The Midas Touch in Sales - How To Turn Every Bad Prospect into A Good Prospect...

The mightest touch in sales. What if you could turn unqualified prospects into qualified prospects? Bad prospects into good prospects? Or more simply put, what if you could turn water into wine or stone into gold?

There are bad prospects and there are good prospects. Right? Wrong. I made $100,000 per month in commissions in sales because I was able to turn bad prospects into good prospects during the discovery part of my sales calls. Don't believe me? Well, that's a good thing because our beliefs create our reality. And by the end of this video, I'll have changed your beliefs.

You might be thinking, turning bad prospects into good prospects? That's impossible. Well, if you're thinking that, then you're in exactly the right place. And you need to watch this video until the end because not only am I going to show you it is possible, I'm going to show you how you can do it, too. So, you can print more money by stacking the deck in your favor by having the Midas touch in sales. By the end of this video, you'll be able to bend reality and turn bad prospects into good prospects during the discovery part of your sales call. This training starts as a high-ticket sales roleplay. And as we go deeper, we get into the 4D of sales, the spiritual side of sales, and the Midas touch in sales. So, without any further ado, let's crack in. Lee, kick us off with your opening question.

Awesome. So Colin, I'm curious in your opinion, what would you say is the biggest challenge inside your business right now?

Biggest challenge inside my business right now would be generating quality leads for our sales.

Got it. So right now you're not generating quality leads. There's some quality leads. There's not enough quality leads.

Okay. So, how many quality leads did the business generate in the past seven days?

You want to double clarify what he said because you did a summary which was perfect. Okay, so you're not generating quality leads and he slightly shifted it. Well, we're not generating enough quality leads.

Okay, understood. So, you're not generating enough quality leads. Otherwise, it makes it look like you're trying to rush past the clarification that the prospect gave you. You want to just let them know, okay, I heard you. I understand you've shifted what I've said. We're on the same page. Next question. But notice guys, if any of you have not seen this before, Lee did not say, "Okay, got it. So, the biggest challenge is you want more quality leads." No, no, no. The biggest challenge is you don't have high-quality leads. You are holding the mirror up and showing them what they don't have, not trying to show them future-pacing hypothetical goals, what they want to have in the future. So well remembered Lee keep going Colin you're you're not generating high-quality leads right now.

I would say that I'm not generating the amount of high-quality leads that I'd like.

So in the past seven days how many high-quality leads did the business generate?

Maybe three.

And what about the past 30 days?

I would say give or take the same per week. I'm thinking about things per week. So 3 n uh 3 6 9 12.

So you generated 12 leads in the past 30 days. And I just want to clarify, were they all high-quality or were they low-quality? Leading question.

Hang on. How can you say that, Lee, as an open-ended question? Make the prospect have to think. Make them have to get invested in thinking through what you're asking them. Don't make it easier for the prospect. Whilst it feels like a benefit as a closer to make your questions easier to answer, it makes it worse because at the end of the call, the prospect is not bought into having to have thought through their problem. The more work you make them do on the front end, the less you have to do objections on the back end.

So, how would you ask that as an open-ended question?

So out of those 12 leads in the past 30 days, Colin, what was the quality like?

Perfect. How was the quality?

Can I ask you a quick question? At what level of difficulty should I be the prospect? That's what I also want to know.

Yeah, great question. Don't be a difficult prospect. We just want to go through the discovery beginning to end. And if you can, I know you're pretending to be a prospect, but when Lee asks the question, try and give a quicker answer just cuz we're tight on time.

Perfect. Awesome. All right, keep going.

Got it, Colin. So out of those 12 leads that you generated in the business in the past 30 days, what was the quality like?

Uh so those were those were the quality leads. So I I generated about 10 leads a week and three of those leads were quality leads. So like I was saying the percentage that I was looking to generate quality leads I needed to be higher.

Yeah. Got it. So if I'm understanding you correctly right now out of the leads you're generating 66% of them are low quality.

You got it.

Yeah. Got it. Okay. And then what happened to those 12?

Okay. One one slight change. What could you have said instead of saying got it? That's going to rub it in his face a little bit.

Yeah. Yeah. Interesting. Much better. Okay. So, 66% of your leads that you're paying to generate Well, that might be assumptive. He may not be paying for them, but 66% of your leads that you generated are low quality. Is that correct?

Yes.

Hm. Interesting. Different to okay, got it. Different energy starting to shift the conversation. So, subtle little shifts, guys. You got to know when you're saying hm, interesting. When you're saying okay, when you're saying understood, when you're saying got it, when you're saying makes sense, how do you know? Just be present, guys. Social calibration. Don't overthink it. It's not that complicated. All right. Interesting. And what happened to those 12 leads?

12 leads. So, yeah. So, so how many how many customers did you acquire from the leads? Ask better questions, you get better answers. Ask not clear questions, you'll get a not clear prospect. Okay, so what you know in terms of those leads, how many turned into sales, much clearer question versus what happened to them? They went in a CRM and then I called them and then blah blah blah blah blah blah blah. And you'll just get into this long-winded answer of confusion. Okay, better questions, better prospects.

M. So out of the 30 leads that the business generated, Colin, how many of those generated into customers?

About three of them out of the 40 leads.

Three customers out of the 30 leads. What did those three customers pay you?

They each paid $3500.

So be careful. Although this information is useful, we are leaning more towards into what is going well in the business. It's not very useful for a sales call. Okay, you made this many sales, you made this much money, positive, positive, positive, positive. Let's focus on the leads that didn't close. So, same piece of data. What is a sale worth to you right now? or what is your price point? Instead of what is the price point that you did generate money from the sales that you did make, we can get that same piece of data leaning towards the opportunity cost rather than what he gained. This is where you start orchestrating a conversation which starts orchestrating where the prospect's mind is focusing. We don't want the prospect to be focusing on the fact that it ain't that bad. They've still got food on the table. They closed three sales for 10K each. They made 30 grand. We want to focus on the 27 leads that didn't close.

Interesting. So, with those 27 leads, what happened?

Well, I got on a phone call, blah, blah.

Okay, interesting. And ballparking the number, how long did you spend on each of those phone calls?

Oh, I spent like 45 minutes.

Okay, so you spent 45 minutes times 27, whatever the [ __ ] that number is. 75% of 27 which is like I it's like 17 or something I think. So you basically spent 17 hours talking to prospects or you wasted 17 hours talking to prospects that didn't turn into cash. Is that accurate?

Yes.

Okay. Interesting. And let's now shift over into um another cost for you. In terms of those 27 leads, how are you generating those leads?

Oh, it was paid ads.

Okay. How much are you spending a month?

You see what I'm doing? I'm expanding in the direction of the pain of the problem. I don't want to expand in the direction of what he did generate in sales. I can still get that data by asking it in a different way. Does that make sense everyone?

Mhm.

Does that make sense to you, Lee?

Yeah. So, I was I was just about to I was about to circle back there. So, were you saying like just forget about how many customers you sold? Cuz my next line of questioning was going to be okay. So you you basically converted 10% of all the opportunities that you had in the table and you missed out on 90%.

Yes. But whenever we're circling back to something, the reason we circle back onto anything is that there was something else that was more painful to talk about right now. Don't circle back on something because you're just going to go on a detour to talk about something that's less painful. I would circle back on something where at the opening part of a call, someone gives me, you know, a massive pain point for their biggest challenge and they also mention an objection/limiting belief. Well, one of those is more important than the other, which at that point in a call, it's going to be the pain or the problem. You've got to start with pain or problem. I'm going to have to circle back to the objection or the limiting belief. I'm not going to circle back to something because I'm just going to go and gather less valuable information. Does that make sense everyone? You're just wasting time. You're just making your calls longer than they need to be.

Okay. You could have got exactly what you wanted, Lee, without asking that question and just simply said, "Okay, what happened to those 27 leads?" And then we get the price point and then we know how much he's lost and then we get the time taken.

Who's taking the phone calls?

Oh, it's me.

Hm. Interesting. And correct me if I'm wrong, you're the business owner. So, as a business owner, instead of spending your time on the business, you're spending your time on sales calls that aren't converting. I'm curious, is that taking your time away from anything else in the business?

Oh, yeah. It's taking my time away from this and this and this and this.

Expanding the pain, expanding the consequence. Hence, we don't need to say what happens in 6 12 18 months if you keep doing this. We've already seen the consequence because it's costing him time. It's costing him money. It's costing him the inability to prioritize other things in the business. He probably doesn't like the way he feels. I'm curious, you know, how does it feel as a business owner to be spending your time taking sales calls with dead leads?

It feels [ __ ] right?

We can get into all of that. All right. So, go back a little bit, Lee, and then let's jump back in. So, I would go from you just asked him how many leads he was closing, which he said three out of the 30, and then you were kind of going into price and stuff like that. So, go from there.

Okay. Got it. So you you generated three customers out of 30 leads each for an investment of 3,500. So the other 27 leads, what happened to those?

Had calls with them and they didn't have the finances to move forward simply.

Really? How how many calls did you have just ballpark the number in the past month? Contextualize the question because otherwise people will if you say you know how many calls did you take? he'll probably fudge the number a little bit.

Oh, h you know, it was probably like 15.

Whereas, if you say, "Of those 27 leads that didn't close, how many of them did you actually speak to?" Ironically, he'll he'll tell you a bigger number. Well, you know, it was probably about 25 of them. The more you give people room to slip through the truth, they'll take it because they feel uncomfortable when you hold their feet to the fire. If you give someone context, what you're telling them by giving them the context is I'm on top of every piece of data that you've given me. Don't [ __ ] with me. Like, I I know everything you've just said and I'm keeping track of everything up here and I'm going to watch you if you try and fudge the numbers here. So, the more professional you demonstrate yourself as, the more the prospect feels in the frame of I I better be accurate in my responses. I better not try and fudge the numbers. You get you've heard the saying, guys. If you want to be a good closer, pick up on what are known as as like life sayings. And one of the life sayings is give someone an inch and they'll take a mile. If you've heard that saying before, it's very true on a sales call. You give a prospect an inch and they'll take a [ __ ] mile. Don't give them an inch. Give them exactly the thing that you're going to give them and they'll have to stay on track. And a big part of that is listening and being able to stay on top of what you've listened to, which is why you have to write notes. It's also why I don't recommend writing on an iPad because there's something detached from recalling the information when you're writing it on a screen versus when you're writing it on a piece of paper with a pen. You just you you hold on to the information better. You can recall it much more quickly.

All right. So, just do that, Lee, and then keep going.

Cool. So out of the 27 leads, Colin, how many of those actually made it to a call with you?

Our show bridged pretty good. So I'd say about 25.

Okay. And out of the 25 calls that you had with those prospects, how many didn't close?

That was that was all of them.

No, cuz these are leads that didn't close.

No. Yeah. My bad. Lost.

Okay. So you you 25 calls, Colin, and none of those close. Roughly, how long were you spending on each call? contextualize it. How long was he spending on the call to do what? Why didn't they close? He's He's already told us why they didn't close. Why didn't they close, guys? We were bad. Low low quality. Well, that's not specifically what he said. He said they didn't have the finances. Notice the difference in the question. So, of those 27 of those 25 leads that you spoke to, how long did you spend on the call with each of them on average? That's question one. Version two. Of those 25 leads that you spoke to that didn't close, how long was it taking you on average to find out that they didn't have the finances? Very different contextual. When you give someone context, same thing again, guys. They're like, "Fuck me. This guy or this gal is on the [ __ ] ball." The more they perceive you as that, the more they're going to buy from you guys. They're going to more they're going to more want to buy from you at the end of the call, and they're going to more want to give you the truth during the discovery. How you show up as an expert during this discovery makes everything easier or makes everything harder. The type of person that contextualizes the questions is perceived by the prospect as a [ __ ] genius. The type of person that just I know you're not reading a script lead, but it could be perceived by some prospects as well. That's kind of the obvious next question. It's not as obvious of a next question when you've contextualized it all together. It feels more like you're having a real conversation and you're listening to everything they're saying and you're picking up everything they're putting down. And that's how the conversation will just flow more naturally and start not only unpacking the data, but unlocking the human being in front of you to be someone that actually trusts you and wants to buy from you. So, contextualize everything.

All right, keep going.

So, those 25 calls, Colin, that didn't close because you said they didn't have the finances, I'm curious, how long did you spend on each of those calls until you found out they didn't have the finances? Before you respond, Colin, pause. How different? In fact, let me That's a leading question. How did that feel compared to how it was spoken before? How did that feel, guys? How do did anybody feel like how did how you perceive Lee change? Attention to what I was what I was saying. Ivan sharper on the ball faith understands the frustration expert. All you're doing guys is just listening and putting it into the question. It is very very basic guys but has a monumental difference in how the prospect perceives you.

Okay. All right. Keep going.

Out of those 25 calls that you had, Colin, you said that they could not move forward in your program because they didn't have the finances. So, I'm curious, how long did it take on those calls to figure out that they didn't have the finances?

Probably around 45 minutes or so. Sometimes longer. Sometimes I took them through the whole uh walking through the process and then finding out afterwards.

Okay. So if it's roughly about 45 minutes give or take on average, it's about 18 hours there in total on those calls with those individuals that and can you contextualize 18? It's 18.75 hours. So 18 hours is totally fine. 18 hours in what time period? 18 hours over a a 30-day time period? It's almost half a whole working week every month. contextually that's even it's not oh you just spent 18 hours it's every month you're spending half of an entire working week speaking to unqualified leads. So if we said that there's four weeks in the month which is obvious and on average you were going to work 40 hours. You're spending 12.57% of your entire month as a business owner speaking to dead leads. 12.5% of your entire business activity. Notice how I'm contextualizing it again. Another layer of contextualizing. Ivan's loving it.

All right, keep going.

Cool. So, you spent a total of 18 hours over the past 30 days on those calls with prospects that didn't have the finances to join your program, which is basically half a working week every month. You're investing time on these calls with individuals who clearly cannot afford your program. Have I understood that correctly?

Yeah, exactly.

And this would be a perfect moment where I wouldn't respond. I would just hold the silence and see if he wants to add anything because you're you're starting to give him a light bulb moment. He's like, "Oh, fuck." If he doesn't respond, I would say when you hear that contextually, how does that make you feel? Like I want to know how he actually feels about that realization. He may if it was a real prospect, I would bet money that 90% of the time he would have just added on without you asking the question. Sometimes they won't, but usually if you'd have said, "Okay, did I, as you said, did I understand that correctly?" He would say, "Yes." A bad salesperson would go, "Okay, got it. Next question." A great salesperson would say, "Hm." And then they would just sit there. And you're holding the prospect in the pain of that realization. And the more comfortable you get as a closer to hold their feet to the fire when they're saying, "Ouch, ouch, ouch. Take it away. Stop it. Stop it. Stop it. And you just don't stop. Then they're gonna bleed. They're gonna go, "Oh man, you know, this is" and that's when they would probably have an emotional break, meaning that their their body language will change cuz you've broken them through the the veil of what's really going on. And they would probably go, "Yeah, Lee, this is why I'm on the call. I I can't grow my business because of how much time I'm wasting, not only from a time point of view, but it's also mentally pissing me off." Like that's the moment where you would have cracked the door open and they'll probably start telling you what's really bothering them. Does that make sense, guys?

Yeah, Alex, that makes 100% sense. Do you mind if I ask a quick question on a minority nuanced way that a prospect might answer that question just to see how you would respond?

You're going to test. You're going to test me. It's all right. We'll see. We'll see if I can handle it.

You're gonna you're gonna crush it.

Well, cuz this happened yesterday, ironically, and I had a a prospect who had spent there with the calculations, he spent 1,500 hours over the last 14 months trying e-commerce and a Tik Tok shop on his own. And in total, with the money he generated plus the money he invested and lost, he was at a positive 600 British pounds total after 1,500 hours. And I calculated all all that with him and I I gave that to him and I did the pause as well just because I was honestly stunned at that at that end result of the numbers and I asked him how does that make you feel knowing that you've spent $1,500 over the last how does that make you feel knowing that your hourly worth is $2.5? Well, the reason I'm bringing this up is because his response was like at first he admitted. He said, "I feel stupid here and there." And then, well, I asked him that, but but before I even had a chance to respond, he said, "I also am glad that I tried."

Okay. So, why not just keep trying?

Because it's not getting me where I want to be.

So, what was the turning point where you moved away from being glad you've tried to no longer willing to keep trying the way you have been?

Well, you know, my parents fell ill about six months ago. And at first, you know, I thought everything would be okay. And little by little, I am seeing how their health is getting worse and they're still having to work full-time to afford the mortgage and the expenses. And I I'm not in a position where I can contribute the way I want to.

H how did that moment shift your approach to just trying to figure things out on your own? What how were those connected?

Well, because I've been trying it on my own for over a year now, and I'm realizing that I don't have the knowledge to be able to figure it out on my own. So, I'm going to need somebody to help me figure this out. Otherwise, I'm going to continue getting the same result.

I understand that. What I'm not clear on is why that situation with your parents made you have that realization.

I'm not in a position where I can financially contribute to the household income or the expenses. And so they have to continue working while their health is going down.

Okay, there you go. Just keep digging into it.

Yeah, he's he's selling himself. Does that make sense?

Yeah, it does. You don't seem that sure.

Well, I don't seem sure because Yeah. Hello, Ivan just said my mic is muffled. Can you hear me?

Okay. Yeah. He didn't close and it was because of fear ultimately. So, like I feel like we went through that that piece right there. I didn't do it as well as you just did it, but we we did get to that end result of like figuring out, well, what has actually changed to where you now no longer want to do it by yourself? And so, I think that part was clear. I guess maybe why I'm bringing it up is because I didn't understand why.

I got it. The next piece that's missing then if he said a fear objection was getting him to take ownership. Why are you in a position where you can't help these people that need your help?

Because I've been lazy and I haven't gotten the help that I needed.

And so where are you at now with that laziness and that you know um lack of commitment to getting the help you needed because it's a it's a habit that you've had for the last year and a half. So I'm curious like is this is this situation with your parents enough to get you past any fear of change or fear of doing something different and completely changing the way that you operate?

Well, I don't know because right now I have money put away that I could be investing into some coaching, but I also want to be able to use that to be able to support my family if something happens.

Is that money that you have now enough to support your family and knowing that over another 1500 hours if if you keep doing what you've been doing, it will only go up by another $600. Is that enough to support your family?

Not long term. No.

or over what time period would it be enough?

Maybe three to four months.

Okay. When you hear that number, how does that make you feel knowing that you can

Support them for three months? Well, I'm glad I can at least support them for the next few months versus potentially investing money and then like not potentially not being able to support them for any months if it doesn't work.

So, how are you going to get around that? Are you going to be too afraid to put yourself in a position where you could support them indefinitely? Or are you going to actually have the courage to say this three months support is not enough? I have to step out of my comfort zone. I have to take a leap of faith and I have to make it work. Because you you only have those two choices. You can either not take action and we can guarantee that in 3 months time your parents are not going to have support, or you can do what it takes to make sure that doesn't happen. But your fear is what's going to step in the way of those two. So, how are you going to deal with that?

I think I'm going to just play it safe and hold on to my money so that I can at least at the minimum, you know, help them the next few months. And then what? I mean, I'll just keep working my my 9 to 5 job and and then trying to do this on my own, I guess, so I can not have to invest the money and be in a bad position financially.

Why do you say it's going to be a bad position? What if you invest the money and you have the ability to support your parents indefinitely?

There is that possibility, but there's also the possibility that I lose all my money and now I'm actually in a worse position than had I not invested the money.

Okay, let's weigh up the possibilities then. What's the probability that in 3 months time you can't support your family if nothing changes? 100%. What's the probability that if you invest the money and you make it work, like you've seen all of our other testimonials and all of our other case studies, what's in your mind the probability that you could actually support your family indefinitely?

It seems like you guys have a lot of success stories and a good process. So, I mean, I guess the probability is higher than if I were to do it on my own.

Well, the probab you're comparing two things that are apples and pears, brother. The probability of you getting to the point where you can support your family indefinitely doing it on your own is zero because you've already invested 1500 hours and haven't figured it out. Nothing's just going to randomly change. So you're comparing like, oh well, I will figure it out on my own even though for 1500 hours I haven't. Versus in your mind a a hypothetical reason that this program wouldn't work for you when it's worked for everybody else that turned up and showed commitment. So you're not comparing like for like here. So let's just separate those two and go back to the question which is what is the probability if you join a program that has got success for all of the other people that we've got success for and you put in that same input in your mind. What is the probability that you could make more money than you've made which is $600 in 1500 hours and then be able to support your family indefinitely? What do you think that probability is?

At least 50%.

Okay, great. So, you're telling me that you're perfectly fine to choose a 100% guarantee that you'll never be able to support your family indefinitely after 3 months over a 50/50 shot that you could actually support them forever.

I'm able to save about $1,000 a month right now. So, I feel like after these 3 to 4 months of supporting them, I'll still be able to support a little bit with just what's left over. It's just not as much as I would ideally want to be able to provide, but it's still more than nothing.

But why are you comparing it to nothing rather than comparing it to being able to support them 100% by having the money to do it?

Well, because I'm curious. Do do you think do you think part of the problem in regards to why you're not able to support your family full-time is this mindset of always regressing back to fear and scarcity and pessimism and and it's not even safety but false sense of security which is well I could just support them a little bit. If your parents need more than a little bit of support and you can only give them a little bit of support and they need more than that, what's going to happen? They're not going to get the level of support they need.

This point, Alex, if you truly want to make the decision to know that you can only support your parents less than they need to be and you're not willing to actually step up and be that provider and be that supporter to your family by actually having the courage to do what it takes, then that's very unfortunate for your family. But that's your choice. But anyone that we would bring into this program, they are not willing to continue in a direction that is never going to get them the outcome that they truly want.

Yeah, I I know that. I'm just afraid.

Okay. Well, there's nothing wrong with being afraid. What matters is what has this fear already cost your parents in terms of the support that they needed and what is it going to continue to cost them when the 3 months of funds that you have runs out? Like when you say they need to need support and I'm saying this to help you, but it's going to be pretty brutal. What if in 3 months they don't get the support they need and they die and you know that that was because you let your fear run your decisions? Then what?

How many more years are you going to have to live with that guilt and shame for the rest of my life? What if the probability that that happens is 5%? It's very small. Are you willing to actually gamble a 5% chance that you don't give your parents the support that they need and they die? Cuz man to man, if it was me, I wouldn't gamble more than a 0% chance that I've done everything I possibly can to support them. I don't give a [ __ ] about my fear. My biggest fear is not supporting them. So, it's your choice. What are you going to do?

Yeah. I mean, I get what you're saying. If I can see the contract and make sure that that is all good, then you know I think that would maybe help push me forward and past the fear.

What about the contract is going to push you past your fear?

The contract is nothing to do with the fear. Your fear is your fear. The contract is going to be very clear. This is what we give you. This is what you pay us. Results are based on how much you put in in terms of time, effort, and work. And how little you allow your fear to keep running your decisions. There's nothing else in the contract. You need to have decided whether you're going to face your fear before the contract gets sent over to you because I'm not sending you the contract. And then you say, "Well, I'm still afraid." I know you're afraid, but you need to be more afraid of what you're risking as far as your parents getting the support they need. And what could, and I say could because it could be a 1% chance that if they don't get the support from you, they pass away. But are you really are you really willing to increase it from 0% to 1% because of you letting your fear run your decisions?

No.

Why not?

Because I can see over the last 6 months if they continue having to provide for all the expenses, the mortgage, the utilities, the groceries. I mean, they're working 45 50 hours a week individually and their health is not getting any better. and those expenses, the medical expenses are going up at the same time and either they're going to be in a really bad financial situation if their health improves or like you said, it's only going to lead to the worst possible outcome. So, they're either going to pass away or they're going to live the rest of their life financially burdened by stress.

Yeah.

Unless you don't let your fear run your decisions.

Yeah.

What are you going to do?

Yeah. Yeah. I mean, if I can get a payment plan, then I think, you know, I can probably probably make it work.

Probably. Or you will make it work. If if I haven't been clear, Alex, the gravity of what's on the table right now is you not providing the support that you can provide to your parents if you face your fears. We can help you with a payment plan. That's not a problem. But you're going to make it work or you're not going to make it work. If it's maybe, then with all due respect, it just doesn't seem like you love your parents enough to actually take this seriously. And it's a little bit saddening for me on this side of the table to see that you're actually gambling with your parents' life over just facing your fears and actually committing to doing what it takes.

Yeah. Okay. Yeah, I'll do it.

Okay. Why?

Because I know if I don't and I do this myself, then I'll still end up losing some money actually because I'll have to invest something to get this business started.

Let me pause you there. Are you losing money or are you investing money to increase the chance and this is going to be a little bit confusing but increase the chance from a 100% chance of failure that you will not support your parents after 3 months down to a 50% chance in your words I think it's much better than that but 50% chance that you know you lose the money and nothing works out which isn't going to happen but I'm just playing with your current mental models. It's not losing money, Alex. You're investing something to go from a 100% chance of failure to, in your mind, a 50% chance of failure, which is also a 50% chance of success that you actually support your parents. So, is it like losing money or are you investing the money to get a better result?

No, I I'd be investing it. And so, why now? You I mean we spent 15 minutes me trying to care more about your parents than you were caring about your own parents. Why now has something changed?

Because I'm realizing that the fear is is masking itself as as rationality for me. Okay. when in reality it's irrational for me to continue doing what I'm doing and allow the fear to actually put me in a worse position in three or four months to where I not only have run out of the money that I have right now but I have nothing to start adding back to that to even contribute to my my parent situation. So, how much longer are you going to let your own choice to be irrational in your thinking risk your parents' future? Whether that be worst case scenario, they pass away or best case scenario, they have to live the rest of their life stressed about fear. How much longer are you going to let your irrationality put that burden on the people that have bent over backwards to put you into this world?

No, I I can't keep doing that.

Okay, why not?

Now, we'll pause the role play there because I want to get back to Lee. Why am I saying why not again?

Quick question, guys. Why am I saying it again?

To tie it down because of like how flip-floppy he is. Correct. The more flip-floppy the prospect is, I ain't [ __ ] letting them off the hook. I want three different tie downs by the end of the call. Otherwise, I'm just wasting my time. All right. Does that make sense, Alex? You just got to You just got to stay on the prospect. Yeah. the just to give the group clarity. That was literally the the prospect yesterday. I did not do as good of a job as you as whatever whatsoever. The thing that I noticed that I made a mistake on specifically was when he asked for the contract to then move forward, I immediately sent it to him. And what you did was so much more effective because in reality, what you said that you didn't want to do, which is just send the contract and have him just still be afraid to move forward, which is exactly what ended up happening. You just called it out right away. You're like, "No, I'm not going to send you a contract." When in reality, the fear is still there. It's still existing in this moment. So, you kept on the slight difference. It's not I'm not going to send you the contract because the fear is still there. It's the fear is something that you need to overcome regardless of the contract. It's the irrationality of the contract is going to fix my fear. No, it's not. Contract has nothing to do with your fear. we're gonna have a truthful conversation or I'm gonna get off the phone. And the truth is he was trying to tell you and tell himself that the contract is the thing that's going to help his fear. Makes no [ __ ] difference cuz his fears inside of him. People that are truly committed enough and willing to face their fear would have gone and gambled on the black market for some underground health treatment for their parents knowing that there's a 97.3% chance it's fake and they get scammed because they're willing to do whatever it [ __ ] takes. They're not going to say, "Well, let me just check the contract first." that they'll risk everything even for something that some weird drug dealer is selling them on a back alley that might be some you know underground health treatment they'll take the risk and if I would have needed to I could have just said that to the prospect and he would have been like yeah that's actually true and then I would say so why is it not true for you and then I would still make the prospect do the work so what can I say to you Alex to make it true for you or do you want me to just give up on you and your family make the prospect have to do the work. What do you want me to say to you? Do you want do you actually want me to let you off this call, Alex? And we both know what's going to happen to your parents.

No, I don't want you to do that.

Why not?

Okay. Well, what do you want me to say to you that's truthful that will actually get you to take the action that you need to take?

Well, I don't know. Can you tell me about the contract?

Do you really think that's the issue, Alex?

No, I guess not.

So, how much longer are you keep going to come up with excuses and lie to yourself instead of just facing the truth, which is, are you going to overcome your fear today? Yes or no? Just keep putting it back on the prospect. All right, let's jump back into Lee. We went on a slight detour. All right, where did we get to?

Um, 18 18 hours over the past 30 days. So, you called, Colin, you ready? You ready to jump back in? I'm like, wait, what's my business? Like, who am I? Yeah. Let's Okay. All right. Let's do it. Let's do it. Let's do it. Okay. So, o over the past 30 days, you've invested 18 hours on these calls with individuals that were unqualified and they weren't able to afford your program. That's like half a working week every month you're investing on these calls where you're not actually generating any revenue right now. And the opportunity cost in the past 30 days is $87,000. I'm curious, have you ever looked at these numbers before, Colin?

Maybe not in as great detail, but uh you know, that's kind of why I'm calling. Like I there's so many other things I need to take care of in the business that I can't be spending all my time like I'm the most valuable asset in the business and I can't do the most high earning tasks I need to do because I don't know who's going to be a paying prospect and who's not going to be a paying prospect. So that's why like trying to find another solution.

Okay. And is there any particular reason you haven't been dedicating the time to look at these numbers in this detail?

I mean, I've just been taking these calls.

Yeah, I know you mentioned there that you're the most valuable asset in your business. How does it make you feel essentially wasting all this time on these calls with people that can't afford your service?

Obviously, not very good. You know, it's that's why I'm here.

So, let me pause. Better way to ask the the how do you feel question would be to have now multiplied the pain by time. How long has he been doing this? And then instead of asking him how does it feel to lose $87,000 and blank amount of hours? If he says he's been doing this for 12 months, how many hours now is it? How many how much lost money now is it? And then ask him how he feels. Stack it. Stack it even more. Yeah, because you got you'd got in this context on this offer, you'd got the variables, the money and the time. There's not there's not really any more variables in the equation. We now need to multiply it by time. And then that's as big as we can expand the pain to be.

Okay. Okay. Um, Colin, how long has this problem with not generating quality leads and essentially wasting all this time on calls? Like, how long has this been going on for?

That sounded that sounded a little bit leady or a little bit salesy, like, you know, how long have you been wasting this time? Instead of phrasing it like that, use the data. Instead of saying, "How long have you been wasting all this time?" blah blah blah, you could say, "Okay, so whatever the number was, uh, 27 out of 30 of your leads are not qualified. 25 of them you're spending, you know, time on the phone with, which is half half a working week every month. How long has this been like this in the business?" Right? So, I'm taking the data and putting that into the how long's it been question rather than the kind of judgmental view of it into the how how long's it been going on question cuz it will just come across a little bit salesy if you do it that way. Better to just use the data. We're just uh abstractly looking at the information and then now we need another piece of information which is time. Does that make sense, Lee?

Yeah, 100%. that even sounded and felt more detached when you framed it like that. So 100%. Yeah. Okay. All right. Keep going.

So Colin, I'm I'm curious with spending 18 hours per month roughly, you know, on these calls at the moment with these leads that aren't qualified and not high quality. How long has all this been going on for?

Honestly, close closer to 24 months. Probably closer to two years. And I don't want to assume anything. over the past two years, would it be would those numbers roughly give or take be the same? Like half a working week every month?

Yeah, I I would say so.

Okay. So, just going to do some maths here. Nobody likes maths, but you've invested 432 hours in the past two years being on calls doing essentially activities and tasks that aren't at the level in terms of value that you could be doing inside the actual business. And if we go even further and we break down the actual revenue, look, you might not you might not have been charging three and a halfk for the past two years, but look, the opportunity cost there. Again, I'm not sure if you looked at these numbers. So, $2.1 million is the opportunity cost over the past two years. I'm not even the prospect until I'm like, [ __ ] Like, I'm not like this is not my situation, but I'm still like, damn. Like, whoa. I have to ask, Colin, the problem right now is that you're not generating quality leads. You've been investing 18 hours of your valuable time every month for the past two years, and you've been missing out on an opportunity cost of over $2 million. And the problem still isn't solved. and it's taking you away from higher leverage activities that you know you should be doing inside the business man to man. How does this make you feel?

I'll be honest. I I figured it was costing me money. I never really put the picture together how much it was really costing me. There's a lot of goals that I have that truthfully I I I could have met even if I did half of that that I feel I feel like I just wasted time. Feel like I've wasted a lot of time and I don't want to waste any more time. You know, that's why I'm here.

Okay. So, given the fact that this has been a problem for the past two years, have you been exploring any other options?

N we don't waste your time with that. What I'm more What What I'm more curious about is he said he didn't think it was costing him that much. So, is there anything you're curious about? Why why think why why didn't he think it was costing him that much? He just didn't think about it. But what do we know? We know something must have happened in his thoughts because you can derive someone's thoughts by reverse engineering their behaviors. And what is a behavior that Collins demonstrated? the fact that we're having this conversation, he's taken action on booking in a sales call. So, I'm very curious. I understand, Colin, that you didn't think it's cost you as much as you hopefully have now realized. What did you realize it was costing you that led you to being on this call? He had already reached his own turning point. It's even better that we've now showed him it was even worse than he thought. But I want to know his story. What was his story of what was going on in his life and his business that he realized it had reached a certain point of cost that he took action? Does that make sense? If someone says, "Oh, I didn't I didn't realize it was that bad." Okay, understood. How bad did you realize it was? And why did you then take action to want to fix it now?

All right, going back to a question Victoria had in the in the comments, which is when we said the number, I think Lee said something like two million. If we downplay that number, would it make the prospect feel more connected to that number rather than if we overexaggerate it? You know, hey, you didn't close whatever it is, 27 out of your 30 leads. If each of those were worth $3,000, it would have been blank million. Well, there's a slight part in the prospect's mind subconsciously which is a coping mechanism that could be like, well, I wouldn't have closed 100% of them anyway. And that's kind of their trying to back away from the pain, trying to get their feet away from the fire. So, how could we have got that number without opening that door for some potential, you know, sneaking out of it? We could have simply said to the prospect earlier, not now. It would have been before. Okay. So 20 uh 25 sorry 27 out of your 30 leads didn't close. How many or as a percentage close rate? What do you think would be a reasonable close rate percentage for this offer that you've constructed at this price point if you had quality leads? Now if he says, "Well, I think a reasonable close rate that I could get if I had the right leads would be 75%." Okay, cool. Now we can use his number to multiply out the amount of money he's lost. And there is no back door where he can say, "Well," or he probably wouldn't say it. The prospect would be thinking it, but they wouldn't communicate it. Well, it wouldn't have been 2 million. Well, hey, [ __ ] I don't really give a [ __ ] if it's 2 million or 1.5 million. But if you leave that door open in the prospect's mind, they'll take it. and they'll take it at the end of the call by saying some [ __ ] smokescreen objection and the reason they had the smokescreen objection is you still allowed them to rationalize irrationally rationalize oh well it it's not 100% close rate it would have been 75% yeah [ __ ] it would have been 1.5 million you lost instead of two you you really want to argue about that the problem is prospects don't tell you what they're really thinking you have to assume what they could think and shut the or prospects don't get to the end of the call and say, you know, Lee, I'm definitely losing 2 million, but you said something before in the call, which was assuming that it was 100% close rate. You know, I'm not going to buy today because I think actually it

Would have been 75%, so it would have only been a million and a half. They're not going to tell you that at the end of the call. They're just going to lie to you and say it's Tuesday. I don't make decisions on a Tuesday, and some complete [ __ ] that they try and tell you at the end of the call. I don't make decisions after 5:00 p.m.

Oh, great. Well, you know, it's probably because you're busy calling your duff leads. I'm just kidding. Yeah.

Can I say something from the prospect's perspective about that exact thing? Like as you had said that like 2.1 million, like I was being kind of like a good prospect and I kind of did that for you. I even said, "Okay, shoot." Like even even if I didn't enroll all of them, then like those are literally the words that came out of my mouth. Like I fixed that problem for you. But but in my mind, I'm thinking like, okay, that sounds like kind of a flowery number, but the more important thing was after that happened, I still wasn't attached to that number that you shot out because I'm like, that's not really real. But I also wasn't attached to a real number because it wasn't delivered to me and I've never thought about it. So I'm still in this ambiguous space of some pain.

Yep. Does that make sense, Lee?

Yep. All right, let's keep going. Let's finish this off.

So, uh, what did Colin say last? You've told him how much money he's been wasting. You asked him how does he feel man to man. You asked him how does he feel man to man. He said, "Well, he's wasting his time. That's why he's on the call." That's basically where we'd got to.

Got it. Okay. But how do how does it given the fact that you're wasting your time right now, Colin? How does how does that sit with you?

Not very well. It is like time is the most valuable asset we have, right? You know, I wouldn't have chosen to waste it if I if I realized that I was wasting it, you know, all this time. I just was trying to find solutions, and the solutions I found, you know, didn't solve the problem. And it's like I tried for two years and I'm I'm like if if if what I was trying for two years didn't work, like I you don't need to be a rocket scientist to realize you got to try something different.

So, okay. So, if I'm understanding you correctly, you didn't understand or notice that you were wasting time. So, what did you notice? If you can, Colin, just give slightly quicker responses just so we can move forward.

I noticed that my business I wasn't reaching my the potential for my business.

Okay. You weren't reaching the potential in your business. In what way exactly?

Well, I just knew that I could be earning earning more like most of my time is just being spent on the calls and like only 30% of those are turning into paying clients and just a minority.

Okay. So, you realize that you want to be earning more. So, how how much are you earning right now? Just ballpark the number in the month of April.

was about 9,000.

And so what I'm what I'm what I'm wondering, Colin, is you know, you hadn't really realized the the gravity of the cost of this. You knew it was costing you something, but you didn't know it was this bad. You mentioned you've tried a few different solutions and they didn't work out. What was the turning point where you were committed to trying something else again? What was that shift for you?

It was when I saw uh a friend of mine who was uh you know recently just started a business and I I see her now doing the numbers I want to be doing and she's in the exact same industry as I am. So before I was like, okay, maybe this is just as good as it gets, but clearly I'm just not doing something as well as I need to.

So it sounds like you had a belief before that was maybe limiting you, which was maybe it's the industry.

Yeah. Or or I didn't even think it was a necessarily a problem. I just thought like that was what it was going to be. Like that was normal.

Okay. So, so you saw someone else in the same industry as you that accomplished your dream numbers way quicker than you and that kind of obliterated this I guess assumption that your numbers and your challenges in your business would just that was just your business and your industry.

Yeah.

And what what did that then make you realize is the problem and the reciprocal of that is the solution?

Well, it's me like I I Okay, obviously I don't have the skills.

Okay, the what what skills?

Whether it's I guess copywriting or marketing, whatever is going to bring the quality leads in.

Okay. And so what do you need to get those copy and marketing skills so that you can get the leads in? so that you can get your business to what you now know is totally reasonable after seeing your friend who's recently started a business hit those numbers. What do you need to get those skills?

I need help. I need somebody who's who's done that.

Okay. Why us? What was it about us that attracted you to giving you that help you need to get these skills?

Well, to be honest, she worked with you then. Sorry. She She worked with you guys.

Oh, nice. Okay. So, you're going to be like an easy sale then?

No, I'm just kidding. I guess.

Yeah, I guess so. You're not going to tell me at the end of the call like, "Oh, I I I need to see more proof, are you?" If one of your friends is already working with us and got the results that you wanted. I've seen the proof.

Okay, it's pretty much it, guys. We got the pain, we got the cost, we then got the why now. We got a personal story. We asked him to explain what that story did. It deleted his belief that, you know, how high is high for his business was actually not how high it was. And that the reason he'd got that high and no higher was he just had this limited perspective, which was I don't know anybody else in my industry that was doing better than me. He then met someone that was doing better than him in his industry in a quicker period of time. And he realized, [ __ ] it's not the industry, it's me.

Okay. It's you in what way?

Well, it's clearly that I don't have some skills that I can develop. H how what do you need to develop the skills?

I need training. I need help.

Okay. Why us?

Well, my friend went through the program. I then just did a pattern interrupt, which was, "Oh, okay. So, you know, you're going to be an easy sale then." Made him laugh. Change the energy a little bit in the call because I know I've pretty much done it all. There's not really anything else you you would do. You would just summarize.

Okay, got it. So, let's just break this all back down for you, Colin. Make sure I understood everything. So, you you've got this business, whatever the percentages, 20 27 out of 30 of your leads don't close. It's cost you 2.1 million in the last year. We could say 1.5 based on your expected 75% reasonable close rate. It's cost you, I forget the numbers, guys, 4,000 hours over the last 24 months. And the reason that you've paid those prices, both in terms of lost money and lost time, is really twofold. Number one is you don't have the skills to generate higher quality leads. But the second part, which is why you didn't have the skills, was that you didn't even think that was the problem. You didn't even realize you had a problem. You just thought, "Oh, this is just normal. You know, this is my industry. This is my offer." And then I forgot to ask you, when did you have that conversation with your friend? When was that?

I actually just uh talked to her. I think it was about a week ago.

Okay, got it. So then a week ago you had this conversation with your friend that's in the same industry and you saw her numbers and she was crushing it and you thought hm you kudos to you had an open mind and you're like well maybe maybe I'm doing something wrong here and it sounds like you asked her what are you doing and she said that she's figured out lead genen and you asked her who with and she said with us and then you thought well [ __ ] I better I better go and join that program because you've now realize that not only do you have a lead genen problem, but that that lead genen problem is your fault from lack of skills and you now don't have this um limiting belief that it was just your industry. Is that all accurate?

Super accurate. Yeah.

Okay, cool. Got it. And then I would just pitch. Is there anything else we haven't covered that you think I should know?

No.

Cool. Awesome. Well, I'm definitely clear on everything. You need to get the skills so that your offer, your industry, just like your friend, can get to the level where you're actually making the money you truly want to be making. Um, you've seen it work for one of your friends. You know that we can do what you you need help with. Um, you think 75% close rate is reasonable with the right quality leads. If you want me to walk you through um, essentially A through to Z, how we make that happen, then uh, I can take you through that.

Yes.

Cool. Awesome. Done.

The sale is made, guys, in the pain. The best way to view it as an analogy, guys, there's two parts to a sale. Part one is like with a gun, you have the gunpowder. In an old gun, you have the gunpowder. The gunpowder is what creates the bang, but then you have to pull the trigger, otherwise it doesn't go bang. But even if you pull a trigger on a gun with no gunpowder in or a small amount of gunpowder, you don't get a big enough explosion that it's going to do anything. The gunpowder is the pain. The challenges digging into all of that. Once you've done that, pulling the trigger on the gun is actually pretty simple. Why? Why now? Tell me a story. Why did that affect you? How much longer? That's it. Uh, sorry. And why us? That bit's very easy, guys. And the deeper you've gone into the pain or the problem, I did this training on Wednesday as far as you change your prospect during the call, and this is going to spook a bunch of you out again. If I had the same prospect and I didn't go into the pain and the cost of the pain financially and the cost of the pain in their lost time and then I ask them was there any kind of recent signature moment turning point they'll say no and it's genuine there was there was no moment nothing happened but if I actually dig into the pain and the challenge it's become the prospect I've changed the prospect that then because I've dug into the pain and the challenge. All of a sudden, it's like a crystal ball, guys. You're like controlling the [ __ ] future. You're like the puppet master. You ask them, "Was there a recent moment?" And they're like, "Yeah, there was actually. It was a week ago, two weeks ago, a month ago, 6 weeks ago. Oh, interesting. It's not a coincidence, guys. You are jumping into a different parallel universe when you actually dig into the pain and you actually dig into the challenge that all of a sudden this prospect had a [ __ ] story to tell you. They may not have had that story when you got on the phone call. That story just happened to appear to them. And the only reason that this will get confusing for you guys is because you think the past is the past, the present is the present, and the future is the future. Read holographic universe of uh holographic the holographic universe. And you'll realize the past is changed based on the present. What I do now will change the past. Super spooky until you read the book and you understand it. And even I don't fully understand it or how it works. But you've just got to accept the belief how I show up during the discovery and run through the pain and run through the problems. All of a sudden their past just changed and they had something that happened six weeks ago. Show up to the call with the expectation that if I dig into the pain and I dig into the challenges, they will have everything that I need to close them. You can control the past by how you show up in the present. you can rewrite the past in real time because what you're essentially doing is this to uh this will hopefully make a little bit more sense to you. I I get it guys, this is [ __ ] confusing, but if you really want to master closing, there's much more layers to what to say in the tonality. You're on the sales call. All right, this is someone's past. This is the moment they booked the sales call and they have the discovery with you here and this is their future. Okay, their past here will just say that there was no experience. There was no turning point. There was no signature moment. There was no experience. Okay, you're in the discovery and you get about halfway through and you've done all the digging into the pain and into the challenges and you get to this moment where you're about to ask the turning point. Okay. When you're at this point and you've done all of this, what you actually end up doing, and I'll have to draw version one and version two. Version two will be the these are not, you know, this is not before this one. This is just a completely separate thing. I'll I'll draw a I'll draw a line down here. Okay, this is version one. This is version two. This is two different scenarios. Okay, scenario two. Same thing. sales call. Prospects past, past, future, present, present, future, and you're on the sales call. And uh on this one, you do not dig into the pain. You do not dig into the challenges properly. You don't do anything that you were supposed to do. And you get to the turning point question. Okay. at both of these points and this happens at any instant. It's constantly happening all the time. There are different parallel universes. Okay? And you have another parallel universe over here. And this is called quantum jumping by the way guys if you want to know the technical term for it. This is another parallel universe. And once I've done all the correct things, we jump. We jump to a different parallel universe. And guess what? It is a different past compared to the previous past cuz we're in a different universe. The past is the past of this universe. And which universe you're in, which parallel reality you're in can shift at any moment in time. So when you get confused and you think, well, how did what I do here change the past? The past is already the past. It didn't, guys. This past stays the same. But you jumped to a different universe where the past was different. And now when you ask the what changed question, they go, well, let me tell you about this story back here. You jumped to a different universe. Whereas when you don't do the things and you ask them, they say, "Oh, there was nothing going on in the past." or you jump to a different parallel universe where they say, "Nope, there was no there was no signature universe." Uh, sorry, no signature moment. And that's that. At any time, guys, there is hundreds and hundreds and hundreds of parallel realities that are going on all at the same time. And where you are, you can jump to any different reality at any point in time. Now, what determines whether you jump, guys? Do you know what determines which reality you land in? You release your energetic frequency. Everything that's happening internally, what frequency you're at, your frequency is internal and your parallel universe is the external reality. And the internal and the external vibrate at the same frequency. So when I'm at a frequency of not doing the right thing, my frequency, just to keep it simple, would be very low. It won't be zero, but let's just call it zero. And a person that is at zero frequency, a very low frequency on the frequency scale lives in a reality where everything in that reality is low frequency, low commitment. People that don't have anything to tell you, they don't have their stories to tell you. If I simply change my frequency and I go from zero hertz to a 500 htz frequency, my external reality, internal reality, external reality. And this is a mirror. My external reality has to change because I'm in a different internal reality. So my external reality reflects my new frequency. And therefore I now end up in a frequency where you have what we would call easier prospects. You have easier prospects because your prospects are now more committed. And they have, by the way, the history of someone that would make them more committed in the present. And they're more committed because what were you? You were more committed during the discovery to do what you were supposed to do. This version of you that runs a proper discovery has a high frequency. This version of you that runs a dog [ __ ] discovery has a low frequency. And the the reality that you have is a reflection of this. And the reality it's not that let's go back to our parallel universes. This is you know one one line one universe one. It's not that the frequency of this universe changes. It doesn't go up in frequency or down in frequency. You jump from one reality at a at an average frequency. Let's say this frequency is very low to a new reality of a higher frequency. You jump to a new reality. And that new reality has different pasts and different futures. Does this make sense, guys? I know it's pretty complex, but is anybody picking up what I'm putting down? It's going to break YouTube, but yeah.

Well, that's a good point. This is going on YouTube. So, let's see if anybody understands the real sales mastery. All right, guys. I think we're pretty much done. Anybody got any questions or did I fry all of your brains?

Thank you, Jay. I appreciate that. I have a question.

Is this similar to the like you don't hear a certain song that always plays every day close to your house until you learn about the song and then you suddenly start to notice it? Is that correct? And and and you think that that song all of a sudden is playing all the time on the radio.

Exactly. Yeah. It's it didn't change how much that song started playing. You you actually jumped into a new parallel universe. And the other thing that throws people off is they think parallel universe A and parallel universe B usually because it's how it's explained in movies are completely different. Like of course if I jumped into a new parallel universe I'd notice that the sky is now [ __ ] purple. It's like no multiple parallel universes are almost the same. They're so similar. There's just like one shift because remember there's a bazillion of these parallel universes. The only difference between that universe and the universe where you hear the song all the time is in that universe everything else is the same but that song just plays all the time on the radio. You're in a completely different parallel universe. Does that make sense everyone? So yes, that is correct. And yes, Jay, this is why state is so important because your state is going to determine which universe you land in. And if you want to land in a universe where you make a lot of money, you talk to easy prospects, you're on a great offer, everything's great, your relationship with your significant other is great, you have to have that frequency. That's why we start with internal mastery. I want you all to jump to a better reality, a better parallel universe.

It's a lot of silence, guys. Are you Are you all Are you all busted? Did I just

I'm just soaking it in.

Good. Yeah. Just deep deep thinking, Josh. deep thinking. I want to make sure I understand this.

Sure, go for it.

Is it because the perspective of the prospect changes then that changes their universe or is there any other thing?

Say say it again brother like the questions you are asking has already changed the perspective of the prospect.

Yeah. Hence their life changes their universe changes entirely because of the question. It's not as literal as the prospect changed. What you've got to view it as is even though it was impossible to see it, I actually started talking to a different version of the prospect. I'm not I didn't change that individual version of the prospect to a different version of him. I actually jumped to another reality where I'm now looking at the same person on the same Zoom call and there was no glitch in the matrix where like your [ __ ] Zoom video just like flashes and you're like, "Oh, we must have changed to a new universe." You don't see anything. You're you're still in the conversation. You're looking at your prospect and they just start quote unquote opening up or all of a sudden they're telling you the things you want them to tell you. you're actually talking to a different prospect, but they all look the same because it's a parallel universe. It's like twins. You just you just didn't notice that you're talking to a different version of the prospect. And this is why before the call, after the call, during the call, always always always your state, which is your frequency, is going to determine what happens. If you're in a bad state, guys, you'll talk to bad prospects. Well, there's another version of reality, a different parallel universe, where another closer spoke to the same [ __ ] prospect at the same time as you, and they closed the deal. It's about the observer, right?

100%. It's the observer. If you look over there, the atom's over there. If you look over there, or it's a quark, but if you look over there, the quark is over there. It's like, well, where is it? It's everywhere and nowhere. And it only depends on the observer, 100%. You want to see good prospects? Be the observer that is looking for good prospects. You can't look for something that you don't have inside of you. You want love in your life, you have to have love inside of you. It's all just a reflection. You want prospects that have a story. Be the person that is truly digging for the story, digging into the pain, digging into the challenges, serving the prospect. You show up to serve the prospect and they'll serve up to you on a silver [ __ ] platter what you're looking for on the sales call. If you show up to the prospect to try and get from the prospect, get the thing, get the data, get the this, get the that, you'll be you'll be clawing at something empty. You'll be just trying to get things that aren't there. They just won't be there. I could speak to the same prospects that you spoke to if we went back in time, guys, that you said were unqualified, didn't have a problem, didn't have the money, didn't have a story, and all of a sudden with me, they would have a story, they would have a problem, they would have the money, and I would have closed them. Same [ __ ] prospect.

All right, guys. Does anybody have any questions on the role play or 4D or what we did with Colin?

I have a question.

Go for it, brother. at the beginning of Lee's role play, because there were several. Um, when you got into like uh the open-ended questions versus being direct, I understand that you need to be direct to get more direct answers, but when you talk about asking more open-ended questions, like what was the quality like of those leads? What's the differentiator between like when you want to ask more open-ended questions and and more direct?

Great question. Always, always, always ask open-ended because you want the prospect to do the work. But later on in a sales call where you've tried to give the player the ball and you've tried to give them the ball again and give them the ball again and give them the ball again and they just don't bounce the [ __ ] ball. You take it out their hand and you smack them in the face with the ball. And that's when you just ask them yes or no direct questions because it's a last resort. Absolute last resort. Always try and get the prospect to do the work and explain things to you cuz the more they have to think through their answer rather than just responding yes or no to your answers, the more they're actually selling themselves. But like that example we did with Alex, there comes a point where I'm like, you're just not thinking straight. If I try and ask you

To think through this like a normal human being, you’re not doing that. So, I’m just going to try and guide you and lead you through, telling you how to think. It’s a it’s a last resort. Because the other thing I wrote down was like uh Lee had asked what happened to those leads, and then we switched it to like how many of those leads turned into sales. The first one was open-ended, like what’s the difference between open-ended and vague.

So vague is where you’re you’re not using the words that tell the prospect exactly what information you want, and therefore they’re not clear what to say. It’s like, you know, if if you want to know how someone’s business is going, do you want to know how is their cash flow? Do you want to know how their experience is of running the business? Like do they enjoy their customers? Are you asking them how their profit is? Like what are you asking when you say like how’s the business going? It’s vague. It’s it’s it’s an open-ended question, but it’s vague. So, great question. Let me let me break this down in three different examples. I’ll try and remember this. Version one, version two, version three. Okay. So, open-ended. Open-ended plus vague. Open-ended plus vague would be how uh how are things in the business? Well, what the [ __ ] is things? So, that’s open-ended, but it’s vague.

Number two would be open-ended. Open-ended but not vague. And that would be something like, you know, uh what was the cash flow last month? That’s Oh [ __ ] That’s specifically what what’s going on there? What was the cash flow last month? That would be what was the cash flow? That would be that. And then I don’t know what I was about to say for number three. I forgot. Like leading questions. Oh yeah, leading question. There you go. Thank you. And then a leading question would be leading would be um anytime you’re using like positive or negative in the question. So I should probably do that again. So it’d be something like what would be an example? I’m trying to think of it as close to these two as I can. How are things in the business? Um, you could say like, is is the business good right now? You could say, is the business good or bad right now? It’s still so this is like two things. It’s leading/closed questions, which means it’s a yes or a no, right? Does that make sense? So this is not you know what was the cash flow if and and the reason why this is the worst one is what we’re measuring is on on this side here we can say what we’re measuring is quantity of t means thinking the prospect needs to do, and the more thinking they need to do, the more they’re selling themselves, the more they’re invested in their thought process of what needs to change.

So, the level of thinking on open-ended plus vague is quite a high level of thinking, but it’s not being directed. You’re not telling them to think about something spec Sorry, you’re not telling them to think about something specific. You’re not directing their thinking. It’s like, “How are things in the business?” “Well, you know, my mom now works in the business, and I I really like Jenny. She’s a really cool employee, actually.” And you’re like, “What the [ __ ] are we talking about?” They’ll just talk about random stuff. Open-ended question is very high. And in this case, it’s directed because we have a subject, which is, look at the difference. No subject versus a subject. The subject plus it’s open-ended. They have to think about it. A lot of thinking plus directed. Is the business good? Right now it is directed because you’re asking, you know, is it good? Good or bad? It’s a bit subjective, but you’re asking them, is it good or bad? But there’s no thinking. Yes. Is the business good right now? Yes. Is the business bad right now? No. Is the business good right now? No. They’re not having to think. You want to always have these two things. High level of thinking and high level of direction.

Now, these two things, ironically, are actually contradictions. And this is why mastering sales is so cool. On one hand, you’re making all the prospect you’re you’re making the prospect making the prospect do the work. On on one hand, uh let’s do 48. On one hand, you’re making the prospect do the work. On the other hand, you are orchestrating/leading where and what where or what where they do the work/what work they do. In other words, you’re directing what they’re going to be thinking about, but you don’t want to do the thinking for them. It’s kind of like if you imagine as a metaphor, you’re the one that’s telling the prospect, “Look over there.” You’re not saying, “Look over there.” And then telling them what they see. You’re saying, “Look over there. What do you see?” You’re choosing where you’re telling them to look, but then you’re making them do the work. Bad salespeople try and tell someone where to look and then try and tell them what to see. And the problem is whenever you’re telling someone what to see, number one, they might not be seeing the same thing as you. Number two, when you tell someone something, it goes in one ear and out the other. They’re not invested in the decision. So the two things that you need to do are quite contradictory is orchestrate and lead the conversation. But when you lead the person to the destination of what to think about, you make them do the thinking. So one is leadership and this is actually also true leadership is you then get the other person to do the work. Does that make sense guys? Yeah. So you got to have a level of leadership but also a level of detachment which is you’re going to do the [ __ ] work and this is how you sell someone.

Knowing what you’re trying to get them to think about but not trying to direct them how to think about it. It’s like in business. Good business people. Uh this will be quite an interesting topic for some of you. Business leadership and this is this is all you’re doing on sales. You you are the business and you are demonstrating leadership. So this is bad business leadership and this is good business leadership. And this will teach you how to think on a sales call. Bad business leadership. The leader says these are the tasks we need to do and this is how you are going to do them. Okay, that’s bad. Even worse would be I’m not going to tell you what tasks to do and then I’m going to try and tell you how to operate. That’s [ __ ] uh gaslighting by the way and that’s uh very very bad. A good business leader says, “These are the tasks we need to do.” You figure out how to get them done. A good business leader will say, “We need to increase the show rate. We need to increase the close rate. We need to increase our company culture.” And they would give those KPIs to the managers and then leave the managers to figure out how to do it. That’s good leadership. This is what you’re doing on a sales call. These are the things that I need you to think about. The pain, the cause of the pain, the impact of the pain, but hey, you’re going to figure out how to get it done. It’s like, it’s like you don’t hire somebody and then tell them every single thing to do. It’s like the prospect has all the answers. You just ask the open-ended questions. They give you those answers, and they do all the work. You don’t you don’t tell the person how to do it. uh you do tell them what to do, but you give them the freedom to to uh figure out how to do it. It by the way, which is why this is so powerful to learn sales this way. Where’s uh is Claire on the call? I don’t think she was. No.

What is another example, guys, where you do not want to do this and you want to do this to be a successful human being? Anyone else know a different category of Huh? Being a parent. Exactly. If you want to raise good children, do not tell them what to do and then tell them how to do it. Tell them what to do and then let them use their curiosity to figure it out and guide them. Mentor them. Don’t do it for them. So whether you want to be a successful business owner, whether you want to be a successful parent, whether you want to be a successful closer, you know what guys, whether you want to be a successful partner in your relationship, this is how you do it. Not like this. You do it like this. You want to be a good, you want to have a good relationship with your significant other. You say, “Hey, these are the things that matter to me. I want to find out the things that matter to you.” And then you get your partner to have the freedom to demonstrate in their way and you guide them a little bit how they want to demonstrate those things that you want to receive. You don’t tell them how to do it because then you’re actually taking away what are you taking away guys which is something that’s key to develop a good human being ownership and responsibility. If you get someone to do something that you want them to do, but they didn’t do it independently, it won’t have the same impact, guys. It will have a negative consequence. If you get your significant other to do what you want them to do for you, but it wasn’t their choice, it will they may do it for you for a year and then they’ll start resenting you. Same with your children. You tell your children what to do, but uh sorry, you tell them what to do and you show them how to do it. They may be very successful as a child. They can do all the things that you get them to do because you’ve told them how to do it. And then they get into the real world and they have no ability to figure things out on their own. Same with your prospect. If you try and do all of the figuring out for your prospect and then it comes to them having to figure out how to read out the 16 digits on their credit card, all of a sudden they’ve forgotten how to read and they can’t count to 10. Uh three uh uh oh, I’m nervous. What the [ __ ] are you nervous for? They just forgot how to read the 16 digits on their card number because you didn’t let them figure everything out during the sales call. Or sometimes they join and then they refund because once they’re in the program and they feel overwhelmed, they feel confused, they have lots of other things going on in their life. You have built a prospect, you have moved over to a parallel universe with a prospect that can’t figure things out for themselves. You want to live in that reality, have fun. Or do you want to live in a reality where your prospects figure things out on their own? Well, if you want to live in that reality, you have to be leading them to figure things out on their own. And you’ll find that you live in a reality where people figure things out for their own on their own. Which is also why follow-up is less powerful, right? 100%. because you’re just you’re you’re trying to get someone to do something in a way that goes against the rules of how to be a good business owner, good uh whatever the parent, a good closer, and a good partner, which is trying to get people uh trying to figure things out and do things for people. You know, everybody knows guys, but they forget this rule in sales. One of the worst things you can do for a human being is molly coddle them. I’m sorry that’s written weird, but hang on, I’ll write it again. One of the worst things you can do for a human being, guys, is molly coddle them. [ __ ] blanket them and everything and just, you know, do everything for them and treat them like they’re an imbecile. If you treat people like they’re thick as [ __ ] they’ll behave thick as [ __ ] You’re you’re training the prospect. And going back to what we said before, you’re not literally training the individual prospect. You’re jumping into different parallel universes with different versions of that prospect. If you start mollycoddling your prospect, you’ll jump into a parallel reality where all of your prospects need molly coddling. They need following up with. They need you to jump on a call with them when they’re two weeks in the program and they’re saying, “Oh, you know, Josh, something’s happened and I’m not sure I can stay in the program.” And they need you to [ __ ] come in and be mommy and daddy and fix everything for them. You created that reality that you’re living in. Or they need you to figure out a payment plan when they can figure out the finances themselves and get a piff. Yeah. Instead of saying, “Oh, we can do paid in full or this or this or that.” Just say, you know, and they say, “Oh, you know, I’m worried about the money.” Okay. Well, how are you going to figure that out? Well, I need to I need to look at my finances. Okay. What specifically? Well, I need to look at my cash on hand. Okay. How much is it? Get the prospects to figure it out for you and figure it out for themselves. And you and and this has a compounding effect, guys. It spirals. Like if you start showing up this way on this sales call, your next sales call you get a better prospect. Then you just get a bunch more leads that turn up to your calendar. Then more good [ __ ] happens in your personal life and it just spirals in a positive direction. Or if you do the opposite and you do a bunch of this, it spirals in the negative direction. All clear, guys?

All right, Fernando, how you doing, brother? How you doing, Josh? Um, I had a I had an interesting experience yesterday. I think I told you over the over the chat about the guy that was he was making 75K and I I know you were mentioning yesterday to not put people on a budget. And I will have put them on a budget right away as soon as he said $75,000 and we completely DQ him, but I said I’m not going to do it. I’m going to go over the call. I’m going to see how it ends. and um I did it and he’s actually looking for the money with friends and family and he’s asking around and he already told me I was going to put it down today. So that was pretty cool. That’s the first one. And um I also got somebody that told me like I know what you’re doing. You’re trying to ask me questions to tell you that I want that I need to make a change. So I’m guessing that I I’m not sure. Say that to me. Yeah. Why do you think I’m doing that? Yeah. I know. Like I I feel like you’re you’re telling me things that I just just for me to tell you that I need to make a change and I know I need to make a change. So So you’re telling me that I’m doing something that is in alignment with what you know you need to do? Yeah. I just don’t I just don’t like really the way that you’re like um trying to trying to sell it on me. I I already I already know I need to make a change. Why haven’t you? Well, cuz I haven’t finished all my like I’m I’m I’m hopping in different calls. I want to see different companies. Um, and I’m trying to analyze a market to see which coach is going to help me the best, but you don’t need to sell me on on on the program. I know I need to make a change. Okay. When do you need to make a change? Well, as soon as possible. Okay. What is the timeline that you’re putting on that? Well, I have uh I have two more meetings after this one. So, after those two more meetings, I’m going to take probably a couple days to just figure out which coach I want to go with, and then I’ll take um I’ll make a decision. Once you have all the information after these two extra meetings, what are you going to do over those two days? Just um really think about the pricing and think about who’s going to give me the best return on my investment. Let let’s say that after these two meetings, you have three buckets. You have us and the two other meetings and you have all the information, you know, uh the cost, the deliverables, how you felt on the sales call, things like that. How long does it take you to know which one of those three once you have all the information is going to give you the highest likelihood of having success? Two days. Well, probably probably not that long, honestly. Just having all of them just kind of lay them off in front of me and probably will take me an hour or so. Any particular reason you wanted to give yourself another 23 hours to not make a decision? Oh, no. just I just want to keep like I have two more meetings that I going to that that I want to go to. I’m just going to I’m totally on board with that. That makes total sense. What I’m not clear on is if you know that you could make a decision an hour after having all the information, why are you telling yourself to take another two days? Why is there an incongruence between how long it does take to make a decision and how long you’re holding yourself to making a decision? Why is there a 24x increase in the amount of time you’re giving yourself to make a decision versus how long you actually know it takes to make a decision? I guess I didn’t want to feel a rush or pressure to make a decision right away. Well, I just asked you an open-ended question, which is once you have all the information, how long will you take to be clear on what the right decision is? And you said an hour. Was was that a response based on it being a rushed decision or once you have all the information are you just going to know which is the best choice? I see. So you you you’re calling them right away on their [ __ ] if they’re if they’re starting to lie to you. And if even if they tell you something alongside you just I don’t Just to be clear, brother, I don’t care if they lie to me. I care if they’re lying to themselves. Lying to me is ego. Like, oh, you’re lying to me. I’m going to call you the [ __ ] out on it. That’s not a good place. You’re lying to yourself. And anytime you lie to yourself, it’s not going to get you the result you want. I’m going to call you out on that because I care about you. Very different energy. And your prospect will feel your energy. That’s why I can say the things I say and they land so well is because my genuine intention is I’m just here for you. I I I have no skin in the game. Zero skin in the game. Thank you. You’re welcome.

All right, Jordan. Yeah, I noticed in that role play with Alex, the kind of side role play that there was almost a point, I think you even said it, where it felt like you cared more about him doing the right thing than he did in the sense of taking care of his parents. And I was trying to figure out when is the line to start to unsell someone because I felt like man a couple of his responses and I think I would have leaned on that unsell much sooner than you did and you continued to reframe and and go at him. When when was that line where you felt like you would go unsell? When do you think you should unsell versus when you think you should keep trying to lead someone? If I feel like I’ve done a decent job, not a decent job, but a pretty thorough job of getting to the pain and put it up to them and they don’t. Nope. All right. You You were off in the wrong track. The moment you said, “I the moment you were focused on yourself, you’re not going to be able to make the right decision of when to unsell and when to not.” You said, “I will unsell when I feel my ego, my selfworth that I’ve done enough.” You’re not going to make the right decision when it’s coming from that place. I unsell when I know that you, Mr. Prospect, have truly made your decision. When I know the prospect has truly made their decision and I’ve laid out all the facts for them, it’s your choice. But I can see and I can feel when the prospect isn’t 100% decided and their veil of rationalizations, their lies, their excuses, their insecurities, their fears are what’s standing in the way. I’ll only unsell when someone says to me, and I can sense it energetically, I 100% Josh have made my decision. I’m not willing to risk investing this money and I’m going to let my parents suffer. Okay, if you are sure and that’s your choice, I respect it. You respect their choice, but 99% of the time it isn’t their choice. It’s their rationalizations’ choice. It’s their fear is running their decisions. If they are truly rationally, logically putting their feet on the stand and saying, “I’m making this choice. I know what I’m doing and I accept it.” Okay, cool. It’s your choice. So, it’s always about the prospect. And if they’re not admitting pain and you give them opportunities to do that or ownership, I wrote down in a previous training that you would try a few different ways and then unsell if they’re not admitting to the pain or the ownership of it. Is it still the same thing when you get that feeling like they’ve decided they won’t admit to the to being in real pain or real ownership? Does my question make sense? Yeah. Basically the same as the unsell. It’s like when I know that I’m talking to the real version of them, like they they they face reality and they’re just like, “No, it’s not a big deal.” And I know that that’s truly their stand, then I’ll I’ll let it go. But when I know I’m talking to them and they’re just lying and they’re just afraid and they’re just scared, I have an ethical duty to not believe the lower version of them that’s trying to communicate to me. The lower version is a mask in front of them that’s afraid of everything. It’s like, well, I’m not I’m not going to I’m not going to buy into that. I’m going to I’m going to talk to the highest version of you. And if the highest version of you truly says to me, I’m making this dumb decision and I accept it. Okay. If that’s truly what you believe, then that’s your choice. What What higher version would make the wrong decision to not take care of their parents? It’s not that it it’s not that that’s the right decision in in any way, shape, or form, but it’s when I Great question. It’s how to explain it. I don’t know. I don’t know how to articulate it into words because it’s something you feel you feel when you’re It’s like I I almost see the prospect differently. Like I look at them when they’re lying and they’re rationalizing and I I feel like I’m talking to a child. But there’s a moment where you know you’re talking to an adult, but they’re still making a dumb decision, but you feel like you’re talking to an adult as opposed to talking to a child. I I don’t know how to explain it in words, but does that make sense kind of visually? Visually, when we were talking to the version of Alex that was just there, he was like, it’s it’s it’s kind of body language, but it’s even deeper than that. But just to take the body language, it’s like his body language was like a scared little kid. And I’m like stepping into this like daddy energy, like this leadership energy, this godlike energy where I’m trying I’m trying to take care of you. You’re you’re a scared little child. That’s different to when they’re they’re clearly thinking and feeling like an adult, but they’re just being done. Thanks, Faith. I don’t know. I don’t know how else to articulate it, brother. It’s something the visual helps. Yeah. Okay. Yeah. I think like uh in terms of that visualization for me what helps Jordan is taking a step back and remembering there there is no right there is no wrong there’s just the truth right so like when you’re talking to that person do they feel like does it seem as if they are being honest with themselves and if they don’t seem like they’re being honest with themselves like you’ll notice Josh

Kind of did a light unsell when you look back on this recording, and he was like, listen, like you just might not be the right type of person if you care less about your family, xyz. But at that moment, he didn't—the prospect didn't lean into that and say, "You know what, I I don't care about my family," and that's why Josh continued to go further. Whereas if that person had said, "Yeah, I suppose that's the truth," then there you go. Josh would have been like, "That's a very Okay, that's the best explanation that that I've heard. Thank you, Colin."

If you give someone the unsell and you say, "Well, you know, you're probably probably not a fit then if this is how you believe," and they say, "Yeah, I'm I'm not willing to face my fear to support my family," Okay? That they're making a verbal statement: "I'm not willing to face my fear to support my family. I'm not willing." You can't force someone to be willing. Whereas when someone's saying things like, "I want to do it, but I'm scared. I need to do it, but I'm afraid," then you know you're talking to the fearful, scared little kid inside of them.

Another example, although Collins was by far the best, is like imagine if you are a parent, or or if some of you have kids, and depending on your personal preferences, guys, let's imagine that everyone here doesn't agree with their children deciding to start smoking cigarettes. And your child says, you know, "Hey, I want to start smoking cigarettes." How many times are you going to try and tell them no and try and convince them that it's stupid, it's unhealthy, it's not cool, it's not sexy, blah blah blah blah blah? When would you stop? When would you just say, you know what, okay, if if you want to try smoking cigarettes, that's your choice. Where where is that line? I don't think anyone can write like a a a descriptive handbook of, "Well, when they say this in this tonality, that's when you do the unsell." It's like intuitive—like you just know with your if you had a kid, or even if you can imagine it, cuz our imagination is as powerful as reality—if you imagine how many times would I keep trying to say before eventually I'm just going to lean out and say, "Okay, fine," but for the first three, four, five, six, seven, 10 rounds, you're going to keep trying to Okay. "Well, why do you want to smoke?" "Well, you know, I I I just want to try it." "Okay. Well, why do you want to try it?" "Why Why don't you want to try jumping off a cliff?" Well, and and like you would just be curious and keep wondering and wondering and wondering, and then at some point you're like, "Okay, I I don't agree with this. I think they're being dumb, but they have to learn this lesson for themselves." Okay, they they are truly taking a stand on this lesson. And that's kind of when you would um move on, I guess.

Does that make sense?

Yeah, it does. Thanks, Colin, for that on too.

Yeah, great great explanation, Colin. Really, really good. Josh, I think you're also a master at uh recognizing those negative or false emotions. So, under 200 type emotions. Do you understand? And then my question ties into that a little bit because is that like the the 4D stuff, right? Is that something that you study and then apply and then you get better at it, or is it like um did you get those that knowledge from M? What's the how to get better at that specific part of sales?

You know, it it's not something that we have decided to start selling yet. But we do have like a higher level program where M taught me to be able to see auras.

Yeah. I was just curious to see how many be like, "Oh, I want to buy that program."

No, before you build it. Let's see how he priced this.

Yeah, it's 100k, guys. So, I mean, that's a bargain for being able to see auras.

How do I How do I feel it? How do I see it?

Pattern recognition. Yeah. Kind of like buyer avatars. I'm not really putting buyer avatars so much into, you know, "This is George and he works a 9 to 5, and this is, you know, Chris and he's a business owner," and those are my kind of avatar buckets. My avatar buckets in my head are more like their their words, the way they speak. Also, their body language, the way they move, the way they carry themselves is a reflection of what level of consciousness they're averaging. Where are they at on average? And so, when I'm talking to someone, I I kind of know, okay, they're kind of somewhere down here.

Another thing to bear in mind, which makes things a lot easier, Jay, is if you're selling BTOC and you're selling like a 5K to a 10K package within reason, all of your prospects are at the same level of consciousness because they're all poor. They're all broke. They're all not where they want to be. And so like if we if we generalized—like if I pull out my famous whiteboard again—if we kind of generalize it, you've got, you know, three three lines. You've got like extreme poverty, like a homeless person or lives in like a council house and has like no money at all. We've then got the level that's like all of your prospects. And then you've got up here is like business owners, entrepreneurs, professional athletes, like people that have accomplished something. If we really simplify it, these people are like off the [ __ ] scale of level of consciousness. These people are a bit higher. Quite quite a bit higher. And pretty much in high ticket sales, like within reason, all of your prospects are in here. That's that's why they're not where they want to be in terms of fitness, finances, and relationship. Does that make sense? Like to just simplify things. So, if I'm on a high ticket sales call selling a product that's 5 to 10K, I'm like, "Well, I roughly know what level of consciousness you're at." Does that make sense? It is a generalization. I I I've bought things that are 5 to 10K. I've been on a sales call. I wouldn't say I'm in this category, but like 80%—if I make a random number of those people of those leads that turn up to those sales calls—are roughly in the same place. And so the moment I hop on the call and I kind of very quickly analyze the body language, the way they talk, their background, I'm like, "Yes, this is just another person that's at this level of consciousness. I know where they're currently at." Same thing like if you come to uh you you haven't been yet, but when everyone came to the live mastermind, you feel it straight away. The people at this mastermind are not here. You come to this event and you're like, "Yeah, [ __ ] me. Everyone's up here. You can feel it straight away in the room. They're not the average person. They're not normal people." Same thing if you go and spend some time traveling the world and you go and spend times in like the slums. If you go to Brazil, you go to South Africa, uh you go to places where they have what's called communas, you'll feel that just the general level of consciousness is different. The average person living in the matrix, what we would call middle class or these days middle to upper class, are at this level of consciousness. Then there's people above that, and then there's people below that. You can kind of simplify it into three levels.

Make sense?

For sure. All right. Anybody else got any questions, guys?

I was just going to ask if um are you going to put this in the weekly live recordings or is it all going to be on YouTube?

We don't put these calls onto the school platform cuz they're going to go on YouTube anyway.

All right, folks. Any more questions? Are we all okay?

No more questions.

All right, guys. I'll see you all soon. Have a good weekend. I'll see you on Wednesday. I'll see you in school. Take care, guys. Bye. Woo!

What a training. If you are watching that and you're thinking, "Holy [ __ ] I didn't even know what I didn't know," then that's a good thing and it's a bad thing. The bad thing is obvious: You are leaving a massive amount of personal development and financial increase on the table. who you're becoming, how much money you're having in your life, the material things that you want to buy, experience, the life you want to live. You are currently not realizing that because of that feeling that you probably felt, which is "I didn't even know how deep the rabbit hole goes." But the good news is now you do. Now you know what sales mastery looks like: The fourth dimension, the spiritual sides, the energetic side, reading prospects, understanding prospects, scriptless selling, internal mastery, being a part of a mastermind and a community where the general level of consciousness is people that truly want to master sales and master themselves. And that energy is infectious. You cannot be in this mastermind and stay and not change. And if you're not making the money that you want to be making, if you're not living the external reality that you want to be living, like I showed in the spiritual side, it is just a mirror that you are not developed to the level of person that you need to be to live that reality. So if you're watching this training and you're thinking, "Man, I didn't even know what I didn't know," and you want to be one of the few that takes that and turns it into action rather than sits there, buries your head in the sand. "Oh, oh my god, I'm so lost. I didn't even know there's all these levels." Don't be that person. If you choose to be the person that says, "Wow, this is [ __ ] exciting. This is cool. I want to get into this. I want to go deeper down the rabbit hole. I want to do the personal development work. You want to work with me directly on these calls. You want to role play with me. You want to have cool reviews every Wednesday. We do a five-hour live training where we do call reviews. We do Q&A. dive into the four 4D the spiritual side of selling the internal mastery." If you're looking at all of this and you are one of the few people that says, "I'm going to take the fact that I didn't even know what I didn't know as something positive, and I'm going to take action on it. I'm going to actually invest in coming aboard," then I can't wait to work with you. I love working with salespeople that want to actually go on this internal transformational journey, holistic development to become the best version of themselves internally and externally with the sales skills. And so if you are ready to come aboard, if you're ready to jump in, if you're ready to be a unicorn closer and be a part of the unicorn closer mastermind, click the link below and take action right now. And always remember, how you show up as a prospect is how your prospects will show up. So if you want to show up as the prospect that says, "I'll think about it. I'll delay the decision. I'll put it off," have fun. Keep getting prospects like that. If you don't want to keep getting prospects like that, take immediate action. Enroll. Come aboard. And I'll see you on the inside on the next training.