Transcription
I'm here on a private jet with the Unicorn Closer Mastermind students. A very select group of those students, the 365 Syndicate members who've been in the mastermind for over a year and followed the formula for excellence, which is massive action plus mentorship plus time. And we're going to get into the 10 cardinal rules of sales.
The first rule is, and these are kind of in an order. So when you're on your sales call, you're kind of thinking, okay, what is the first rule that I could break that I don't want to break? What do you think that first thing is when you get onto a sales call? And these are more tactical by the way. These are not so much energetical. Energetic judgment? Nope.
When you open up that Zoom call and you see your prospect, what is the first thing that you should be thinking as far as a rule that you're not going to break? We've trained on it recently in the mastermind, which is why I've put these together. A number of students had been breaking this. We opened up Nope. Not eye contact. Frame. Frame of what? Set who sets the frame, the energy, the tone of the call. Oh, these are less energetic. These are more tactical.
What if you open up the Zoom call and straight away you see that it's not just you and one other prospect? What if there are two prospects on the call? What is the first? You got to read the room. You got to read the room. Yep. Both people. Correct. You got to acknowledge both people. And that acknowledging that there's two people on the call. How long do you have to continue acknowledging that there's two people on the call? The entire call. Correct. How many of you have seen that been broken recently? So many times. And within the first 5 seconds of the call, you know straight away this call is not going to close because there's two people on the call and we have broken that first rule that I need to have two conversations, or if there's three people on the call, three conversations.
The best way to think of this, and I'm going to explain this in this way for a lot of these rules, is real sales mastery, not breaking any of these rules, is nothing to do with the tactics of sales or being in the frame of a sales call. It's social calibration. If you went to a group and you wanted to have a conversation with one of the people in that group and you just ignored everyone else in the group, how long do you think it would be until the one person that you're talking to is going to start to feel uncomfortable because of your lack of social calibration? Seconds. Yeah, maybe a little bit longer. Maybe after 60 seconds, they're kind of like, "Okay, you're you're having a conversation with me, but what about everybody else here? They're kind of not involved." Now, that's just a group interaction where you want to have a chitchat with someone, right? What about if that person is also involved heavily, romantic partner, business partner in the decision, in the results of that decision? Okay.
So the first cardinal rule of sales in terms of chronological order on a sales call is when you open up the call and you see that there's one person on the call or two people or three people, you are changing the whole dynamic for the rest of the call because you're going to have to have a conversation with more than one person. Does that make sense? Yeah. You going to talk about like how you change your language? Are you asking them each the same question twice or are you saying like, I would I would both? Let's get into that. How do you do that tactically? Great point.
First thing is anytime it's a very important question that's getting to the meat of things, I would ask it to both people. So I would say to a husband on a call with a husband and wife, what is the biggest challenge in blank right now? Now if the wife is not sat there nodding along like she completely agrees and you can see okay, she absolutely is on board. There's nothing that she was a bit hesitant about, then I wouldn't ask it again. But if the other person, in this case the wife, is sat there kind of, you know, looking like this like I kind of agree with that, I kind of don't agree with that. I could say, "What do you think?" But if I say, "What do you think?" to the other person, they might just add a little tidbit on like, "Oh, well, I kind of also think this." If I take a step backwards and say, "Okay, cool. Makes total sense." I recap to the first person and then I say to the other person, "Jane, in your opinion, what is the biggest challenge?" I'm now giving it a completely open floor for both people. So, the social calibration is trying to see how aligned are both people on the call. If you ask one question and the other person is clearly aligned, you move to the next thing. The next question, not question on the script, but next question based on what has been said already.
If you can see that there's a bit of distance, depending on how far the distance is of the opinions of both people, I need to I need to ask a slightly different question. If I can see Jana's been nodding along and then I and then the husband said one slight thing and she was like, m, then I might say, hey, I noticed that when the husband said this you may have had something else to add or something slightly different, what was going on there and I I'll ask a very direct question to just get that minute thing, cuz remember on a sales call one of the key things we have to do is get all of the information whilst being aware of the time. One thing's to get all the information and be on the call for 3 hours. That's not going to work, especially if you got back-to-back calls. So, the choice of your questions is based on the calibration of what's going on. If I ask an opening question, what's your biggest challenge right now? Both people are aligned. Boom. We move on. We go deeper into the call. Someone's slightly off, I'll ask, I noticed this specific thing. Why? Why did you have that face expression or why did you hesitate for that or whatever. If they're completely off, I'm just going to go backwards because I don't want to move deeper into the call and find that that gap is getting wider and wider and wider because I was just trying to bring the other person in a little bit. I want to I want to take that big gap of disagreement and say, "Jane, what's your opinion? What do you think is the biggest change?" And she'll say something completely different. And then the very next thing before we go deeper into the call is trying to bring them closer together. Okay, so the husband said this, you said this. Why such a big difference between the two of you? And I'll be curious about that. Why such a big difference between the two of you? Okay.
So, the first thing, first cardinal rule of sales is how many people are on the call, how many people are you trying to get aligned with the information that you're gathering? First and fundamental rule. Make sense? Go for it.
So whenever I've had couples, whether it's a couple or whatever they are, um after a couple of questions, I tend to see, okay, who is the one that's more descriptive in terms of how they answer the questions, like how they how they just answer my questions. I feel like the one that's more articulate or the one that's more engaged, that's the person that I would focus a lot more throughout the whole conversation as like they're the leader and they're the ones that are ultimately going to make the decision. How do you know someone's the leader? Because they're more descriptive. I don't, but that's I feel like that's a pattern that I've had in my call. I had a completely different experience. Very often it was the person who was a little bit more true. The one that's that was the person who actually made the decision. The one that actually makes the decision. Danger zone. Anytime you assume, yeah, I I assume that because this person is more descriptive, they're the leader or they're the decision maker. Maybe they're maybe they're overly compensating by being so descriptive and actually the person that just sits there nodding along. Yes. No. Simple responses is actually the one that's the decision maker. Right? I wouldn't assume anything. I might even be curious. How come when I ask this question, you Mr. Husband explain it very deeply. But Jane, when I ask you, you don't really have much to say. I'm curious. You would ask. Why is that? Well, if if something's so glaringly obvious as a as a divide, the way to solve that in sales is always curiosity. I I I I would be wondering why why a husband is listing out 15 problems that they're having in their health, right? And when you ask the wife, she just says yes. Well, I just agree with him and you can ask them like what do you think? It also depends on reading the tonality and the body language. Okay. So, this is all social calibration. But the first thing of the social calibration is if there's one person on the call, I'm having one conversation. There's two people on the call. I need to make sure those two people align into the one conversation. Make sense?
What if you can't get them to align? Have you ever had that happen? I personally haven't had it, but but if like if they disagree, right? Like for for example, we'll get um clients who the wife is like telling the husband to do real estate for so long, do short-term rentals for so long and now they understand there's a tax benefit to it. So now he's interested, but still it's sometimes they aren't aligned with that strategy. Same thing as anything in sales. If that misalignment is going to prevent them taking action and or being successful in the program, it's an unsell. If if it's genuinely going to prevent person one having success in the program because the two people don't agree, you would unsell.
How about? Well, I want to move through the the rules otherwise we'll be otherwise we'll be on rule number one for ages. In simple terms, if um the two people aren't aligned, I would get them to try and solve the problem. I'd say, "Okay, so I noticed that you two are not, you know, in agreement with this." How would you do blank tax reduction? If you're both disagreed, how would you make a decision? You always put it back on the prospect. But if ultimately the the final thing from the husband and wife, if it's husband and wife, is we couldn't make a decision unless we agreed. Excellent. Well, if you can't make a decision, we are on this call as business owner to get people to who are ready to make a decision. If you're not at that place, we wouldn't be aligned. Right? Make sense? The first rule is simply understanding the frame of how many people are on the call is how many conversations you need to have. Okay?
Is once you've now seen how many people are on the call, you need to be very clear on what your rules are as a closer, as a brand, as a business. You have to have it very clear in your mind what your rules are. For example, I've seen a lot of sales people in the mastermind recently break the rule of I had a lesser amount of time for the call than is my rule of how much time I need for the call. And therefore, they start then breaking further rules, which is to close someone, I need to have covered this and I need to have covered this and I need to make sure this is aligned and I need make sure this is aligned. And at the very first few seconds of the call, they aren't clear on what their rules are or they're clear, but they start breaking them. Does that make sense? So, anytime you're on a sales call and you know, I need 45 minutes to get this done. If you get on a call and the person is half an hour late and you've only got half an hour, cardinal rule of sales, you do not break your own rules. If your rule is you need that amount of time, you say, "Awesome. Uh, notice that you were half an hour late. I'm just curious, you know, what's going on." They explain to you, you have a chat about that. Okay, cool. We're going to need 45 minutes. We're going to need an hour. And you you have that this is frame control. You have that ability to reschedule. You don't try and start breaking your own rules as a salesperson just to try and close a deal cuz you won't close the deal. Just like we boundaries. Boundaries. Boundaries. 100%. You know that on your sales call you need to show up in a certain state, in a certain emotions, you have to commit to yourself that you're not going to break that boundary. If you had a previous call that was bad and it put you in a bad emotional state, but your rule is and your boundary is I need to show up in this correct state. That's why you have your pre-called checklist. Cardinal rule of sales is anytime you have your own rules, you have to be willing to hold on them. And that if we go into the spiritual side of sales, every time you break your own rule on an individual call, it's sending out that frequency, sending out that energy to the universe. I'm someone that breaks my own rules. Well, why do you think you then got a text message from your business owner tomorrow saying, "Hey, you're fired. We've decided to reduce the team size." Well, you're sending out a frequency. You're sending out an energy that you're the type of person that doesn't follow your own boundaries as a salesperson.
Here's another one. You're on the sales call and you do not accept if a prospect is talking to you like an [ __ ] Right? One thing is they're a little bit confrontational. They're a little bit defensive. They might struggle, but there's a limit. There's a limit where they're like, "No, you just [ __ ] tell me what the price is. You just going through your process." Anytime as a saleserson, you break that rule and say, "Okay, you know, yeah, okay, fine. I'll just I'll just follow your rules." You're breaking a cardinal rule of sales. Not only a cardinal rule that you could close that call, but also a cardinal rule that has a global ecosystem. As a salesperson, you want to have good leads. You want your leads to show up. You want to get on a unicorn offer. Well, if you are the type of person that keeps breaking your own rules, you're going to send out a frequency that attracts the opposite. It's extremely empowering when you do. I've done that before where you break your own rules like before joining the mastermind. And I thought it was just like super just normal. It's like, all right, it's just another call and this is just the kind of person they are. That's just kind of like blending into it. Like it's true. Like once you actually set the tone where like, hey, you're not going to walk over me and this is my [ __ ] process. You either like it or you don't. It's extremely empowering. Yeah, you have to make sure. Go ahead. I feel like it rarely happens when you're so clear on it. Yeah. I see the same prospect for someone else running them over and they get in the call with me and they're super relaxed. They just feel comfortable because they can control what I need to. And it starts multiplying in each direction where if you do stick to your rules, the one, the two, the three times a month that you need to enforce them, not heavily enforce them being an [ __ ] but just no, no, that's not how this will go. Then if you do enforce your rules, you'll find that you need to enforce them less often. You'll get less [ __ ] prospects that turn up to the call and vice versa. The one time that you break a rule and you think, "Oh, it's just once. Oh, I know I need 45 minutes for the discovery. I've got a 20 minute slot. I'll break my rule. I'll try and run the discovery. I'll try and cram everything into 20 minutes. And then next week you're like, "Shit, why all of a sudden am I getting [ __ ] on my course?" And then you break more boundaries. And you break more boundaries. You break more boundaries. Does that make sense, everyone? Okay.
Um, another one with that is uh we're kind of touching it, but just to make sure it's crystal clear, the number of people that need to be on the call. If you get on a call and you know you need both decision makers on the call, and you just run the discovery without it, you're breaking another one of your boundaries. So, whatever your list of rules are, which will be a combination of things that we teach you in the mastermind, hey, if there is two decision makers, you need them both on the call. Hey, if you know you need 30 minutes to run the discovery, you need 30 minutes to run the discovery. If you know that you need to turn up to your consecutive call in the right emotional state, even though you had a bad call before and it put you in a bad emotional state, you need to show up in the right emotional state. Whatever your list of rules are that are things that we've taught you plus things that you build yourself is like these are my ground rules. The cardinal rule of sales is you don't break your own rules if you want to be a master salesperson. Does that make sense? Okay.
Now, one caveat with the time thing, if you get on a call and normally you would have a 1 hour booking and you now have 45 minutes, you can take the call so long as you still follow your process. In other words, I'll try and get what I need done in 45 minutes. If I haven't got what I need done, I'm going to twostep the call. I'm not going to try and compress into the call everything that needs to be done and cut corners and rush. Another one is if you know you now only have 45 minutes for the call and you know your emotional state needs to be chill, but you then change your emotional state because you've been reduced the amount of time, you're breaking the rule in another way, which is you have to turn up to the call staying in the right emotional state regardless of what decision you make. The reason I put this rule in is because I did a call review with one of the members recently and from the very first second in the call, I could see I was like, I'm not going to name the name, but I said, "You seem a bit agitated at the start of this call." And he said to me straight away, the reason is they turned up 15 minutes late. And because they turned up 15 minutes late, I'm now tense. I'm rushing. I know I need to compress everything. And I said, "The issue isn't that you need to compress everything. The issue is that you broke your own rule of either the amount of time you need for the call or if I'm going to try and do the call in less time, I am making a conscious decision. I'm going to do the call in this time and I'm not going to get flustered by it. I'm not going to change how I'm showing up to the call." Does that make sense? Both of you? Yeah. Any questions on that? Questions? Okay.
You said it counts to when you just go far over the time. 100%. Yeah. If you go way beyond the time, you're breaking another boundary in the other direction. If you go over time and you don't text your prospect 15 minutes, the next prospect 15 minutes before the call and you say, "Hey, by the way, I'm on a previous call. I I think this is going to run over." If you don't do that, you're breaking your own rules. Your rule is this is my time that my call slots are and this is how I'm going to show up to this time slot. I'm choosing consciously and proactively my emotional state and I'm choosing consciously and proactively the logistics of the call. It's a 1 hour booking. It's not an hour and 20 minutes. It's not a half an hour booking. It's 1 hour. We both we both have agreed that's the amount of time we're setting aside for the call. Make sense? All right.
Another cardinal rule of sales. Who here has ever got on a call or seen a call be reviewed where at some point in the call the closer starts talking about their life? Oh yeah. Oh, I I I went through a program like this similar a few years back. Yeah. It was like this. Or they start say, "Oh, you know, I I used
To live in Bridgewater as well." Yeah, it's really cool place. Oh, you've got kids? I have kids as well. No one cares.
At any point in a sales call, unless the prospect asks you, you do not start talking about you or your life. It is not building rapport. It is not building relatability. If you just start talking about your life at any point in the call, okay? It actually feels like you're a sales person trying to sell 100%. It feels like it's a tactic trying to be a true expert, kind of like you saw with the underground mentor yesterday when some of you were asking, "What about you? What's what's your goal? What's your challenge?" A real mentor, which is what you are on a sales call, a real leader is like, "It's not about me. This isn't supposed to be for me." Okay? So, you should never ever ever on a sales call just start talking about your life, programs you've done in the past, your personal life. Never, ever, ever. As soon as I see that in a sales call, on a call review, I know the call's broken, not just because they screwed that up tactically, but because I know the type of person that they're showing up as. To try and build relatability or rapport by talking about themselves is not a leadership position. And if you're not showing up as a leader at one point in the call, you're not going to show up as a leader at other points in the call. When it comes to challenging the prospect, when it comes to actually pushing the sale away and being detached and making the prospect have to make their own decisions, you're you're going to try and pull the prospect into you. Oh yeah, you know, you should definitely do it. It's a good idea. I think this or I I was nervous in the past. It's not good objection handling tactics. It's not good relatability, rapport building tactics to try and talk about yourself.
Question, Josh. Like, like let's say you dropped the price, you get to that point and you had a really honest conversation and they just they're honest with you. They're like, "Hey, I'm really nervous. This is a lot of money for me right now." Yep. Are you saying like it's not You wouldn't want to be like, "I get it. Like, I understand that." Well, saying I understand is is just acknowledging what the person says. Saying, "I understand because I've been in that situation before." You don't you don't need to start talking about your life. I understand.
All right, guys. The next one is don't be unccalibrated on a sales call. What is an example of being unccalibrated? In fact, who doesn't know what unccalibrated means? Do you all know what calibrated means in a social setting? Yeah. Okay. Reading the room, understanding, you know, based on uh you know what type of things should normally happen in this case, what type of things should not normally happen. The opposite of that, by the way, is a pattern interrupt. That's intentionally doing the opposite of calibration. Those are two ends of the spectrum. Calibration is just this is a setting where these things would normally be appropriate or acceptable. This is a setting where these things would probably not be appropriate or acceptable. Who has an example of a sales call where at a certain point in the sales call, someone probably you as the closer did something unccalibrated? Do you have an example? If you're in data gathering and you're like, "Okay, these are the numbers." And then they share, "Oh, you know, my numbers dropped. It's this now, but it's because my dad passed away and I had to pay for the funeral." And you just go, "Okay." And then you don't exactly say, "Oh, but you know what I mean?" 100%. When someone says something that would need a moment of pause, a moment of reflection, a moment to dig into it, and you don't. That unccalibration, consciously or unconsciously tells the prospect, you're not a leader. 100% you lose the call. You lose the call because a leader, one of the key things of being a leader is your level of social calibration. Your being sharp and being aware is much higher than a normal person. That's part of why you become a leader. You see things that other people didn't see. You were sharper. You were on the ball. You were more aware. Okay. So, some examples of being unccalibrated, just like Pete said, someone says something that's personal or emotional and you just say, "Okay, cool. Got it." And you move on to your next question. And that would just be super weird.
Part of being a master salesperson is understanding life. This is the difference between becoming a good salesperson by trying to use scripts or becoming a good salesperson by actually learning to be a human being, a better human being. Someone that is a better communicator, which also means you're a better listener. And to be a better communicator and a better listener, you have to be a better person at reading the room. You can't listen to the right things or speak about the right things if you're not able to see what's going on for what it really is. You see the sky is blue and you say it's red. Well, if everyone else is looking out the window going, "I'm pretty sure it's blue." They're now consciously or unconsciously thinking, "Not really sure if this person's really got it all together." And your prospects do the same when you don't notice these moments where you're being unccalibrated on a call. Social calibration. A couple of other examples is when, and I saw this on a call recently, when someone has clearly made a mistake, the prospect, they've done something wrong, and you would congratulate them on it, which to me is extreme social incalibration. For example, we're on a call recent uh doing a call review recently and the prospect had said something like, "Oh, um you know, I I decided to not invest in myself because a blank blank blank excuse." And the pro and the closer agreed with it and said, "Oh, yeah, I completely agree that. Yeah, that's definitely cool. That's that's real." And and why are they doing that? Similar to the thing before, they're trying to agree with the prospect for rapport, not realizing that whilst they might be trying to gain rapport, they're losing calibration. Yeah. Would that also be like when, for example, if somebody's like they're obviously looking to make money or do something and they're like, "Well, you know, I just had a kid." And you go, "Oh, congrats." Yeah. Exactly. It's like that's not why they're not exc they're excited to have a kid, but they're on the call because it's like, "Fuck, I have a kid." Yep. 100%. So, uh, saying cool to things that are not cool and you don't actually I'm sorry about that or oh, are you okay? Or whatever. If there's something bad happened, congratulating things that shouldn't be congratulated. And another one which happens all the time. Do you know what it is? That would be unccalibrated as well. Yeah. It's one that's even more obvious. What's like an emotional expression that a closer does at the wrong time on a call? that the closer does. The closer is doing it like a wrong emotion. Have you ever seen a call review where a closer starts laughing about things like why are you laughing? Like that's it's not funny. Or like they they the pro and and usually it's because they're trying to mirror the prospect, but the prospect is expressing those emotions or behaviors actually out of discomfort. They say, "Oh, you know, my business was doing really well and then it tanked. Haha." and the close goes haha that's socially unccalibrated. You actually need to notice that that is not something that should be being laughed about. And having that leadership position is saying even though principally this might break rapport because I'm not mirroring the emotion of the prospect, I need to intentionally not mirror them because it's the truth. The truth is that's not funny. So I wouldn't laugh. Does that make sense? It's like when you ask them like how much you're making right now and they're like, "Oh, haha, not much. 80 grand." And like that's what everybody makes in America, right? Haha. And you're It's so easy to fall into that. Yeah. And you start becoming buddy buddy. You're like, "Yeah, bro." Buddy buddy is socially calibrated in a buddy buddy situation when you're with your best friend. Buddy buddy is not socially calibrated when you are the closer on the call with a prospect. So understanding how you need to show up is based on understanding the calibration comes from the same place probably like you want to agree so that you connect and you can sell them. That's how I feel like when I hear that and I'm like you're trying to be a nice guy. Y and you just fall into that like everything is cool. I'm always on the same page. Yep. What's that? I don't know. It just sounded cool in my head. You want to mirror the truth. Yeah. If the truth is this shouldn't be funny, I don't care what the prospect is doing. I care about mirroring the reality of what's actually going on. And that means you need to have a level of comfort with discomfort. Oh, they're laughing and I'm I don't really find this funny because their business is dying, which is their livelihood, which is how they put food on the table for their wife and kids. If they want to laugh about it, they can laugh about it, but I'm going to hold space through not laughing for them to step into reality. And every time as a closer you demonstrate a level of unccalibration, you are removing that space for the prospect to be able to step into the reality of what's really going on. You're you're now you had this place where you were supposed to get the prospect into and they're out here and you're now going to join them out there. Oh yeah, let's just have a laugh about your [ __ ] business. No, no, no. Your job is you're looking at that space that they need to get into where they have that come to Jesus moment. The prospect's not there cuz they're laughing, which is rationalizing, lying to themselves, excusing things. you are looking at it, they don't want to step in there. You need to come there and bring them into that place. No, no, no. We're going to have a serious conversation if it is serious. Same thing with they said they share something about, oh, my my grandma passed away. Okay, cool. Well, I know we got a limited amount of time, so you ready to jump in? No, you wouldn't do that. Oh, I'm sorry to hear that. Was it recent? Yeah, it was super recent. How you how are you doing? Oh, you know, I'm actually really not doing good. Okay, I'm curious. Given that you're not doing very good, is there any any particular reason you still carved out the time for this call? Yeah, honestly, even though I'm really not doing very well, I know that the best thing for me to do is fix another problem in my life. Otherwise, I'm just having one problem stack into another problem and another problem. Okay, that makes total sense. Now, you've been calibrated and you've moved through the call with calibration as opposed to just trying to say, "This is my process. This is my four core pillars. This is my sales script. I'm just going to do what I'm supposed to do." Completely forgetting that you're talking to a human being. Make sense?
Yeah. I think it's like an internal issue as well because 100% but it's something you have to train. Before joining the mastermind, my my team did mention that I I always had this like very extremely enthusiastic aspect to my calls where like I was always laughing throughout the entire call. But after I joined the mastermind, like we started doing the whole launch pad and stuff, like my energy completely shifted. And it's never been the same on the calls. It just hasn't because like I don't find a lot of things funny anymore. It's more like, "yo, like I'm here to save your life." Yep. Exactly. As opposed to like being buddy buddy. So, yeah. I'm going to give an example out of a sales setting because I'll say it again. To become a master salesperson, you have to become a master at life. That it's not just sales conversation. And the opposite makes it so obvious that someone that is not a master at life would never be good at sales. I'll give you the example. Who here has been in a group where someone says a joke and either everybody laughs except one person or nobody laughs except one person and you're like, hm, who's the unccalibrated person? Who's the odd one out? So that's that's a simple example. Or you could be in a group and someone's like upset about something and one person in the group, like, "Oh, come on guys, let's go. Let's go. Let's go to do something else." And you're like, "This person's weird. like how are they not getting this?" The crazy thing, which is why most sales people don't make a lot of money, is they don't map over what would be obvious in real in a non- sales context over to a sales context. Someone laughing at a moment that's not funny, would be so obvious in real life. Anybody, even a child, would be like, "why why is the other kid laughing like someone just fell over?" Like if there was children in a playground, like 5-year-olds, and one child fell over, all of the other children would be like concerned. And if there was this one child that was laughing, even the 5-year-olds would be like, "That's kind of weird. What's what's going on?" But in a sales context, normality just goes out the window. And people wonder why they're not a master closer making an exceptional income because they're not even living real life. Make sense?
This one we've trained on a lot in the mastermind, in call reviews, in role plays, and that is at any point in a sales call, there cannot be a single piece of data that is untrue, which is also the same as vague, that you let slip through the call. The moment at any point in a call, even if you're 2 minutes in, and you brush over something that you have not specified, you are creating the frame for the rest of the call that the prospect knows you're not on the ball. You're not really going to be digging into what's truly going on. And what a lot of sales people think is, "Oh, that piece wasn't that critical. I'll just keep going. I'll just keep moving on." Maybe that one piece of information wasn't that critical, but it's starting to create an undertone in the in the call where the prospect consciously or unconsciously is starting to feel like, "you know what, why should I really give this closer the truth? They're not really listening anyway. They're not really paying attention." And the opposite is true. When you dig into something that the prospect is like, "[ __ ] like I thought I was going to get away with that." Then all of a sudden, you wonder why you go from having difficult prospects to having an easier prospect. The reason most sales people get difficult prospects is because they're not showing up as a leader that is on the ball with everything, that is sharp as attack and noticing all the details. When you make an offer, how much you're making? Six figures. Okay, cool. Six figures. Yeah, you move on. Oh, six figures is pretty large range for that. Yeah, right. Or even when someone says, "Oh, I had a, you know, uh, my business was doing really bad." A lot of sales people think, "Oh, that's the problem. The business is doing bad." And you move on. Anytime on a sales call there's a piece of untruth or a piece of vagueness which could be a generalization, a piece of information that's missing, piece of information that's overexaggerated. Oh, the business is doing amazing. Okay, cool. Or or you could say, oh, we don't have a lead flow problem. Lead flow is absolutely amazing. And a salesperson would move on. You got to notice that the untruths when someone is saying information that's extreme, extremely missing something or extremely overtalked about something, it's bringing it back to the center point, swinging the pendulum back to the middle. That's what you need to do as a closer so that you're actually getting to reality. Okay, I'm guilty. I've looked over stuff um where it's like, yeah, oh, you're making 120 150k a year and then it's like we have money and then it's like, oh, well, paycheck to paycheck. miss that you know. Yeah. Yeah. When they say paycheck to paycheck, what do you mean by that? Like what what does that actually mean? And the moment you miss digging into anything of what it actually means, that's when the call's lost.
Cardinal rule of sales is whenever you speak, especially when you ask a question, do not ask your questions or talk like a dumbass. In other words, the way you're actually phrasing things, if you want to ask someone, "How much money did you make last month?" The question is, "How much money did you make last month?" It's not, "Oh, so I'm kind of wondering, you know, like uh with your job, like kind of how's it kind of going?" Like what kind of going? Like what do you mean how's like do I like my job? Do I like my boss? Do I like my office? What are you asking them? You have to get better at being crystal clear with what you're asking the prospect. This has so many knock-on implications. Number one, consciously or unconsciously, if you ask your questions like a dumbass, the prospect thinks of you as a dumbass. They don't think of you as someone that they want to give their credit card to, even if they love your offer, they are in desperate pain and you've actually shown them that they need the offer, they just don't look at you as someone trustworthy because of the way that you're actually communicating things. Another example is if you ask your questions in a convoluted way, you wonder why your sales calls take an hour and a half because you're beating around the bush to get to what you're actually trying to ask. This is why when we do the call reviews, the most important thing about doing a call review is not just finding the problem. It's when you find the problem, you have to do the pruning shears of revision and you have to rewrite the thing so that you actually take the problem and you make it better. If one of the problems in your call review when you look at the transcript is, you know, "I had to ask that question three times to get to the answer I wanted." What was it about the way you asked the question, the way you phrased it as to why you had to keep reasking it? Every time you do that, it's going to shut the prospect down. They don't trust you. They become a more difficult prospect, and it's taking you longer on the call to get to what you really want to get to. Another way that you can ask your questions like a dumbass is when you ask irrelevant questions. You ask something that isn't really moving the ball forward. Same thing. Call time takes longer. Prospect doesn't trust you. They think you're an idiot. They don't open up to you. And then why do you think at the end of the call when you have to handle your objections, you're dealing with what's called a smoke screen, which is prospects just lying to you. Well, they're lying to you because they don't look at you as someone that shouldn't be lied to. If they look at you as an expert, as someone that's very clear with the way you speak, much much much less likely that at the end of the call they say, "I need to pray on it." When that's not true, they're just nervous. And so when people are trying to handle objections by figuring out what the objection was at the end of the call, they're missing that the reason you got the objection could be nothing to do with what's going on at the end of the call. It could simply be the frame that you've created of how they perceive you. You can get an objection at the end of the call just simply because the person thinks they're not really asking the questions in a very clear way. Uh, you know, "I'm wondering about the fulfillment of this program. What are the coaches like?" If this is the salesperson, how good's the program going to be? Right? And so, when you're when you're looking at objection handling handling training that doesn't include all of the things that are going on earlier in the call that could be causing the objections, you're you're missing and leaving so much money on the table because it's not just trying to handle it at the end of the call. The bit that I always see it or the way I make myself understand it too is like if I ask stupid questions I kind of also train them in giving me stupid answers 100% and it's like I set the frame I lead it so if I give you stupid context they just be like all right this is just how we do it here right and it just gets worse worse worse worse worse over time like subconscious of course they give you some [ __ ] too and basically train
Them with the behavior most 100% most common example of this in my opinion is when the opening question isn't just getting to the point. Oh, what was it about the advert that you liked about the advert? Well, what the [ __ ] the advert got to do with the prospect's problem? I liked the Lamborghini in the advert and I liked the call and no what what is the biggest reason you're on this call right now? Or what is the biggest challenge you're having right now?
And as you're saying about training the prospect to behave in a certain way, when you ask them about an advert and they tell you for 5 minutes about what they liked about the advert, you wonder why? Because of your question. When you continue to ask questions, they answer a bunch of stuff that's not relevant. Oh, how, you know, what was your what was your income last month? Oh, well, you know, I've only just recently gone into this new job. You know, before that I was doing this and blah blah blah. You're like, I just need a number. You're training the prospect to have a chitchat, to have an irrelevant conversation.
So, we're on number seven. It is always deeper. One layer deeper, two layers deeper, three layers deeper, four layers deeper. Anytime the prospect says something, you always have to go layers deeper into it. Prospect says, "I don't like my job." Most sales people would say, "What is it about your job you don't like?" And they'll tell you, "I find it not fulfilling." Boom. They write down on their piece of paper, prospects, not fulfilled. And they move on. What about it makes you not? What is it specifically about the job that makes it not fulfilling? And they tell you, well, it's the paperwork and it's the this and it's that. Another layer. What is it about doing paperwork and doing this and doing that that is so unfulfilling for you? Why is that? I'm five questions in on what don't you like about the job? Most sales people stop at two. What don't you like about the job? It's not fulfilling.
And it's always when you go deeper and deeper and deeper into the layers that two things are happening. Number one, you're getting to the truth. You're actually finding what the real thing is. You're understanding the person and you're understanding the values. The second thing is the way the prospect is viewing you is holy [ __ ] this person really cares. Like they are they are really [ __ ] curious about what's going on in my life. We have so many sales people at the end of the call that say, "I get a trust objection." Well, what do you mean by a trust objection? They don't trust you. Yeah, they probably don't trust you cuz every time they said something, you asked one follow-up question, one probe, one clarify, and then you moved on. Well, how is someone going to trust you with a $10,000 investment on a one call close to a total stranger that they're handing the money over the internet when you never cared enough to go deeper and deeper and deeper and deeper?
Every single problem that you can face on a sales call can be traced back to: You didn't go deep enough. You didn't go deep enough so you had to follow up. You didn't go deep enough so you have to handle objections. You didn't go deep enough so you got a difficult prospect. You didn't go deep enough so you didn't close the call. Always, always, always layers and layers deeper. Every time I listen to the call reviews and the transcriptions and the closer ask a question, I'm always wondering, but why? But why did the prospect say that? Okay. And why did they say that? And why did they say that? And it's the trail of why. Keep being more and more and more curious that will remove so many of your issues that you face at the end of the call.
That's a call I had like a week or two. Um, young guy and he I asked him like, you know, what has him looking to actually make a change now or like go go invest into an outside program rather than just finish school and do that and get your degree? And he's like, well, you know, I want I don't want to take as long. Okay, what about your situation? Make sure you don't want to take as long to get there. Well, I want to know parents proud. What do you mean? Right? They told me, well, with my culture, it's I at this point in life, I should be more successful than I am. Interesting. I was like, "But you're going to get there in a year anyway. So, what's got you on the call today that's like a fire under your ass that I'm not understanding?" And he goes, "Like a big heavy sigh, right?" And he goes, "Well, I've got this girl back home cuz he's from India." And he's like, "And her family, they do the arranged marriages. I'm not where I need to be yet, and I might lose her to another man because I'm not making enough money."
So, notice the three layers. First of all, it's time. I want to do this thing quicker than this thing. Yeah, most sales, okay, you want more speed. You want to you want to accomplish whatever you want to accomplish quicker. Second layer, it's my parents. Third layer, it's a girl. Three different layers deeper. And most sales people would have stopped after one. I didn't close this. He ghosted me. I thought I like did really well. Man, I'm thinking about it. I'm like, I didn't go deep enough. Yeah. What do you What do you like about the girl? And so I asked him I did I didn't go deep enough and I said, "Is this the person you want to spend your life with?" That's what I asked is yes, but like I don't think that was enough. Like what about like losing her? You know what I I think I could have maybe gone different. Yeah. But I was like, "Okay." I was like, "I know that's the thing." But I didn't dig into the thing once I found it. I was like, "Oh, that's it."
And the other thing is going back to one of the other points of like asking questions badly. Leading questions is another dumb way to ask questions. You know, asking, "Is this the girl that you want to spend your life?" It's quite leading. It's a yes or no. What is it about losing this girl that would be so bad? What is it about? Make him have to sell the story. That's why I lost. Whereas what you're trying to do is like, I've got the thread. I'm going to box him in. The moment you try and box the prospect in, you're because you're narrowing down the the thing that you're trying to get to, you actually don't realize that it's the it's the breadth of the story that they tell you, the the the more juicy and and illustrative the story is, the more they're feeling the emotions of it. When he just says, "I don't want to lose her because of or or sorry, you said, is it the girl you want to marry?" And he just says, "Yes." Well, there's not really any emotions in that cuz he's not telling you the story. He's not having to sell the story. When you say, "Okay, it sounds like this girl, you know, is someone that you don't want to lose." What What is it about this girl that would make losing her so bad? Now, he's like, "Oh, well, we went on a picnic and we did this and we did that and we did this and it was so nice. Why was it so nice?" I would still be going deeper. Not just, oh, okay, he's told me the story. Why is that so nice? I think that's where I lost because you could see his face like it dropped. He's like, man, that's like you can see his energy.
That's another thing as far as the layers deeper is a lot of sales people, they'll see the first emotional shift and then they'll stop. Number one, when you get someone into an emotional shift, you see the site, you see the body language change, you see the face expression change. Number one, that's only the first emotion. What if I can get them to go through three or four or five different emotional changes, they've gone on a [ __ ] roller coaster with you. Or you get them into that first emotion and you hold them there by more questions and more questions. Tell me more about the pain. Tell me more about the guilt. Tell me more about the shame. Tell me more about the heartache. Tell me more about the loss, the frustration, the annoyance, the boredom. And you want to keep them in those emotions because the more you can hold them into those emotions, which means you need to go deeper and deeper and deeper into the questions, into the layers, it's that emotional charge that's built up that you're then saying, how much longer do you want to not release this emotional charge? It's like you're you're building up the battery and you're building up the charge. You're saying, "This is about to blow like uh overflow and explode. How much longer do you want to be here?" When you've just built it up a little bit and you're like, "How much longer?" They're like, "I've still got like this much left. Like, I can I can still keep going here." You got to get them into the emotions of the story, which is always layers and layers.
He didn't give me an objection or anything. He was excited after the pitch. He's like, "Man, this this can do it." And then he ghosted like no objection because there wasn't any objection. You can solve this problem, but it's I think because I didn't do that. Yeah. Well, you usually when someone ghosts you, it is that you've gone further than a lot of sales people because normally they wouldn't ghost you. They would they would come up with a [ __ ] excuse. Yeah. He knew he can't come up with a [ __ ] excuse cuz you've gone deep enough to know what's really going on, but you hadn't gone even deeper that he has to do something about it right now regardless of the price, regardless of the commitment. So ghosting is like you you've gone deep enough that they feel guilty and shameful to actually text you and say I don't want to do it. They can't they can't get away with that cuz they're like I kind of I know that I'd feel such an idiot if I said that but you didn't go enough that they they didn't feel stupid enough to not ghost you. Yeah. All right. Yes.
Do you think a reason why a lot of us haven't gotten to that next level is because we're so socially programmed to help people feel better when they're sad? Ooh, interesting. I do think that's a socially trained thing is like, you know, nobody nobody wants to be around the person that always makes you feel bad in a social setting. You know, oh that's the friend that always makes you feel [ __ ] that I'm fat and [ __ ] that I'm broke and [ __ ] that I don't have a girlfriend. Yeah, that's definitely social training. But people that make a lot of money are people that solve problems. People that solve problems are people that look at problems, not solutions. First of all, they're like, "This could be better. This could be better. This could be better." If someone's just sitting there going, "Wow, look at my bank account. I'm making so much money." Instead of look at how much money I'm not making that I could be making, you won't make you won't make more money. So, yes, it's it's a big thing of shifting away from the crowd mentality, the crowd social calibration, which is always just trying to say, "Oh, well done. You know, you did great. Oh, good for you. Yeah, it's okay. It's not a big deal." So, yeah, definitely very, very good point. Very good point. Anybody else got anything on that? No. All right.
Number eight, stop trying to do the work for your prospects. Make the prospect do the work. So many times I see the salesperson that is actually trying to lead the prospect to make a decision and that leading whilst it can sometimes bring them closer to the pain it pushes them further away from the ownership and on a sales call you need both of those things. If I don't get the prospect to actually have to do the work to come up with the problems, they're not invested in feeling like, oh, I'm actually responsible for where I've chosen to be, and I'm therefore also responsible for where I could choose to get to. So, anytime you're on a sales call and you're thinking like, man, you know, I'm really kind of trying to do the work here for the prospect. Always in your mind, you want to be realizing you're lowering ownership. And that ownership is an absolute essential piece for someone to whip out their credit card and give you the money. Anyone got an example of doing that where you felt like you're on the sales call and it's a lot of hard work. You feel like you're trying to pull the prospect along with you.
A big place that this comes from is it's attachment. Yeah. It's of it's often a a deep inner reflection of ourselves that when we look at ourselves and think I'm not doing the things I should be doing. I'm not competent. I'm not sticking to my boundaries. You look at other people as equally as irresponsible and unable to actually commit to things as you are to yourself. The more you do the right things for yourself, ironically, the more you actually look at other people and think, "Wow, they're all actually they're doing the right things. They're they're good people. They're cool people. They're actually committed." Crazy how that works. And it's crazy like when when people are at the bottom, they think, "Oh," and it's one of the rationalizations they tell themselves. If I become someone that's doing the right things, I'm going to feel elitist. I'm going to have a big ego and a big swag. It's actually the opposite. The more you start taking care of yourself and aligning yourself, you actually look at other people and think, "Well, I I'm I'm doing it. I'm pretty sure they could do it." Like, it's not not that hard. So, that's why we have the internal mastery. If you actually want to get easier prospects, you have to realize that your level of capability of taking charge of your own life is much much higher. It's up to us. Anytime. I think all of us are in our path going to the gym, calling our loved ones, they're doing everything right outside of sales, every prospect that we talk to, it's like so easy. Yeah. Whenever they have to commit, they'll make the commitment and you're like, "Well, that was [ __ ] easy. On to the next call." But whenever we fall off from our our personal [ __ ] we say, "Oh, I've got a bunch of bad leads now. Super difficult prospect." When we stop our nation, they're being [ __ ] They don't want to come in or they're being [ __ ] It's all internally. Yeah. We just project it out of the world energetically. Energetically. That's why the internal mastery is so key because it's understanding that everything is connected as within. So without. If I actually become someone that has a higher signature, higher energetic signature, higher frequency. I will get that in my prospects. Life will be easier.
Sales people make their life so much harder for themselves than they need it to be because they're not actually taking charge of their health, their sleep, their routine, their values, all their goals, their direction, their vision, their drive, their mission. If you don't take charge of all of those things, then when you get on the phone with a prospect, you sit there in your big, you know, on your high horse in your chair thinking, "Oh, I need to I need to do the work for my prospects." You only think you need to do the work for your prospects cuz you're not actually doing the work for yourself in your own life. When you do that and you do the work, you actually look at your prospect and think, I'm not going to do it for them. I had to do it for myself and I did. They can do it for themselves and they will. And you then and that creates also a really powerful force field around your sales calls, which is the detachment. When you're like, "Oh, I just think they can just do it on their own. Not do it without the program, but commit on their own, understand the ownership on their own, accept their reality on their own." You're then just totally detached. And it it has such a different energetic frequency. You just sit there on your sales call. Well, what do you think you need to do? Well, I don't know. Okay, well, think about it. Well, what do you think? Well, what do you think would happen if I told you what I think? And you just you just keep putting it back on the prospect and making them do the work. The more inside the discovery you make the prospect do the work, that removes objections at the end of the call. It removes follow-up at the end of the call. And ironically, it removes no sales at the end of the call. When you make the prospect have to do the work inside the discovery, at the end of the call, they're like, "Well, I'm already pretty invested in doing the work here, so I guess I should sign up." In the call, when you've been doing it all for them, and at the end, you say, "Do you want to give me your visa?" They're like, "Nope, I haven't haven't done any work here." And that goes into Robert Chaldini's consistency bias, which is if you've been making them take action, take action, take action, think for themselves, think for themselves, decide for themselves, decide for themselves, commit on their responses in the questions to you, and they've been consistently doing that for 25 minutes. At the end of the sales call, you ask them to demonstrate a behavior, they're probably going to demonstrate the same behavior that you've been getting them to do for the last 25 minutes. Make sense?
Number nine. So, Cardinal rule of sales, this is a belief. 100% of inbound bookings can buy. That is why it's inbound. When you get onto a sales call and your belief, which also brings detachment, is anybody that is an inbound buyer can buy. They might not buy right now. They might need to move some funds around. They might need to save some money, but they all can buy. That is massively powerful for you in sales compared to having the belief of some can buy, some can't buy. Because when you have that belief, when the going gets tough in the discovery and you're not really getting what you want straight away, you start to fall back to this belief of it's just the numbers game. Oh, you know, I had 100 bookings, 70 of them can buy, 30 of them can't buy. And that belief becomes a coping mechanism. Whereas, when you flip that to it's 100%. Everybody on an inbound booking can buy, it's a much better cardinal rule of sales to believe. How many times have you been on a call where when you're not getting what you want as easily or as quickly as you think you want it, you then start reverting back to this mindset of, oh, you know, they're probably just unqualified. Yeah, they done that. Imagine how many sales you've lost just simply because the cardinal rule that you broke is thinking it's a numbers game, which is 70 30 60 40 50 40 60 instead of it's an inbound booking. They have a problem and they booked in a call and they turned up to the call. They want to solve this problem. My job is to just move the puzzle pieces to make it possible for them to buy right now and buy from me. Buy right now or buy later, but still from me. I'm the one that showed them a game plan. Okay, you've got 2,000 in the bank. This program's 10,000. Let's game plan how you can save that extra 8,000. They're going to buy from me 6 months from now. They're going to come back to me. I'm not going to follow up. They're going to text me. They're going to call me. But it all came back to the cardinal belief that 100% of inbound bookings can buy. Anytime you're on a sales call and you start backing off, getting lazy, not really believing that this could be a buyer, I can always bring it back to if I ran a diagnosis or a discovery on the salesperson. They have a belief of like, well, you know, they're unqualified. How do you know they're unqualified for what? It's an inbound booking. They have the problem that
You solve, and they turned up to a call. In what way are they unqualified? They don't have the money. Well, maybe not right now, today. So, what are they? Are you condoning them to have this problem for the rest of their life? No, that doesn't sound very selfless. Okay.
So, what was the game plan that you gave them? Oh, I didn't do that. All goes back to this belief of 30% of my leads, or whatever the arbitrary number is, are not are not people that can buy. If you delete that belief and just have it as 100%, you will close more people.
Okay, final one. I think we're coming in for a landing. So, there is zero reason for objections. There is not a single reason on a sales call that someone can give me why there is any logical reason to have an objection at the end of the call. During the sales call, you can cover their finances in the discovery. Why would there ever be a point where you haven't clarified how much money they have and why, if they do, they want to invest in this solution? There would be no reason on a sales call why someone says they need to think about it. At the end of the call, you've already gone into the discovery: what the problem is, how it's affecting them, how long it's affecting them, and are they willing to keep waiting, and if not, why not? And there's no reason at the end of the call for them to say, "I need to think about it."
Partner objection. You get them into ownership on the call that the problem they're facing, for the period of time they faced it and the implications of that problem, is nobody's fault but their own. 100% ownership on them. Any of the things that people see as objections, the reason I never got them in my sales career when I was making 100 grand a month commission is because I put the belief into me that there's no reason that that even exists. Like there's no such thing as an objection. It's just you got a repercussion at the end of the call from something that you didn't do in the discovery. Some place where you didn't go deep enough. Some place where you had a belief that someone's unqualified and therefore you just couldn't be bothered to finish off the rest of the sales call. Somewhere in the call where you didn't follow your rule that there's two people on the call. I need to have two conversations. I didn't have two conversations. So now I got a partner objection. Oh, I need to talk to Mary who's been sitting here for the last 45 minutes and see what she thinks. [ __ ] I should have asked her what she thought for the last 45 minutes. There's no reason on any sales call that you would ever get an objection. Zero logical reasons why that exists.
Okay, so that, guys, is the 10 cardinal rules of sales. I'm going to run back through them really quick. Uh, you don't have to clap, guys, but but thank you. [Music] And the reason I put these together for you guys specifically is thus far, the ratio of how many times you guys have broken these rules is much less than the other people in the mastermind. Otherwise, they would be the ones on the jet. But for you to stay at the level you're at and continue to go to the next level, you have to break these rules even less. At the moment, I'll just make an arbitrary number. For every 100 calls, you might break these rules on 20 of them. Well, if you get to a place where you break these rules on one out of a 100 calls, you will get to the next level. These are the reasons that you aren't at the next level. And so, I wanted to lay it out for you like, okay, this is what's got you to this level. And all you need to do to get to the next level is follow these rules more religiously, more strictly, be more aware of them.
So, number one, however many people on the call, how many conversations you need to have. Number two, don't break your own rules. If you know you need blank amount of time for the call, that is how much time you're going to set for the call. If you know you need these two people on the call, the two decision makers, that is your rule. You don't break your own rule. If you know that you shouldn't drop the price, you shouldn't drop your mood because you had a previous call that didn't close, that is your rule. You set that rule and you follow that rule. Number three, never talk about your own life. At no point in a sales call talk about yourself. Number four, don't be uncalibrated. Don't ever be on a sales call and laugh when it's not appropriate to laugh, say cool when it's not cool because you're trying to be in rapport and you you know you feel a bit uncomfortable to break rapport. Don't congratulate people on the fact they haven't made an investment or the fact they've been lazy. Oh, you know, I get it. People are lazy sometimes. Why the [ __ ] would you say people are lazy sometimes? And congratulate them on being a normal person.
Next one. Can't let a single untruth or piece of vague information ever slip on a sales call. Uh, don't ask questions like a dumbass. Don't ask leading questions, jumbled up questions, irrelevant questions. Number seven, always go deeper. Two layers, three layers, four layers, five layers, six layers into why. Why is that important? Okay, why do you say that's important? But why was there a specific time that became important? What happened? Always layers deeper. Don't do the work for your prospects. Make them do the work. Otherwise, they won't have the ownership and the consistency to take ownership at the end of the call because you didn't make them take ownership and do the work during the call. Number nine, every single inbound booking can be sold. Maybe not today, but they can be given a game plan that they will come back to you at some point because it's an inbound booking. We're not cold calling random strangers. They said, "Hey, hand up. I have this problem. Hey, hand up. I'm turning up to a call. I want to fix the problem and solve it right now." Inbound booking. 100% of them are qualified.
And final one, there is zero reason that you should ever have objections in your life as a closer. There's no reason they should say, "I need to think about it. It's more money than I thought it was, and I'm not committed to investing money. I need to speak to a spouse." Any objections? They are all issues that can be fixed in the discovery. So, if you guys and ladies, for the imminent future of moving forward, don't break any of these cardinal rules, you will max out your commissions. These are the things you can't break. Okay?