Sales Roleplay - Lead Gen Offer With $1M/mo Trainer [LIVE]

All right, we are back with another high-ticket sales role play. We're going to jump into a role play which is someone that owns a barber shop that wants to get more high-quality paying clients into the shop. Lawrence actually runs this business for barbers, and so he is going to be the closer for us, and then Jesus is going to be the prospect.

We're going to jump into the discovery part of a high-ticket sales call so that you know the things that you need to be doing in the discovery so that you can make more sales, earn more commissions, and live the life that you want to live. So, without any further ado, Lawrence, crack in with your opening question.

So Jesus, I'm curious, man. In your opinion, what's the biggest challenge you're having getting clients through content right now?

Uh, that's a great question, brother. Um, well, I I've been cutting hair for quite some time, and it it occurred to me it'd make much more sense to, you know, open up my own barber shop. Um, so I've been organically, you know, making posts and reels about my my skill set as far as a as a barber goes. And I've been thinking about this for a long time. Um, you know, opening up my own shop, which I I don't quite have yet, but I'm I'm raising the capital for that so that I can transition from, you know, being a barber to actually opening up my own shop. So I I guess I don't I don't think I have, you know, enough clientele right now for me to, you know, open up a shop and, you know, consistently manage everything that um owning your own shop consists of, as far as you know, hiring other barbers, you know, having enough clients. I don't know that that to me that's that's just where the the shift is at. So I I saw your ads and I thought it was interesting because that's kind of what I want to do. Yeah. That does all of that make sense?

Yeah.

Got it, man. So, it seems that you've been a solo barber yourself. You're looking to expand even further and open up a shop, but at the moment, you're not fully booked out with your current clientele, or is that—could you tell me more about your current clientele?

Yeah, totally. Um, I do have, you know, quite a bit of clients that I consistently cut hair for, but my dilemma is I'm not sure if if the amount of haircuts I I cut on a weekly basis is not only going to pay for my rent, going to pay for, you know, my living expenses, going to pay for the shop, you know, uh, the the lease for the shop. That's where my cons—That's where my concern is.

So, your concern is that you're not making enough to be able to concur the ongoing expenses that would come from opening up a shop. Is that accurate?

Yeah.

Okay. And at the moment with where you're at, how much are you currently making per month?

About uh, it'll fluctuate. It it just depends, you know. Some months are great, some months are not so great. But I average about five—five to 5500 a month.

Okay, got it. And five to 5.5K a month. On a weekly basis, how many clients are you are you cutting per week, man?

On a weekly basis? Yeah, that fluctuates, but on average, I'd say probably five—five haircuts a day, I'd say.

On average, that's that's that's what a typical day looks like.

So, what is that? 25 haircuts a week.

25 haircuts per week.

Okay. How many haircuts would you be doing if you were like fully booked out?

If I was fully booked out, I I can work on the weekends. However, I I like to, you know, spend time with family as well. I try to, you know, separate the the work-life balance. But if I worked the weekends and I was fully booked out, I probably would would be able to, you know, do a haircut an hour. Um, eight hours a day. So, eight haircuts a day. I mean, do the math. What is that? I probably wouldn't cut on Sundays because I go to church. So, 8 times 6 is that 48 haircuts if I was fully booked out.

Okay.

So, you're confident on that number? Eight cuts a day, six days a week.

Yeah. I mean, that's if I was fully booked out in an ideal world where, you know, no one flakes and they actually show up for the cut and I work Saturdays, which I'm I'm currently not.

Yeah. About 48—48 cuts if I was fully booked out.

Yeah.

Okay. Let's pause. Sorry.

So, how do you currently feel, Lawrence, as far as the direction you're going in the conversation?

I think at the moment I'm just trying to gather the data of him not being booked out and kind of being like why are you trying to open up a shop when you can't even solve your own clientele yet?

Okay. Now, I might be missing a piece of understanding about the barber industry, but what I kind of assumed maybe wrongly is that Jesus is working in someone else's shop. And so, does it matter how many clients he has at someone else's shop? Because is it not the owner of the barber shop that owns those clients? In other words, he he basically has zero clients because none of them are his own clients. Or is that incorrect as far as the barber industry?

Yeah, I should—I actually should have asked Jesus if he was cutting in his own studio. A lot of times barbers either cut in their own studio or at someone's shop.

Okay.

Um, the one of the two. A lot of the time at someone's shop, if even if there's—they're working at someone else's shop, their clientele can still be theirs because they can still have their own books.

Okay, great. They can be at another person's shop and it will be—it could be a different structure as well where it's mainly walk-ins, but I guess I made the mistake of assuming that it was his own clientele at either a shop where he had his own books or he was in his own studio. So, I should have—I should have clarified that.

Yeah. And the reason I bring it up is as we're gathering data, a good way to make sure you're gathering data in the right direction is to start broad and go narrower and narrower and narrower. In other words, the most broad thing that I would have wanted to know about Jesus's current situation is what is the arrangement that he has regarding how he cuts hair? Is it his own clients? Is it someone else's clients? Is he renting a studio? Is he working as an employee for someone else? As far as like the broadest picture, I would have wanted to get clarity on that first and then to drill down into, okay, you say you've got this many clients, you charge this much per haircut, you do this many per day, you work this many days a week, but all of that vertical of information could have been completely irrelevant if we went down the wrong vertical because we didn't get the broad picture first of whether it's his own clients or not his own clients. Does that make sense?

Yes, that makes total sense. So I—so I would have, in my opinion, you you had to start with that.

Okay. So you're currently a barber and when you say you're currently a barber like what is the arrangement you have being a barber in regards to—do you work as an employee for someone else? Do you rent someone else's space? H—what's your current situation? And then whatever he would have said there, now we can drill down, but I don't know that yet. So I I'm like sitting here as the coach thinking you could be on the right line, but maybe you're on completely the [__] wrong line. And so that's why I paused at this point cuz I'm like, well, how—how much further are you going to go before you're going to know that you're on the right track? Does that make sense?

Yeah, that makes sense. Like imagine if someone was saying they want to be a marketer and they're saying I'm—or they want to have their own marketing agency and they say I'm currently a marketer and then you're going into how many clients do you have, how much do you charge, and it's like, wait, is—is this a marketer at someone else's marketing agency or are they a freelancer? Like I—I don't know. So you got to zoom out and get that broad picture first before we start drilling down. Does that make sense?

Yeah, that makes sense.

Okay, cool. So, I would go backwards basically from the opening question and get that clarity first and then drill down. And the other reason that we're going to go backwards is you can do this a lot quicker. You could do it twice as fast as you're doing right now. If you—to get the kind of lay of the land, move a little bit faster cuz otherwise you'll be on the call for 45 minutes just gathering data. You should be able to get as far as we've got in about 90 seconds. Like it should be okay. Question, answer, question, answer, question, answer, question, answer.

Okay, got it. And then once you've kind of got that broad strokes of what's going on, we can start slowing down a little bit as we get into the more challenging questions. Make sense?

All right. So, go back and then we'll—we'll roll it again.

Okay. So, Jesus, um, I'm curious, in your opinion, what's the biggest challenge you're having getting clients through content right now? Let's—sorry, let's go after that question. So you've asked that question. Jesus gave you the answer that he's already given you. And then from that answer, it's whatever your next question would be. So he's already given us the information as far as he's a barber. He wants to open his own shop. He—he doesn't think he's going to get enough clientele. He's raising capital. He's been thinking about this for a long time. He's been doing organic posts and reels. Blah blah blah. We've—we've got all of that. It's whatever your next question is going to be.

All right. Good stuff. So, Jesus, you said that you want to open up a barber shop and you're not sure if you can get enough clientele. What is your current situation with your barbing business in terms of where you're cutting hair out of right now?

I'm renting a chair from the—the shop owner.

Okay, understood. And how much are you paying per week for that chair?

It's my homeboy. We go way back. So he—he hooks it up with the—the homeboy discount. Um, so I'm only paying about 250 uh a week for my chair.

Okay, that's not too bad at all. So at the moment, going back to your current clientele and how much you're making per month. You said you're doing five to 5 and a half k per month and you're doing around 25 cuts per week.

Yeah.

On a bad month.

Yeah, a bad month. What—What's it kind of looking like on average then? If that was a—Don't—Don't say what's it kind of looking like on average. What was it last month? What was it the month before? What was it the month before? Not kind of average looking like cuz then they'll just give you an average looking like random number. H.

Okay. You said that's a bad month. How was last month?

Well, last month was a good month.

Okay. What was a good month?

40 cuts.

Okay. What about the month before?

Oh, that was a bad month.

Okay. How many was that?

25.

What about the month before?

25.

Okay. So, in the last 3 months you had two bad months and one good month. How does that compare to the last 12 months?

Yeah, it's about that.

Okay. Got it. So, basically 2/3 of the year you have bad months and one-third of the year you have good months. Is that accurate?

Yes.

Got it. Like super quick, but that's facts. It's not average random. Let's just pull the number out of the sky numbers.

Okay.

All right. Keep going. Got it. So, you said it was a bad month. Was that last month? Okay. You said last month was uh—you said that was a bad month. What was it? Let's say just last month. How many clients were you getting per week? Much better. Good. How many clients was I getting per week? Last month was a—was a decent month. I was—what—doing about five—between h—five to seven a day. I haven't really done the math. Yeah. I don't—I don't really—I've never really counted—I don't keep track of that. I just kind of gauge it by my like monthly earnings. And my monthly earnings were 5500 uh last month. So it was a pretty good month.

Okay.

It was a pretty good month. So anywhere from 5 to 7 a day and got it. So how much are you currently charging per cut?

Uh, I charge about 40 cuts. That's another thing. I have some cheap ass clients that don't tip. So if they come up, I'm not going to refuse them. I'm still going to cut their hair. But some, you know, they tip really well. Um, so that—that—that's why the number can fluctuate because some uh, you know, tip pretty well. I can, you know, my standard cut rate is 40 and depending on what they want, like if they want their beard or if they want um, you know, a taper, they want kind of like a perm situation with a taper, then, you know, I can charge more for that. If they want me to use a scissor. So, it—it kind of fluctuates, brother. But, um, why do you ask?

Hang on. Pause.

So, this industry—or something that could be similar. This is a good example, everyone on the call, of where we do have to start asking averages for certain variables. We're not going to ask what do you make on average because I want to know what did you make last month, the month before, and the month before that. But when we ask something like, "What do you charge per haircut?" He's probably going to give you a long-winded answer like he just gave of, "Well, sometimes it's hair, sometimes it's hair and a beard, sometimes it's a beard only, sometimes it's a blow dryer and a washer and everything else." We're going to get too many numbers and then it's going to get confusing. So, this would be a good example of where you would say, "Okay, got it." Like, what is your average price per haircut? Oh, on average it's 40. Okay, got it. So, your average price per haircut is 40. Last month, you made $5,000. And roughly, how many clients did you cut hair for last? Well, that's actually two numbers. How many haircuts did you do? And how many clients do you have? Cuz some clients might come twice a month. So, I would probably want both of those numbers. So, I'd probably end up with four variables: how much he made last month, average price per cut, average number of clients he currently has, and average number of haircuts he does probably per week would be a good number. Once we've got those four variables, we've pretty much got the lay of the land as far as his activity. You've already got the expense, which is $250 per week on the chair. So that's $1,000 per month. And so then a couple of other things I'd probably want to know would be does he have any other expenses? What are those expenses per month? I've got to buy new shears, you know, whatever liquids or whatever the—I don't know if he has to pay for all of that. I would want to know that. And then I would also want to know if you do this many haircuts a day, let's say he says five, how many hours would you say you're actually out of the house working? Because, correct me if I'm wrong, Lawrence, just cuz someone does five haircuts doesn't mean they're only at the barber shop for 5 hours. They were probably there for 8 hours cuz they had two people that didn't turn up and they had another hour before or an hour after where they had to clean everything up and organize all their stuff and get everything prepared. So, I want to know all of those different variables. And when we talk about data gathering, that's what that looks like: getting that full picture of okay, right now week to week to week this is what Jesus's life looks like as a barber. Does that make sense?

Yes.

So you'd get all of that and you can—you should be able to get that pretty quick—you should get that in less than five minutes.

Okay.

So keep going from wherever you want to go from or did you have a question?

Yeah, you said a couple variables: average price per cut, clients per week, other expenses, and you said there was like two other factors I need to get to know—what was that again?

I would want to know how much he's charging on average per cut, how many cuts he's doing per week, how many clients he's got on his like book of business, the income, I would want to know his expenses, and I would want to know the hours that he's working per week. Those would probably be all of the variables I would want to know. And so now we've got the whole picture pretty—is there anything?

Oh, sorry. I was just going to say, is there anything that I'm doing right now that's making me gather the data a whole lot slower?

I—I just don't think you're thinking ahead. Now, by thinking ahead, I don't mean pre-planning questions. I mean thinking ahead as like what would it look like if I understood Jesus's life right now as a barber? What would that look like? Well, I—I—I need to visualize. Okay, he goes to the barber shop. He's there for 8 hours. He does about five cuts a day. He has about 20 regular customers. He charges about 40 bucks. He keeps the whole 40 bucks as far as his—his income, but then at the end of every month, he has to pay $1,000. Like, I—I'm just trying to get a clear picture of what this guy's look—what this guy's life looks like as a barber. Whereas I think sometimes, and I've seen this with other closers in—in the mastermind on different offers, you're like, you're not thinking what would the picture look like? You've got to—you got to be thinking, okay, what would it actually feel like and look like to have a clear picture of this guy's life? And when you know, okay, I—I—I need to visualize my life in the shoes of this barber. What would it be like? Well, how do I clarify if those things that I'm imagining are actually correct? I've got to ask a question about each different variable, right? Like another thing you could ask is like, and it depends kind of the reaction from Jesus to the other questions. But like, okay, you're renting a chair. How many other chairs are in the—the barber shop? Oh, it's just me and one other guy. Or, oh, I'm in a barber shop with like 20 of us. Okay. And how's it going? Well, honestly, man, I—I—I—I'm really bored being in a barber shop with one other chair, and we just have our clients all day long, and there's no camaraderie. There's no enjoyment of the job anymore. Interesting. And you would probably just say, "Interesting." And then he would say, "Yeah, man. That's why I want to open up my own shop." Oh, okay. That makes sense. So, as we get a clearer and clearer picture of this guy's life, we start to get into the real conversation about he doesn't like the work environment. He hates his boss. Even though he's getting a great deal, he actually wants to be a business owner and have his own shop and all of that stuff. But we've—we've got to start with the foundations, which is, you know, the basic variables of what's really going on. Does that make sense?

Yeah, that makes sense.

All right, keep going. You can start wherever you want to start from, whichever piece of data you want to—you want to gather.

Yeah, got it. So, okay. So, Jesus, at the moment, you're doing around 5 to 7 cuts per day. You're making five—5.5K a month. What is the average price point per haircut that you're currently charging?

It's about 40 bucks, brother. But depending on, you know, what the—like what—what my client wants. I can do, you know, a beard and—and kind of trim up the beard. If, you know, he has a perm and he wants me to taper it up and kind of cut from the top, like I can add more to that. And you know, some—yeah, I have some cheap ass clients that don't tip, but they keep coming back to me for whatever reason. I'm still going to cut their hair—40 bucks. And then I have others that, you know, tip really well. They might, you know, tip me 10 bucks, 15 bucks if they really like the cut. So it can—it can fluctuate, but like my standard price, I'd say, yeah, it's about $40, 40 bucks per cut.

Bucks per cut. So, do you think you're charging

That amount of money on average, factoring in the people that tip you and the people that are, like, in your own words, cheap-ass clients?

Wait, I don't—What do you mean? Like, what? I don't understand the question. So, do you think the price—the average price point that you're currently charging, factoring in your tipping clients and your cheap clients—do you think that is $40, or do you think that price point is something else?

Yeah. No, I think 40 is fair, and it—it's kind of why I chose to—to stick—stick to four because you know some—Yeah. So I used to charge 30. Um, but then I was like, man, these, you know, I'm taking my time cutting these hair—the—these uh—these uh clients' hair, and you know, they're not even tipping me. Um, that's just not going to be enough, you know, for—for every—all of my other expenses. So then I just kind of decided—and that makes sense.

Understood. It makes a whole lot of sense. And just to see where your clientele base is right now in terms of, you know, how booked out you are at the moment, you said you could be doing 48 haircuts per week, right?

Yeah, that'd be—Man, that'd be great, but it's just not the case. And I—that's why I try to like, you know, I try to uh post my cuts on—on Instagram. I don't have that many followers, but I do try to, you know, promote like what I'm—what I'm doing and—and kind of, you know, show off my skills to kind of attract more clients. Um, I'm not—I don't really understand like what the algorithm looks like and, you know, how to get more views and whatnot, but um, I figured, you know, if I can promote my—my stuff on—on Instagram, I can attract more clients in—in my area.

100%. And so if you were fully booked out, you would be doing 40 haircuts per week. That's $40 per haircut. So 48 times 40, that would be 1,900 per week you'd be making if you—

Yeah, man. That'd be money in the bank.

And how much do you—How much would that be a month?

I don't know. I never really did the math, but 19—7,600. That'd be 7,600, man.

Yeah, that—that'd be great. Okay, so it would be 7,600. Right now, you're doing around 5 to 5.5K a month. So each month you're currently losing out on anywhere from 2,500—2,000 to 2,500 per month from gaps in your schedule.

Yeah, I—I guess so.

Mhm. Okay, understood. How long have you been seeing these gaps in your schedule for? Have—Have you always not been fully booked out at this price point?

No, brother. I've never—I mean, I—I think it's—it's rare for a barber to be fully booked out, you know, eight cuts a day, six days a week. Sometimes it's—it's hard to predict, to be honest. And then you have, you know, certain clients that move, right? So clients that I've had uh that were pretty consistent with me for a couple of years, you know, they moved out of town. So, and then, you know, new—new clients come. So, there's a lot of variables. So, I don't even know what it would take to be fully booked out, you know, eight cuts a day, six days a week. If that were the case, man, I'—I'd be more motivated to, you know, even—even work Saturdays, right? Which—right now I'm not because it—it fluctuates. I've thought about it. I've thought about, you know, working an extra day just to kind of get my paper up so I can, you know, open up my shop soon.

Yeah. I mean, I—that's why I was—I kind of saw your ads and, you know, wondered, you know, what—So, what do you guys do? Like, how do you guys—how do you guys get us more clients? And he'll say that because we're taking too long. You—you've got to be leading the conversation, Lawrence. You've got to be moving it forward, or the prospect will start trying to take control and say, "Hey, what do you do, by the way?" Like, like what's going on? All right, we're going to go back, and I'm going to show you the data gathering part, just the data gathering at normal speed, and everybody that's on the call, including Lawrence, if you want to put a stopwatch on when I start going, I want you to put a stopwatch on, and we'll see how long it takes, and I'll get even more data than Lawrence did. Okay. So, Jesus, uh, we've done the opening question. You've already given your response to the opening question, and we're going to go from there. Ready?

Mhm. Okay. Got it. So, you're a barber right now. When you say you're a barber, what is kind of the—the setup for you as far as barbering? Like, are you in someone else's shop? Like, what's your setup?

Um, well, right now I—I'm cutting hair at my homeboy's shop. Um, so it's—it's not my shop, it's his, but I—Yeah, I mean, I have my own chair that I—I pay for on a—on a weekly basis. And I have uh—I mean, I have some clients that are pretty consistent with me. Um, but for the most part—what do you mean by—by what's—what—what's my setup?

Yeah, that was exactly what I meant. So you're renting a chair weekly from a friend of yours.

Yeah. How much do you pay a week?

Uh, he's—he's a homeboy. I've known him since high school. So he—he charges the other barbers a bit more. But because he's—he's uh—he's hooking it up with the Homeboy discount. I'm paying about $250 a week.

Okay, got it. So, you're paying $1,000 a month.

Yeah. Okay. And how long have you been renting that chair on the Homeboy discount in the shop?

Man, he's been my boy for a minute. So, about—about two years now. He's—he's—he's been pretty good about keeping me at that—that same rate. So, yeah, about two years.

Makes—makes total sense. And last week, how many haircuts, if you were to ballpark the number, did you actually cut? You said last week or last month?

Last week. Last week, I cut about—about five. Five a day. So about 20. Was that 25?

Yeah. 25 cuts last week.

Yeah. Okay. And how does that compare on a week-to-week basis over the last month?

It fluctuates, brother, because sometimes, you know, some—some clients flake, you know, they cancel. So it could be—Was that—was that a good week? Was that a bad week? Was that an average week?

I think I'd say it's a pretty good week, you know, five cuts a day.

Uh okay. So if that's a good week, what is it on average? If you looked back at the last three months on a week-to-week basis, how many cuts are you doing per week on average? Like if you balanced out a good and a bad week, where would it kind of sit in the middle?

I would say on average I'm probably—Oh, that's a good question. I—I'd probably say about three—three cuts—three cuts a day. That's—that's more realistic.

Okay. And how many days a week?

I work five right now. We can work the weekends, but I try to, you know, spend some time with the fam.

That makes sense. So, if we took like an average balancing the good weeks, the bad weeks over the last three months, it would roughly average out to being 15 cuts a week.

Yeah, I'd say that's a little more accurate for sure.

Okay, great. And how much do you charge per cut? Now, I know you probably have different prices. So, again, if we took kind of an average order value per—per cut, so not the cheapest, not the most expensive, but if we kind of said a middle ground for each of those 15 cuts you're doing a week, what is kind of the average that you're charging?

Yeah, it varies, but average, I'd say—I'd say about 40.

Okay. So, how much did you make in total last month? Income? Not—not profit, but just income.

Last month was a pretty good month, man. Um, it was—it was—it was pretty popping at the shop, so I did like 55—5,500.

Okay. What about the month before?

Damn. I think it wasn't as—it wasn't as uh popping. So, I did like—I think it was 40—like 45—48.

Okay. And one more month before that.

Yeah, that was kind of a slow month. I think I did a little over like four—40—like 4,500. I had to check. But uh—that's fine. That's that.

So roughly it's somewhere between 4,500 and 5,500 per month over the last 3 months.

Yeah, that—that sounds about right.

Yep. Okay. And I don't know if barbering is seasonal. If you looked at that quarter compared to the quarter before or any other quarter over the last 12 months, is that—is that an average quarter or was this a good quarter or was this a bad quarter?

I say it's an average quarter. I mean, I've done a lot.

That's perfect. Okay, awesome. And then you mentioned that you have clients that are some—some consistent clients of these uh average three cuts a day that you do per day. What would you say is the percentage of recurring clients versus new clients? How many are people that you've already been cutting hair for—for a while? What percentage would you give that?

That's a good question. Um, I think I say about 50%. 50% of my clients are recurring; the other 50, they kind of come and go.

Okay. And where do your clients come from that are new? How do they find out about you and find out about the shop and specifically choose to get their haircut in your chair?

Okay, that's a good question. Um, I started—I've seen other uh influencers on IG. They kind of post like their hairs and—and whatever. So, I—I—I started posting more content about like my—my skill set. So, I—I've been noticing new uh—new clients uh come through because they said they saw my—my reels or my—my—the stuff that I've been posting. So, I noticed that—that's kind of attracting new clients. So, that's why when I—I saw your guys' ad, I was like, "Oh, shit—What these guys do? Let me—let me uh holler at them, see what they can do for me."

Okay, that makes sense. Is there any other ways that they would find out about you aside from your reels?

Uh, I mean, walk-ins, brother. Walk-ins. If—if I don't have anyone in my chair and—and they walk in and I'm the next one up, then I—I'mma—I'mma take that cut. And if they like what I do, then, you know, they're going to keep coming back to me. But—

And when you say walk-ins, you mean that someone's just walking past the shop and they see, oh, it's a barber shop and I need a haircut.

Yeah, exactly. Some, you know, some members in terms of like the location where the street is, is it like a very busy street or is it like—like what kind of rate would you give walk-ins? Is that like, oh shit, man, we have—we're on a highway and everybody drives past or walks past or like, well, it's not really a lot of people. Where would you kind of put that?

I mean, it's—it's a pretty—it's a good—it's a decent spot. The shop's been here for a minute. Um, it's downtown San Diego, so it's—it's—it could get pretty—Yeah, you get—

Okay. If you—if you were to guess, and I know it's kind of a guess, so it's a bit intuitive. Of the 50% of your clients that are new clients, how many of them would you say have just walked past the shop and just happened to coincidentally walk past versus how many people you attracted from your social media? If you put a percentage on that.

Shit, that's a good question. I don't—never thought of that. I'd say—I'd probably say 20% of that number is uh just, you know, people strolling by. um, you know, the weekend's coming up and the—the—I say 30%—or the bigger percent of that 50% is, you know, clients that saw my shit on IG and they—they wanted to get uh—they wanted to come—come get that lineup.

Okay. So that was 20% plus 50%. Where—where's the other 20 or 30% coming from?

Well, I kind of just, you know, just based off what you asked me, 50% is like recurring.

Okay. 50% makes total sense. Okay. So, it's—it's sort of 20—30. As far as the new clients, it's—they're close. Yeah. As far as new clients go, yeah, I'd say probably mostly from IG and—

Okay. If someone—if someone walks in and then they decide that they were going to have a haircut with someone else, but that person was busy, do you still get the full $40? If someone—

Say that one more time. If someone walks in, if someone just walked into the shop and they were going to get their haircut with someone else in the shop, but that person was busy, so then they decided to go and get their haircut with you. Do you still earn the same amount of money?

Oh, yeah. Yeah, for—for sure. Yeah, that happens once in a while, but most, you know, most walk-ins, yeah, that came in for somebody else. Like if it's a homeboy, he'll, you know, he'll just throw it at me because he's busy. But that doesn't happen too often.

Okay, got it. And—and the other thing I wanted to know is how long total have you been a barber? Like actually earning money as a barber?

Oh shit, man. I've been—I've been cutting for like five years now.

Okay. And how long uh—how long has it been since you've been with this type of setup where you're renting a chair? Maybe it was someone else's chair that you're renting, but how long have you had this type of arrangement as a—as a business where you rent someone else's chair and you pay to rent it?

Man, it's been a hot minute. It's been forever. Um, it's been the entire time. That's kind of why I—I've been really thinking about, you know, opening up my own shop and just kind of collecting from everybody, you know, not only from—

Okay. Pretty much for the entire 5 years when you started cutting professionally, you've just found a chair, rented a chair, and then kind of had a combination of walk-ins, building your social media, and that's kind of what you've been doing for the last 5 years.

Yeah, that—that's—that's the deal.

Okay. All right. So, let's kind of transition a little bit here then, which is—I'm—I'm pretty clear on what you've got going on. Uh, you—you earn about $40 per haircut. You're earning about $5,000 a month. Um, you're renting a chair. You—You pay $1,000. Oh, another thing is, do you have any other expenses per month aside from renting the chair? And what—what is that total per month?

Yeah, I—I mean, I got to pay rent. I'm not—I don't—I'm not a homeowner or anything, so I—I got to—No, I mean—I mean just as a barber, not—not your personal expenses, like your profit as a barber.

Oh, gotcha. I mean, no, it's—they're pretty low expenses, brother. I—I mean, I got a nice little uh—uh razor that I paid like 500 for, and it's lasted me quite a bit. So, I don't have to replace that too often. So, I—I wouldn't say there's too many expenses associated with, you know, equipment and gear.

Yeah, that's pretty—There's not really any recurring monthly expenses. It's basically negligible.

Yeah, I wouldn't—Nah, there's no real—

So, you're—So, you're making about $4,000 per month in profit as a barber.

Yeah. Yeah. Yeah.

Okay. Exactly. Because—and h—how has that changed over the last five years, or has it basically been like that for five years? Has that gone up recently? Has it gone down?

I mean, we used to cut—we—I used to cut—um—I used to charge like 30 bucks per—per client, but then, you know, I wouldn't really get some that would pay tips. So, yeah, it used to be less than that. It's kind of gone up since I charged—started charging.

Yeah. Exactly. So, I say probably for the—for the past couple of years, it's been pretty steady.

Yeah. Okay. And—and let's go over to your IG. You said that, you know, 20% of your new clients, which is about, let me see if I've got this number written down. I actually don't think I wrote it down. Let's go back then. How many clients would you say you've got recurring total at the moment? Like recurring book of business clients?

You mean like from like new ones and—and—and some that just continuously? Uh, the same face that you see every time. Would—like would you say, "Oh, there's 20 guys and girls that I—I always cut their hair on."

Oh, gotcha. Gotcha. Yeah, I got a—I got a nice little list right now. Say about—Yeah, I say about like 35. 35 that are pretty recurring. They've been pretty faithful.

Okay. So, you got about 35 recurring clients. You said you're doing 15 a week. 15 cuts. 50% of those are new people and 50% are recurring.

Mhm.

So, if I'm getting these numbers correctly, roughly every week there's about seven or eight people that come in to get their haircut with you that you've never seen before.

Yeah. Yeah, that's pretty accurate.

Yeah. All right. So, it's about seven or eight. Okay. Got it. Now, let's go with your IG. You said of those seven or eight new people, about half of that come from your IG. How many followers have you got on IG at the moment?

Not that many, bro. I—I got like 800 right now. Not—Not a lot. I'm trying to—I'm trying to—

And how did you get those 800? Is that just organic or have you paid for adverts or—

No, I've never paid for ads before. It's just organic, and then I just put a little hashtag and put—get your lineup—and—and—over what time period did you go from 0 to 800?

0 to 800? Man, I've been building my IG for a minute—like—good if it was only one minute, but no, I'm just kidding. No, like I say about three years.

Oh, okay. So 3 years—0 to 800. And is that growth about the same now? So you're—you're—you're growing about 250 a year. 250 people a year.

Yeah. Yeah. Yeah. That's about right.

Yeah. Okay. All right. So I'm clear on everything as far as your current situation. Now let's pivot into—You said that you've been thinking about going out on your own and opening a store for quite some time.

Mhm. How long have you been thinking about that?

H—I've been thinking about that for a minute, man. It's just—it's kind of scary because, you know, I got to make sure that I'm not only paying, you know, my living expenses. I got to, you know, pay the lease on the shop. Um, so I've been kind of, you know, stacking a bit and putting money away and getting ready for, you know, when that day comes, you know, just drop the dime and—and, you know, just pull the trigger. But it's—Yeah, it's kind—I've been thinking about it. Yeah, I've been thinking about it for a while now, man.

How long was a while?

Like three years, I'd say. I've been thinking about it for like three years.

So, you were a barber for 5 years, and two years into barbering, renting someone else's chair, you started to think about going on your own. Why did you start thinking about that rather than just keep renting a chair?

Uh, that's a good question, man. Uh, my—my homeboy, that's my boy, you know, that's my dog, but he—I mean, he's making the real money. I—I know he's—he's cashing out on everybody, not only his cuts, but every chair. So, it's just been kind of in the back of the mind like, damn, I could be making so much more if I just had my own shop and I was charging everyone else in the shop versus, you know, running out of a little chair and trying to get my clientele up. So, that's kind of what triggered me about a couple years ago. Yeah, I haven't thinking about it yet.

What do you mean when you say it triggered you?

Just when I—when I—one day we were out uh—like about two years ago. So, 15 minutes. 15 minutes 40 seconds. That was the data gathering. We're now into selling. We haven't done any selling up until now. We're just gathering data. We can't start selling until I know what's really going on. This will now take me probably 15 minutes, which would be a slightly longer call than normal, but there was a lot more data in—in a barber shop than in some other things. Does that make sense, everyone? 15 minutes 40 seconds. I've got a complete picture of what's going on in this guy's life. There is nothing I don't understand as far as this

Current situation. How's it going? All of the variables.

And now, because I've got all of those variables, it's going to be very easy for us to get into the real conversation of "he's the one making the real money." He's the one cashing out. It triggered me because of this situation. I'm going to have to get all of the motives, all of the reasons why.

And then, as I'm sure all of you have spotted, this is going to be a heavy call in terms of ownership because he hasn't done anything for 3 years. He hasn't actually done something. So, I'm going to have to quadruple tie this down on the ownership side of things.

Okay. Well, you say that he's making the real money. Why aren't you? Well, you know, if I really think about it, I haven't really, you know, and he said before, p uh, did the scary thing, which was pulling the trigger and taking action and actually doing the thing.

Okay. So, if that's why you're not making real money and you're not cashing out and you haven't done anything about this for 3 years, has something shifted as far as you actually being willing to face that fear so that you can be cashing out?

Yes. Why? What happened? Why was that such a significant thing for you? Do you know how much more money facing this fear is going to cash out for you?

No, not really.

Well, do you know roughly how much your homeboy is making?

Oh, man. He's making 20 grand a month.

Okay, now watch this, guys. So, he's making 20—This is—This is going to be the nail in the coffin. He's making 20 grand a month. You're making five. The difference is $15,000. You've been thinking about this for 3 years. 15,000 times 36 months. 15,000 times 36 months. So you not facing your scary fear. Jesus, do you know how much that's cost you? $540,000. When you hear that number, how does that number sound to you?

Oh, [ __ ] man. That's a half a million dollar house.

Yeah. So, how much longer are you going to flush away half a million dollars every 3 years because you don't face what's scary for you?

So, once we've gathered the data, guys, the the second half of the call is pretty [ __ ] easy. But we wouldn't get to that real conversation. He wouldn't tell me this [ __ ] if I don't actually slow down to speed up. Slow down to get to the real clarity of what's going on.

Once we get that, I didn't even ask him why he wants to do this. I just said to him, "Okay, you started thinking about that or you've been thinking about this for a long time. How long? 3 years. Why did you start thinking about it?"

Oh man, my buddy's making all the real money. He's cashing out this, that, the other. I didn't—I didn't even have to try to get him to tell me the truth because I've slowed down. I've gathered all the data. I'm having a real conversation. I'm being an expert. I'm being a professional. I'm being a consultant. I'm getting all the data. I've got a whole—I've got two sides of notes here to get everything I needed. And then now I've got it in my head. I'm like, "Okay, the the dude's making 40 bucks per cut. He's making five grand a month. He's doing three cuts a day. He's got 50% of his his cuts per week, which is 15 new clients. 50% are existing clients. He's got 800 followers on IG. He's only growing by $250 a month. He's paying $1,000 for the chair. I've got everything. It's all in my head. I can refer back to my notes to just—just clarify the number, but all of the different data points, the variables, like what variables are they? How many cuts a day? Where are those clients coming from? How much he making a month? How much he charging per cut? All of the variables are in my head. I—I know the—the—the shining stars that are the points of what I need to cover. I just have my paper to get the actual hard numbers down.

We're now going to get into why he wants to do it. and he's going to tell you that his buddy is making all the money. That was pretty obvious. But what he probably hasn't realized, which is where we do dot connecting, guys, your scared behavior, your fear has cost you $540,000 in 3 years. He's probably never connected that dot together. And then now he's like, "Shit, $540,000. You then turn around in 5 minutes and say our program's 10K." He's like, "Fuck, that's a—that's a bargain. 10K for 540,000. And it's not, guys, how much money are you going to lose if you don't fix this? It's not that. Oh, $540,000 over the next 3 years. Don't [ __ ] do that, guys. It's you've already lost $540,000. Are you going to go another day losing that money in the next 30 days? Jesus, you're going to lose $15,000 in the next 30 days if you don't make a strategic shift. And that strategic shift is what, guys? Put it in the chat. I hope you get this right. What is the strategic shift that he needs to make to not lose another 15,000 in the next 30 days? Put it in the chat, guys. What is the shift?

Correct. The shift is not go and open a barber shop. That is the external. The shift is do what is scary. Finally pull the trigger on what is scary. And the result of that is he opens a barber shop and he then has an extra $15,000 a month. But what we need to connect the cost to is the cause of the cost, which he's already just told us in very simple terms, it's scary. He's also been saying that he's been putting money away. Putting money away for what? Is it fair to say, Jesus, that you're putting money away because it's a procrastination of just facing your fear? You're telling yourself you're doing something good and you're doing something noble by saving money. But what is the real reason that you're not cashing out?

Well, it's probably because I haven't actually faced my fear.

So, how much longer are you going to tell yourself the rationalization that you need to put more money away as opposed to actually invest money to be able to get your own clients consistently so that you feel comfortable to open up the shop and pay the rent month-to-month so you can then be the one making the real money? You see how I'm connecting all of these things together?

Just a quick question, Josh.

Go for it.

I'm just trying to uh relate how this actually ties into where we can help him because it seems that the conversation is kind of steering a lot down the path of him opening up the shop. But we as a—as a business have nothing to do with actually helping him open the shop itself.

No, you help him get clients.

Yeah. Right. So, yeah. But the reason that he's not opening the shop is because he's scared of opening the shop because he doesn't role play. He said, "I don't feel like I would have enough clientele." If he had the confidence that he would have enough clientele, he would open the shop. But the whole reason that he doesn't have enough clientele is he's scared of actually taking the actions that would get him enough clientele which is becoming a business owner. It is hiring a lead genen agency. He knows that. He knows I need consistent leads. I need more clients. My Instagram is only growing by 250 people a month uh a year and that's not going to be enough for me to feel confident and—and comfortable to open the shop. So the solution is I need client generation on demand. But the fear of just doing anything as a business owner is what's controlling his decisions.

I'm scared. I'm scared of this.

Okay, we know why he's scared. He's scared because he wouldn't have enough clients. So what do you need to do to remove that fear that you would have enough clients?

Well, I—I need help with getting clients.

Okay. What? Why do you think the way to get clients is whatever you sell? Organic content, paid ads, whatever. I don't know.

Well, I think paid ads are the way because of blank.

Okay, makes sense. Why us?

Well, I've seen that you've crushed it with paid ads or organic, whatever you teach. And therefore, I know that you can help me fix the problem, which is getting consistent clients so that I can open my shop. You see how it all connects together?

Yeah, understood.

Yeah. All right, folks. That's pretty much as far as we're going to go in the role play because the second half is a lot—lot—lot easier if all of you slow down to gather all the data. And I don't want to overwhelm you with okay, now let's get into the ownership side of things cuz you—you'll go away off this call and you'll have like, you know, 40 questions that you're trying to remember that I asked, which you shouldn't be trying to remember anything. You need to just remember the principle. I was going and going and going and going until I had a clear picture of what's going on. Then I transitioned. Okay, got it. So, this is what's going on. No selling, no convincing, no influence, just this is what's going on. Is that accurate? Now, the prospect's like, number one, this guy is not trying to sell me anything yet. I feel comfortable. And number two, Jesus for the first time in his life feels like he's on the phone or on a conversation with someone that actually can clarify everything. Jesus as a barber and even most business owners have never gone and written down, okay, I've got this many clients, this many from organic, this many are existing, this many are new clients, this is my Instagram, this is how much it's growing per month, this is my average monthly income. He—Nobody does that, guys. When you do that, your prospect views you as such a professional that they'll want to have the deeper conversation with you. Okay? Is this making sense to everybody? Put in the chat if anybody's confused.

Yeah, I kind of had a—I had a ton of little light bulb moments. It's—it's almost like you're asking the questions, you're getting the—you're getting all the specifics. Um, not so much for gathering the actual specifics. Or maybe it is, maybe I'm wrong, but for the—the prospect to feel like, holy [ __ ] yeah, this guy like is really, you know, uh getting into the details and no one's ever done that before. Because even me, like as a prospect, I'm feeling that like, holy [ __ ] like this guy is—is reading me like a book. I wonder why. And that's kind of where my mind goes.

Yeah. And then people say in a—in a phrase, don't shoot the messenger. And they say that as a phrase because it's something that people do. They shoot the messenger. We can flip that to be a positive, which is the person that is helping you get all of this clarity and asking all of these questions, you're now going to view that person as well, if this guy is going so deep into all of my data on my current client acquisition or lack thereof, my current situation, imagine what it's like when I'm a client. How detailed are they going to be when they help me get clients? They're subconsciously thinking this. They're like, "Okay, this guy wants to know my income, my expenses, percentages, ratios, everything. Holy [ __ ] if they're doing that before I'm even a client, like what level of comfort am I going to feel when I become a client and they do this level of detailed analysis to help me solve the problem?" If someone can get this much clarity on the problem, the assumption is, and it is an assumption, guys, which is why I said the phrase is don't shoot the messenger. The assumption is they're going to be this effective at the solution. If they're this effective at clarifying the problem, they're going to be this effective at fixing the solution.

Yeah, that's really good. And yeah, this 15 minutes that we did data gathering, which by the way was—was pretty slow. Like you saw, I was cutting Jesus off quite a lot. you. I was doing that on purpose, which is perfect cuz everyone was like, "Oh, now I see what it actually looks like to just keep staying on track." You should usually be able to do that in about 10 to 12 minutes. That was a little bit longer than it usually would. Now, that doesn't mean, guys, to get your knickers in a twist if you're on a call and you're doing it for 20 minutes or 25, it takes as long as it takes. And this is the only real reason, guys, that you should twostep a call. You should not be two-stepping calls because your prospect needs to move money around. You should not be two-stepping calls because your prospect needs to [ __ ] think about it or because they need to ask their partner. Because if you do the right things on the call, if they need to move money around, you would say, "Awesome. Sounds great. Where is it? How much are you moving? How long's it going to take? Excellent. We're going to take a non-refundable down payment. We're going to get you on boarded and then you can move the money around and we'll finalize everything in the, you know, 22 and a half hours that you told me it's going to take. Then the prospect pays a deposit, which is non-refundable. They move the money around and they text you, "Hey, hey man, I'm ready to make the rest of the transaction. Awesome. Here's a link." You wouldn't be doing a second call to do all of that [ __ ] guys. Same with a partner objection. You should have covered all of that in the call. So the only reason to twostep a call is you didn't gather enough clarity whilst having enough time to do the ownership and to do your pitch and to do the on boarding. And therefore you say, "Hey, I'm clear on everything. We're actually going to run out of time to finish all of this. So, what we're going to do is we're going to do a second call this afternoon or tomorrow morning or whatever and wrap everything up because I have a hard stop on the hour and I don't want to rush you through the rest of the process to give you clarity on what we've got going on over here. Make sense? Yes. Cool. And then you would two-step the call. You twostep the call because you as the closer ran out of time, which is just it sometimes happens. Maybe one in every when you're good it should be like one in every 20 calls. When you're learning, it might be one in every 10. Okay? You don't two-step the call because the prospect wants to take control of, "I want to go and think about it or ask someone else or tell you I'm moving money around, but I'm not going to put a down payment." That's just [ __ ] guys. They've just stolen the frame. And Harry, yeah, I'm going to be watching the clock, not to not be present, but just to have a rough eye on the clock. If I'm like, "Okay, we've been 25 minutes in data gathering. I'm—I'm gonna either do the ownership and then have to cut them off before the pitch. That would be a good time to stop. You could stop them at the end of the discovery and say, you know, I've got to take you through what we've got going on over here. We've got a hard stop on the hour. We're not going to have time to do everything and I don't want to rush you and not give you enough time to ask any questions. We'll do that on a second call. So, you could stop after the whole discovery or you could stop after the data gathering, but don't roll into the pitch and then have to cut the call cuz the prospect will feel that you're rushing them. You're not giving them time to think it over on the call. You're not giving them time to ask questions. So, either after the data gathering or after the whole discovery, those are kind of two points where you could cut the call. Okay. Now, the 15 minutes that it took me to do all of this data gathering, this is why prospects won't give you those objections, guys. If you slow down and you get all the data, what do they need to think about? They can see that you're an expert. They've then gone through the ownership with you that it's their fault and they need to face their fears and they don't want to lose another $540,000 over the next 36 months. There's nothing to think about, guys. But if you do what I've seen some of you do recently, especially some of the newer folks, is rush through the data gathering because you want to get to the ownership and get to challenging the prospect and get to all of the selling side of things. All you're doing is taking that 15 minutes that you could have slowed down at the front of the call, putting it on the end of the call, which is going to be objections, and if you've left it to the end of the call, instead of it being 15 minutes and done, 15 minutes of data gathering, done, we move on to ownership. That 15 minutes turns into 15 minutes plus a two-step call, plus a bunch of text messages and emails when the prospect says, "I'm still scared. I'm not sure." blah blah blah blah blah and all it does is it just delays it and turns it into a no sale. Just slow down at the front part of the call. And if for the next two months, 3 months, a lot of you struggle to do this in a one call close, that's just part of the process, guys. You'll have to just do it in a two-step and take a bit less calls. Master it, master it, master it. Close the calls. And then as you get quicker and quicker, you start doing this in a one call close as opposed to just wasting your leads and just burning through leads, rushing through the data gathering, not doing a good job and not closing. If you don't close on the call, guys, the likelihood of it closing in follow-up is so [ __ ] small compared to the probability if you nail the one call. If you do the right job on the call, you can close at 90%. if you actually do the discovery right. But if you don't and you [ __ ] it up, that 90% turns into 25% and like a 2% extra amount of sales from follow-up, which is a very inefficient way to close. Okay. All right. Let me check the chat and see what we've got going on here. So, we've got a bunch of people saying clear. George says masterclass. Correct. Faith. You're having—you're having the moment of data gathering to get clarity, but you're also giving the prospect clarity not only on their data, but you're also giving them clarity on you as the closer. Oh, wow. I know I'm on the phone with the right person. I know I can be—I know I can trust giving this person my credit card. Think of it, guys. You're asking someone having never met you 30 to 40 minutes later to give you the 16 digits on their silver master card. That is a big ask to ask a [ __ ] stranger. Imagine if you just spend 15 minutes doing what I did. The person feels 90% more comfortable to give you their most prized possession, which is the 16 digits on their debit or credit card. Like, think of that. All you're doing is slowing down to reduce the level of fear and nervousness of someone giving you their credit card. That is part of sales, guys. That's part of the process is reducing all of the resistances to someone making what we could say is quite an irrational decision to give someone you've never met before your credit card. It's no different to dating guys. Like if you try and rush a date with a guy or with a girl and then you try and take her back to your house to have sex, she'll be like no or he'll be like no. But if you actually slow down to speed up, the likelihood that that could happen sometimes, like just one date and then that turns into something that escalates is quite probable. Everyone's done that before. People say, "Oh, no. I don't do that." That's [ __ ] You just don't do it for certain people because of the way they did or didn't make you feel. It's the same on a one call close, guys. If you make someone feel very comfortable in 30 minutes, they'll give you their credit card and they'll thank you for taking their credit card. If you make someone feel very rushed, like you're not an expert, like you—you don't know where you're going, or you're getting 70% of the picture, but you're missing 30%. They won't give it to you. Jeremy says, "Don't do that. I've heard your 365 call, Jeremy. I've heard the last 365 syndicate call, so that's bullshit." Anyway, all right, let me double check the chat here. Would you ever feel like the prospects may be

Out of the buying state if you cut at the end of the discovery? If you've really gone deep enough, Harry, they'll remember that conversation for months to come, sometimes years.

If you've gone like what I just did with Jesus was only the discovery. Even him as a fake prospect will remember how he felt as a prospect now for months. He'll be like, "Oh, now I know what it feels like to actually get so much certainty and clarity on all of the data. Even though I'm not a barber and I was being a fake prospect, he'll still remember it." So, no. Yeah.

And I and I want to piggyback to that because I was I was acting like prospects that I've had to where they're super chatty and you're just like [__] like let's just let's let's get to the brass tax. And I like my learning from this was when you you weren't necessarily cutting me off, but it's almost like you already got what you needed. Let's let's get to the next most more important question. And so that's how I was feeling like, okay, this guy's he's on to something because he's he's focusing on what's appear appears to be important. So then like that thought alone kind of like caused me to like slow down and allowed um you as a closer to take control and just start focusing on giving you specifically the information you needed. Like I felt it. So, I'll I'll remember that feeling and and that's kind of what I'm going to try to emulate, you know, to prospects. Not in a way where obviously there's all types of prospects. Some are like super chatty and some are like super dry. You got to get them open up. Some are like super huge ego and some are like, you know, very shy and timid and you have to like get that confidence up and be a little more empathetic. But like all in all, we need to get the information and, you know, to build a big enough solid enough case. Um, so it's just a it was a really good learning experience for me to like understand the nuances and like you know getting moving the conversation forward even as I'm like I'm literally trying to delay it and post and elongate it. Um, and I felt that okay this is going somewhere so let me just give him the information he needs because now I'm curious as to where where are you going with all this information you're you're getting. So that that was a very huge learning moment for me as a role player of a of a prospect. Yeah.

Let's dig in a little bit to what Jesus said there guys and girls which is he said I was trying intentionally to elongate the call. That will be a large number of prospects guys cuz they feel nervous and uncomfortable to talk to a stranger and answer your very prying questions about their life. The more the prospect feels over the minutes, as the minutes go by, you know what? This closer actually knows what they're doing and they know where they're going and the answers they're asking me are actually making sense, they start to lighten up. They're like, you know what, I'm not going to be a difficult prospect. That first five minutes determines what happens the next five minutes. That next five minutes determines what happens the next five minutes. If you start those first five minutes flailing around, not knowing what you're doing or, you know, not in the right state or trying to jump straight into challenging questions, the prospect's going to make it harder for you and harder for you and harder for you cuz they're like, you know what, I'm kind of trying to push this person away because I don't trust them. The more the prospect sees, as Jesus was saying, I actually think these questions make sense, they they'll start being easier on you. So, be aware of that, guys. You're training your prospects like Pavlov's dog in real time cuz how you show up is how they're going to perceive you. The better you show up minute to minuteto minute, the more they're going to open up to you. Okay.

The other thing I wanted to point out, which I hope some of you saw, there was probably three times in that data gathering where I I thought I'd got everything and I was about to transition. I was like, "Okay, let's shift gears." And I was like, "Actually, I I forgot something. I need this. What about this number?" There's nothing wrong with that, guys. What is wrong is if you're about to transition and that awareness comes to you of I don't have everything. You think you've got everything and then you know you haven't got everything, but you just move on. That's the issue. If you know you haven't got everything, but you're like, "Oh, I'm conscious of time or I don't want to look like an idiot going backwards or whatever." Doubting yourself and secondguessing yourself is what's going to screw up the call. And prospects can feel this. By the way, prospects can actually feel when you've got like 80% of the data. You're about to transition or even you start transitioning. And you get this awareness as the closer. [__] I haven't really got everything, but I'm already I'm already in the transition now. The prospects get that feeling of like, I kind of feel like this person is not really sure what they're doing now. they've kind of they've doubted themselves or they've second-guessed themselves or they're not following their rules. The prospect feels that. Sometimes it's conscious and they're aware. They're like, "Oh yeah, I really don't like this closer now." Or sometimes it's just unconscious. And it goes back to just because you can't see something visibly, you can't see Bluetooth, you can't see Wi-Fi, doesn't mean it's not there, guys. Your prospects can't see your thoughts. They can't see that you know you need to go back and ask another question, but you tell yourself, "Oh, [__] that. I'm just going to move on." They can't see it visually, but they can see it and feel it intuitively on a different spectrum. So, whenever you have a doubt and you're like, "Oh, you know, I kind of feel like I don't have the full picture here. I'm already about to transition." Don't doubt yourself. Just go back and say, "Actually, I I need to go back a few steps. I've missed a few things." And imagine how much trust that builds for the prospect when they see that you're actually willing to put yourself down to focus more on caring about the prospect. They're like, "Oh, this person was about to start selling me and about to transition and they've actually gone backwards a few steps." They really trust you. Then the prospect massively trusts you. Does that make sense? Yeah.

like my thought process when you were asking me the questions were this guy is is asking very specific questions that I've never really put too much thought into. He's probably going to give me the answer as to what I need to do or what what's what is wrong that I'm not seeing. That's just the feeling that I got. And even when you when you did that, cuz I did notice that you wanted to know uh I forgot what what it specifically was, but you said, as a matter of fact, what what was this number was probably like my IG number, whatever it was. Um it made me feel like, oh yeah, yeah, no, totally. What what else did you need to know so that you can solve this problem? I'm not exactly sure you're solving. And I'm I'm intrigued. I'm curious. I actually even got excited when you went into that. You know, what happened three years ago? I like, oh [__] All right. What's the answer here? So yeah, that's good. As a prospect, you feel a sense of relief that someone else to a certain extent is coming to save you. Now I don't mean that the prospect doesn't have to do the work and they don't have to commit and they don't have to take ownership. Of course they do. But when you actually feel as a prospect that a closer is digging into all of these things, you're like, "Wow, like there's hope. There's a solution." Like we're getting so much clarity on the pain and the problem and the situation. Like there must be levels to finding a solution that I hadn't even thought about before because I hadn't even thought about these layers to the problem. You start feeling this sense of like the weight being lifted off of your shoulder as the prospect. You're like, "Wow, I can actually I actually think I can do this now. Like I can actually face my fear, open the barber shop, get the clients. I can actually make it happen. It's like someone is showing you a way to see that you've never seen before. And that's like a really exciting feeling as a prospect. This is so much deeper, guys, than just selling. Like you're literally taking the prospect through a emotional transformational journey as you take them through the data gathering, then the ownership, then, you know, getting them to commit to something. They're they're going through thoughts and feelings that they've never been through before. Okay.

All right, guys. We have 10 more minutes. I'm going to ask Lawrence for any feedback and then we're going to do feedback or questions from everybody. So, get ready in the chat. If you have a question or feedback and you want to come up and share it, you can put your hand up and then I'll pull you up in a minute. Lawrence, what was your biggest takeaways cuz this was your offer. I think I've been realizing why I've been getting a lot of think about objections for the last like one to two weeks. And I think it's a lot because I'm not prioritizing coming off as a data gathering professional and really showing that care that I'm just trying to like genuinely give them that clarity for their business and I'm just trying to like bury them too early being like damn bro you're like losing this much out each month. Um so that was that was a big one and um I think it's leading them to just not be fully open and honest with me at the end of the call and then exactly what's happening with the objection handling at the end. I'm spending like 15, 20, 30 minutes and it's just like a lot not leading to a lot of clos a lot of the time as well. Yep. Take those extra 15 minutes, put it into the discovery, you'll actually not get the objections and you'll therefore close the call. So, just move that time from and this is the thing guys you know a lot of people are thinking [__] you know 15 minutes just gathering data I don't have time for that. If you actually look at most your calls, guys, you're spending 15 minutes or more in objections at the end of the call. So, you're already spending that time anyway. It's not like you're getting to the end of the call and the person just says, "Yep, I'm ready to buy." You're spending that time elsewhere. So, actually use it productively, which is put it in the discovery. Okay.

All right, guys. I'm going to pull up anybody that has something they want to share, which is nobody. Guys, what's going on? Does nobody have any realizations, feedback, takeaways? If these calls are not useful, guys, we can stop doing them. I could even while people are still thinking of their questions and and they haven't posted them yet, I can even think of um what Lawrence just said, like I've been kind of I've literally been practicing this just the data gathering, getting more information, getting into the brass tax. Like even my manager is like, "Bro, I've been noticing you've been kind of, you know, really digging in there." And that piff from earlier this week, the the 1981, that was like literally that like I I didn't even do what I normally do, which is I have my little, you know, process and these are the questions I'm going to ask and this is how I'm going to pull the exact amount of like income he has. That's my normal process. That's what I've been doing. Um, but I didn't do that. On the contrary, I just totally like bought into his story. And then when you when we found the pain, which was, you know, the guy had been he was working on a deal for like 12 years, I thought of you, Josh, cuz um I really like twisted the knife there cuz I was like, 12 years? Wow. And you and so 12 years on this deal and you you sunk over 100,000 um and you made and you walked away from that divorce with nothing. And then I paused and he was like it was just it just you just felt the impact there. Um whereas normally I would have I would have like oh I asked my questions let me go into the goals now we didn't even [__] talk about goals it was just there and then once we went there where it's like okay cool I summarize it all I have a really clear picture I was following the pillars and then we dove into the pitch and and I already knew the guy wanted to run and that's how I set it up because I I still you know make all the present all the options and then he chose the highest one because obviously he he has a burning desire to solve this problem And I didn't I did zero objection handling. It was just said the price. I heard him breathing. I was like, "All right, I got the card." And I was like, "Oh [__] cool. No objections." So, I can see how, you know, Lawrence, you know, dealing with the the time at the end and kind of shifting that. Like, I literally did that this week. It pays off 100%.

All right, we do have a few people now that want to share. So, I'm going to bring up George and then I'll bring up Chris. And if anybody else wants to share any takeaways or if you got questions, guys, then put your hand up. Hi there. You're very blurry, George. Oh, there you are. Yeah, it took a minute for the camera to to boot up. Uh, so I've got a couple takeaways. Um, first one is um, you know, right now, do we understand what their prospect's life looks like week to week, moment, month to month, year to year, depending on what the time frames is that we're, you know, trying to understand the bigger picture. Um I'm trying to me personally is you know live up to you know the initial framing for the pillars like to to really go deep. Am I going deep? Am I is that again is it just a stupid word track? It's not right. Go deep. If you're not going deep then what you know are you you're not you're saying something but you're not doing it. You're not trusting yourself. That's one thing. And then the other thing that came up with me came up that that I've I feel like all of these role plays even even they're just role plays. You know, some some sales trainers talk about like it's transformation and you know all that, but you put it so well. You said the deep discovery will linger in the prospect's mind for a long long time, right? So that even if they don't buy from you today, they're texting you a month, two months, three months later and be like, I'm ready. And I haven't had that experience happen to me before, but I'm looking forward to that. And then the other thing is, you know, you're having them feel thoughts and feelings. You're having them go through thoughts and feelings that they've never that they haven't gone through before. Yep. That's the transformation. And and to have to be able to do that on a call or just in life in general, right, makes you a unicorn. People remember people that make them feel a certain way. And if the skills and the tools that you have can make people feel emotions that they don't usually feel or intensities of those emotions that they don't usually feel or a process of going from one emotion to another to another to another and this kind of roller coaster of emotions that nobody's ever made them feel. You are creating color in their life when their life previously felt black and white. They'll never be able to unfeill that or unsee it. They're like, "Wow, this person took me on an emotional roller coaster that I've never been on before. I've never felt so certain or so clear." Or a big one that most prospects will feel is, "I've never felt led like this before. I've never felt what it feels like to actually have true leadership in my life." Not going off on too much of a tangent, guys, but like millennia ago, people's parents were like Spartan warriors and gladiators, real men and real women, real leaders. Now, most people's parents sit in a cubicle. Most people aren't in the military. Most people don't have a military general guiding them in life. Most people don't know what it feels like to actually be under the influence of real leadership. And when they feel that for the first time, they're like, I feel like I've been transported back to, you know, the medieval time where I'd actually have a king in front of me that's like guiding me to do something. Most people don't respect their parents. They don't respect politicians. They don't have anybody around them that's a role model for them. That's 99% of people, guys. When you just show up to these calls and you take someone through a series of questions which are not pre-planned and the person's like, "Wow, I've never actually felt the presence of a king or a queen." Like that king energy or that queen energy. That's what you're showing up as, guys. You could literally wear a crown on your head and and like that's how people feel. People feel like, "Wow, I've just never been in this presence of this energy before." That's that benevolent alpha energy. 100%. Someone that is very alpha, very clear, very direct, but also very caring. Most people have never felt that spectrum of energy before. 100%. Yeah. Like if I draw it on the old infamous whiteboard, if we This is like energy, right? This is in fact it would probably be more like this. This area under here is what most people feel as far as the energy around them, which is low, low frequency, boring people, not interesting people, confused people, disorganized people, people that have limiting beliefs, mind viruses, scarcity, which by the way, all of those things are the things that will be solved by you going through the launchpad, becoming someone that has thrive from the financial target, greatest mission of your life. Someone that has emotional control or stability, someone that has omnipotent beliefs, someone that is organized and clear by actually doing the schedule. Most people don't have this. And therefore, what most people feel in their life is the energy that's all the way down here. If you actually went back to medieval times or or times of like Spartan warriors and gladiators and things like that, you would find that around you there were a lot more people that were up here as far as king energy, queen energy, warrior energy, and magi magician energy, which is, you know, the old alchemists, old people like Gandalfs, you know, the legalasses. is I don't really know an example of a queen but queen energies or princesses energies you know Cleopatra things like that this energy is very rare these days politicians very rarely have that energy your parents very rarely have that energy your friends very rarely have that energy so when someone has spent all their life living in this energy space with the people around them and then they hop on a call and boom they're transported to feeling this energy they'll never forget that it's an experience that they can't unfeill. So, if you want to resonate and have uh sorry, exude this king, queen, warrior, magician energy, part one of it, which is why it's part one of the mastermind is go through the launchpad. People can feel when you have drive and direction and a mission. People can feel when you're stoic and stable and emotionally grounded. People can feel when you have these irrationally crazy positive beliefs. I don't get sick. Money grows on trees. Money flows to me in abundance easily. People feel you when you're around that when they're around someone with that energy. People feel how calm and relaxed and present you are when you're organized. When you're disorganized and you and you get around someone, they feel that nervousness just being around you. They feel neurotic just [__] being next to you cuz you're like, "Oh, I don't know what I'm doing hour by hour and I don't know what I'm doing tomorrow and my bank accounts are all over the place or whatever." They feel that when you actually become this person, your aura, which is a field of energy around you, it changes. Most people's aura, guys, is very, very, very thin. Like they have no aura and it's very low frequency. If you increase your aura, it becomes oh wrong color. It becomes broader and it becomes so it becomes larger and it is resonating at higher vibrations and people feel that. Now by the way just based on that diagram look at the the the distance from the person that the low aura is spreading

Out from very, very small. When your aura grows and you have a much, much, much, much larger aura, this is how you're able to attract prospects; you're able to attract better prospects. You're able to attract a better offer because your energy is spreading out further away from you, and then it touches the things that are out there in the universe, and and they it becomes like a magnet. It just pulls it towards you.

Whereas when you have no aura and you have no energy, everything that you want that does exist that is out there in the world, it's out [ __ ] color. It's out here. You're not connecting with it because your aura is so feeble. Whereas if you start broadening your aura, you're able to—it's almost like a a fishing rod. You're able to, with a hook on it, you're able to hook the things that you want and bring them towards you. Make sense? All right, great.

And to to kind of uh um piggyback off of that, Josh, because I I mean, this this is literally, you know, it's never crowded on the extra mile. That's what the premises of this this all is. And I'm seeing that now. And when I I love that George brought up the beloved and alpha because I actually wrote that down and I actually want to add it to my pre-call checklist. I think this is where I'm seeing the correlation with with M's fourth commandment, the process focus outcome detached. Because when you have that aura and people sense that aura and at the same time you're you're you're getting to the nitty-gritty um and you're detached at the same time, there shouldn't be reasons for, you know, the prospect to have all these objections because they they've already felt your aura to begin with. And as opposed to them, you know, combating that aura that was a very welcoming aura um that challenged them that, you know, got them to uh the the ownership, it should pull them towards you, and that's how you eliminate, you know, the whole aspect of of the objection handling. I don't know, they're just little connections that I was making in my mind as I was listening to you and seeing the diagram in the book and, you know, M's commandments. It It's clicking. Love that. Things will start to click over time, guys. Stay with that open mind, like Wayne Dyer says in the book. All right, final points from Daniel and then we'll wrap it up, guys.

Hey, how are you doing guys? Doing fantastic, father, and yourself? You too? Yeah, I'm doing great. I'm doing great. So the thing I uh it's just a takeaway from from today and it's really based on during the discovery. I was just like thinking, I don't understand why we're going down that route if we're not selling, you know, we're not going to sell them uh uh let's say uh coaching on being an entrepreneur. We're not going to sell him; we're not going to rent him a new place to move to. And all this was in my mind, but uh we sell marketing, right? But then throughout the discovery when numbers show and when those kind of uh you know, ESP specifics details start to click together, I said, okay, now, and it came very clear when you talked about his fear and what we're actually trying to do—helping overcome that—I say, okay, that makes complete sense now because if he understands that having a 48-client week at $40, he is $20,000 now. He only needs to save for like a month more or two where he is. He doesn't even need to move to have enough money, enough capital, and to see that he's he's able to pack his his, you know, his agenda with 48 clients per week. That will move him into his own place, 10 more chairs, do marketing for everybody, and offer them a full pack week and get tons and tons of money. So, it's all in the discovery because it's again I noticed that we we I I still in spite of knowing that I shouldn't be doing that, I'm leading instead of asking, right? I'm trying to figure out how to make him see that I believe he should, and that doesn't work. Nope. If he gives the data, he's going to come to the same conclusion at the same time that I do. It's like, oh, wow. Okay. So, marketing does make sense. Now that what I sell, if I know what I sell, if I know what I am good at, I I I will know how to feed myself into the bigger plan because I'm not going to solve his whole life. I'm going to solve the marketing part. That is what he's fearful about. He's basically saying, I I don't know if I should, and and right now he shouldn't cuz he he's not going to be able to pay for rent, right? So, he has a really cool condition right now. He pays 250 per week. Stay there as much as you can. Bad. Worst thing that can happen is your your body will tell you, just join me. Just become a partner here. How are you doing to put all these people in your chair all day long, seven days a week? Let's do that together. And you know, he he'll become a partner where he's just the homie with the, you know, the homie this kind of that. So that was today was just like a wow. It's just let them let them speak, understand, and you know, if if you're smart enough, which we all are cuz we're here, we're investing ourselves. Uh, just trust the process. It will show you the right the best way, and it will show them too. Basically, they will just confirm what they felt on the call when you pitch them. They're going to say like [ __ ] Yeah, of course. That's it. I love that. I'm going to diagrammatically uh go a little bit deeper on what Daniel said and then we'll wrap up because that's very, very, very important what Daniel's saying. So let's look at the different variables that we have on a call. This is the data. This is this is you as the closer. Okay. And this is the prospect over here. Okay. There's three things: the closer, the data, and the prospect. Okay, from these things, you know, my thoughts, the data, the prospect, we end up with a fourth thing that is a like if we if we looked at it as a mathematical equation. You've got closer plus data plus prospect equals conclusion, which is what Daniel was saying is like the obvious thing that needs to be done. Okay? And from the closer from the data and from the prospect we get the conclusion. Now so from from this data which is created through the input of the closer and the input of the prospect we get the conclusion. Okay.

Now what most of you are doing wrong is as the closer, which is what Daniel is saying, you're trying to ask questions to lead to a conclusion that you want. I'll ask question one. I'll ask question two. I'll ask question three. I'll ask question four. I'll ask question five. And then I'm trying to get my questions to lead to the conclusion that the prospect would look at and go, "Oh, yeah. I need to buy Lawrence's marketing services for the barber shop." Now, the problem is, have any of you heard the phrasing which is like if you if you tell someone something, it just goes in one ear and out the other. But if you help them come to the realization themselves, then they'll actually have that realization and believe it. Even if the conclusion was the same in both examples, what you need to do is not try and get to a conclusion. You need to ask questions that clarify the data. And then once the data is clear from your questions, the prospect is looking at the same data and the prospect is going, "Oh, from the data I draw the conclusion that I need to do this." Now, the key difference is who drew the conclusion. If you draw the conclusion as the prospect, no sale. If the prospect draws the conclusion, it will make a sale. Does that make sense, guys? If you try and draw the conclusion that you want, even if it was the same conclusion, the prospect doesn't like that you drew the conclusion.

Now, why is that on a on a more deeper spiritual level? It's because the real thing the prospect wants is is twofold. They want the result, but they also want the pride that they created the result. This is why when people win the lottery and the result that they've always wanted in life is more money, they don't actually feel good and therefore they blow the money because they didn't actually get the emotional feeling that they wanted and they end up not happy again. People don't just want the result; they want the feeling that they created that result. They want the ownership. They want the pride. They want the trophy. They want to hold that trophy up and say, "I won the race." They don't want to just get the gold medal for being the sprinter, but they actually just stole the gold medal. And so if you try and draw the conclusion for the prospect, subconsciously they have a defense mechanism which is even if this is going to get me the result, I won't feel the pride because I didn't come to the conclusion myself; therefore, I'm not going to buy. Does that make sense? It's a defense mechanism because people don't want to invest in something and get half of what they want. They don't want to get the result but not get the pride of it. They want to feel like I got the result and I can look in the mirror and tell myself I'm going to pat myself on the back because I got the result myself. This is why people don't like asking for help, by by the way guys.

And I think for this same reason, Josh, we literally just kind of trained uh I forgot when it was, probably last week or the week prior. Um, I forgot who it was that was doing the role play and I think it was a gym offer. He was asking uh questions that were leading questions. We had the analogy of like digging in the right place, and I unders we understood what he was looking to do which was, you know, process of elimination and at the same time we we can get that information by, you know, asking broader questions and maybe pausing a little longer to allow the prospect to just get get that information out without making them feel like we led them to that—hey, is this what you're looking like? Is it would you say or you know all these you know implications that were imposed closing on on the prospect. It's it's take it's chipping away at that pride that um you know it's I was led here versus I freely gave you this information. So I freely you know uh you know came up with a solution. So it it almost ties back to that in terms of you know it has to come from the prospect. Yeah. So Harry was asking why and and you probably want to write this down somehow guys. I don't know how to phrase it, but Harold is asking where does this pride come from. And what I'm going to give you now is a very good belief to have, which is, and I'm going to explain it as a story. Imagine if you had to do an exam, right? And on the exam, you know, you want to get an A+, okay? And you sit there in the exam hall and you cheat. You look at the person next to you that you know is the number one student in the class and you just copy all of their answers as the result. You'll get the A+. But how will you feel? You'll feel bad. You won't feel good even though you got the grade that you wanted and you got the result. You won't feel good because you know that you didn't actually create that result. Okay. So Harry's question is where do you think that pride comes from? And the belief that I have guys is where this belief where this comes from is a belief that is inherently people are good people. Love it. People are good people. People don't feel good if they cheat at the exam. Even if they're like ah they have this it's called cognitive dissonance. It's like a part of them feels good cuz they got the result, but a bigger part of them feels bad. Now, where does that come from? Well, correct me if I'm wrong, guys, but I can't think of any other place it comes from other than people are actually good people. People actually feel morality. They actually feel I got the result, but I didn't actually deserve it. And this is such a good belief to have, guys, in a sales context of people are good people. That's why they want the result, and that's why they want to feel like they created the result cuz they're good people. They don't just want the result and to cheat their way to getting the result. They have, as Ben says, great point, Ben. They have a conscience. They have a soul. They know their spirit. They know whether they're going a little bit extreme with the analogy here, guys, but they know, subjectively speaking, whether they're going to go to heaven or they're going to go to hell. And you don't go to heaven because you were an A+ student. In fact, you would be more likely to go to heaven if you get a C, but you got the C than if you got an A+, but you cheated. Yeah. On top of that, just to piggyback, Josh, it's because I had this conversation last week with a person, really good friend, and he said, "Yeah, Daniel, but not everybody believes that they're going to heaven or hell." It's like, it doesn't matter because then they they do know if they live in heaven or hell, right? So, it doesn't matter if what they what what's going to happen after they die at all. It's like their their conscience operates today where they're at; they know if they're doing the right thing or not and they know how they feel about it. So if given the choice, everybody would choose the good path. If it was just like, you know, something they would know it would work for them. So it's not it's not where they're going; it's where they're at as well. Yeah. I I saw that on Instagram literally yesterday from a guy, very, very smart guy called Owen Cook, and he said, "Heaven or hell is not a place you go; it's a state that you're in. You're either in the state of heaven or you're in the state of hell. You can switch from one to the other, one second to another, just simply based on how you're showing up. If you're actually showing up as, you know, I'm getting a C. I'm getting a C. I'm getting a C, but I'm a noble person. I have values. I have morals. I'm trying myself, and the result I'm currently getting is a C versus the person that is not willing to get a C on their own. So they go into the exam hall and they cheat and they copy someone else and they get an A+ but they're actually going to be feeling in the reality of living in hell because they're conscience 100%.

So going back to a sales context, guys, all you need to do in the call is gather the data, and the prospect is going to be looking at the same data that you're looking at, and the prospect is going to draw the conclusion of oh [ __ ] this is really bad, and it's really bad because of my own fear of not taking the actions that I need to take. Therefore, the conclusion is I want a better result, and I want to get that result based on me doing the things that I need to do. When they have those two conclusions—I want a different result and it's me that's in control—that's when they choose to take action because they're going to get a result and they're going to be able to feel the pride of they actually earned the result. They earned it. They deserved it rather than just cheating. Okay. Now, one final point that I want to give you on this guys is which is why a lot of closers struggle to do this. So, I want to get ahead of this. They say, "Well, what if we gather the data and the data is that when the prospect looks at that data, they go, you know what, the conclusion is as as some of you were pointing out on this role play, maybe Jesus should just, you know, stay at the current barber shop and not open his own barber shop." What if the conclusion from the data is that someone shouldn't buy my pro buy my product? Well, there's there's only really two outcomes for that, guys. Outcome number one is you do the right thing and you show them the data and the data says, you know what, actually this is not the right thing for you. Well, I'll tell you from experience, if you lose one sale in a hundred because you actually did the right thing, which is show them the data and let them come to their own conclusion that they shouldn't buy your product right now. Of that one call that you lost out of 100, you'll make 20 to 25 back. That will be better prospects that turn up to your calls, easier prospects that turn up to your calls. You'll get on a better offer; you'll have more lead flow just because you did the right thing. So, in the bigger picture, you'll make so much more money back. Okay. The second part to it, which is tied into why this number is one out of 100, you've got to remember guys, as I say time and time again, it is inbound sales. Which means, guys, relatively speaking, before they even turned up to the call, they already knew the conclusion was that they need to buy your product. So, there's not like, oh, I I I'm going to do it this way instead of just try and lead them to my product. Is that not like rolling the dice? No, guys. It's inbound sales. There's no rolling the dice and hoping and praying and, you know, oh, well, you know, most people won't want to buy my product, guys. They already watched a video and an ad and they got through enough videos, ads, content to decide, I'm going to book a phone call with you and turn up to that phone call. They already have the conclusion, guys, that they need to buy your stuff. It's not It's not like you're going to take them through the data and you're going to randomly find that 20% of the time or more that people don't need to buy your program. No guys, it's inbound sales. So that number will be less than 1% that actually turns out to be point number one. And when it is 1%, just zoom out and look at the big picture and you lose one sale and you make 20 sales. If you just zoom out to the bigger picture. Does that make sense, guys? So, don't have this worry or this fear that if I'm not in control and leading the conversation to the conclusion that I want, I'm going to lose a bunch of my calls. No, guys, you're not. If you you're actually going to lose your calls by trying to take them to a conclusion. If you let the data draw the conclusion, I will tell you from experience, the numbers are 99 to one that they're going to need to buy your solution today. And you can distort these numbers that it becomes your close rate becomes 15% instead of 90%. And the thing that distorted it and made it worse was because you were trying to lead them to a conclusion. Don't do that, and you'll actually go back to the authentic numbers of inbound sales which is 99 out of 100 prospects need to buy your solution today. That is why it's inbound sales. Does that make sense, folks? Yeah. And and on the top of that, it's just a smarter just to be willing to lose that one sale that was not ready or not ready not that that we couldn't really serve because if I make that sale, I'm going to [ __ ] my own state. Is it not going to help me close the other 99 that really do need the service? I'll be I'll not be honest with myself and them. And that's basically just throwing out the window everything we're building inside. So, doesn't make sense 100%. All right, folks. Does anybody else have anything they want to share or any questions? Put it in the chat, guys, or put your hand up if you got anything you want to share or any questions. You're welcome, Brian. All right, looks like Oh, we have iPhone. Whoever is iPhone, the mystery person. That's me. That's me. How you doing, Josh? What's up, brother? How you doing, Daniel? Doing amazing. This is um amazing training. I got a quick question off of what you mentioned at the end where it's like they've gone through a bunch of videos, you know, they already know that they want to buy. So would you also hold the belief that everyone that books in a call with you already know like that's what they want to do and not like for example

I'm sitting right now, and one of the questions that I ask is like, you know, why trading or why us? Are you saying it's even unnecessary because they already know why us and why trading? You still need to get them to express it. You still need to get them to tell you and to tell themselves out loud.

What I'm saying is that with inbound sales, guys, there are three things that are a guarantee when it's inbound sales. The guarantee is their current situation is not where they want to be. They have a desired situation that is where they want to be. That is not their current situation. And they know that the bridge between those two is their own lack of taking the right actions and taking the wrong actions, which is ownership.

With inbound sales, guys, what you can guarantee for 99 out of 100 people that turn up to your calls, they are not where they want to be, and they know it's their fault. And they know that your vehicle is one of the ways that they can get there.

So, as far as like what are the unknown variables that we're trying to find out, like, well, there's no unknown that they don't like their current situation. There's no unknown that their desired situation is something they're uh desiring, and there's no unknown that deep inside of their heart and soul they know that it's their fault. So, that's what I mean by inbound sales. They have a distaste between their current situation and their desired situation, and they also know that it's their own fault. Does that make sense?

Makes makes perfect sense. Thank you.

You're very welcome. All right, guys. We are done. I'll see you all in school. I'll see you inside the mastermind. Have a wonderful rest of your day, and I'll see you all on the next training. See you soon, guys. Bye. Thank you, Josh.

You're very welcome. Oo, that was a deep one.

If you do not master your data gathering in sales, you will get objections. You will get follow-up. You will get no sales. You will not make the money that you want to be making.

If you don't understand the spiritual side of sales and the big picture and being able to understand how everything ties together, you will be spinning your wheels. You will stay at your current level. You will not get to the next level. You will not enjoy selling. You will not make the money you want to make. And you will not live the life that you want to live.

If you know that you want to accomplish, as I drew on that whiteboard, going from your current situation to your desired situation, and you are an honest, rational person that knows the only reason you're not already there is your own fault and you want to get to work with me directly to get access to the training, the mentorship, the support, and the community that allows you to bridge that gap, then you know what you need to do? You need to join the mastermind and get on the inside. You need to get around the other unicorns like you saw on this call that are training, that are pushing the ball forward, that are actually committed to mastering scriptless selling, mastering the internal mastery so that they actually accomplish the life that they want to live.

So the question is, do you really want to accomplish the life of your dreams? If the answer is yes, then the reason it's not currently happened or not currently happening is because you're not actually getting the mentorship and the training that you need to accomplish it. How many more days are you going to continue to go without the inputs that you know will lead you to the outputs that you want? If the answer is not another day, click the link below this video, and I will see you on the inside.