it's important to them. So we. Let's, you know, let's dive right in. Like, where do you want to start?

Yeah, I think it would be very helpful to even. Just. How. How would you define objection? Let's. So everyone's the same page in terms of terminology. They think of objection a certain way. So how would you define what an objection is?

Yeah, you know, I think simply put, you know, I would say that an objection is an obstacle from a path forward, and. Or an objection is that somebody isn't the right fit. And so we have to understand what they're actually objecting to so that we can address it. Sometimes people are objecting to themselves. They're objecting to the fact that they've tried other things and they failed at it. So when they say no, it's because they don't believe in themselves. Some people don't believe in you. Okay. So they don't believe in you. And, you know, there's a reason for that. We might need to smoke that out. Okay. And it may not even be anything personal. It may be a perception. Right. So perceptions, you know, are not who we really are. It's somebody's interpretation. And then the third thing that they might object to is your process. So your process is the way you do it. Right. So you could be a super nice person, Aaron. But, you know, if I'm looking for a different solution, then, you know, that's, you know, it's. There's just isn't a fit. Right. Or if I'm looking for. I'm looking at your process, and there's something that I need that's missing or maybe it's not emphasized enough for me, then I'm objecting to the process. Okay? So we have to really figure out first not just defining what an objection is, but that there's different things that people are objecting to. And even when they're objecting to themselves, sometimes it's going to be an external objection that's causing it. And sometimes it's going to be an internal objection, Sometimes it's going to be a societal objection. So we have to know that. And once we know that, then we can address that in how we show up for this person, how we present our program, how we present our process, and eventually that just ends up saving people time. Right. And that's ultimately what we're trying to do, is we want to save people time, whether that means working with us or it gives them the clarity to know that we're not the right fit for them. But if we are the right fit, then it's our objective to make sure that we allow that process to occur as quickly and as rapidly as possible. Because we want to make time work for them, not against them. So we have an, we have an obligation to these people. Right. And especially we all know that people aren't just lining up outside your offices like an Apple iPhone launch. Right. Intense. To, you know, to sign up for care. Right. It takes a lot of effort to get somebody in the door. I mean, it takes a lot of effort to get somebody to build a tent outside your office as well. Right. Like Apple does. So it's. None of it's easy. It takes a lot of work and effort and energy to get there. But you want to make sure that when somebody walks into that store, they're leaving with something. Right. That they didn't wait in line for three days only to walk out empty handed. So your clients didn't wait and go through your entire process to walk out empty handed. And so we don't want to let something as simple as an overlooked objection get in the way of them. Right. And even if it delays their decision, two weeks, that's two weeks of them not feeling good. So, you know, let's just knock these things out head on. And that way we can make, you know, we can help our clients make the best decision moving forward.

You mentioned a lot there, and it sounds like objections are really a symptom of maybe, if we boil it down, a lack of trust. Whether it's a lack of trust in you, the person they're talking to, the, the business or the, the process itself.

And. Or themselves.

Or themselves. Yes.

Yep.

Which would be a big one.

Yeah. And. And here's the thing. Like if they didn't believe in you, they probably wouldn't be there. Right. So there's something that you've done. Right. So that there is belief in you. And if you've done a good job educating your client, then they probably have a sense that the process is right for them. Okay. So oftentimes the objections that we're going to be wanting to address are going to be associated to the person. Right. So people, I wish we're logical buyers because then everyone would drive, you know, everyone would ride a bicycle. People would walk everywhere. Right. You know, and people would be lined up outside of our practices instead of waiting in, in emergency rooms and clogging up the hospital system. Right. Because people are not logical buyers. Right. They're emotional buyers. We have to compete against the emotional messaging that they're constantly being bombarded with. Right, Right. So they're being emotionally marketed to by the people that are subjecting them to destroy their health. So we have to emotionally market to them as well, because we have to overcome that inertia of their values, their beliefs that have been installed into their brains, into their psyche, by not their own volition. Right. It's happening to them, not for them. They're not seeking this paradigm. It's being projected into them and onto them. So we have to overcome that. And so we have to understand that people are being emotionally marketed to and they're being emotionally appealed to. So we have to emotionally appeal to our clients, and we have to logically appeal to them. And we have to make sure that we understand that they're probably the one or the thing that's getting in their way, and the only way for them to overcome this is for us to make sure that they feel secure, that they're in good hands when they make this decision, and they're in control as well.

So if someone just says, oh, this is too expensive, I tend to think now that that is just a surface. That's a very surface level objection. And if, if you're getting the. It's too expensive, you. We. You haven't. Your messaging hasn't done the work ahead of time to kind of preempt that. So I, I've known. I. I realized from my own experience, if someone has a lot of objections up front, I did not do the work up front either. The offer was not right. They didn't know anything about me. They didn't know anything about my values before getting on the call. And that's why there's a lot of resistance. Like, yeah, I think objections is a resistance to buy. Right. A lack of distrust. So it's all in the setup. Like everything we've talked about previously about your offer, your story, your values, who you are. If those aren't in place, it's going to be very hard to overcome objections on a single phone call.

Yeah, absolutely. Absolutely. And sometimes there could be outside forces, like a spouse or a family member that could be involved in some of these objections as well. So we also have to think of what's a third party that also could be contributing to this person's decision making. And handling what objections they might encounter when they go back into their home is also something I think we should talk about, but definitely something for people to take into consideration as well. So when we kind of look at where objections might be coming from, it helps us in understanding how they make decisions as well.

Maybe we should just start jumping into some of those common ones, like the partner or spouse or family member objection happens. So how do you think about that? If that kind of comes up, what are some of the underlying issues? Not just like, what you would say, because I don't think there's any one bottled response that will overcome any objection, but it's really the underlying thing, as you mentioned, and trying to dig out, like, what about it? Like, what is actually going on here? So how might you think about it if that comes up?

Yeah, absolutely. It's a great question. So because what we do can be so radically different than what other people have done before, and because many times we're not the first phone call that people make, we might be the seventh or eighth phone call that somebody has made. You have to realize that their spouse at this point is probably getting a little bit skeptical, has nothing to do with you, but they've been promised from everyone that, hey, we're going to be able to fix this. And obviously they did deliver on that. That's why this person is still seeking some answers. So we have to recognize that you know why this objection is occurring. Right. And that also compels us to differentiate what we're doing compared to what they've done before and demonstrate how it's different. Not that it's better. Right. It might be a better solution, but it's better because it's different and it's something new, which creates new possibilities. We also have to realize that that person may not be. Although they're living in the same house, eating the same foods, they may not be experiencing symptoms like that person is. So we have to ensure that their. Their spouse understands and has empathy and understands, you know, kind of the challenge that they're facing. We encourage the spouse to be there whenever possible, especially if they're involved in decision making. So I just had a lady message me, and I told her, hey, this is the price point that we work in. Is this something that would fit your budget? And she's like, I need to check with my husband. I said, well, then he needs to be on the call. Okay, so we need to. Like, a lot of times we're. And I was in the past, too. We're intimidated by asking people to have their spouse on the call, but we realized that we're actually doing them a huge disservice because they're not gonna be able to go back and explain what you said.

Yes.

And they may not even be able to have the confidence to do that. Right. So if our clients are coming to this, they have brain fog. They only remember 11 minutes or 11% of what you say by the time they get home. And they certainly are not going to be able to articulate it the way you did. And so you have to know a few things to equip that person with. So let's just say the objection comes up. I need to check with my spouse. Right. So the question is, then I would have. Well, what questions would your spouse have? I want to make sure that we can help you answer these questions for him. What type of decision maker is he? Right. Like, what kind of information does he need? So, so our clients, when we get on a call with them, we know if they're a D, an I, or an S or a C on the disc score. So we know how to best articulate with them. But we need to know how their spouse wants to be communicated to as well. We have to equip the client with the right information so that they can get the message across. So ideally, the spouse would be there. If they're not there, then we want to get a better understanding of how to best communicate with this person. What questions would they ask? Let's help you answer those questions. So that's, that's, you know, one thing that I would suggest is equipping the client to be able to answer the questions that the husband has with confidence. Right. If they're not, if, if you give this amazing dissertation as to why they're unwell, but they can't go and explain it to somebody, they may be too embarrassed to even try because they're going to screw it all up. Right. I'm sure you've heard amazing jokes, but you, you wouldn't tell them because, you know, you would butcher it and not. And it wouldn't do the joke justice. Right. So the same thing happens with our programs, like, they can't do our program justice that we've been explaining a thousand times to a thousand different people. It's their first. They might only have one shot, Right. To do this. So we have to really prepare them for that process or invite their husband into a call right now. Does your husband know you're here? Yes. Well, would it be okay if we just got him on a call right now? Right. Because I know I can help you. I just don't believe at this point that we should waste any time in moving in, making a decision to move forward. Right. And you know, before you go through these steps, you'll also want to double verify that that is actually the objection. Right. So you would say, like, you know, Mrs. Jones, is this something that you know you really want to do? Right. Is. So if your husband was here and he said yes, is this something that you would want to move forward with you. Okay. And get very clear about that. And if they say yes, then you start going into. Okay, let's figure out how to handle these objections. If. If they say something else or if they stutter, even if they pause for a moment and you get a sense from their body language that there's something more here. Right. Then you need to dig a little bit more. Right? Tell me a little bit more. Right. Let me guess. You've gone to 10 different people, you've probably been told 10 different times you're going to get better. Listen, I'm not here to tell you I can fix you. I'm here to tell you you can fix yourself. Right? And that in and of itself should empower you. Your husband will get improvements in his health. Your children that live with you will improve their health. This is knowledge that you should have had your entire life, but nobody gave to you. So you're doing your entire family a huge favor by learning this and showing up as the best version of you. Right? Here's our guarantee. If we can't get you results, if we don't see a remarkable improvement, then we will apply what you paid us towards, you know, more testing and supplementation, let's say, right. Towards finding out what's going on below the surface. So you can have some sort of risk reversal. So we have to understand what risks they're trying to manage. Right. So the risk for them is they do another program and it fails. Right. And this ruins their marriage because that's what can happen, Right. When people are unwell. So understanding that aspect is, I think, very crucial for us as well.

So if I. If I kind of evaluate and do a. Evaluate what you were doing, there's a few things I notice is that one, you didn't take offense, right? That's one of those things that early on I felt like an objection was a confrontation, like with me. And, you know, just maybe my own tendency is I don't like to confront. So it felt very confrontational. If someone's like, oh, yeah, I gotta talk to my spouse, or it's too expensive. So that mindset of this is not a conference confrontation, but you're serving them, you're listening. And the Second important thing I noticed you did is you really, you're uncovering the truth behind the objection and not accepting it at face value, which is very easy to do. Like in the moment you're like, oh, okay, I'll let you go talk to your spouse. And then that person just drifts off and never gets back to you and never gets help. If that's what they're.

They probably don't even talk to their spouse.

Yeah.

If that wasn't the actual excuse. Right. So if they don't believe in themselves and they pawn it off on their husband or their wife. Right. Then they probably didn't have to ask their spouse. They just knew that, you know, essentially they weren't willing to point the finger at themselves. Right. So that's why it's important for us to really, you know, smoke out what's really going on here. And you, sometimes you have to really go a few layers deeper. Right. And you might even have to ask, you know, why is that? Right. I'm just curious, you know, why, why is it that you have to check with your husband? Right. Is it because. And that sometimes is actually why people are unwell. Right.

You're doing it. Right. A lot of truths come out.

Yeah. And you know, a lot of times, you know, we have to also realize that people's issues are in their tissues. So their objections are actually clues into why they might be unwell. Right. So if they don't believe in themselves, I mean, that lack of self belief shows up in every area of their life, not just their health. Right. Showing up at work, it's showing up as a mom or a dad, it's showing up in meetings, it's showing up everywhere. So you're, you're actually getting very deep insights into their, their psychology and probably how they operate in other areas of their life.

Love it. How about another objection? Common one that comes up. I think the timing one is an interesting one, you know, oh, either I don't have enough time or it's not the right time. You know, you hear very many variations of like time is the biggest constraint. So how might you think about that? Like, where does that come from, from your experience?

I think a lot of us, you know, that's, that's what our parents told us. I don't have time. Right. We just kept hearing that over and over again. And that was their, you know, their parents excuse not to have to show up. Right. So when you want an easy cop out, you just say, I don't have time. The real question is, is it what's taking up your time? Because clearly this problem is important to you. That's why you're here. And I generally find, Susan, that people who don't have time don't have time to get on a call to tell people they don't have time. So to me, it seems like it's a priority issue because you didn't, if you didn't have time, then how'd you squeeze this appointment in? Right? So we have to really get help them as a coach. We have to help them get clear on their language, right? What else is, what else is not solving this problem preventing you from doing right? So if you don't have time for this, which clearly is an important problem for you, that's why you're on this call, what else do you not have time for? Right. What would you do with the extra time if you had it? Right? So I always ask a question, if you had an extra hour a day, what would you do? And the answers that people give you, they're telling you exactly what a lack of time is preventing them from doing. So some people say exercise, right? Some people say meditate. Some people say, you know, I would make my own food instead of ordering food, right? So we need to help them understand, like, what a lack of time is preventing them from getting. We also make it very clear to them that our programs are designed to help people save time, right? So instead of it taking you 12 months to figure this out, we can help you figure it out in 12 weeks. Right? Instead of it taking you 12 years to figure it out, we can help you figure it out in a fraction of the time, right? So you're looking at this as an investment in time because it's saving you time. It's also saving you a ton of energy because you're able to move faster forward in the right direction as opposed to kind of stumbling around not knowing if what you're doing is working.

This might be a little bit a tangent, but I, I, it seems like a lot of objections that we get are our own objections as well. So was there something that you experience that help you see that value for yourself? You know, investing in something and then saving time or investing in something and realize like, oh, my priorities are actually not aligned with what I want. So does that certainty come from an experience like, where's that, that wisdom that that come from?

Yeah, I mean, that's a good question. I've never really thought about it. I think it just comes from an awareness and just, I would say almost being divinely guided to that conclusions. But yeah, I can't say I've, like, I can certainly look back and say this, this. Oh, wow, like, not doing some. It's. It's actually really interesting because it's the things that I was told not to do that actually saved me the most time.

Yeah.

As opposed. As opposed to, hey, go do this. Right. Because when somebody says, go do this, then they're actually putting work on your plate, right? So now you've got to, like, go do something. But if they say, don't do this right, they're saving you a ton of time, energy, frustration, money. And the net effect is you don't have to do anything. Just don't do that. Right. So it's actually like advice you want. Right. You want to know exactly what not to do in many ways, because you're just like going down a rabbit hole, wasting your time. Right. And, you know, versus, hey, go. Go do this stuff. Yes, I have direction, but now I got work.

That's perfect.

Yeah. I'll give you an example. So my mentor, Peter Osborne, we were talking about franchising. And at the time, he had done some investigation into it because he wanted to get his message out there, rightfully so, into the world. And after hiring lawyers and doing some evaluation, probably, I won't say how much, but he spent a good amount of money, enough to make me think twice about it. And he came to the conclusion that it wasn't what he was looking for. And so through that conversation, because I was exploring that as well, because somebody, a franchise organization, had approached me about franchising. Living proof. And so I was in those conversations, and so I asked him about it, and he said that, you know, it wasn't the right thing for him. A few questions about why made sense to me. And now I didn't have to spend that kind of money, time and energy. In fact, all I had to do was do nothing. Right. Just keep doing the stuff that I was doing instead of adding more to my plate. So a lot of times there's tremendous value that we don't really realize in telling people what not to do. And so we put all of our value into what we're going to tell them, into our process, because that's what we're actually offering them. But what you're really offering them is what not to do that's gonna save them so much time, money, energy, effort, frustration.

I mean, I'm just thinking of many different examples in the healthcare space. You've probably encountered patients who have tried the 50 supplements off Amazon. I'm taking this, this, this, this, and none of them is like, I'm still sick. And so a lot of what we're doing is like, hey, don't take these things right now. Like, get rid of that stuff.

Yeah, you know, one, one thing like as, as you're even speaking, I can't help but, but realize like what language people use, right? So even when they're speaking to us in our discovery process, we have to pay close attention to the words that they're using. So I know you were giving an example, so you're not saying this as a, as an actual person, but when people say I'm still sick, right? Like for me, that's an immediate opportunity to get them to realize that no, there's nothing wrong with you. Like, you are perfectly beautiful whole. You are totally fine. You may have sick thoughts, you may have a sick environment, you may have a diet that is not allowing you to fully express yourself. But you know, when you say I'm sick, you're actually, that's your identity, right? So instead of saying I'm sick, say I'm seeking, right? Or say that, you know, I haven't found the right solution for me yet. You know, stay open to possibilities, right? So I'm still looking for a solution is an identity of somebody who's still open to finding an answer. I'm sick is the identity of somebody who's going to stay that way, right? Because their brain will reflect back to them in their environment, who and how they identify. So they will see sickness everywhere, right? When they look at the grass, they're going to see the blades that are dying, not the blades that are green. When they look at a plant, they're going to see all the yellow leaves, not the green leaves, right? Because that's how their brain is going to reflect back to them that they are sick. They're going to see sickness in everything. So it's simply changing that mindset for them, that reframe for them, you know, helps them, you know, because their objection may have been, I don't know if this body's got it right. And my response to them would be, no, this is the only thing that's working for you right now. Everything else is trying to kill you. If it wasn't for this, you wouldn't be alive right now. So we've got to start honoring it and that immediately, right? That's overcoming their objection of self doubt, right. And a lack of belief. And you do a little micro coaching session, you get them to Realize, like, wow, like, my body's amazing. Right. And they fall back in love with it instantly. And now, you know, you've handled that objection. Right? How. I. How do I know this will work for me? Right. I'm not worth it. Right. I'm sick. I'm not capable. I have this diagnosis. Right. So we've. We've got to shift their identity through this process as well.

That's so cool. It's like a. When you talk about reframing and it's a. There's a lot of value in helping someone think about things differently. So it's not. I don't like even saying overcoming objections. That feels like you're just heading into resistance. You're trying to talk someone out of their objection. But it's more like the martial arts, where you're using the force and redirecting it instead of hitting a fist. Like, stopping a fist hurts a lot more than getting out of the way.

Yeah.

So, you know, you want to redirect and not just, like, confront them and get into a fight with someone. Go ahead.

No, I was going to say is. Is. That objection is a question unanswered. Right. You know, this is a concern, and you haven't addressed this concern of mine, so that's why I'm raising this flag. It's kind of like a red flag in the conversation. Hey, you didn't. I don't. Like, I have a question about this still, Right. Or I have a concern about this still, and you simply address it, right. When you. Like, here's the thing. When you don't have confidence in yourself and you don't have confidence in your process, then you start taking things personally and you start questioning what you do. Right? And it's easy to do that. So for me now, I have no. I have no doubt in my capability, and I have absolutely zero doubt that our process works. Right. That's why we teach it to hundreds of practitioners. Right. And they see remarkable results every single day. So I know through validation in our office and validation through the practitioners that we train that this works. Even when people try to deviate from the process, the clinicians that coach them will say, no, just stick to the process. It works. Try to reinvent it. Don't try to change it. You could tweak it if you want, of course, but you don't need to. It works. So I have absolute certainty in myself, and I have absolute certainty in our process. And now what I need to do is I need to have absolute certainty in who I'm Speaking to and communicating to and what they need to hear in order for them to say, this is the best decision that I'm making and it makes complete sense to me and I have confidence and certainty that this is gonna produce a result for me. Right. So if we don't do that for people, then we're doing them a huge disservice. We want them walking out there when they leave your presence feeling like they've got this amazing billion dollar body and they're paying pennies, you know, pennies to actually address it. Right. If somebody doesn't realize that their body's worth billions of dollars, Right. There's no amount of money that they're going to invest in it. But when they realize that we haven't even come close as a society to developing anything as remarkable as just a cell on their body. Right. We still haven't figured out how to create a cell from scratch. Right. We can replicate cells, we can shape them into like an ear and all that kind of stuff. And we think that's really cool, which it is. It's pretty amazing. But we can't start from scratch. Your body does that every single microsecond. Like, like millions of cells right now are being born and there's nothing in all the universe that's capable of that except you, but you've just turned your back on it. Right. And so what we have to do is really get them to reshape and reformulate their self worth so that when they do spend that money with us, it's like nothing. Right. Like if, you know, give. I'll give you an example. If somebody's house is worth a hundred thousand dollars, their perception is that it's worth a hundred thousand dollars. They're probably not going to do a $25,000 kitchen renovation. But if their house was worth a million dollars, then of course they would. Right. Makes sense. The numbers make sense. So if my self worth is low, then your program is always going to seem overpriced. Because I'm comparing it to this, you know, a self worth issue that I have or that the person has. Right, right. Because they failed so many things or they're unwell, or they, you know, lack certainty and confidence. So we have to really help them understand. No, you're, you know, you're worth so much more than you're giving yourself credit for. And this only seems like a lot because your self worth is so low.

It's the truth. The truth overcomes objections. It solves a lot of objections.

Yeah. And you know, What I'm talking about here is it's important that you take in the right context. So how you say it, when you say it, why you say it, those are all things that are really important. And we should have probably said this in the very beginning. You're never doing this to be manipulative. If you don't think you can help somebody, you have an obligation to tell them, I can't help you. So we're assuming that without a shadow of a doubt, you feel 100 certain that you could even offer money back, guarantee that you could help this person. Right. If you even lack a shadow of doubt there, then, you know, overcoming. You have. You've got to overcome your own objections. Right. Of if you could help this person or not. It's not their objections that are the problem. It's you objecting to your process and your program in your own price and not seeing the worth. Right. So we're assuming that you value what you have to offer, produces results. You can stand behind it. You have a risk reversal process. And now what's left is making sure that this person has all the information they need to make the right decision.

So going back to, like, certainty and not having doubt, what would you recommend if someone. Maybe you alluded a little bit to how to do that, but how would you recommend someone develop that certainty? Or, you know, what. What if they don't have the certainty yet? Or whether they don't have that unshakable doubt in their process yet?

Yeah. So part of it is like, what we've done is we've made. I can speak to our process because it's designed for people who are probably in that position. You're piggybacking off of something that works. So, like, you know that thousands of people have gone through this. You know that the process has been vetted. You know that there's support if you need it, if something you know is going faster or slower or going sideways. So that gives you. That gives one certainty. Right. Where we have doubt is if we're creating something completely new and from scratch. That's where our doubt comes from. And that's okay because we had to do that ourselves. But, you know, it takes maybe years in some cases to fully develop that certainty. Once you have people that have gone through the program. Right. If you're using a process that thousands of people have gone through, you have confidence right away. But if you're taking those first thousand people through your program, then it might take like 10, 15 people for you to build that certainty. We Always encourage people to go through their own programs. Right. A lot of times we're our own customer avatar. Right. We may have had digestive issues. Now we help people with digestive issues. We may have a thyroid problem. You know, we work with people with thyroid issues. We may have had ADHD like I do. Right. And, and, and, and so we, we like solving those type of challenges for people. Right. So you're your own best example. Right. And, and so you want to, you want to make sure that you're able to really clearly identify the problem that the person has, the solution that you offer, how they want it solved, and make sure there's a click and a connection there. And then now it's just a matter of, okay, let me answer. Overcome any internal, external questions that you might have and then make sure that we're the right fit for each other and move forward.

Great advice.

Thank you.

All right, so in, in terms of kind of next steps, where can someone go from here to maybe learn more about what we do or to maybe start on their, on their journey?

Yeah. You know, Aaron, before I do that, I do want to mention, I know we're running short on time here, so I want to mention this really quick, the money objection, because that one comes up often. Oh, yeah, of course, we didn't, we didn't talk about that. So we, we kind of alluded to it. Right. So a lot of it has to do with self worth, but we also have to give people a reference point. So we do ourselves a huge disservice. Especially if you live somewhere where people are used to using insurance or they're used to using, you know, OHIP or, you know, their government subsidized healthcare system or government covered healthcare system like we have here in Canada. So they have no idea what things cost. So when I say this program's $3,000 and somebody says, oh, that's expensive, the question actually is, compared to what? Like what are you comparing it to? Right. And that's, that's, you wouldn't say it like that, but that's a question you have to ask in your head. Like, what, what's the reference point for them? Like, if this was your house, how much do you think it would cost to fix? All right, have you ever had a home repair done? Or how much was that? Right. Like way more landscaping. Landscaping, yeah, way more. Right. And not to say that that person spending the money on landscaping, but it just gives people perspective. When you go over their programs, you might even have to give them reference points so you might say it's $3,000. That's about the cost of one of the MRIs that you had, and you had about six. So this is a drop in the bucket. If you could produce these kind of results, which I know we can, you have a lifelong health strategy. Whereas you, you, you know, the government spent about $20,000 and you're still here. Right. So you have to give them some form of reference so that they know that what you're offering isn't expensive, it's valuable. It's the things that they're, that are not, they're not paying for. Those are the things that are actually way more expensive. Right. So what we offer is a fraction of the cost. Hey, Mrs. Jones, if you went to, you know, 12 different specialists to fix this problem, you know, how long do you think it would take Right. For someone to work on your digestion, for someone to work on your nutrition plan to someone to work on your lifestyle design, for someone to work on your breathing. Like, how many different people would you have to see? And they, none of them would be communicating with one another. So getting them to realize what, you know, actually what they're comparing themselves to, that will help them realize, yeah, actually this is, this is actually very cheap.

Yeah. And like, what's the cost of saving? I actually had to go out of my way because our healthcare system is so non transparent. You don't know what anything costs besides your copay. So I had to go look up, you know, what's the average out of pocket cost of someone managing their diabetes? So for your foot issues, additional doctor visits, insulin, you know, your glucometer, it ended up being like 14,000 per year.

Wow.

And I'm like, whoa. Like, I had to, I had to ascribe the value to what I did to, to know what certainties. Like this is this, there's a tremendous value if you don't want to experience that. And so that's when I became much more certain in what I do. And I could explain it, I could show it, you know.

Yeah.

You can't just believe stuff without evidence. So that's, that was enough evidence for me just to do that activity of looking up how much would it cost for someone to deal with their problem if they didn't learn the skills that, you know, we would teach them.

Yeah. And you still have the problem.

And yeah, like, what's even worse, you.

Still have the problem. It's like going in to get a haircut and you pay and you don't even get a haircut. Like, I, like, I went in for a haircut because I needed my haircut, and I walk out, I still need a haircut. So you, like, you pay all this money and you still have diabetes, you still need a solution, Right? So it's. Yeah. I mean, it becomes so easy for, for us once we use some sort of reference point to demonstrate that what we're offering is actually pennies on the dollar compared to what it's costing. Right. And it doesn't matter who's paying. The question is also, what are you paying for? Right. You're paying for something that's just putting a band aid on your problem. As you continue to get worse and deteriorate, all your medication doses are going up. So we know where that's headed. And, you know, this is actually to reverse course. So you're far better off, you know, going slowly in the right direction than going fast in the wrong direction. Forever. Forever. Yeah. Awesome. Well, to answer your other question, Aaron, if you're, if you're tuned in, thank you for tuning in. I hope you enjoyed this conversation. Our goal is always to. To help you to see the value that you add to the world as a practitioner, to make sure that you're ethically getting people to engage with your services and care so that we can all experience health and wholeness, which is what I believe people deserve. And our goal here is to always ensure that you recognize that what you do is valuable to society. What you do is valuable, hopefully to your patient and client, of course, and it should be valuable to you. And we never want you to sell yourself short. So, you know, being able to handle objections allows us to stay firm with our value proposition, allows us to stop questioning ourselves, it allows us to stop questioning our process, and it allows us to help us liberate people from their cycle of suffering. And if we don't address their objections, then guess what? They're going to be stuck in that cycle. They're going to be stuck in that. In that illness and that sickness. And a lot of times we might be their last resort. So make sure you listen back to this and these. The ultimate desire that I have is that you pay close attention and listen carefully. Be empathetic and let people know that if you're the right person, that the next step is to move forward together. And if you're not the right person, then the next step is to help them find who that person is. But we always want to leave people with more clarity. And I believe objections are just a lack of clarity on something that is important to that person, right? Remember, people are logical and emotional buyers. So you can't just be so focused on the logical side of things. You also have to understand the emotions that go into that particular person making a decision. If you want to learn more about some of the work we do, get a copy of my book. It's@getperfectpractice.com we'll share the notes and what you can also do is join us at an upcoming event. We have events where we do a three day business intensive and we walk you through how to build your perfect practice and how to attract your ideal clients, transform their lives using the transformational programs that we use in our practice and then also have personal freedom for yourself. So you can join us@perfectpracticelive.com it's amazing. It's absolutely free and we absolutely love putting this event together because we open source our process and you can see it right from the very beginning to the very end. And you get amazing expert speakers that are going to come in and share with you exactly what they're doing that's working for building their practices. And of course, please leave us comments, subscribe to the channel and show us some love. We we always love hearing from you and this is work that we hope is helping and supporting you. So thank you as always for staying tuned in.