The Best Sales Script In The World - Advanced Sales Techniques 07

In this video, we're going to cover the full sales process to sell anything to anybody. This is actually video number seven in the Advanced Selling Tech Think series. We're going to splice over to the full training right now. So for quick context, my name is Cole Gordon. I wasn't always the owner of Closure.io, which is regarded as a leading sales training and recruiting company in the high ticket space. In fact, in 2016, 2017, I had just failed with my business and gotten into sales by necessity. And even though I was new to sales, I was a business owner. I thought it was going to be really good. I thought I was going to crush it, knock it out of the park. But I was the worst sales rep on the team. And I'll never forget in 2016 or '17, in November, it was about 16, 17 days to the month. And I had zero sales. And so my sales manager sat me down and we kind of had one of those conversations like, "Hey, you know, you got to get this together or we're going to boot you out the team." And so out of desperation and out of necessity, I binged all the calls of the top reps on the team which is one of the great benefits of sales, right? Is it so easy to access what good performance looks like? I was so grateful and lucky to be a part of the team with amazing sales reps on it. And so as I was binging all these calls of the top reps on the team who were closing people just left and right, what I expected to find was all this objection handling, and objection to Jitsu, and sales closing, and these tactics and like pressure at the end and all of this stuff. Like I was looking for like, what do I say at the end when they say they want to think about it to get them to buy? And what I found was that none of their people were giving them the objections at the end. And it wasn't because they had better leads. It was because what they were great at that I wasn't good at was not objection handling but objection prevention. And all great sales people share this trait. So what happened is really after discovering that, I turned it around, had a great November, finished second on the team, and then ended that team, I spent about a year in that team, ended there as one of the top sales reps, not the top sales rep on the team. Then went to another team, became the top rep, another team went, became the top rep before I started closed that a year. And really after all of that experience, and after 3000 plus calls, I created a framework that allowed me to have a tremendous amount of success and it's called the belief blueprints. So what that is is basically, there's seven beliefs the profit needs to have to buy. Okay, which means also there's seven limiting beliefs that keep them from buying. So what you want to do in your conversation is have it in such a way where you're breaking down the seven limiting beliefs that keep them from buying and installing the empowering beliefs that will make them buy and you want to do that before you transition to the close. Okay, and if you do that, what's going to happen is instead of having to hard close the prospect, you're going to create an objectionless close to where they're closing themselves. And in doing so, they view you as a leader, not a sales person. And what's really key to know about this, is all gray sales people and all gray sales scripts. They follow the seven beliefs, rather they're saying they are not. Okay, so a lot of the, you know, maybe you follow Grant Cardo, maybe you follow Jordan Belp for, maybe you follow another sales trainer out there or maybe you know, where the gray sales person is really, really great at what they're doing, but they can't really explain what they're doing. They follow these seven beliefs. These seven beliefs can be trans-buted and really overlay any gray sales process that's out there. Okay, they have to have these seven beliefs to buy. So this presentation is going to be about how to leverage us. What are those beliefs and how to actually install them in your sales call? So what we'll call or we'll be to cover is the seven beliefs, how to build them in the entire sales process. So we're kind of starting from a philosophy standpoint, like how to think about sales. And then we're gonna talk, chuck it down one level, talk about how to build them up. And then we're actually to go through specific scripting. But what's really key here is, if I can get you one thing out of this presentation, I want you to get you the right way of thinking. Right, one of my mentors always told me, if you can learn the right philosophy, if I can teach you how to think, the tactics will show up and come through you is a byproduct of that. All because you have the right mental models, all because you have the right thinking to begin with. Does make sense. Cool. So what are the beliefs? There's pain, doubt, cost, desire, money, support, trust. So pain means they have to have a problem or a gap. We'll talk about what that is in a second. Doubt means there has to be an inability to fix the problem. All right, so if you ever had, so if you don't have pain, if there's no gap, between where they are and how to where they want to be, they're not going to need it or they're not going to want it at the end of the call. If there's no doubt, they're going to think that they can fix us on the room. So if you ever had a sales call that ended with, yeah, you know, the sounds really good. I just want to, I just want to fit, you know, I just want to try this myself and see if it works before I get to the, before I even come back and try this. Okay, now if you have a software or you have, you know, there's certain offers out there that doubt is just built in by the offer, right? Like you're probably not gonna, you know, you're not gonna try to build your own CR app. So sometimes this is just there, right? But it's there and on the less. In services or in coaching, this is a big one, right? The next one is cost, okay? Which means the cost of doing nothing, the cost of an action, the cost if this problem continues to go on and get worse and nothing changes, has to be greater than the cost and the form of time, energy, money, attention, reputation, everything in doing your offer and buying your program, right? And it has to be exponentially greater, has to cross a threshold. So the easiest way to think about cost is what's gonna happen if the thing changes? Why is this important now? Those are the type of questions, we'll talk about that later, the right way to ask those, but those are the type of questions that elicit cost, okay? And so if, you know, a great example of cost is, Tony Robbins, if you've ever been to UPW, he has people, he takes people through what's called the Dickens process. And it's where you think about something that's not going, the way you want it to in your life right now. And you basically visualize that problem if nothing changes and it gets even worse of where you're gonna be at in five years, where you're gonna be at in 10 years. Like what's the worst case scenario? What's gonna happen if nothing changes? What if this problem continues the snowball, right? And what he's doing is he's building leverage in you to take action on doing the thing that's going to actually fix the problem now, right? Because a lot of times we do things for short term benefit, not necessarily long term benefit, okay? And so, visualizing and really installing and building leverage or what's gonna happen if nothing changes allows you to bring that back to the present moment and take action now. So it's very similar in sales, you just have to build leverage on your prospects and that's not leverage to use against them, that's leverage for them to use on themselves. The next one is desire, which is the compelling payoff of fixing the problem. Then there's money, which is the resources and willingness to fix the problem. So desire will fast, I didn't actually get to this point, but desire, compelling payoff to fix the problem, if they don't have that, then they're going to want to change, but they're not going to be oriented in a certain direction. So they're going to have analysis by paralysis, okay? So there's a famous study done by the guy who influenced Robert Rodini, and he talks about how there was two signs, I think it was like a sign or an advertisement or something along those lines. And one was just talking about what's gonna happen if you don't have vaccines. And the other was talking about what's gonna happen if you don't have vaccines and what to do to be able to get all the vaccines needed. Now it's kind of obvious, but the one that actually had both, which was away from antoreds and really hit on the desire, had an exponentially higher response than the one that didn't. And in fact, the one that just talked about how bad not having them are, basically had no response whatsoever. So I'm kind of bluttering that study, I'd have to go back and read it to give you the exact one, but you have to orient them or you're gonna get analysis by paralysis. Now the backtrack one step for, if you don't have cost, you're gonna get the dreaded, I wanna think about it. Let me circle back to this in three months, okay? So you see how these are all counter to an objection. Money is a resource as a willingness to fix the problem. So obviously money helps you defeat the financial objection. And there's two parts to that, there's resources, so like today physically have the resources. Can they actually do it? If you sell a $50,000 program, they got $500 on their bank account, the $500 current score, they don't have the resource, period, okay? Now, willingness is a little bit different. So willingness means they have the resources, but they're not willing. So for instance, they used to coach a dating coach in sales, or viewed one of his calls, he was something on attorney, and the attorney had all these dating problems, and you know, he had the resources, but at the end of the call, he kind of scoffed at investing 5K to really help him find a wife or girlfriend or whatever. And the reason why is he had the resources, he wasn't willing. Now, why wasn't he willing that ties back into cost, right? So installing the money beliefs creates consistency in which eliminates the financial objections. Then there's support, which means that people around you close to you or other stakeholders in the decision support you in fixing the problem. So this is the classic spouse, right? Spouse objection, business partner objection, but it also could be bored. It could also be the team that's implementing it. It's any other stakeholders in the decision. So for instance, I was going to buy a program one time, and I wasn't going to be the one implementing it. My team was going to be implemented it. So I took the sales call, and I was like, "Oh, you know, I'm the easiest sellable time." So I was like, "Oh, this sounds great, but let me just talk to the team who's going to implement it. I want to make sure they're about to end." I went and talked to them, and they weren't really about to end. They had a different idea. They also were tapping their bandwidth. So the sale was lost. Now, if the sales rep would have potentially gotten in front of that problem on the call, and then maybe he set up a second call to go over that with the stakeholder of the decision, and the entire team that was implementing could have been a different outcome, who knows? Then there's trust, trust of the final belief, which means trust in your method of fixing the problem. problem. Okay? So an easy way to think about this is we have two sales are making on every sales call. We have the sale on the method and the sale on the product. Right? So the sale on the method is your specific methodology of achieving said desired result. The product is just the product. Okay? Easiest way to think about this if you guys know who Russell Brunson is, Russell Brunson sells clickfunnels. And if you're receiving sell off stage, he actually spends 80 to 90% of this time not selling you on clickfunnels. But he is selling. It's it's framed this content. Like you're going to think you're getting content. But what he's really doing is he selling you on the believe the funnels are the best methodology to be able to attract and get customers online, especially opposed to websites. Right? And if you believe you're somebody who has a website and you have a glorified brochure, but then you realize it's a glorified brochure and then you believe the funnels. Okay, that's the best way to get customers online. Then guess what you're going to do is a natural buy product of having that belief. You're going to buy clickfalls. Right? So trust in the method is very, very, very key. All right? So that's trust on your method of fixing the problem. So one thing if you noticed is that doubt costs desire money, sport trust, they're all predicated on the problem. Right? Pain is the problem. That was the inability to fix the problem. Costs what happens if it happens if they don't fix the problem desires that compelling payoff of fixing the problem. Money is the resources of willingness to fix the problem. Support is what you know, or the stakeholders closer to decision supportive and fixing the problem. Trust is their methodology and fixing the problem. So you see all those are all predicated on the problem. That's because in business, business is about solving problems. And if there's enough because when you solve problem, you create value and people exchange money for value. Okay? So we know that to be true that sales is really just the demonstration that we can solve a problem for somebody else. But if there's no problem, there's no sale. So on every beginning of the sales call, what we want to do immediately is establish why are they here and what's been gaped? The gap between where they are now and where they want to be. Now what's really key to though is there's two types of problems. Okay? There's a pain and there's an unfulfilled desire. So let me give you an example. I own a equity stake in a stem cell company. Right? Most of the people that come in that are clients essentially are trying to fix joint pain, which is meaning they're literally in pain and they're trying to go from a below average to average. They're moving away from pain. Right? They just want to get back to normal. Right? So that's pain. Then there's an unfulfilled desire. So like when I go get stem cells, I'm not really trying to move away from anything. I just want to do it just for general longevity and health benefits. Okay? And maybe like some minor tendonitis on my shoulder or something. Okay? So I'm not really trying to go from below average to average. I'm trying to go from average to excellence. Right? And so I'm moving towards something. So it's very, very key to know it's not always like they have to have this big pressing problem. Okay? Because sometimes they don't have a problem, but there's always an unfulfilled desire. Either of those creates the gap. Right? The gap between where they're now to where they want to be. So hopefully that makes sense. So with all that being said, that's the philosophy aspect of things. Now let's talk about the call flow. So how do we actually install these beliefs? How do we break down the limiting beliefs? How do we actually reinstall the empowering beliefs? Well, it's really key. What we want to do, especially with these beliefs, is we want to create consistency. So if we can get them to say out loud that they essentially believe these things or things that are representative, did that they believe those things? What that does is it leverages the most powerful bias of human behavior, which is the consistency bias. So Robert Chaudini's book influence, he talks about the number one bias that influences human behavior is consistency or the drive to appear consistent to ourselves and other people. Right? So we can get people essentially say what we need to say out loud, the consistency bias is going to basically leverage leverage us all towards the end of the close. Right? It's going to take us all the way to the close because we can't have them basically install these some beliefs on themselves. And at the end, start to say something entirely different. Right? Because they have to appear to be consistent. Okay? So this is why it's all about objection prevention, not objection handling. Okay? So how do you actually do that? Well, the call flow, we start off with introduction and introduction as two parts. There's rapport and frame the call. Then we go on the information gathering. That's where we're asking the questions and that's where most of the seven beliefs are installed. That's where six out of the seven are installed. Then we go into the transition. The transition is just really an effortless, non-sail-z way to transition into what we have to offer. What a lot of salespeople do is they do what's called an "anvil drop". They start, okay, they do a good job with information gathering and then they get to the page and it's like, bam, like all of a sudden the prospects are like, okay, you were listening to me. Now you're just pitching me. So the transition, the way I teach it, it's very basic and it'll get the prospect to ask you to pitch them. Okay? That's that, I mean, doesn't beat that. So it's very permission-based. Then we go into the pitch. All right? Now the pitch is really where we get trust. Right? That's that trust in the method of fixing the problem. Okay? So all the other six are in the discovery. Trust is in the pitch and the pitch, the way I explain it, it's not necessarily pitching them on what you are offering and like the deliverables or what you do even though that's part of it. It's really pitching them and selling them on your method of bridging their current to desired state. Okay? Then we go to the committing phase. The committing phase is essentially just tying them down in the certainty that this is the right thing now is the right time. In other words, it's tying them now and they believe your said method is the way to achieve said desired result. And then we go to objection handling at the end if necessary. So we're going to start with introduction, rapport, and frame the call. So now we're in this in specific script. So here's how we start. We say, hey, I mean, I'm just going to kind of like roleplay this out loud. It's going to sound a little bit scripted because I don't have a real person to talk to. Okay? But I'm going to do my best. So how do we start the call? And I'm going to frame this as if it's an audio call. Even though most of the time all we do is zoom now. But you know, I grew up the hard way on audio before COVID since COVID, everything's been pretty much all zoom. So imagine this is an audio call. Hey, is this John? Hey, John is just cool here. What's up? John responds, oh, I'm just doing this. And then I'll just share something with my day. I'll say awesome. You know, I was actually just working out, you know, getting the pump in, you know, and then granted like that's me. I'm a bro. But I get that getting the pump in now. I'm talking to you. So super excited to see what you have going on. You don't have to be so far. Okay? Johnson's something about his week. Oh, yeah. I've been having a good week. Just busy. Okay. Is that a good busy or a bad busy? Oh, you know, it's whatever. Just real quick exchange of pleasantries like we just want to kind of toss up a time back and forth one or two times. And then we want to get into the call. All you want to do with rapport is you want to just establish you are not a human being. And that you're not a overseas salesperson who can barely speak English. And this is going to be a really painful conversation. Like you want to establish like, hey, I'm like one of you. And this is going to be a productive, really great conversation. It's you're not going to be talking to a glorified robot. Okay? We also kind of want to mirror match a little bit. Like we kind of want to get in this natural sync in rhythm with the prospect because some people talk really fast. Some people talk a little bit slower. Some people are from New York. Some people are from down south. Like you kind of have all these different sort of, you know, there's audio, visual, kinesthetic, etc. So you want to want to mirror that a little bit. It's a little bit advanced. But then we want to get right into it. It's not about rapport. It is not about trying to be the best friend and just trying to, oh, I got to build all this trust in the beginning of the call. No, like you don't build trust at the beginning of the call by relating to, oh, we have the same favorite baseball team. Okay? You build trust by understanding the problem. All right? That's what really builds trust. Okay? You know, Jay Abraham says, if you can understand the problem and describe the problem better than the prospect and describe it themselves, they automatically think you have the solution, right? So all the trust is built and the need of the call wishes is discovery. All right? This is just really to kind of kick things off, demonstrate your normal human being, have the tonality, etc. So anyways, after they've been having a good week so far, I say great. Well, I know we had a limited time here. So you ready to jump in? You got a clean sheet of paper some of the take notes with. So that's all safe. And that may not that fast, but that's all safe. Now, what I want to do here is I do want to take the lead into always starting the call. That's very, very key. I always want to make sure I'm taking the lead in terms of getting started. The other thing is to I say, got a clean sheet of paper, something to take notes with. Now, the reason I'm, they're not really going to be taking notes to the beginning of the call. Why do I do that? I want to assess if they're in a buying situation. If I'm on an audio call, so this is great for Albound because Albound will almost always be audio. If I'm on an audio call, I don't know if they're driving. I don't know if they're at their kids baseball game. I don't know if they're walking on side. I don't know what's going on. Right? So I have to like when I asked, do they have a clean sheet of paper, something you guys with? They will, if they can't get the paper, right? They're all I'm driving. Oh, I'm going here. Oh, I'm about to do this. Okay. So it really assesses like where they at. Because I want to sit them down into a buying situation. Okay. So that's very, very, very key. Now, if it's Zoom, which I recommend Zoom, anyways, but if it's Zoom, then it doesn't really matter because you're going to be able to see where they're at. Okay. So now, if by chance they ever, you know, answer the call and it just seems really off-putting, almost like they forgot the call was there or they almost like aren't excited for the call for some reason they're not expecting it. I always lean out a little bit and I'll say, hey, um, is now still a good time to connect? And a lot of times when I lean out a little bit, if you can watch me on the screen, if I lean out a little bit, that forces them to come in. Okay. So a lot of times if I ask that, they'll be like, oh, yes, sorry, I just was finishing up a call. I just had, you know, crazy back to backs. I'm going to go to the bathroom. Come right back. I'll be totally present with you. Okay. So it's just a little bit of a good start. And it posed to you being this excited salesperson just wants to rush right into the call. Okay. So report now frame very basic. Do you have to frame the call? No. Okay. However, I think for most beginners, it's really, really good because it gives them essential control and you're really stating at the very, very beginning and letting the prospect know essentially everything you're going to be covering on the call. Okay. And especially in a business context, even though you don't have to do it, a lot of sales trainers will say, oh, it adds sales pressure. I think in a business context, all meetings start with you stating an agenda. Okay. So in that essence, I think it's really completely normal. I recommend doing it. I, I generally don't. But I'm really good at taking the lead. So I think for most people until you get to the very advanced level, you frame the call. So here's how you frame the call. You say, gotcha. So, you know, I really found the word best on these calls is for us. Let's dive deeper into the specifics of your business and your sales process. So let's talk about like what's working right now. What's not working right now. And ultimately, will you feel like are the specific challenges that are keeping you from moving forward? And then once we get some clarity there, if we can help, we can definitely talk about that and go into that if you would like and we'll be able to go on over here. Or if not, we could figure out whatever else is best. You know, I can refer you to somebody. No, maybe assign you some homework in the meantime, whatever you need. Cool. So that being said, probably our best place to start is what would you say right now is your biggest challenge and your business right now? Or like what's not working at least of the level that it truly feel like it could be that it should. Okay. Now, a couple things. Why do we start with that question right at the very early end? It's because again, business about solving problems when you solve problem, you create value, people exchange money for value. So we know that to be true. Sales is really just demonstration. We can solve a problem for somebody else, right? So we always start with the problem. The entire conversation is going to be around the problem end or the gap. So we start with it right there. Now, what's really really key here is that and I'll give you some alternatives to this if this doesn't really apply to what you do. But the really, the key here is that if you add like a lot of people in sales trainers will say, well, you know, you start with asking the biggest challenge. That's like too invasive in the beginning, blah, blah, blah, blah. Okay. Great. Well, the thing is in my experience, when you frame it like the way I framed it with this tonality, you will very, very rarely run into resistance whatsoever. So you notice how I said, you know, probably the best place to start is what would you say is the biggest challenge in your business right now? Like what's not working the level truly feel like a capability should. Right? So when I say challenge, it's almost like, and you know, I'm almost like kind of trying to find the words like, I don't even know if that word is like necessarily the best word to be using. And I even say it challenge. And then on top of that, I, I tack on the softener of or what's not working at the level you truly feel like a covia that it should. Okay. In doing those things, it really softens the question. And I will tell you from experience 99% of the time they answer it. Okay. So now let's go into the discovery flow, right? That question is really the beginning of discovery flow. But then we're going to go into isolate the problem background questions. And then the first part of current situation. Okay. And this is the first time we've actually looked at this. So the discovery flow essentially goes, we isolate the problem. We get any background questions necessary. So this is like, you know, if it's a business type conversation, you know, you have to know, okay, what's their business? What's their sales process? How do they get clients? What's their price points? What's their terms? Their contracts? Like it's just basic, logistical stuff. And we knock that out in the beginning, just sort of knock out some easy questions and sort of get them talking. Right? Then we get in the current situation. So the first step is we probe the problem we isolated. So we just tell me more. We just try to figure that out a little bit. Then what we do is we try, we just look at what they're trying to do right now to fix the problem. That's assessed current efforts. So what are they trying to do right now to fix the problem? Okay. Then we see how that's working for them. And we do that through a framework that's called chunking down. And through chunking down a lot of times, we can qualify them financially. So chunking down really takes the esoteric to specific, okay, the non tangible to tangible. Now, once we got the problem and we really got a good specific descriptor on it, then what we do is we stretch it. So that's the how long is this been going on? Then we asked doubt questions, which is what's been keeping you from figuring the zone on your own? So how long has this been going on? Okay, it's been going on for five years. What's been keeping you from figuring the zone on your own? Solution questions are what are they trying to pass to be able to fix this on their own? Right? Or what are they invested in? What are they out there trying right now? So okay, you know, you've been trying to fix this for five years. What have you tried in the past to be able to fix this? Right? The reason when we ask what's called solution questions is we want to see are they, are they trying something very similar to ours? Are they working with a competitor? Are they out there talking to a competitor right now? Or if they try to buy just stuff that's not like ours that didn't work and we can use that information to really be able to position our solution differently, okay? So solution questions are very, very key because they help you tailor your solution to exactly what the prospect needs. And this is very, very key. Write this down. Your solution should be the simultaneous explanation of why everything that you're running the past has failed and why this is going to be different. So when you're talking about your solution, you really need to bring up the things they've tried in the past, why those things didn't work and why this is going to be different. And by nature, your pitch then becomes educational as well as something that's ever really getting them bought into your method, okay? That's very, very, very key. Then once we get out the doubt questions, solution questions, then we really assess why and how, okay? What's going to happen on the thing changes? That's where we get rid of anything about it. Then we go into any spouse partner qualifying if we have to or business partner, you know, other stakeholders, etc. So that's current situation. Then we go into desired, which with desired, we want to know ultimately what's their goal, like what's their vision? We want to know the monetary goal, right? So if it's like a business thing, right? Let's say they want more leads, how many more leads do they want? If they want more revenue, how much more revenue do they want? Exactly. Now if it's dating, you know, how many dates do they want to go on, right? Or what type of partner specifically are they looking to try to find? If it's weight loss or some sort of health health thing, what's the target weight they want to be at? So when we paint their desired situation, we always want to find a way to assign a number to it, a data point, okay? Then we'll go into non-monetary goals. So non-monetary goal, again, in a business example, that's going to be really how does this impact other areas of the life? So how will getting to this desire impact other areas of their life? Maybe their relationships or maybe their health or whatever. I'll teach you how to ask that question in a way that's not a sales week because a lot of people will just say, well, how does this impact other areas of your life? It doesn't really work that well. Now a non-monetary goal, if it's a non-monetary offer, what I mean by that is you just want to attach something to another area of their life. So let's say it's a weight loss thing. We can attach it to self-esteem. You can attach it to dating, okay, or sorry, you know, you can attach it to self-esteem. Weight loss could be attached to better sex life, better energy, better work performance, etc. So you just want to take that desire and just really help them while round it so they can see really like holistically how it's going to affect everything. So let's chunk this down and get into this specific. So again, we ask what's the biggest challenge right now or what's not working literally if it could be that it should. Now once they say what they say, you want to just use some common sense and probe a little bit, okay. Tell me more when you said blank, what do you mean exactly? Now if the base challenge question doesn't really apply to you, you could just say, hey, you know, so what prompt did you about the ad that you received? The prompt that you to read or what did you see about the ad? The prompt that you to really reach out, okay. Now background questions again, you know, it's a business. What promise you solving for whom you're solving for what your prize, what your acquisition system, etc. So again, we want to start with the challenge question probe a little bit or like, hey, you know, what prompt did you really take and want to take this call? Reach out or want to take this call. Then then you can dig into that a little bit as well, all right. So now let me just say right here, if let's say like, you know, if you're selling PR services, this is a really great example of like, you can't really ask what's the biggest challenge with your PR right now. A lot of times because like, there's really no challenge, okay. So you would say, what about the ad prompt to reach out? Now, what let's just say they say, yeah, I just wanted to see what you got. Okay. Yeah, no problem. I'm more than prepared to share with you a little bit about what we got going on over here. The thing is, everything's all customized. So I think instead of going over, you know, a two hour long call of every single little different thing we've done for every single little different client, I think at this stage, what probably is going to be the most appropriate next step is let's see kind of what your PR looks like right now and what you're doing if anything for PR. And then based on that, I can tell you how our service will be tailored for you specifically in a much shorter time, frame. Does that make sense? Okay. Perfect. So what are you doing for PR right now if anything? And And then you go into that, right? What they're using, how that's going, et cetera. All right? So, anyways, just wanted to get a little example there. So quick though, and I'm probing questions here. Here's a few you can use. Tell me more. When you said blank, what do you mean? Why do you say that, though? A good one is, a good one is, has that put you in a tough position? Yeah. And what way though? Okay. I love that question. Has that put you in a little bit of a bind, cash flow wise? And what way though? I got that one from Jerry Meiner, so it's a good one as well. Now, discovery flow. So here, again, what we're getting into is we're getting into now assessing the current efforts. Wait, we isolated the problem. We probed. We got some background questions. Now we're to assess current efforts and chunk down. All right? So, I want to give you a business example. This part is really hard, unless I get to teach, unless I give you an example. Okay? And it's also the part where there's the most variance within the sales process. So basically what we want to do is we have this problem. Okay? Like, let's say it's lean generation in the business example. Lead generation is not tangible. Okay? We can't touch it. We can't describe it. We can't pay a picture of it. So we want to take it from the intangible to concrete. Okay? We want to make it specific and we want to be able to touch it. All right? So, here's how that would look. Gotcha. So you mentioned lead generation is your biggest issue right now. So how are you currently generating leads currently? Right? Now you might ask if you probing questions after that. How is that working for you? Do you like it? Oh, what do you like about it? What would you change if you couldn't all? Right? So once you establish what the problem is, it's always, well, what are you trying to do right now? What's the current behavior trying to fix the problem? How is that working? What would you change if you could? Basic probing. Then we get into the really good stuff, which is chunking down. So I'll say something like, okay, gotcha. So you know, you're trying, let's say it's a real estate agent. I'll say, okay, gotcha. I'll say it's a coach. So, okay. So you know, you're biggest thing is lead generation right now for your coaching. You're trying a little bit of Facebook, a little bit of organic Instagram. Let's just see how that's working because you're trying to do it a lot. So last week, specifically, how many sales calls did you generate? Uh, one. Oh, okay. What about the week before? Uh, two. Okay. Great. And now you mentioned your ideal client is XYZ, right? And again, you just got their ideal client in the background section, right? So you re-describe their perfect client that they really want. You just mentioned a second ago your ideal client is XYZ. How many of those three, that, out of those three sales calls that you got? How many of those fit the perfect bill of the exact ideal client you really want to attract? You know what they're going to say? Zero. Right? Oh, okay. Well, why do you think that is? Okay. And then, you know, they'll kind of stumble a little bit. Okay. Well, let me give you a little bit insight based on our experience really helping people develop this. So generally, if you're getting a lot of sales calls and it's not that people you want in the first place, it's one of two things. It's either the messaging, so like the messaging you're putting out of the marketplace, or the targeting or the platform that you're using. So which one of those do you think is having more impact in you? Okay. And what way, though? Right? So again, you could see how I did a little education there, built a little bit of a 40, and then sort of gave them the answer that I want to give them and let them respond on it, which is going to be something I'm going to address in the solution. Okay. So out of those qualified leads, or I would say in this example, you know, they had three, right? Out of the three leads, how many of you close? Okay. Just one. All right. So two of you didn't close. What was the reason you didn't close them? I mean, again, were they just not qualified? Or was it a breakdown in the sales process? All of you just weren't qualified. Okay. Great. Well, we talked about that. Now, what price point did you close them at? Okay. You closed one at five K. Now, so you made five K last month? Or what did you make last month? So you see how that naturally led into what their business revenue is. Do you made five K last month? No, I made five K. Gotcha. Now, was that all collected? Or what did you collect up front? Well, I collected about 2,500 a load of front. Gotcha. And now, was that pure profit or what's your profit margin on that? All about 80%. Okay. Great. So you made about 2250 last month. Cool. And are you the sole owner? Or what does your leadership structure look like? Because a lot of times, you chunk it all the way down. Now we're at 2250. And then it's like, well, what does your leadership structure look like? Well, you know, I have a business partner. Okay. Are you guys splitting that 5050? Okay. So I'm going to do a $200 home last month. All right. And then from there, what we would ask is can ask and so can ask your personal question. You know, obviously like that's not enough to probably pay the bills and then you stay in the United States. So is that putting you in a tough position financially? Or like, are you working a nine to five? Or what's happening there? Oh, yeah, it's tough in what way though. Oh, yeah, I'm working a nine to five. Oh, okay. Well, how long has that been going on for? So you see how I really took this esoteric and it's like, I'm just drilling down. And now they're almost like roadkill. And I don't mean to say they're roadkill. I'm like, I'm going to take advantage of them, right? It's just that now like really what's going on is out in the open because people will tell you stories about their problems. But the truth is always in the numbers. Okay. Now, again, when I asked how many calls in January last week, what's really great about that is a lot of times if the problem is lead generation, it's barely, you know, so we'll tell you about all this stuff in lead generation that they're doing. And then it's like how many calls last week? One. Okay, what about last week, the week before? Two. Okay, well, what about last month is a whole five. And then you do the perfect client thing. Well, you mentioned your perfect client is somebody blank, blank, blank, blank, blank, blank. How many of those spy calls were that person? Zero. You know, and so it really helps them see and like put out into the open. How bad their problem really is. This makes sense. Okay. It's almost the same reason why people don't like to look at their bank statements. They don't like their check their bank accounts every day. They don't want to see how bad it really is. So you got to help like, you know, they have all these skeletons in the closet. You got to kind of open the closet. You have to pull out the skeletons. You got to say like, look, like, you know, here it is. You got to look at this. All right. And that's what really gets into change. Now, let's go. We kind of went over this a little bit. Let's move on to and so once we established like boom, like we hit that emotional pain point and we got to the bottom of this, then we go on to, okay, well, how long has this been going on for? Okay. So we'll talk about that section in a second. I'm going to give you a fitness coaching example. So this one's non ROI, okay, non money related. So gotcha. So you mentioned consistency. Let's say that you isolated the challenge and the person says their biggest problem is falling in diet consistently. Okay. So you mentioned consistency and a certain diet, you know, is really the biggest challenge right now. Can you give me an example of how that shows up? All right. So ask for an example. All right. They give you an example. Well, take me back to the last time, whatever they said, actually happened. Like walk me through that experience end to end exactly what happened, right? Now that that pain that they had to give you an example of them walking through that experience, guess what they're doing by the nature of them telling you about that experience. Guess who else are telling themselves, right? And in doing so, they're bringing back all the emotions associated with that experience of failure, really, which are guess what? The emotions of change, right? So again, really good chunking down there. Now what we'll say is, okay, now, well, let's walk through your current meal plan, like starting with yesterday. So would you have breakfast? Okay. Then what about any snacks? Okay. What about lunch? What about dinner? And so you're rocking them through like what they're eating? And how many calories did we yesterday? Okay. They're not going to know. Now, this is, I wrote this for like flexible dieting. So they're big on calories. You know, you'd have to tailor it if you have a different methodology of the tailor for something else. But you know, with the whole calories piece, they're not going to know. Okay. Then when they give you the breakfast, lunch, snacks, whatever, you don't judge them or anything. You just don't say anything. Okay. Because they're already thinking themselves is as good as this bad. They'll start to over qualify. Yeah, like, well, I had this, but it's this on that pad, you know. And so they're sitting in the way to their pain a little bit. And they're becoming a little bit insecure about their current behaviors of trying to fix the problem. Again, you're not judging them. This is just coming up naturally for themselves. Okay. And gotcha. And what's your dream weight? Like where do you really want to be? Okay. How far are you away from that right now? Right. So I always associate it with a goal first. And then it's okay. And how far are you away from that right now? Okay. Grace. So you weigh 200 pounds right now. Right. So I always confirm. So that's a little bit of an easier way to go about it. So then what we want to do is now we kind of jumped it all down. We want to attach it to an emotional pain point. So then we will say is now let's look at your energy and performance. So like I got a scale of one to 10. And being like, okay, I don't feel good at all. And 10 being, you know, I could basically run the New York marathon. All right. What would you say is like your day to day energy on a scale of one to 10? So what you see I did here on the scale of one to 10 is I waited it once I don't feel good and tensed me or marathon. So it's going to skew lower. All right. So that is a little bit of a, you know, tactical thing there. They say it for. All right. Okay. So for. All right. So you're at a four. You for work right now. Okay. Cool. So you do, you know, X, Y, let's say it's something that's construction, right? Can I ask you a personal question? I mean, you do construction. Like that's super hands on. And you know, you mentioned you were four. So like you're at 40% of really where your energy could be and it should be. So you know, again, like if I can ask, does that impact you at work being at 40% of the energy you really could be? There should be. And yeah. And what way the. You walk me through like, what do you think exactly would happen if you were able to show about 100% 10 out of 10 every single day? Okay. Can you get an example like what would happen? So you see here how I basically took that and now I'm associating it with it. Maybe they're going to get a promotion. Maybe they're going to, you know, I don't know what they're going to say, but this is one of those things where sometimes you can get the ROI financially here. Oh, I could get a promotion. I'd be able to think clear. I wouldn't have brain fog. Right? Now you can tie these things back into the solution. Now, it's not just about weight loss. It's about a Lifestyle development that you're doing here. Okay. So very good key. You can also do the same skill attempt thing with body competence sex life, you know, stuff like that. If you would like, you know, it really depends on what you're comfortable with and what fits your Your sales and style the best. So that was the pro-obsessed current efforts junk down financial qualifier, right? Now, oh, and by the way with the fitness example, when you figure out what they do for work, that acts as the financial qualifier. Generally in fitness, you just want to see what they do for work. Okay, and generally that's let's you know kind of if they can do it or not. Now, so once we've really gotten everything out in the open, right? We've assigned numbers. We got specific examples, etc. Then we say how long has it been going on and we go to the rest of this stuff. So here's this framework. So say gotcha. So you know, right now and I'll recap their situation right now, you know, it lead to our system's biggest thing. You're trying this, this and this. Really not getting a lot of volume and a big thing is you feel like you're advertising on the wrong places And we really went five sales calls last last month. We closed one. Okay. So obviously like lead generation is the bottleneck. How long has this been going on for? Okay. So now you see how this just stretches it. All right. Cool. And so what have you tried in the past to be able to fix this if anything? All right. Have you been out there looking for other potential ways to insert desired outcome? Have you been out there looking for other potential ways to really apply a flexible dieting approach to your lifestyle? Okay. Well, what have you looked into? Have you tried? Have you tried to gotten any one-on-one or personal coaching in the past? Okay. What did that look like? So a solution-based question, which is what the ones I just did. We want to see again, what are they looking into right now? What are they trying in the past? Are they trying to think similar to us? Because my solution I really want to tailor it And the simultaneous explanation of why everything they're trying to pass fail. Why this is gonna be different. All right. Then I'll say, okay, well, what do you think's been keeping you from fixing this on your own? After that, this is a very key framework, okay? I'll say this all one question. All right. So I go with how long that all the things they try to do a fix in the past and then I'll say, Hey, now can I ask you a personal question? I mean, you know, you've been at this for like five years now and you know, you tried this you tried this you tried this you tried this you tried this you tried this you know like if I can ask You know, what has you Keeping on keeping on opposed of throwing in a towel like I really commend you for like the effort and being out there and being on this call Really trying to address this. Um, you know, what's driving you like? Why is this so important to you now though? Okay, so when I did here as I said can ask you a personal question, right permission increases compliance, right? All some compliance is the answers you get right? I said that when I say can I ask you a personal question also presposes a personal response? Right so more compliance Then I say I build context so it's called permission context question So the context is you've had this for five years you've tried all these things what as you keep it on keep it on right and when I paint that context What's happening is they're going to start to justify their behavior because that consistency bias So you're to get really great compliance with this answer the issue with most people when they ask why is this so important to you is just that they just ask Why is this so important to you and in the prospect kind of knows like you're just asking me that you know It's kind of salesy right when you frame it in all of this context interweaved within the conversation all these things They've already told you they really want to justify their behavior and so they'll actually tell you why it's so important to you It's just a better better way to ask it now You let them respond and then if you don't really think the response you say this you say well, um, I Guess that makes sense Is there any other reason this is important to you now though and that's called the any other reason question right So a lot of times people have two reasons for doing things. It's they have the reason that sounds good and then the real reason Right so for instance, um, you know I reviewed a call where a sales rep said this to somebody who wanted to start Amazon business. So it was like a bizzah buffer and You know the person said this all these reasons why he wanted to start his business it's bubble, bubble, blah. It was very surface subtle. So the cell is rep asked this question and he said, you know, like, I just recently got a divorce and my wife never believed in me and I wouldn't prove her wrong. And so is that a good reason or bad reason? I don't know. I'll leave that up to you, but it was this reason, right? Now, him saying that more importantly telling himself on the sales call and reliving all those emotions, guess what those emotions are, the emotions of change, right? So again, then I'll say, can I ask you another person for a question? Yup. I really had to ask this, but like, what's your plan at nothing changes? You know, what if the last five years are like the next five years? So again, that one is like, sometimes you, you can pull that one, but that one is like the, the, the nail in the coffin, generally. So the last thing we'll do here is we'll say, are you married or you have a family and then, or like, are you a business partner? Then we'll say, is your partner supportive of you trying to blank? Is your, let me say the business partner, is your business partner supportive of you trying to solve your lead generation issues right now? Did they know you're on the school? Oh, they don't know you don't know. Okay, what would they think of the new year on the school? Okay, so you can see how that works as well. This is really key because since we outlined all of the, you know, we're not asking, is your partner supportive of you making decisions on your own? We, we outlined this big change the prospect wants to make and then we're saying, is your partner supportive of you making that change? Okay, big difference. So now we're to go on to desire situation. I want to roll through this pretty quickly, but we're to cover the ultimate goal, monetary, long-term vision, non-monetary. So, now we're to get into more exciting stuff, right? And we always want to leave discovery on a positive note. Like we're not like doing this against the prospect. We're doing it for them. So got well, we talked a little bit about where you want to be, but ultimately what's the goal, right? We leave that way open ended. It is tell us whatever comes up. Then we assign a target. So if it's business, we'll say, okay, well, what's the monetary goal over its weight loss? We'll say, gotcha. Like what's really the target weight if we haven't gotten that yet? All right. So now generally with people's targets, people will know what it is. So let's say you asked the business owner, you know, what's the target for your real estate business? 30K a month. Oh, well, it seems like you thought about before. If I can ask, like why that number? So you can see how again, instead of you saying, okay, well, John, why is that number important to you though? What I'm doing is I'm pointing out what could be perceived as inconsistency in their behavior and asking them to justify that behavior to me. That gives me more compliance. All right. Now, this one right here, this financial qualifier, if it's like something where it's like a bizzah type of thing, right? Like let's say they want to start their coaching business full time, but they're working nine to five right now. I'll ask, okay, great. Well, how much money do you make just replace the amount of income that you're making full time? Right? This is a way to ask how much money are you making full time without asking how much money you're making it full time and it coming off invasive. Okay. How much money do you make just replace the amount of income you're making full time? I framed it as a goal. We're going to achieve together. And so they'll say, oh, you know, six K a month. Gotcha. So you're making six K a month right now. So then we're going to move on to long term vision. You know, it's more of a business one. Now this one, I'm going to frame it as a business, but we want to like, if it's a business thing, we want to attach it to another area of their life on the vision, the same way we did for the pain. So I'll say again, now can ask a personal question. And yet the reason why I'm asking this is because my goal is to really not just help you build up those businesses building you well, but also one that's empowering you to live a real life still that you want to live. So when you think about that, what is that for you? Like what comes up? What are the non monetary goals, the personal goals you want your business to allow you to achieve? All right. So what I did again here is permission, reason why question, right? We already talked about permission, more compliance. Then I say the reason why I'm asking the question, but I framed the reason why I'm asking a question and the wrong benefit, which it is. Okay. So that's called a moral authority frame, which increases compliance. Then I asked the question. All right. So now we're getting into transition. The transition here is after we've gotten all the information that we feel like we need, we're going to say, well, I don't have any more questions. Is there anything else you feel like we haven't covered that you feel like you need to know? Right. So what you're doing here is they're going to say, no, I feel like you totally understand my situation. And in sales, it's not about the questions you ask. It's about the answers that you get. So instead of doing this long recap and it's like, you know, you just read your entire freaking thing and notes and, you know, you're like this dancing monkey in the prospects. Like, oh, you know, good job, Johnny. And you got me like you understand, like I just asked this sentence and then get the seeming exact response of like, oh, yeah, you totally get my situation. I feel like we talked about everything. Cool. So then I will say, okay, well, John, based on what you told me previously, we can definitely help. Okay. Now in this insert spot section, what I'll say is, so for instance, you know, we were to the client a year ago, was in the same situation. You know, I'll talk about a story of why we can help or a case study or something from my personal experience of why I think we can help. I just want to justify with some proof that we can definitely help. Just like I said, we were going to then with some of them with that, I'll say that said. Where do you think we should go from here? You know, we can, I can walk you through basically the entire process A to Z if you would like, but you tell me where you want to go. So this is called, I don't even know what I call this, the hamburger sandwich question or something. I just made this up, but what I found is you say, where do you think we should go from here? So it's question, suggestion, question. That's what it's called. I can walk you through the process A to Z if you would like, but you tell me where you want to go. And what they're going to do is you're basically asking them where they want to go from here, but since you're giving them that suggestion in the middle, they always take the suggestion. Now just to make sure you don't ask it like this, okay? Because when I see people implement this and it doesn't work, this is what they do wrong. They say, well, where do you think we should go from here? You know, I can walk you through everything if you want, but like, you tell me where you want to go. You know, like, don't say that. Like, if you say it like that, it's just not going to work. Okay? You got to have good tonality and it's got to be a direct command. Like you're still in the leadership role, but you're asking where they want to go and they're making a suggestion. They'll always say, yeah, like walk you through A to Z would love to hear about everything you got. Now, even if they say here, yeah, I want to do the price, the deliverables, hot works, nuts and bolts, right? You just still move on and you just tell them the offer. Like you just still move on to what's going to be next. So pretty much no matter what they say, you still go on to the next point, but this gives them the illusion of control. Like they, they feel like during control, the call in the situation. So now we get into the pitch. Okay? So the pitch works out like this. There's a couple parts. There's the high level promise. There's the bridge and there's the delivery. So the high level promise is ultimately what we're going to achieve. The bridge is the method, right? So that's the milestones we're going to accomplish. What we're going to get done on the way of getting there, the delivery is like how it's actually going to happen. Like, we're going to have this amount of one-on-one calls, this amount of Facebook groups, etc. The main part is the high level promise in the bridge. Delivery is very, very low part of it. Now what the bridge, what we do is we typically pitch our offer and three to four pillars, milestones, steps, etc. The first two are the paradigm shift. So the first two, what we do is the first two pillars are really the simultaneous explanation of why everything they turn in the past has failed and why this is going to be different. Okay? So the three is typically future pacing, then after they already accomplish what they want to accomplish, same with pillar four. So we'll give you an example here. So high level promise here's our work. So I'll say, "Gach, will you still have that pen and pad?" Why I'm asking that again? They might have gotten up and walked off, gotten in the car, whatever. I want to assess if they're in a buying situation and sit them back down. They'll say, "Great. Well, on your pen and pad, right out, one through four." Okay? With a good, not a space in between. All right? One, two, three, four. And then you shut up. Like you actually, because they will not do it at first. And then what's funny is like if you pause for like four seconds, you'll see them like, start shuffling and getting the paper and like, "Oh, one, two." So you just wait. Okay? Then here's the high level promise. You say, "Gach, let me prep this by saying like everything we do for clients is all customized, basically all the best for the client. For you, specifically, it's going to be four things. Four things to help you go from a current to desired. So we'll say four things to help you go from real estate business right now where you're at about 10 km on knowing consistent, a very inconsistent lead flow to where you're not only getting a consistent lead flow, but it's with the high end lessons in their area that you really want. And you really have all the foundations and everything you need to be able to eventually hit 50 km off not more. Okay? So we state and we state back to them, basically what they told us that they wanted. Right? So then, I skip here. Okay. And then once we do that, we'll say, "Cool. So when you come in, the very first thing we're to do is we're to help you build out your and then it's pillar one." Now here's the framework of what you want to do here. You say, "Look, when it comes to desired outcome, here's the problem. Most people out there in X, Y and Z market, they're trying to do incorrect behavior. And because of that, they end up having problem and ultimately consequences of that problem. So that's called problem looking. I'm going to give you an example of this as a little like formulaic. Okay, it is formulaic. It's formula. So instead, what we do is feature, which allows you to benefit and ultimately benefit of that benefit. Yeah. Cool. What are your thoughts on that? So key things here. What we do here is number one, we do an us versus them frame. When it comes to desired outcome, here's the problem. Most people out there are trying to do incorrect behavior. And what it does is problem linking. So incorrect behavior leads to problem and ultimately consequence. So instead, what we do is versus them frame. See, it's feature, but allows you to benefit and ultimately benefit of that benefit. So it's benefit linking. Okay. Now also, what I do with all of these pillars is I'll either say, "Hey, you know how earlier on the call you told me this and it was making you this?" Well, the problem with that is this. Okay. So instead, what we do is blank. So either through explaining what most people are doing wrong or whether you what they did wrong in the past, I'm explaining how I'm always setting up how my solution is going to be different. Because again, I really want them to hear my solution and have the subiphany up all. Like, here's why I failed in the past. And this is why this is going to be different. Okay. So, simultaneous explanation. Another key thing about this is you want to incorporate as much discovery as you can. You want to give some multiple forms of proof and you want to do a double tie down. So I always say, "Does that make sense?" They say, "Yes. What are your thoughts on that?" I don't do that on every single pillar, like four times in a row. But definitely the first one or two, I always do that. You want to make your pitches not an an bull drop. You do not want to say, "Hold your questions at the end and I'm, you know, I'm going to tell you about everything." And then it's like, you know, it just gives you all this information and then you just get this like, it's almost like when you watch a PowerPoint and there's like, it's just really, really boring and you're just like, "Oh, like, you're just like, you know, you don't want that." Right? What you want instead is more of a dialogue around the offer. So good rule of thumb is every 45 seconds. Check in. Core. Are you picking up when I'm putting down? Okay. You know, stuff like that. Cool. So I'm going to give you an example. Here. All right. And so this would be for a coach who wants to grow their business, right? And maybe I think, oh, yeah. So it's a coach who wants to grow their business. It's like a huge block of text per year. But a coach who wants to grow their business and they think the problem is their ads, but it's actually their offer, right? So I'll say, hey, so when you come in, the very first thing we're to do with you is help you dial in what we call a productized offer. So when I come to getting dialing in paid traffic, here's the issue. These coaches out there, they're completely focused on their ads and fondles. When in reality, it's actually their offer. So what ends up happening is they spent a ton of money on ads. They test the whole as targeting. It is all those bidding strategies, but they waste a lot of money because ultimately, they're trying to build their house on a foundation of sand. Cool. So instead, what we do is we first take you through our offer intensive to help you put in an offer that's positioned as unique, different spirit than your competitors in the marketplace. So when you do that, not only your ads are going to work, but you also be able to charge a premium pricing. When you could charge premium pricing, you have more cash flow, which makes ads even easier. Cool. What are your thoughts on there? So like, I just wrote this a second ago and he's a little edit. So I just wrote this a second ago. And you know, this probably needs a little bit of work, but I'm trying to give you a little bit of example here. So anyways, let's move on. So with pillars to and for, you just continue that process, okay? Typically the pillars one and two are going to be the big insights with heavier tie downs. Then three and four are just kind of future pacing after one and two is accomplished. One and two is really what they want. Three and four is we just kind of future pace. So in general for that one, it's like if you're a coach and it's a, you know, coaching growth offer, where your coaching business offer. Typically the first thing is really dialing in the offer. The second thing is going to be something around lead generation. The third thing is, okay, once we figure those out, what's the next problem? It's going to be building a sales team or building team or building a scalable client system because you got to fix the problem created by what you just accomplished, right? Because if you have leads and you're closing them and your offer is really good, then what's going to happen is you're going to have fulfillment issues, you're going to have scalability issues or you're going to sell this team. So you got to fix the problem created by really the solution, right? And then you do the same thing. But when you're doing that, you're future pacing them, they can see themselves going through those steps themselves. So now we're going to the pivoting phase, right? So what we do here is after we cover those four things, we ended up by saying, cool, so like what questions do you have about those four things we covered specifically? Right? Then we start answering all their questions. Now what's really key here is you want to answer in two sentences or less or preferably like one word. So they ask a question, you say, absolutely. They ask a question, you answer in one sentence. And then you say, does that make sense? Or do you say does that answer your question? Cool. What's next? What are the questions? So that's a very, very key thing here is you answer the questions very briefly. And then you end off by saying, does that answer your question? Cool. What's next? That keeps you in the lead and allows you to still drive the call without the prospect taking over, but still while giving all their answers, or all their questions answered. So we do that. Now, keeping here is there might be opportunities in which they ask a question and you don't really know what that is. why they're asking the question. And there's a hidden objection behind the question. So in general, let's say they ask, so is this all group coaching? What you wanna say is, well, there's group elements to what we do, but just so I can best answer your question, is there a specific reason why you're asking? Oh yeah, because I was in a group coaching program before, it was like horrible and it took so long and blah, blah, blah, blah, blah, and like, I can never get my question answered, I just really don't want that again. Oh, okay, got it. And then I can respond in a way that, see how that uncovered the objection. Like, I respond in a way that it addresses the objection. But I would just say, oh yeah, it's group coaching, boom, loss of sale. So just remember, okay, is there a specific reason why you're asking that question, right? Very cute. So after we answer all the questions, then we say, cool, well, how do you feel? So how do you feel about the process specifically? Right, so what we're doing is those four things we covered, what we wanna do is see if that's what they need to get to x, y, and z, if they get to desire result. So we're getting that trust, remember? We're buying in the methodology. So we'll say, cool, how do you feel? Like, how do you feel about the process specifically? Do you feel like it's what you need to get your real estate business to x? Right? Now, if they give you a certain answer with a certain tonality, then what you do is you move on. So if you're like, absolutely do it, but looking for this, like, we really need to do this. Okay, great, just move on. If they say something like, if they say no, or if they say more commonly, blah, blah, blah, I think so, right? I take that as a no. So like, I typically just call it out. I'd be like, I think so. So like, gotcha. So like, obviously, like, there's probably something, you know, we're not completely understanding, or like, maybe I skipped over some stuff, and I just didn't explain it correctly. So, you know, what's really important to us is alignment. You know, when you come in working with us, you know, our team is all in. We work with you and the trenches on this thing. So we just further want to make sure you feel good about the process, you know what I mean? So just to be 100% clear, like on a scale of one to 10, one being like, I hate this guy when I get off the bone, and 10 being like, yep, that's exactly what I need. Where do you feel like you fall in exactly? Right? Now, generally, you know, if you get a less six or below, the problem not gonna close, you messed up something earlier. If they give a nine out of 10, and certain language tonality, you move on. If they give it eight or a nine, you say, cool, well, you know, I appreciate you being honest with about that. Just curious, what do you think's keeping you from being a eight, nine or a 10? Or what do you think's keeping you from being a 10? Right? So, you know, that gives you an opportunity to address any objections about the methodology, right? About the process before you move on the price. Because once you get to the investment, what happens is everything's off the table. If they're uncertain at all, it's done, right? We have to get them bought in, and 100% certain that your methodology is what they need to get to a said result before we get there, okay? So then what we do is once we go over questions, we do the 10 check, we say, we kind of read a little recap. So we'll say, gotcha, so you feel really good. No questions. What's next? Where do you wanna go from here? Guess what they're gonna do? They're gonna ask for the investment. So here's what you do with the investment. You pitch it like this. You say, so basically next steps, you'll process the investment with me. Once we take care of that, what we're gonna do is gonna set up an onboarding call. We'll give you some homework on the onboarding call. We'll basically look over when we're gonna meet, how we're gonna meet, how often we're gonna meet, things we're going to give you, things we need you to do, things we're gonna do for you or assets. We're going to give you basically everything's gonna be laid out step by step by step by step. So you have complete clarity and certainty on what's gonna happen over the next 12 weeks. Does this sound good? Okay, perfect. And then the investment is just blank, right? So what I do is I explain what's gonna happen after they give us the money, right? After they invest. So that builds certainty of like what's gonna happen next, they sort of visualizing themselves doing that. And then I say, and then the investment is blank, and then you shut up. Now, if it gets weird, where it's like this long pause and you're just like, you know, staring at you there on Zoom, you can just say, how do you feel? But the key is if that, if there is an awkward pause, generally what happens is you were going really, really, really, really fast. And then you drop the investment and then you just shut up. So like you were going really, really fast. So like when you drop the investment, they're kind of figuring you're gonna keep talking 'cause you were going really, really fast. So intentionally what you wanna do is start slowing down when you get closer to this. Okay? And then they're naturally gonna probably fill in the gap themselves. But if you were speeding in all this, if you did an anvil drop and then you go to the investment, just like they're almost gonna laugh at you. And it is kind of funny. But if you do get in a weird situation where like they're not saying anything, I don't like, I don't do a Mexican standoff with who's gonna talk after praise. I just say, how do you feel? Right? That's what I wanna hear.