Transcription
Today, 30 MPC is sitting down with Jeremy Lee Miner, who is a master of sales psychology. As sales people, one of the most frustrating things is when prospects don't respect or trust us. And that's because we're battling the stigma of being a salesperson. And Jeremy's going to be breaking down nine psychological sales tactics that instantly raise your status with prospects. Let's take this all the way to the beginning of the sales cycle, from the moment my prospect picks up a cold.
"Mhm."
"What are some things that sellers do on the phones that immediately lower their status?"
"Your mama even said, 'It's not what you say, son. It's how you say it, that's your tone.'"
So, a lot of it's going to be your tone and interrupting the pattern. We call that pattern interrupts. So, prospects are used to cold callers for telemarket. It's either this approach: "Hi, my name is, I'm with XYZ company. The reason why I called you was..." and try to spit out as much information you can about features and benefits and hopefully they pray that they'll stay on, and we all know that doesn't work that well, right? Okay. Or the next one I've seen, which is a little bit better, actually works a little bit better, is like, "Hey John, just so you know, this is a cold call or this is a sales call, and I want to have two minutes of your time, and I'm going to, you know, show you XYZ, and you can decide if it's good for you or not. Fair enough." A little bit better, but all you're going to do now is now you're in prove mode. So I got to prove it to you, and you're going to talk.
"And what are they mainly going to do then?"
"Oh no, we already have somebody for that. No, I don't think we're good." Push back. So it's like, but you're making it like, when you say this is a sales call, like you're making it like that's a bad thing. So instantly their guard goes, "Oh, this is a bad thing. So I don't want to do that." Okay.
So I went from door to door to B2B. So I went from selling to consumers, homeowners, okay, like $100 monthly thing, to then selling, you know, $2 million deals. A bit of a, a ball game change. Okay. But the same principles applied. I'm interrupting the pattern when I knock on the door or if I call on the phone. And I remember one day, like a couple weeks in, I was doing, you know, pretty good, actually. I had some papers when I was cold calling. I was just kind of thumbing through them, but I kept doing that, and I just noticed they stayed on even longer. And I'm like, "Interesting. Okay, so they're hearing the papers." I know it sounds stupid, but I'm just interrupting the pattern. So, I'm not going to say, "Is this John? Is this Mary?" Because that implies what?
"You're a stranger."
"So, the guard's already up. I'm just going to act like I already know them. I'm like, 'Nick, it's Jeremy. Jeremy Miner, uh, with XYZ company. Hey, I'm holding a copy of the uh, 2025 uh, top realtors in Simol County report. I was wondering if you could uh, possibly help me out for a moment.'"
"You're acting like you're supposed to be there, like as you're already familiar, as of equal stature."
So what his brain does is like, "Who's Jeremy Miner? How do I know him? Did I meet him somewhere?" Like, he's never going to say, "Who is this?" Because you, you guys have probably got a call like, "Hey, it's, it's John. John Smith. How are you?" And you have no idea who they are, but you're like, "I'm good. How are you?" You automatically do it. You, your brain can't go anywhere else. And then your brain goes, "Who's John Smith? Who's John Smith? How do I know John Smith?" while they're talking. And you sit there and just, it just interrupts the pattern. Gives you more time. That's all I'm doing. I'm interrupting the pattern. Okay? So, familiar tone. Tone matters.
Another example, let's say if I'm selling some type of, um, you know, like AI software or AI dictation device for hospitals, you know.
"Yeah."
"I'm holding a a copy of your uh, recent, the 2025 recent reviews from your your doctor's uh, XYZ reporters. Wonder if you could help me out for a moment."
"Sure. How can I help you? What's going on?"
"Well, I'm not even sure if it makes sense for us to talk. That's where I start. I'm pushing them away. We call it selling the exit. I'm selling."
"Well, I'm not even sure if it makes sense for us to talk. Um, I saw that you were ranked number 59th on that uh, county report last year. So, well done. I actually work with a lot of agents that actually sell your type of home property value. And after looking at uh, kind of your like, you know, the results you had with the 37 sales last year, I, my boss had me call to see if you would be opposed to looking at, you know, whatever, looking at a new opportunity, blah blah. And then at the end, like, would you be against talking about that?"
So I'm, there's things I'm going to plug in there. Okay. So.
"You're not even sure if it makes sense to talk. It shows that you're unattached. You're not clingy. You're not needy. You're not like, 'I, I need to meet with you.' It's like, 'I, I don't know if this is even worth it,' kind of thing."
"The other thing that I like you're doing, Jeremy, is you're giving them some piece of context for like the direction the call is in. You're like, 'Top realtor, page two of your VSSL, doctor reviews,' versus 'This is a cold call. Can I tell you why I called?' And they don't know. Are you calling from a collections agency? Are you selling software? Are you selling life insurance?' So it starts to get them in the, the headspace of the thing that you might solve for, is what I think you're doing too."
"Results, results-based thinking."
"So I want to ask you about how this actually materializes the moment that you hop on the Zoom meeting with the prospect. Because what I'm hearing from you is step one is you need to be telling yourself the right story. I'm not trying to close Armand. I'm trying to help Armand solve his problem. We're doing it together. And so I can master my own internal, uh, perspective. Problem is, I know a lot of prospects get on with salespeople and they see us as lower-class, not helpful, swindlers. 'Just give me the information and get out of my way.' And I've seen a lot of sales calls where the prospect is, they don't even want to be helped because they don't want to touch you."
"Yeah. And isn't that interesting because if, if you're talking about, you know, if you're getting on them with Zoom, they have that mindset, yet they're still on there?"
"Sure."
"That's, that's interesting, isn't it?"
"Well, my question is, so you're right. They've showed up. You get on the call. Armand, your prospect joins."
"He's three minutes late."
"You can tell he's kind of multitasking. You see he might be on Slack on the side, and he's like, 'So, so what do you got for me, Jeremy?' and he's already a little..."
"I wouldn't even let him, I wouldn't even let him get to that point. Okay, that's the problem. Most people are like, 'Hey, how's it going?' 'Uh, yeah, I'm doing good. What do you got?' Like, they just set it up like you're just like here. Okay. Like you're like going into the fake rapport, and prospects have heard it a million times. So when I get on there, like, you know, they're like, 'Oh, I'm sorry I'm late.' Well, should I guess I can forgive you at this point? What am I going to do with you, man?' My tone, right, is how they interpret my intention. Okay. So what happens? I'm not doing that to be the class clown. I'm doing that very strategically because what happens when a human being laughs? That releases what's called dopamine from your adrenaline glands. That goes to your brain, and your brain calms your nervous system. So instantly the prospect is starting to disarm themselves. So when I say 'disarm the prospect,' you guys hear me talk about scientifically, I'm saying, 'How do I calm their nervous system?' So when I get, I might do something like that, and then like, 'Okay, so let's say if it's a booked appointment, it's going to be different, obviously. If it's on the phone, outbound, or cold call, there's tweaks, but like, okay, so let's say if you, what do you guys sell? What do you like, digital marketing agency? What do you guys sell?'"
"So we, uh, in large part, sell like enablement programs to sales teams. So a team might work with us to help them learn how to cold call, for instance."
"Okay. So, same thing. So, okay, so looks like you uh, booked in on the calendar about, uh, hey, crazy idea, maybe learning more skills to help you sell somewhere to grow your business, right?"
"Yep. Exactly."
"Right. Okay. So, see, I'm right into the result of why you're on there. I'm not saying, 'How's the, like, where do you, where are you guys at? Where do you guys live? Like, how's it going?' Like, 'I, did you see the game last night?' That's all fake rapport."
"Just, it's, most people just like, they just, even if they go with it, the guard starts to come up."
"You're talking about the, the deframe and reframe. You're actually playing into the frame and belief systems that they have about every other salesperson that has acted that way."
"That's a behavioral pattern. Yes. And the, the brain, the survival part of the brain recognizes patterns. So they've heard this before. So, where does our brain go? 'Oh, salesperson.' Yep. 'I know where this question is leading. I'm going to go surface level.' Okay. So, what I'm doing there is taking them because what's the first question that any prospect or like you that you probably are asking yourself anytime you first start talking to a salesperson? 'How much is this...'"
"Costing?"
"Going to cost? That's called cost or price-based thinking. So, every prospect you talk to, that's the first question on the, like, they're thinking that. Okay. So, is that something I want them to stay in that way thinking the entire conversation? Probably not. So, I want to take them out of that way of thinking into a newly system of results-based thinking. Okay. So, that's called..."
"Well, right here, this called results-based thinking. Okay. So, how do I get them in there? Did you see what I did? Oh, so you're like a sales. Okay. So, looks like you booked on the calendar about, uh, you know, you're getting some advanced skills for your team to help you grow the business even more. Right?"
"Right."
"See, they're not buying for you guys. They're not buying sales training. They're buying the results of what the sales training does, which is to help grow the business even more. Okay. So if I'm talking to a small business in your, your thing, I talk about, 'So you can help to help you really scale the business. Right?' I'm talking to a bigger business. I don't want to say scale because that offends them, especially enterprise. Right. So, 'to help you really grow the business even more. Right?'"
"Right."
"See how I'm already getting them to the end result? So I'm already starting to reframe them with the very first question. Now, how do, how do your leads come in? Just so I understand."
"Typically, we would be outbounding people. So, we would be reaching out to people over email or cold calling."
"Okay. So, I know, I know we you were talking to one of my associates. What was it that you guys kind of went over that caused you to feel like, 'Hey, maybe, maybe I should look into this a bit further?'"
"Yeah, you know, our reps have have been struggling on the phones a little bit, and I've heard of you guys at 30 minutes to President's Club, and I heard your stuff is pretty tactical, so I figured you guys might be able to help."
"Yeah, it's, it's a big reason why people in your space come to us. For sure. You said struggling. Um, what do you mean by struggling? A lot of our reps when they start to come up on an objection, they just start to like stammer and speed up and start rambling, and the next thing you know, they've lost the prospect's respect. They've got a decent opener and a decent pitch, but when it actually comes to the first objection, they, they kind of freak out, and they usually get hung up on pretty quick."
"That could be trouble for you guys. Um, what were you hoping could happen by possibly working with us besides just overcoming objections?"
"Yeah, I mean, ideally, with the reps step into the phones more confidently, and they actually like start to hit their quota as opposed to..."
"Might be a good thing."
"Yeah. That, that's usually a good thing in sales."
"Okay. What do you, what do you guys sell? Which, what industry are you guys in?"
"Yeah, we sell life insurance."
"Yeah, it's the biggest industry we actually train. Um, okay. So, and how many reps do you have?"
"Now I'm in situation questions. It felt like you were trying to figure out how you could help me."
"Just like a conversation, right?"
"Yeah."
"Not scripted or anything. Okay. So, the first three questions I asked you were what are called the ENPQ connection questions. So, my first job in that first little opening space is to take the focus off me, put it on you. Every sales person can do that. That's sales 101. Like, 'Stop talking, idiot,' right? Telling is not selling. Number two and three is where most sales people struggle. Two, right here is I have to disarm the prospect to get their guard down. I have to be more neutral in the beginning because how much trust and credibility do you have in the first 30 seconds?"
"You have negative trust and credibility."
"Negative trust, right? So, so many sales people try to come in there, assume the sale in the first 30 seconds, and the pros, they, well, 'I, we're just looking.' 'I'm not saying we're going to buy today.' And the guard's already up in the first 30 seconds, and now you got to compete with the damn wall to get it down. I'm like, 'Why do you want to compete with the wall now?' Do I know I can help them? Yes. Do they know that I can help them in 30 seconds? Probably not. So, as I build the gap from where they are to now where they see they can be, and I get them to feel that pain that they're in, and they have the past, have a fear that it's going to keep happening, then I can get far more assumptive. I can do anything I want. I can challenge them. I can do anything I want. They're going to do it. But if I try to do that too early before the trust is there, good luck. So you could simulate, 'Hey, so like when you were talking with Brianna, like what was it that you guys went over that caused you to feel like, hey, may, maybe I should check into this?'"
"Yeah."
"And so they feel like you're thinking about what you're asking. So it feels like they're just talking to their friend."
"Yeah."
"But if I'm like, 'When you talked with Brianna the other day, what was it that you guys went over that caused you to book the call?'"
"Sounds kind of scripted."
"So the guard goes up. And besides just the objection handling stuff, what were you, what were you hoping could happen by us possibly training you?"
"See, what were you hoping could happen? See, now I'm getting you to now start qualifying to me, not me qualifying to you. I'm already starting to do that by the third question."
"Could you unpack that a little bit more? Because I was like, 'Okay, we're struggling with objection handling.' Why did you ask me that question? What were you hoping to get out of that question, more than just objection handling?"
"Because we all know that, you know, every company thinks, 'Just the objections, just the objections.' I, I'm finding out like, what are they saying and asking that's triggering the prospect to have uncertainty that causes objections? Because if I, we just go in with objections, and that's the only problem, we can find the gap's maybe this big. But if I can also help them find that, well, you're getting the objections because the way they start the call automatically too assumptive, you need to be more neutral. You know, your email campaigns that are going out, like really, really salesy, you know, that's causing you to have low show-up rates. Uh, what else can I find out? Like, your tone out of your pro, your sales people sounds like a monotone, scripted robot. So now, like I get five, six, seven problems. The gap is so big, and I help them relive the pain of what that is doing to them. By default, their brain starts to have a fear of what? Future pain. And so by that point, there's no way they, I mean, maybe one problem, they're like, 'Maybe we can figure this out ourselves.' But if I help them find five, six, seven problems, there's no way they're going to figure out by themselves. So I become way more valuable, and they pay way more because I can solve their problem the best. So you've then asked me a couple of different questions where you've identified a problem and then you've tried to spread the problem, not just into objections and then beyond objections. So what happens from there?"
"Okay, so, so here's the thing. The reason why you might be asking, like, 'Well, why didn't you really like dive into that problem?' Because it's too early. You gave me a little problem in the beginning, but if I try to dive in and clarify and probe and like really build pain in like one minute 35 seconds, I'm going to get more surface-level pain. Now, earlier you'd mentioned that you said you're decent at cold calling. How do you mean by decent?"
"See, and now I'm going to start unpacking these problems. And not yet, though. As I get a little bit further, because now I have like, in about four or five minutes, I have more trust and credibility, more openness. And now we're going to really dig into the pain. But we're not going to do that yet. The first thing I started asking is situation questions. Okay, so what industry are you in? That's a situation question. So now that I'm starting to disarm them, now I need to find out what their real situation is. Most sales people, they just suck at this, and it's not their fault. I feel bad. They just have never really been trained on like, why this stage of the process is, I would say, one of the most important ones by just the first process, like disarming them. If I can't find out what their real situation is, notice I said 'real situation,' how do I build a gap from where they are to where they want to be? If I don't really know where they are, am I guessing? And guessing is not a a way to win at sales. I have to have shy. Most sales people will ask like a situation question like, 'You get, you know, let's say 50 leads a week. You're talking to, you know, 30 of those. Let's say we find out through situ, there's a lot we're asking here. Out of those 30, like, you know, how many are you actually closing?' And the company like, 'Oh, I don't know. It's anywhere from, you know, probably like, I don't know, like, you know, five to like 15.' And they're like, 'Okay, cool.' And they go to the next question. What the hell is that? Like, you didn't find out five to 15, that's so vague. So now here's how I would set it up better. So out of those 30, how many are they actually closing? Just on average, not like your best month or your worst month. I know you're not like companies out there in the field that always exaggerate their sales numbers, but realistically, how many are they closing per month on average? I know you're not like those companies out there that always exaggerate their sales numbers."
"See what I'm doing there?"
"I'm helping prevent them saying what? Exaggerating their numbers. See what I'm saying?"
"You're again, this is the identity framing thing you were talking about. You're not the type of person that..."
"Yes. I, I, I know you're not like a lot of companies out there that always exaggerate their sales numbers because how can you help them when you don't know what's going on? So, like realistically, how many are they closing? So it sounds like anytime you are trying to get the prospect to make a change, usually buying something from you, helping solve their problem, one of the big things you are considering is what is the identity state that they are in and how can I help move that identity towards the direction of solving their problem and subsequently buying whatever I'm selling."
"Let's say that we've done a good job here, and I've got Armand who, 'Look, Jeremy, if you could do this, you'd be getting a big fat commission check. If you could get Armand to be open-minded to new ideas, oh man, I got a Venmo for you.' Let's say you've gotten him to a place where he's like, 'I am open-minded. I am forward-thinking, and I do want to invest. I want the best for my business.' 'Jeremy, I really want to hear about how you can help me solve this problem.' And it comes time, maybe now for you to start telling or showing. I'm very curious about the presentation piece. So, I'm, I'm gonna..."
"So most sales people, this is where sometimes they'll have a great discovery and they'll just lose it here because they just get into talking about features and benefits, or like if it's SAS, they're like, 'This button does this, this does this,' and all it does, they, they basically talk themselves out of it because they'll bring up a feature, and then that doesn't have anything to do with solving these pro, these five problems they, they found, and it actually triggers an objection because like, 'I don't know if that'll work because we use this, you know,' and so I would have already found that out in what's called solution awareness questions, cuz I would have been like, 'Okay, so before you started talking with us, like what were you doing about solving, you know, what were you doing about finding ABC, you know, whatever solution, whatever?' Like, 'Well, we looked at this, we looked at that.' Okay, so those, those are fairly decent firms. Like, what prevented you from going as them? Well, we didn't like this, we didn't like that, we didn't like how they connected with the CRM. See, I'm getting all that data. And so, when I go into my presentation, let's say my some stuff does something similar, I know now how to frame that so much better where I don't trigger the same concerns. So by default, I don't really get the same objections. It's all, that's what a discovery call is because what I, what I now know is what mud is going to stick on the wall. The way I structure it is like, okay, so, and it depends on what you're selling. There's some different things that we do for life insurance compared to SAS compared to, you know, if I'm selling cars, compared to financial services. There's different tweaks, but you know, you're saying that your reps sometimes struggle with like, you know, triggering sales resistance at the very beginning. Okay. And because of that, the call just goes off the hooks, and by the end, they already know they're not going to buy. So, one of the biggest reasons that come to your space come to us is exactly that same thing. Like, I hear that probably six times a day, okay? Is that their reps start off the call so bad, trigger resistance, and it's pretty much over. So, just, this is pretty normal stuff that we deal with every day. So the way we solve that is, so see, I structured that, here's their problem, and here's the consequence of that problem, and then I said, 'What one of the biggest reasons why company space come to us is this same problem.' So now I'm building credibility. This is what we deal with every day."
"Telling them you're in the right place. The exact same without saying, 'We're the best' or 'We're number one,' because that's a pattern they're used to every company saying, which they don't believe. They don't trust that. So I'm doing the same thing without triggering resistance. Okay, I'm basically building credibility without saying, 'We're the best,' or 'Don't worry, but we'll do it better for you.' Like, that doesn't work. Like people are smarter. Okay. So like, so the way we solve that is, and then I go over like, you know, for yours, like how you would actually solve that. What you guys do, you help them with this, you help them with that, him this. And then the third thing is like, so really what that means to you is when your reps now get on the call, they learn how to disarm the prospect, the guards down, so the rest of that call goes so much smoother, and they're closing at a much higher level, which then helps you, like you had said, scale to $25 million a year. Now, in your mind, what I just went over, what did you see in there that you feel could really help you the most? That's the first thing I might cover. Now, the second thing we do, remember how you were also saying that when you get into, you know, trying to find problems, you're asking, you know, these questions like, 'What are your biggest problems?' and it seems like they clam up, okay, surface level. So what we do instead is we're going to help relanguage those questions where they're not really predictable, where the prospect doesn't know where the question leads, okay, and get them to defend themselves on why they're looking to make a change. So one of the biggest things as well, like an issue that a lot of companies have as well is very similar to yours, is they have that same thing is that they try to ask these questions that everybody asks, and they get the same surface-level answers. So the way we solve that for you is blah, blah, blah, blah, blah. So really what that means to you is when you ask those questions, because they're now just under open, they actually open up rather than your reps like just selling to like the surface of what's really going on. What are your thoughts on that, or whatever?"
"So see, I'm breaking it down. Here's your problem. Remember how you said, and because that's causing this consequence. Okay. So the way we solve that is, so that's logistical, like logic-based thinking, and what that means to you is end outcome. So if I'm doing a demo, okay, so remember how you said that you're having this XYZ problem with you're being forced to like hire six people to do all of this work manually. So the way we solve your invoicing issue is like, if you click this button, this does, you know, it goes this, this, this, and this. And really what that means to you is instead of each of these people spending three hours a day manually doing this, this actually happens within three minutes now. Meaning that they're able to work. They've got 15 more hours a week to actually work on growing the business. What are your thoughts on that?"
"So see how I'm like tying it all in? Not like, 'This feature does this, this feature does this, this feature does this,' and by like 10 minutes, they're already thinking about picking up their kids from the, you know, school."
"Yeah. You're taking everything you learn in discovery and you're slowly building this bridge to this is the problem, the consequence. Hey, you're in the right place. Now, they're walking the bridge over towards your side. The way we solved that is this. Here's what it means. Here's the outcome. You're very intentional with the questions you're asking."
"At the end of each of these riffs, could you talk about that a little bit more? What questions?"
"We call those checking for agreement questions. We're just checking to see where the pulse is."
"'What are your thoughts on that?' or 'How do you see that aspect helping you?' So, I'm just seeing where they're where they're because whatever they say there and how they say it tells me kind of what they're thinking. I'm listening to their tone. If they're like, 'Wow, that's really great.' Well, in what way? How do you feel like it's great? Or if they're like, 'Well, I can see how that would probably work.' Hold on. You seem a bit hesitant when I ask you that. What's, what's coming up for you? You can tell me. So, I'm listening to what they mean, not just what they say. If they are saying something but their tonality doesn't match, you are actually confronting that and you are calling that out. And I think that's something that a lot of sellers are afraid to do. But if you're picking up on this, you actually keep yourself up here when you, when you directly call it out."
"They view you as like an expert. But see, I have the right, they open up because by this point, I've got them to relive their pain. Not just tell me the problem. That's just surface level. That's, 'Oh yeah, it's, it just really sucks right now.' Hold on. In what way? I got to go way deeper. Two biggest emotional drivers that causes a human being to want to change are pain of their current situation in the past, and then a fear of future pain. A lot of sellers would say the two biggest drivers are pain and then moving towards pleasure. I say pleasure is a distant third. You know why? Let's say if you're a gym trainer and a lady comes up to you like, 'Yeah, I'm looking for, you know, like one-on-one help, blah, blah, blah.' And he asks why. And she's like, 'Well, I just want to look really, really good in my bikini this summer. I go to the beach.' Oh, moving towards pleasure. That makes sense. But what does she have a fear of?"
"Not looking good."
"Looking really bad at the beach in a bikini. She just didn't tell you that."
"Yeah."
"That's fear of future pain. Those are the two biggest emotional drivers that cause them to want to change. So when I help them feel that and internalize that, it triggers massive urgency for them to want to change and change like right now."
"Yeah."
"So like if I have a sales cycle, like we've taken companies that had 12-month sales cycles and now on average they have three-month sales cycles selling the same thing."
"Well, how is that? Because now they're building massive urgency. These are big, you know, enterprise companies. Urgency is like taking them out to lunch 75 times, like bribing them with cookies. Like I don't need to do that. Like experts don't need to do that. Sure, it's nice here and there, but like they know what you're doing. It's not like this hasn't happened before."
"I love it. Well, look, Jeremy, the clock is ticking and we're running out of time, so I got to move us to the final question here. Um, we talked about a lot of best practices for sales people to lean into, whether the deframe, reframe, the way that they use their body to control their voice, the way that they open a cold call, not sending endless boxes of cookies to their prospects. I want to ask you now about the number one thing that you see sales people doing that they think is helping them that actually hurts them that they should stop doing."
"They're too nice. And here's what I mean by that. There's a difference between being nice and being kind. What's the difference? Let's say you, let's say you guys are both single. I don't know if you're single, married, whatever. And you're at some lounge and you're meeting some beautiful women or whatever. And Armand, like, kind of smells your breath, Nick. And for some reason, Nick forgot to brush his teeth. Now, the nice guy wouldn't say anything to Nick because he'd be afraid that Nick would get upset and be offended. Okay. When he saw the problem, the kind guy would pull Nick aside, like, 'Hey, Nick, let's have a, we're having a great time in there. Might have forgot to brush your teeth. Here's some mints. Let's go in here and let's have a great night.' That's the kind guy that wants to solve your problem. Sales people are too nice. You need to learn how to be kind, and you're concerned about the consequences of what happens if they don't change their situation with me. That's what I'm concerned about. And they feel that I'm concerned about those consequences. I'm not concerned that they say they don't have any money because that's all, I'm not concerned that they want to think it over because that's all, I can't help them. I'm concerned about the consequences if you don't change. And they feel that for me. That's..."
"This is why I'm single because I don't have a kind friend in there."
"[laughter]"
"This is what was happening the whole time. Now you go."
"[snorts]"
"You're getting better, Jeremy. This has been a phenomenal episode. Thank you for joining us, everybody. Stick around for a 60-second recap coming up soon."
"Alrighty, Nick. It's time for a two by two recap from this episode with Jeremy Miner. What do you have for your two?"
"Number one is your prospect's self-identity. The way that they see themself informs their action. And you can control their identity and thus the actions they take by helping prime their identity or frame their identity in the direction that you want. An example might be, 'Armand, you, you don't seem like the type of guy who's like totally closed off to new ideas. Like that's something I actually really appreciate about you is like, you're open to like seeing things in different perspectives or hearing different ways to solve things. And that's, that's something I really appreciate about you. I imagine that's something you like about yourself.' Well, Armand's not going to be like, 'I'm very closed off. I'm not open to new ideas.' He's now going to have to play into that identity of someone who is open to hearing different ways to do things. My next one is your frame and your identity walking into a call has a downstream impact in literally every other interaction you are going to have with the prospect. And Jeremy talks about high intent, low attachment. For you as a salesperson, your number one goal is to help them solve their problem. And you can throw out every other selling technique out there. As long as you are coming from a place of high intent to solve their problem, but low attachment, because ultimately they need to be bought in solving that problem. You can't do it for them. That, that frame for yourself, that identity for yourself, if you follow that will help you everywhere in sales."
"Number three, the moment you get on a sales call, one thing you can do to raise your status is if someone is late, don't just be like, 'Oh, it's totally okay. Don't worry, I had all day.' Give them a little bit of crap for it. It will show that you're comfortable in your skin, but you also respect your own time and you're comfortable giving them a little bit of And then lastly, number four, I actually loved this tiny line that Jeremy uses in his cold calls. Right when he's about to pitch, he goes, 'Look, I'm not even sure if this makes sense yet, but...' and it shows that he's not attached to the pitch and he's not begging for a meeting. It's on the prospect to qualify themselves into why he should spend his time meeting with them."
"All right, Nick, how can people help us out? This was our second time having Jeremy on the show, and his first appearance, I think, is one of our best performing ever 30 MPC YouTube videos where we covered the seven types of tonality that you can use as a seller. You heard in this episode, tone really, really matters when it comes to the questions you're asking, the statements you're making, and the way that your prospects perceives you. And so if you like this one with Jeremy and you want to learn how to master your tone in sales, there's a link in the show notes. There's a link in the description to go check out that one with Jeremy. Thanks for listening. Thanks for watching. And we'll see you next week on 30 MPC."