Transcription
Ladies and gentlemen, what do we have for you here today? Something very, very, very special. Something that could get me in a lot of trouble.
So, something strange happened recently. Me and Kyle—So, an absolute masterclass in sales. An absolute genius—jumped on together, and it just ended up as it was supposed to be a nice conversation. Little did I know it was going to end up in a master class in objection handling.
Now, what you'll see from me and Kyle here is breaking down three specific objections. So, we have fear, we have money, and then we have responsibility. Now, the difference is how me and Kyle are going to break these down, and we're going to challenge each other and combat each other on how each objection should be navigated.
What's really important is the biggest takeaways are all from this book here. Now, I'm not going to give you this book because you'll go and find it yourself. But what me and Kyle are going to do is we're going to break this down. Now, we're going to break this down like nobody else ever has.
And what you'll start to notice is you'll feel you'll start to question, you know, I'm doing everything right, but what am I missing? Deals end up vanishing off my call. Deals vanish without any warning. Conversations feel off, and you just can't even explain why. These are some of the key differences that you'll notice in the conversation that me and Kyle have here today.
So, what's going to happen? I'm going to wrap this up. You're going to watch, you're going to enjoy, you're going to learn, you're going to cry, you're going to laugh, you're going to take a ton of value and buy products. You're going to make more mother more [ __ ] commissions. So, whilst I get stuck in, you enjoy yourself. Hopefully, don't bore yourself to death. Other than that, I'm out. I'm gone. I'm done. See you later.
All right. So, three objections, three ways, easy ways I categorize [ __ ] I do sales the easy way, bro. Everybody else out there, they got it all [ __ ] up. You have fear, responsibility, and conditioning. Conditioning is your relationship with money. I look at it like that. So, they're conditioned to look at it a certain way, but often times they don't have a risk tolerance. No one taught them how to use it as a tool, how to deploy it, when they make it, how to keep it, or when they keep it, how to grow it. So, often times they just haven't defined it basically. Right? So, that's money. Money is pretty simple.
Which one do you want me to start? Fear, money, responsibility? We'll go for it. Fair. This is post, right? Post. Pre and post are a little bit different. More fair. All right. So the moment someone gives you an objection, I like to normalize, minimize if needed, right? And then reaffirm the value, right? Reaffirm the value of the offer. So that's typically when you say, "Do you feel like this is whatever this can act to a help?" Yeah. Based on the three pillars that we laid out, do you feel this is going to get you to where you want to go? You want a yes or no? That's a yes or no question. Yes or no response, right? I think so. See, so uh yeah. So they say yes. Why? Want them to justify? Then you go the difference if you need to um importance the meaning right the future pacing is important here right so connect that with this response right give me an example of that so like if I say, "But why though?" and "What difference would that make?" and then you give me like half of the equation somewhat of the answer that you gave me in future basing but not all of it then I need to bring that context back over here really important bring something back you mean like bring the emotional trigger like back into the conversation so they're more focused their accomplishments as opposed to where they're at now.
Yeah. Like in future placing, what I want is like to tie into their values. I want to know who they're doing it for. I want to know the a really damn good reason, a significant reason for them doing why they do what they do. So, I'm going to bring that reason back over here. If they didn't give me the best answer, that's what I want out of this question. Objection. And I be like, "That's not them coming. Definitely not coming. Based on what we laid out, those three pillars, do you feel like this is going to be this can be the answer for you?" Yeah, I do actually. Can I ask why? Kind of like some of those things that I brought up earlier. So, they didn't give me the for answer, right? And I'll be like, "Well, yeah, because when you think about your daughter and your son and h them having that education, what would that mean to you?" Or, "How important is that for you?" It's very important. What would that mean to you? Or what type of difference would that make in your lives? A huge difference. You know what I'm saying? These three kind of work together. Know if that makes sense. Mhm. The way that you've allowed me to objection handle so much better now is because the moment I saw you objection handle somebody on the basis of like, "Do you feel like this can help?" Really? Why? And they give you the context. Whatever they give you next, you can play that and just move the conversation based on that as long as you're actually keeping the emotions back in the pocket because there's no word tracks you can give for that. It's context, right? Mhm. So context is king. Remember that the whole call should be about the why anyway is right. Or the whole conversation is based off the future based section and that's right at the very beginning because it's an anchor 100%. Yeah. So it shouldn't be that hard to remember what they want. Before we get into any type of objection handling, you need to get the value out the way and connecting to the why again. Because if you don't have the value out the way, they can just come in anytime and just crush your objections. So connecting to the why to get them into a resourceful state. And then you want to get an agreement that they're going to look at things differently. They're going to make decisions differently than they have in the past. So that way they'll be resourceful as [ __ ] Very important part. And then after that, objection handling is so much more easier, right? The name of the game is to keep them focused. You have to point their minds in the direction that you need it to be. Okay, that's the essence. So you just lay out the options. It's real easy, bro. You want it like this or you want it like this? Is it more important for you to do X or is it more important for you to do Y? Right? Which version of you is in a better position? The version of you that does A, the version of you that does B? So in that in that free section, is it more important to focus on what you can't do or what how we can look at this and figure this out? Because which version of you is in a riskier position? The version of you that delays this for another day, another two years, or the version of you that understands that this has been delayed long enough and it's time to make a change. But then how would you put that into consequence? Like how would you lead that to consequence at that point? Are they agreeing? So if you don't get an agreement, then you hit them with a risk assessment, right? If they still don't get compliance, then you got to hit them with a consequence, right? Then you got their attention again. So if you complied, then I'm going to go to commitment. Yeah. Okay. That's what I'm getting at. So let's say they comply with this, then you could just go straight for commitment. Yeah. So give me a butt. Yeah. It it'd be riskier for me to to kind of delay this. But the thing is, it's just it's just it's just too much money at the moment. Yeah. Well, consider this, right? What's going to be too much for you down the road? Because if the same thing that bought you here is going to be the same thing that prevents you from getting started, then I used to be the one that tell you this, my friend, but you're in the sabotaging loop and it means you're stuck.
Wife, that's responsibility issue though, isn't it? Yeah. I know. Yep. As much as I like this. Got to go. I got to speak to my my wife. She Okay. Yeah. Responsibility. Same thing. clarify, normalize, minimize, and then reaffirm the value of the offer. Have them justify it. Bring the the contacts back into the equation. Get them solution oriented. Get them thinking about who they want to be, what they want to accomplish, the things that are important to them. Then you start going into, well, what's her name? Is it responsible or irresponsible to delay this for another day or another week when you know that she's been waiting for you to make this decision for long enough? It's like you're in a little bit of fact finding, right? You go into like, oh, how's she feel about you? Right? So you a little bit of data fact finding and then after factf finding what would you let's take your wife what's your wife's name Kyle ex let's take exist for example let's say she was in the same situation that you're feeling now the way that you've been feeling the way that you are feeling the situation that you're in that same position as it stands right now and she told you all the same pain points that you're giving me here what would you tell her to do knowing that she's been waiting to make this change for over a year that's how I get started Why? Cuz I want her to win. Question is, do you want to win? Like, do you want to show what you are capable of and how you car? When though? Yeah. Like when? Because the easiest thing you could do with this whole conversation is pass it on to somebody else and delay it for another day, another week, another year. Is that what you want? No. I mean, do we need to talk to my wife though? Do you though? Or is it something else? Yeah. Sorry. So, respecting. In what way is it disrespectful for you to finally make a change? It's been what she's been waiting for you to make. No. It's good you come to that point, but it's too soon. I say I got to get there smoother. So, you got to go into roll. go roll if it's Wait, what does she do? And then um who's whose business is it? Is she going to be like helping you with the day-to-day operations? No, she's just kind of doing her thing dayto-day work at 9 to 5. She's working. Okay. Has she ever owned a business before? No. All right. Can I make a suggestion? Yeah. All right. So, you suggestion guy? Yeah. You have to ask, bro. When I hear people don't ask it, I'm like, that's why I can close the [ __ ] that you guys can't. Any process of influence, you have to get their permission. They might say they agree with your [ __ ] but they don't. So, can I make a suggestion? Yes. So, I got enough facts. So now I'm at the point where the reframing starts. All right. So just help me understand it, right? If it's your business and she has her own job and inside the business, if you're going to be making decisions on the road, then how's it fair to yourself to not make decisions from the very start? Well, it's not. It's not. I mean, is it really responsible to ask someone who's I mean, I respect you, I respect your wife, to ask someone that's an employee about entrepreneurship on how to how to make decisions when it comes to entrepreneurship. Is that really responsible? No. Yeah. Ask yourself, right? Here's what you were trying to do earlier. The past three years, right? Knowing you were dissatisfied, knowing you didn't make the change for the better. Even though you could have been at 20K by now, was she supportive of you then? Yeah. Would she be supportive of you actually putting you and your family in a better position? Yeah. Okay. Do you support yourself? Yes. All right. Well, what's your higher best self asking you to do that? That [ __ ] always gives them every time. That's a knockout punch. When it's time to pull money to that to grow your business, are you going to go and ask her first and then Okay. When it's time to put your messaging together, are you going to get that approved? So, you could use that as well if they give you push back. Yeah. Is she going to be the ones like showing up to the class, learning how to be a CEO? What's the definition of a CEO? A leader. Well, someone who takes calculated risk. It's a visionary. There's no vision that people perish. And yes, by definition, usually they're leaders. So, people depend on them to make big decisions. Cuz the bigger the decision you can make, the more successful you become. Look at Jeff Bezos. He makes tough decisions every 15 minutes. If you look at a bum on the streets, they make no decisions. You know, no decisions. They make something. All right. Yeah, you wait. You have to You got me there. But you don't need validation from anybody. They've been waiting for you to go. Oh, that's good. They've been waiting for you to go. Yeah. Okay. So, it's like, would she supportive of you when you were making when you were losing 150k a year? Yeah. So, would she be supportive of you making 150k a year? Well, she was of you committed to sol to sol. Okay. Like when you say, "What if she says no?" Yeah. And they say, "I wouldn't do it." Do you still transition into the next part? Well, what what if you go to her and she says no. Realistically, what what actually happens if she says no? I'll just have to figure it out. But how though? But how though? Do you know why I'm asking? Yeah, cuz you want him to say I don't know. I'll try. But then it's like we've been trying for like nearly the past 2 years and we're still trying. Yeah. So, does it make sense to keep doing this? Dead end. That's a dead end. Yeah. And if he says no, I would just do it anyway. Then would you just go for the close or would you still go through the full transition? Well, my man. Yeah. At the end of the day, who's the one in charge of getting Yeah. Yeah. Cool. That's the main thing you're trying to lock in, right? Yeah. But if they don't agree, then you have to wait till all this shit's done because who's the one in charge before you have to start getting some momentum before you can ask that question. Okay. But this is kind of like who's going to be the one responsible. You slide in there. You give the future context, right? So, when you when the business is going, when it's some of these ads are starting to grow and expand, who's going to be the one in charge of finding the right media buyer? Who's going to be the one in charge of delivering the best results to your clients so that they pay, stay, and refer? Are you going to be the one that's going to be charge a sustainable business, sustainable growth, scalable business? Yes. All right. So, if you're going to be the one in charge down the road and you're going to be making those decisions, why would you make decisions from the very start and then can I make a suggestion? That's when makes the most sense. They're either going to give you a [ __ ] answer or they'll agree, right? But either way, you want permission to slap. Well, can I make a suggestion? What's your support of them? Is it clear enough? Of course. So they have to pre-handle some of it up here. The external language otherwise partners are hard to get past. Give me examples of that in your mind of the external language. Yeah. Co it was my boss, my manager, my coach, they then yeah, right? What's the third one on this? There's responsibility and then what else? My favorite. Oh, money. Oh yeah, it's money. What cause and effect by the way? The cause of them not having the money is due to the lack of what they've been doing for the past whatever amount of time and the effect of that is where we are today. Does that make sense? Does that land cause and effect? Is that the symptom or is that the cause? It's the same thing. I think it's the same thing. It does strike me as the same thing. I don't know. I'm just used to the same symptom. I've been the same symptom since the go. What do these [ __ ] [ __ ] prospects usually say though when it's a money objection? Repeat what you said. It's a lot of money. All right. Now ask yourself, is that the symptom or is that the cost? Well, the symptom of what? Consider it for a second. What does it take to earn the money? Skills. A job. Okay. So, the more skills you have, the more you can pay your bills. Yeah. So, are you satisfied with the amount of skills that you have? No. Okay. So, the lack of skills, is that the symptom or is that the cause? The symptom. What would it be the symptom of me not doing what I'm supposed to do? Meaning, I've been pushing this off. When you think about the things that are important to you and you consider how much you've actually pushed this off, how much are you supporting yourself? I'm not. Is that something he wants to change? That's why I'm here, Kyle. Man, we have to go back and ask. Just noticed you didn't answer the question. Oh, that's good. 100%. Kyle, it's definitely something that I need to change. Do you know what I'm going to say next? What do I need to do? If you need to do something, is that future tense or is that present tense? Oh, [ __ ] That's savage, man. I'm giving out my good [ __ ] [ __ ] That is [ __ ] ridiculous. And it all comes down to perspective. So moving forward, which perspective would you use and actually hear the ones going to get you better outcomes? So is it a terrible idea for us to look at different ways that we can find the funds or would you rather continue doing what you've been doing? Okay. Is that how you'd wrap money up? Yeah. So you get this out the way first, then you go to logistics. Yeah, I agree. Like the most powerful thing I've taken from you when it comes down to money, I get them into the a resourceful like a different perspective, right? to the point where is it your willingness or your lack of to the point where I'll just discovery them like I'll just do keep doing like a me discovery kind of thing like keep future pacing them to the point where they come to their own conclusion of like how do we figure this out? Yeah. So I don't even go into logistics like did we just sort of come to a conclusion where they'll just figure it out on the wrong basis. Yeah. You've put symptom and cause at the bottom. Should that be at the bottom or should it be above that symptom and cause? I mean that's you're going to go into some other reframes like if this isn't working for whatever reason they're giving you excuses after the resources of the perspective right here somewhere in between there then was that the symptom of the cause you you want them to focus on the real problem they're always going to try to divert to something else they want you so objection handling is think of think of attention like the new oil the currency the in objection handling phase that has the most value where the focus and the resention yeah if they're giving you resistance right there broke versus poor right cause and effect broke versus poor and And then after that, it's pretty much fear after that, right? Yeah. You can determine. So, you're going to switch over to fear if it's not if those don't land the central or the cause or broke for support. It's fear definitely. So, you switch over there. Easy peasy. Lemon and squeezy.
You're back again. You actually made it all the way through the [ __ ] video. Savage. Well, one thing that's really important is that did not bore you too much. I know it was good, but what's about to come next is going to be great. So, what's going to happen next is all I need you to do is I need you to head over to Instagram, message me on Instagram, Kurt Udell. Just message me "master class." Then what we'll do is we'll take your email, we'll take your number and we'll enroll you to the master class. We'll send you over a couple of training bits before the master class, which is 7th of June. That
Way you can get hyped, you can get warmed up, and you can be ready to [ __ ] go for the master class.
If you thought that was good, we're going to dissect that into way more. We're going to go through language. We go through identity, and we're going to help you understand why you're actually losing commissions and leaving deals on the [ __ ] table.
So, like I mentioned, if you thought that was good, this is about to be more [ __ ] legendary. So, message me, go over to Instagram, and I'll see you there. [ __ ] Peace out.