Transcription
Let's dive into a training on Discovery sales call breakdown. This is going to be a good one. Something that I know you guys need to work on is reframing, and reframing means preparing the prospect to not give objections, or to at least not give strong objections that crash your calls. Everyone's doing the whole objection handling thing, which I teach, and objection handling is important. We've gone into it on the channel; you know I give you my Frameworks on objection handling. But I want to talk to you and show you how to pre-frame.
Um, this is a call for our protocols training program, and this guy who's freaking awesome, he he's starting to roll with us now, um, and he's going to be one of our top clients, that's for sure. Uh, we're going to make this guy a bunch of money, um, but but there was an issue getting him onto our calendar because, for a couple reasons, our our SDR wasn't able to book him onto the to the calendar for a demo call. So I reached out and I was like, "Hey, have a conversation with me; let's see what's going on, see how we can help." Which is the context behind this conversation. I wanted you guys to know what like what the context is here. Um, and if you're seeing your call here, bro, just know that we got you, and we're excited to be rolling with you, man. Um, but yeah, we we we ended this call, and so you know how it ended: he wasn't able to handle the whole investment on the call at the very end. It was a close, but not the whole thing, so I collected some of the cash and then processed the rest later.
But the reason I want to just use this one as a call review for for for YouTube is because the way we went to Discovery here, there was a lot of things that needed to be reframed, a lot of things that needed to be challenged, a lot of things that needed to be handled, and I'll explain those things to you here: the psychology of how to reframe, the psychology of how to set standards, the psychology of how to get your prospects to commit to certain paths. Um, which is something I've been showing you guys in training on the YouTube channel recently, is something I want you to understand. So we'll get into the training; take what you can from it; you'll learn a lot here. Um, this should change the game for you if you if you apply it, if you use it, if you use it correctly, as as I want you to do. So let's let's go ahead and dive in and let's check it out. Frank had a call with you; I think he wasn't sure if you would do—we're going to do a demo call or not with us with Joe—and then he told me about it. We always have like the sales meeting to talk about who's who's talking to us and stuff, and and he mentioned you, and I was like, "Okayy, I'll hop on a call with him and see if we can help and look at the situation that you're in when it comes to sales and stuff." So I think that's how we how we ended up here. Does that sound about right?
Yeah, exactly. Cool. All right, so take it away. What's the situation? What's going on in sales?
Yeah, so basically, I've been in the space—what I want you guys to do, and the thing that'll help you make the most of this video—I don't want you sitting here just—um, we used to call—we call mental masturbation, where you just sit and watch something and it's like, "Oh my God, that's fun," you just like mentally jerk off. We don't we don't want that. We want—I want you to actually learn and get better from this. Okay, so if you're going to get better, one of the ways to get better is by understanding and putting yourself in your in the shoes of me on this call and think, "What is it that I would say here? How would I communicate here? What would I say instead?" And I'm going to break down to you what I'm saying, why I'm saying it, how we're communicating, and you'll understand how to use this to make a bunch of money, okay, on whatever offer you're on. There's a lot of really good psychology here. The past like six, seven months I've mainly—well, I've only done appointment setting, but I've done like everything from DMS to triage to outbound, and I'm currently in a position which has like its ups and downs. In the beginning, I wasn't sure that I wanted to become a closer; might have been a limiting belief or something else, but uh, yeah, now I'm shifting towards like to close eventually.
You're shifting more towards it, meaning—so let's start with this one first. Error he said, "I'm shifting more towards wanting to close." Our program is about closing; it's a closing training program. We train closers how to make more money, or people who want to become closers; we train them how to be very good in terms of skillet so that they can perform as the top closer on any offer that they get on, which is the standard rehold; that's our track record. Um, he starts off by saying, "I wasn't sure," and now I'm getting into it. Listen to the language here; it's—I'm playing it at speed to save time, so it's 1.5 speed, but listen to the language: "Yeah, now I'm shifting more towards like wanting to to close eventually. I'm shifting more towards wanting to close eventually." The language there is language that's very avoidant; it's language of "I might want to close," right? It's not language of "I've committed that I'm going to be closing starting June," or "I'm going to be closing starting May." It's "I've shifted to more towards wanting to close. I've shifted to it, not I've committed to it," which is a problem, which means now I have to reframe it and have to handle it. Because if I don't handle it, there's a chance that this could set the stage for an objection coming later, and I want you guys to be clear on something: I'm going to make a full training on this another day; today I won't go so much into it; we'll stick with the call review here. Um, but what a lot of—I see in in the sales space right now is guys promising that you can handle objections and just handle everything early, and and it sounds cute, it sounds nice, but you you can't really handle every objection early. If someone has fear, if someone has uncertainty, if someone has limiting belief, you're not going to handle it early. What you can do is you can pre-frame the conversation and get them to make a decision that is not in line with the objection, the underlying fear they have. You can't make someone's fear grow away. So everyone's saying, "Yeah, you're handling the objection on the call," in a way, yes, the outcomes are similar, but it's important you understand the psychology of what we're doing here and understand sales psychology, because that'll make you better. You're not necessarily trying to handle the objection; you're trying to get the Prospect to operate under a new set of terms, a new set of rules in their thinking that is going to lead to them—by—we don't want them thinking under their fear. So what I'm doing right now is like, as an example, let's say this guy who we'll call him JN for now, let's say John has like has some kind of anxiety about moving forward because of fear, because of some hesitation, right? At the—if I didn't handle this now and I don't pre-frame it, that fear is going to come up later, and it's going to control how he makes a buying decision. The fear is still going to be there at the end of the call whether whether I have a conversation with him and do my due diligence or not. The question is, can I get him to not make a decision through that fear, but instead, could I get him to make a decision through his potential and through who he can be as an individual who's making money? That's what I'm trying to do here, so that's why I'm going to set some standards with him in Discovery, and you'll see how I do it. All right, we got a lot to get to, so let's go into it.
Let's train—like wanting to to close eventually. You're shifting more towards it, meaning—have you decided you want to close, or you're still not sure you ever want to close? Because shifting more towards it is not there, so which—yeah, exactly. Um, well, I haven't decided obviously, but I feel like even if there's—so you see there's the problem: "I haven't decided obviously." So if we allow the call to operate under the "I haven't decided obviously," then that means that his buying decision is going to be on weaker grounds; maybe he would buy, maybe he wouldn't; I don't know, but I don't want to take that chance because, as a sales rep, your job is to do everything you can to get the person to buy, assuming that the product can help them. So in this situation, I can't allow that framing to escape; it can't can't happen; we can't do it.
I just want like some some top-notch training, and I feel like you guys provide that. As I said, I was looking to someone else as well. Like when I look at training, I'm not looking at like closer training, like a high-level closer training; I'm just looking at like communication and sales training; that's the most important for me. What would the purpose of the training be for your life if you weren't going to be a closer? So what I'm doing now is I'm challenging it, but I don't challenge it by just giving him a perspective and a statement; I'm going to allow him to go into his own logic and figure out where his logic is. I'll I'll watch that happen; allow his logic to get on very weak grounds. I'm going to train you guys in this later; we'll make a a training about it here on YouTube. Allows logic to get on very weak grounds and then build up from there. That's how you do reframes; no one teaches it this way. You reframe by basically allowing the prospect to get into their own logical—their own logical positioning—and it's going to be very weak every time; almost every time, it's always going to be weak—their logic for not making change, their logic for not doing doing something now and putting it off, doing it later. So I allow them to get there and justify their own logical position; we bring it down; imagine a curve, right, starting from up here and then going up, coming to the other side. I'll allow them to back their own logic and me understand it more clearly; it gets weaker and weaker, and then we build it up off the other side, and then we handle the the the place they're coming from. That's how you pre-frame objections, or that's how you pre-frame buying conversations, I should say, because you're not really pre-framing the objection; you're instead framing them with more commitment and to make a better buying decision that's going to help them move forward and change their lives, right? That's what I'm going to do here. Uh, make more money, like just being better at sales, having—so what I'm doing is I'm asking, 'cause he's saying, "I want to do coaching, but I don't want to but I don't want to be in sales," or he's saying, "I want to do coaching, but I don't know if I want to be in a sales program necessarily," like not sales program, "I don't want know if I want to be a closer." I can't let that go because our whole program is dependent on him becoming a closer, and if he's like, "I want to do the program for fun," that may not be worth several thousand, and I don't want to take a chance that he's going to buy this or not buy it based on fun, and like it's good information for your life if you weren't going to be a closer. Uh, make more money, like just being better at sales, having more opportunities. How would you be better at at sales at setting? I guess how would you make more money with setting by getting training for closing? There's—again, next question—I'm prying into his logical position now, and it's going to start getting weaker and weaker, and then I build back; I build on the other side, and I'm like, "Hey, here's the other perspective, bro; maybe this would help you," right? So it's—his logic is going to get weaker and weaker and weaker, right?
How would you make more money with setting by getting training for closing? It doesn't make sense, 'cause setting is easy; all you have to do is book some appointments; like why would you even think about doing a closing training program, spending a couple grand if you just want to be limited as a Setter? Does it make sense? How would you make more money with setting by getting training for closing? I just—so many more—so many more sets you can book, my friend. Yeah, I'd like to think that by being like better trained, I can get better opportunities, maybe like managing opportunities as well, but uh, yeah, I guess like—they—logic—so see that: setting opportunities, managing setting opportunities. I'm going to challenge this too; I can't let that go now, 'cause he's still not conceding, "I want to be a closer," and until he concedes, "I'm here to be a closer," we can't let this go.
Plan would be to go into closing for sure. Okay, and better opportunities, managing, meaning like managing Setters or managing what? Yeah, exactly, like either like a Setter manager or even like better setting opportunities. So yeah, why the the little bit of resist toward going into closing? What's going on there? I really think it's a limiting belief, like uh, I just don't feel like—well, I don't have this—and I respect this guy for saying—this kid is going to make a lot of money; we're going to push him very hard, and he's going to like change his entire life, and he—now he's with us, so like we're going to make him a bunch of money, but we had to correct this ahead of time. And notice how I'm not trying to coach him on the limiting belief; all I'm trying to do here is get him to operate under a different set of rules, right? So his initial limiting belief—I get he has it—but it doesn't really matter to me; what I want is for him to buy, and ethically, not because I'm trying to like take his money in the evil way, but because I know I can help make him more money if he works with us and trains with us; we're going to make him a bunch of money and change his entire life, right? So what I need—as we've done for many of our people—what I need to do though is get him to operate on this call under the premise of making a buying decision here and starting now; that's very important. I said that. I know, but yeah, when you—you know, like you're not able to do something right now, I feel like that's what's keeping me from from doing it. One thing is I respect that you recognize that it's a skill game; I respect that because a lot of times these conversations that me or Joe—I think you have heard of Joe, Joe Bonnie—yeah, he's the one who would have done the call—a—you—but um, we have these conversations a lot of times. Something else is super cool since you guys are here watching this and I have I have you here now, I'll talk talk to you. Um, I I I believe in honesty; using a lot of honesty—honesty triggers in order to get someone to buy, in order to um get someone to make a buying decision. I don't believe in using lies; I believe in just being super honest, within reason; there's sometimes you may need to modify how the truth is delivered.
Sure, I'll agree with that; I do believe that's the case. You can't just be stupidly honest, but I believe in using honesty. So what I do—and I'm selling—and I tell you guys this on YouTube—I'm—I like—I'll tell them that we're doing a sales call; I'll tell them I'm going to handle your objections; I'll tell them like straight up what's going on; I'm real, right? And the reason I do that is because honesty can be a massively helpful buying trigger; honesty can be so powerful when it comes to getting people to make a buying decision because you're cutting through the [ __ ], cutting through the fluff, and honesty is actually a better—um—at times—more often times—if you know how to weaponize honesty, which means use honesty, tell the truth, but use it as a communication tool—that can be a better way to actually create uh a buying decision than than using dishonesty, which is what some closers do—the [ __ ]—and then they find themselves in a bad place. But honesty gives you more room for error because you are telling the truth; you just position the truth in a way that sounds the most attractive. I'm going to make training on this later too; there's a lot we're going to get to here. Um, one more thing—really cool stuff—if you want to—D—like see how I'm doing more of this, you can opt into our newsletter; it's down below; I put the link down below; opt into the newsletter; I'm going to literally send you stuff like this—like you want to know more about how to use honesty to get people to buy and how to create compliance using honesty? Oh my goodness, that's so powerful. Our newsletter talks about it; I'm I'm going to train you on it directly; it's free. I pop—I pop over value to your inbox during the week um on sales to keep your game up, help you find the best kind of roles, help you work on your skill set; all that happens in the protocols newsletter, which is down below, so click below, opt into the newsletter and get the value. Okay, let's keep let's keep watching this. Oh, and I send you other calls of mine too—calls that are not here on YouTube. We talk to guys who like—we have to fight them to have them realize it's a skill set, and I'm like—like for 10, 20 minutes I'm just like, "Dude, I have to be good at this in order to make a bunch of money, and you can make—you can make a bunch of money as a closer—have to be good." Um, but I'm happy—I'm happy that you realize it, and I—we don't have to start from that that battle where you're on the other side; you're like, "I don't know if I can do it."
So I'm about to really really attack his beliefs right now in a second and attack the the the beliefs that he's operating under and get him to shift—not the beliefs—but what he's operating under. Again, I don't need him to change the way he thinks about life; I just need him to change his the the way he's acting and the the system or the rules he's operating under on the call; that's all I need him to do. Because if he operates under a different system or set of rules, he's going to buy; if he's operating under uh belief systems and rules that don't help him make a change, he will not buy, or it'll be very hard for me to close him; I might not close him, right? So I need to change the rules that we're operating under. So right now I'm doing something called give and take. What I'm going to do is I'm going to concede that he's that he has a good mindset, which he does. So I'm being honest again; this is not a lie; everything I'm saying here to him is true; I believe it; I believe it, but I'm using it to close as well. You can use the truth to close. So I'm conceding this and I'm giving it to him like, "Great [ __ ], bro, you believe this," and then watch how I smack away his the way he's believing, the way he's operating on the—money, and you can make—you can make a bunch of money as a closer, but you have to be good. Um, but I'm happy—I'm happy that you realize it, and I—we don't have to start from that that battle where you're on the other side; you're like, "I don't know if I can do it."
You can—yeah, exactly; it's just difficult; it's hard, but like anything, it's a skill set. Um, I think the big thing would be comfort zone—like you being in your comfort zone. How much are you making now as a Setter? Here we go. Now here is where I start to confront the beliefs and get him to pick a new path where he's like, "I am committed to being a closer." Watch how it happens. Yeah, that's the problem. Since I live in Canada, I'm making like maybe three and a half, 4K USD, and ah—so Canadian dollars—that's like three to 5K or a little more even—like yeah, almost like five to six—so—and I, you know, like I don't have really like any expenses and anything else, so I feel like I've got comfortable, and that's something that I—I don't like—that that makes sense. I'm happy now I understand. Um, yeah, it's it's a comfort zone because there's no—there wouldn't be any logical reason to not close this. So here's the first moment where he actually admits his position isn't good, right? But this wouldn't have happened if I would have just asked one surface level question like, "Do you want to be closer, bro?" and then moved on. I had to actually confront and go into the logical positioning he has; invest in it; actually talk to it; speak to where he's at logically and then get it up to the other side. So watch how I how that happens. Now it becomes way easier for me to have a dialogue with him where he's committing to change. There's a lot more here, by the way. This guy—shout out you, John, if you're watching this; you know who you are. Um, when it came to desire—this guy's a cool dude; he wasn't acting in bad faith; he wasn't even being difficult on purpose—but just—this would have been a more difficult call, um, you know, for for a lot of closers. So you can even see when we go into the phase on desire and like the future, the the life he wants to create, he doesn't actually like give me a proper desire stage, and I have to handle that too; I have to handle that and get him to paint a picture for me, and you'll see that it's it's a comfort zone because there's no—there wouldn't be any logical reason to not close necessarily. What what what kind of money do you want to make? Like what's your whole goal in in the space? Yeah, when I first got into it, like my goal was—so now what I'm doing is I'm starting off establishing a Holy Grail because we didn't do that yet. What I've done instead is I've just talked about like his current positioning, where he's at right now. I tend to do my calls a little differently when I'm closing for our offer for Pro; I don't even close most of our calls; we have our our closer do it. Um, but but generally if I'm hopping on a call for Pro or even our B2B offer, like our Consulting offer, um, I do make calls a little differently, but now I'm establishing a Holy Grail, which is the number, right? Like where he wants to be; what's the number ultimately at the end of the day that's going to give him Freedom, which is what we're going to establish now.
Same as everyone else, like the 10K, 10K per month, and I guess that's still my goal. Listen to his answer; listen to the language; this will make you better at sales if you can hear the language your prospects are using. Don't—my goal was the same as everyone else, like the 10K, 10K per month, and I guess that's still my goal, but like in—let's say like I put out like a plan, I'd want to like by the summer, by like June, I'd like to be making like 6, 7K consistently, and I'd like to have like two or three 10K months by the end of the year. Can I ask why? So see the problem: he said, "My goal is 10K," and it's not terrible; what he said—what he said was not horrible, but he watered down the Holy Grail, and if I if I allow him to do that, and if we accept that standard, we're accepting a poor standard for the rest of the call. So what I need to do is I need to make sure that standard is set at 10K, and we're not negotiating it. Does that make sense? Watch how I do it and watch how it sounds. To like by the summer, by like June, I'd like to be making like 6, 7K consistently, and I'd like to have like two or three 10K months by the end of the year. Can I ask why you lowered—like why you lowered the standard for yourself? I guess just like being in a space like it kind of humbles you, yeah, to an extent, but you also want to like aim high. I'll give you an example—Jabari—so you see what I did there, right? You—you—I—I'm immediately calling it out; I'm not letting it go. And one of the things that I see a lot of sales reps doing nowadays is they they lower their standards on calls to get easy answers, to to make it easier for themselves because they're scared of confronting different limiting beliefs or mindsets, right? So everything that is not in line with him buying, I'm going to confront. So when he lowers his standard, that makes our program crap—like crappier—because if he's like, "I want a 10K, but I'm okay with 7K," and our program—let's say hypothetically is 6K—our program is not 6K, by the way, but let's say that our program is 6K, and he's like, "I want—I want to get 7K a month," and he was like, "I wanted 10K, but I'm okay with 7K," I can't allow him to settle for 7K. The reason is because if he settles for 7K, the our program's first like cost relative to the Holy Grail that he set it just looks worse. So I need him to go 10, 15K; I needed to be a bigger Holy Grail so I can set the standard for the rest of the call. Makes sense? And that's what I'm going to do here, and I use a story about one of our guys, um, Jabari, to do that. Give you an example—um, Jabari, who's one of our—have you heard of Jabari? Jabari Williams? I—if you heard his name, he's one of our guys. I haven't done a case study with him because I only do case studies and people are at 10K plus, and he's like 9K; I like, "Nope, you're not going to go on the YouTube channel." Um, think as—MD—me shooting this—he might be at 10K; I'm going to ask him right now actually, I'm—'cause I want to make a case study with you, Bari. I wish I could put him as a case study because it would look better for us, but anyways, um, he—similar to you—he was an SDR—are you an SDR? Like you're doing outbound dials? Yeah, by the way, guys, I only do my case studies of people that are at 10K, so um, we have like more people who are right there, and um, for people who are right at 10, and I haven't done a case study because I'm I'm lazy and I have to schedule it, and just so you know, so we have even more people winning than the people that aren't just on my channel. He doing setting with DMS, hold on—onal. Okay, cool. So he um he he was as—are—closing on a a car flipping offer—excuse me—setting, SDR on a car flipping offer, and when he came to us, his goal was—I think when I work with Jaari, we started started in like June, something like that, maybe June, sometime in the summer, and he put a goal for himself; he said, "By January I will be making 10K per month," and he wrote that—wrote that like on on the whiteboard in his notebook; manifested—manifested. I basically tell him this story—I'm going to skip through just for time's sake—we can even—for 12K. He didn't hit it in January; he did not hit 10K; he hit 9K, right, which is more than he thought he was gonna do in January realistically; he put the manifestation goal is like 10K by January. Um, but he's had multiple months of 8K, 9K, 6K as a closer as well, right? So the point I'm sharing with you—reason I give that example—is because you lowering the goal, in the end goal or even on the journey, aiming lower just to be realistic and stay humble doesn't actually help further you getting to where you need to be or want to be; it actually doesn't; it goes against—so what I did was I used a case study, a case study of someone that we train, someone who's in our Network, someone who's one of my clients, as a a a standard for the kind of conversation that I want to have with him here on the call, right? So now what's going to happen is he—I'm going to—and what I'm going to do is I'm I'm not going to say yes or no; I'm going to ask him like how—what his thoughts are; does it make sense? How do you feel, right? And what I'm going to do is I'm going to open up a dialogue where he now has to either invest in what I just said and this new Crossroads that I'm giving him—of which path you going to take—this path or the other path—are we going to lower our standards, or are we going to aim high? And if he picks aim high, now I've won, and now we have the right standard on the call. If he avoids it and he says, "Uh, but here's my thoughts, and I disagree," then I'm going to challenge him until he's conceded that he's going to aim high, right? That's that's very important stuff to do; understanding how to do this stuff, not just to hear it on a little call where you get some cool scripts, but to actually know how to execute on and do it live, it's important. So this is how—further you getting to where you need to be or want to be; it actually doesn't; it goes against that because there's no consequence to aiming extremely high; there's no consequence to it whatsoever.
Yeah, you know what I mean? Yeah, I guess like my original goal for this year—like that's—be opening it up for dialogue now. You know what I mean? It's not like a yes or no; I mean, you could just say the word yes, but it's more of a dialogue, you know what I mean? And now we open it up, and now he's going to invest in a certain pathway, and he—whatever he says now is gold because he's delivering it; he's saying it; it's not me trying to convince him; he's saying it, and he's investing in it. If I just monologue him and said, "So do you want this or do you want that?" and he goes yes or no, or "Yes, I want that," that's it; it's done. I want a dialogue because dialogue is more quality, and if the prospect communicates on the frame that I've set and they communicate on the standard that I've set, it's more valuable for your call, and you can take your call further, and you have a higher chance to them closing. I want dialogue. Was to hit a 10K month, whether it was closing, setting, whatever—like the goal was a 10K month. So yeah, right. So now he's reinvested back in the goal of 10K is the goal. Realistically, your best chance of doing that would be getting a—so we've won the 10K thing now; now we have to go back to being like, "Bro, you want to be a closer?" 'Cause if he's not saying he wants to be a closer, I can't sell him because we train people how to become or perform better as closers; that's what we do. Closing role—that maybe not be full-time, but at least a part-time closing role where you take like 10 to 15 calls a week and then also staying as a Setter and slowly transitioning. Do you feel like that would be a realistic way to do that?
Now, for sure, I think like in my position right now, the most realistic way is finding like a a top-tier Setter position where I can hit the 10K, but in terms of like viability and something that's like I can maintain, it's for sure becoming a closer. Okay, so we're almost there; we're almost there, but it's not perfect because he still doesn't understand how the market works because you can offer stack; you can do setting part-time, five hours a day, and then you can do closing. A bunch of our people do that; we just hired Jordan—got Jordan hired—an offer—it's a really really nice closing offer; he could do about 3 to 5K; it's not a full-time one yet; eventually it will be; they just launched with the growth operator, and he's doing that, and then he's doing five—something like that—on his setting job, so he's going to be at 10K soon, right? We should put it—get—we're going to get a case study with Jordan soon. Shout out uh Jordan, my guy Jordan. Yeah, but so this is—this is—I—I need him to concede this, and he still hasn't done it fully; we're like 70% there, but I needed to to be fully conceded. Why wouldn't you be able to maintain the set position if you just aimed for being a Setter? Why couldn't you maintain that? Because I feel like there's just like—there's not many like really like A-plus Setter offers where you can make the 10, 15Ks, and even if there are, like they're always, you know, like closing team affects them; like there's too many variables,
To pick the vision, we've got to go future-right. Desire: what is he want to be? And now we've tied up: he wants to be a closer. He sees it's possible; he gets it; he understands the way the market works. Now I'm half happy, so now we can paint where we're moving towards. Okay, and this is the next stage, and there's a lot here, and I'll tell you what to look for.
So he avoids saying—he doesn't avoid it purposefully, but because he's in a comfortable position. He's kind of like, "Yeah, I kind of have everything that I need." Now I, I mean, it would be nice, but I can't have him except that it would be nice. I need there to be a gap, and a gap means I need him to own up to, and basically dialogue and talk to me about where he would be then versus where he is now. Where he'd be then versus where he is now. And right now what he's going to do is he's going to say, "It would be nice. I'd be able to do things." And I'm like, "Um, what does that mean?"
And the reason why I need to have this standard—remember the word here, guys—standard. I'm setting. I don't want to get demonetized, even though I curse sometimes. Anyways, but I don't want to get canceled on YouTube. So remember standards. There has to be a standard that is held between yourself and your prospects, because setting a standard dictates the terms of engagement for the call and dictates the way the buying decision is going to happen. So we need a standard to be held; we have to have it; it's non-negotiable. Okay, let's look at this. Watch how he answers, and watch how I'm not happy with it.
"Um, tell me, tell me about the financial goals for you. So like, why 10K and stuff? What's the what's the whole thing? You you got kids? You got a wife? You're trying to provide for? You got Mom and Dad? What are you doing?"
"Yeah, no, I don't. I don't have anything. I just want to—I'm young. Well, I'm not so young anymore, but like, I feel like I'm 24, bro."
"You're young. Okay. Yeah, I just want to, you know, like, I know how like how much money there is to make, and I feel like even 10K is like not that much in a grand scheme of things, but by making 10K, like when you transfer to Canadian as well, which is like almost 15, like I just be able to pretty much do what I want."
"Why do you want to make that money? Like, what fuels you to make it?"
"Pretty much do whatever I want."
"It's not enough. We need more. I need there to be a vision, to be something he can see, he can feel it, he can taste it. It's it's alive to him. That's what I need for all my prospects. That's what you need for your prospects. You need them to see it and taste it and believe that it's real. There's always a reason. Some people come from a lot of pain, or like, 'Hey, I grew up super poor.' There's that. Some people are like, 'My mom is sick, and I wanted to provide a better life for her.' Like, so what's your why? What's the reason you want to make the money?"
"Yeah, uh, to be honest, I feel like it's a bit of like vanity. So I just like to be able to—"
"Which is a terrible answer. A bit of vanity? That's the worst answer you could get, which means I just want to do it for the sake of it. There's no real reason. I just want to do it. Vanity. It's like, 'Oh, just cuz I can.'"
"I can't let that answer go. We so I have to reframe it. I have to handle it, because that answer is not okay. Like, we not we can't settle for that."
"Like, go out like, faay for everyone, like just like not—I've never really been poor, like worried about money, but uh, I just like to be like in more abundance, really."
"What is that look like in in your life specifically?" I dig again because I want something tangible, and now I'm like, okay, he said abundance. He he's never been terrible. Fine, that's okay, but we want to aim for more. So being average actually is terrible on my sales call. That's the standard I have. If you're not thriving, you're—it's terrible. We're still not good; we need more.
"I mean, yeah, like just being able to, you know, like go—well, I already kind of go out when I want, but like just like not really like, you know, checking horrible answer. I already go out when I want, right? So that's him basically throwing water on his desire. He's like, 'Well, I already have what I want.'" So he's qualifying it. Now I need to get him off that. I need him to say, "I'm down here; I need to get up here again." And anything he does where he's like, "I'm good, I'm okay, I'm doing decently right now," or like, "Nope, you can't have that happen. It's nope. Unexcusable. Inexcusable."
"I mean, yeah, like just being able to, you know, like go—well, I already kind of go out when I want, but like just like not really like, you know, checking prices or whatever."
"Yep. What kind of places do you go to now? Like, what's what is your what is your version of freedom look like right now?"
So here's what I'm going to do. I'm going to use a different strategy. CU this is this is a tough one, right? We're doing this live; I got to solve it live. So he's saying, "I pretty much have everything that I want right now." That's the premise he's operating under that logic. I can't allow on the call, because then that takes away from his desire. If he's like, "I'm already where I want to be now, it would be a little bit nice to be here," that means that my program—whatever offer you're on, let's say you're selling something for 5K, 10K—that you need to stretch that gap again. There needs to be a big gap where it's like the investment of 10K gets him from here to here. It can't be like here to here; it needs to be a bigger gap. So him saying, "I can do what I want now," is minimizing that gap. I need the gap to be as wide as possible, because that makes him buying this and doing this way more important at the end when I pitch and when I drop price, right?
So what I'm going to do, and I'll tell you the technique, and then you can go ahead and apply it on your calls and watch how I do it live and then use it. So what I'm going to do is my goal is to figure out what he can do now and make that seem worse. Because if the prospect won't just say, "I want to be here, and this place I want to be is way better than where I am now," what I'll do is I'll say, "Where are you now?" Then it will make that terrible—make sense. So if if you—let's pretend they're like—like you sell like a big a big juicy red apple, right? But the prospect already has an apple, and they're like—and you're like, "So what what would it mean to you being able to have like that juicy red apple?" And they're like, "Well, it would be really—it would be really good." Terrible answer. "It would be good. It would be really good, um, but you know, in a way it's kind of—I kind of see some of that now because I have an apple now, and I really enjoy the apple that I have, but it would be nice having a a bigger apple." Bad answer. That's not desired because we haven't created a gap. We haven't created a difference in future state from where they are now versus where they want to be. We need that future state to be created.
"How would that sound?"
"Messing with it live—not live, but I'm not going to edit this video and cut it up. That's cheating. We'll figure it out."
Yeah, what we want to do is we want to make the small apple seem worse compared to how they're perceiving it right now. Get them to conceive that the small apple is not great, and then represent—"Tell me more about the Big Apple." So how I'd probably do it is I'd say, "What do you have right now with the small apple? Like, what do you like about it?" Let's say you're like, "It's it's crispy and it's fresh." "Oh, is it absolutely as fresh as it can be? Like, you're able to just eat the apple anytime you want, and it never ever runs out?" I'm pretending that—let's pretend the bigger apple they can eat more of it and it doesn't run out. Okay, that that's the offer. I don't—stupid—an apple, but you get the idea. The small apple like never runs out, and it's completely perfect all the time. That answer is going to be no, of course it's going to be no. They're not—well, it's not perfect all the time, and we should know that because in current state we should have established a problem, a frustration that they can't do what they want; they don't have the life they want now at a basic level, and then we build more on that later in desire and fear stage, right? At the beginning though of desire, if I need to minimize their current position and make it seem worse, I'll say, "So you're able to do everything you want now with a small apple? Like, it's—I mean, it's completely perfect to you, as then you have everything you need?" You're always going to get a no there, because it's it's not perfect, right? They're just trying to be optimistic. They'll say, "Well, no, it's not like perfect, but you know—" I'll cut them off. "Well, in terms of it not being perfect, like what what is missing with it now?"
"I'm not able to to eat it as often as I'd like, or it's it's not as much apple as I want. I want a better apple."
"Gotcha. What would having that bigger apple feel like to you? Like, let's say you didn't have those limitations now, and having an apple that was bigger and that was more full, what would it feel like?" Now I'll get a better answer because I'm contrasting it with the position of—your current state is terrible. If that went over your head, you're not ready to train with our in our stuff, or or watch it again what I just said to understand it, but that is probably one of the most valuable things I've ever told you. We trained on it in protocols. I trained on it with my guys um this past Saturday or last Saturday, and we went deep on it. It was like a two-hour training. Everyone was was dying at the end. I was I was cooked at the end, because this is some heavy-duty stuff, but this is the stuff that makes you a bunch of money, and this is how you understand a master human behavior.
Let's get back to the training. Watch how I do this now. Watch.
"Really like, you know, checking prices or whatever?"
"Y—"
"Yeah. What kind of places do you go to now? Like, what's what is your what does your version of freedom look like right now?"
So that's what I'm doing. That's what I'm going to do. I'm going to try to get him to tell me what he does now, and we're going to make that seem terrible—not terrible, but we're going to make it seem not great.
"Yeah, I mean, like, you know, if I'm if I'm going out with my friends, like I take a few like a few drinks, or I don't really check the menu for sure. I'm not having like the—" Again, terrible. "Also, I don't really check the menu." We're hinting at something. He he probably is checking the menu a little bit, right? So I get it, but I can't just jump on it, because it would be—it would be U—it would disrupt the flow of the call, but I got to time it correctly. But now we're starting to get something. Here's what you're doing now, and then we're going to make that terrible, and then build up from there to where you want to be. "By stakes or anything else—not like popping bottles—bottles." But there we go.
"Well, we continue. You're saying Reby, you're not doing that, but what are you doing?"
There we go. See? Now we have we have some—I'm not getting Reby stakes; I'm not popping bottles. And he was about to—he was about to add a little more, but I but I I just was like—and he stopped, and I was like, "No, no, just keep—tell me all the things—everything, cuz then I'm going to control whatever you tell me, and we're going to make it seem way worse."
"Not like popping bottles after bottles, but yeah."
"MH—well—well continue. You're saying rot, you're not doing that, but what are you doing?"
"Yeah, yeah, I'm just being on a smaller scale, like getting a few drinks, like a normal meal, those sorts of things."
"Yeah, I see. Or would you say then that right now you're like financially thriving? Like, if boom—here we go. Now I'm going to set the stage. Now he said what he is doing, so I'm going to set the stage for why that isn't ultimately where he wants to be, and watch how I position it, watch how I word it, and then we're going to build desire again from there. Smaller scale, like getting a few drinks, like a normal meal, those sorts of things. Yeah, I see. Or would you say then that right now you're like financially thriving? Like, if you wanted to pick up and go to Dubai and join like a a mastermind or a couple guys for like two months, could you go get a fill like a flat out there and just do that easily?"
"No."
"Okay. Is that the—"
"There we go. Yes."
"I'm I'm really good. I'm great at this. It's my job actually to teach sales reps how to make money. I've made a lot of money in sales."
"Kind of life that you want to lead where you have that level of freedom?"
"Yeah, the one of the reasons why I chose Thailand was because I wanted to push myself, but at the same time like Thailand's pretty cheap, so I knew like it's something I could manage."
You see, I already increasing the where he's at now, so it doesn't sound so good now, does it? You can't travel where you want; you can't go where you want. So what's the next question? If you're in my position, what do you ask? "You being able to travel and to do XYZ, what would that actually feel like?" Boom. Now we get a great desire. "Feel amazing," and he sees it. Paints the picture.
"Mhm. Let's say that you had more flexibility financially, like you're like 10K Plus or whatever—that mean—I mean, it could be 12K, 15K, right? Like, what kind of I guess changes do you feel like you would make in terms of how you invest in yourself and how you give back to yourself as a man in this crazy world now? Um, like, what would that look like if you had, let's say, sitting on multiple five figures? What does that look like? I know it would be for me, but it's not about me. So I I have tons of stories and [ __ ] for me, but we'll stick on you. So what what would that look like?"
"You mean like what I would do?"
"Yes, tangibly. What what does life look like at that point?" We were going into the desire stage. Do you know the script? "What would it look like?" I stud it. It's it's very important. It's important. It's real [ __ ]. "What would it look like?"
"Yeah, I think what I would do—" I said that because he he's in our um in our community—our school community—so I know that he knows our stuff. So—
"Um, yeah, really like just being able to, you know, like go out with friends, with girls, whatever. Being able to like spend—well, not spend whatever—but just like yeah, like not worry about money and going on trips whenever I want, you know? Like, I'm so—I'd be able to—the tickets are pretty expensive from Canada. I'd be able to, you know, go when I want."
"We—there—go back. That's always my—"
"You don't you don't you don't visit often as you as you could now."
"Yeah, I try to go like once every—" He's talking about going back to to visit his family, the place he's from. "Two to three years, but I like to go like every year."
"Yeah, you have family there and stuff, or—"
"Yeah, my whole family. Whole family."
So look how I ask him details. I want to paint a visual picture. I want to paint a vision of what it is that he would like to do and make that real—tangible—taste—to feel.
"So you're so you're in Canada solo—can where my parents and my brother—parents, but your extended family—cousins—aunts—uncles—all Grandpa—"
"What—"
"Okay, I see. Got it. What what would that feel like, dude, being able to um to H—hit that and like go travel Europe and get back to stay like extended periods of time and stuff as frequently as you wanted, even twice a year, like spend half the summer there? What would the feeling be to just have—" And now we have a great desire state. Now we have it. He's going to give a good answer. It's and and you can't see his face cuz I I blurred it just for his privacy, but you can you you'll be able to see how he like invests in it, and you you—sorry, you won't see it, but believe me, he's like stops and really for the first time of the call is like, "Yeah," and you can see him like got him right, which is great, and that's why he's training with us. We're going to make this kid a bunch of money. Right? He's going to do very well. But but but I'm like, "Got him. He's going to invest in this; he's gonna make change." Now this is great. "Flexibility to go anywhere and unlock the world for yourself."
"I just feel like I made it, like that's the the goal." And I'm playing this at speed, by the way, but he took a second and thought about it, and and he gives a genuine answer with a smile on his face. He can see it. And what you'll find is that is that 10K would be the starting point, because once you make 10K, then it won't feel like a lot, and you'll start to have more things you want to do. So then you'll you'll be like, "[ __ ] I have to get 20K coms, and then and all that stuff."
"Yeah, um, I I'm going to tell you a harsh truth—something that it's not harsh, but something I just want before we continue—um, the way you're G to have control over that, bro, so here's this interesting—I I wasn't fully certain that he was still on the closing path, so I wanted to go back and do my due diligence and make sure that he was committed to closing cuz I felt like I let it go and I was a little soft on him and didn't fully establish that. So I was like, 'Let me do this one more time,' and you'll see I do it here. I just go back to the closing thing and like, 'Bro, do you want to close? Do you want to be a closer?' And he he concedes it. You be like, '[ __ ] I have to get 20K coms, and then and all that stuff.' Yeah, um, I I'm going to tell you a harsh truth—something that it's not harsh, but it's something I just want before we continue—um, the way you're going to have control over that, bro, is is by closing. It's not setting. And I I'll tell you why. And I'll tell you why, though, because setting—setting is a very low-leverage skill—low leverage meaning you have less less control over the companies that you work with—can't control the company—but less control over the sales process because you're just taking less responsibility. That's one—and then in terms of flexibility to work in different offers and be more respected in the space in terms of your network, which is a very important part thing in remote sales, you have less there too, because again you're setting. Closing is is handling more responsibility for businesses, and it's it's scarier and it's harder to learn. Why closers make more—generally and consistently make more, right? So I just want to present that because it's life you want, which is freaking awesome. Um, I I have a great life myself—buying like not buying—renting a penthouse and moving in three, four weeks, and it's a literal like crazy apartment of renting because I made money with sales and was used that to build a company and build a business. So I I I understand the game. I think it's awesome to have that flexibility, but it comes when you have the highest-leverage kind of skill set, and that's closing. How do you feel?"
Okay, so I said all that—monologued—and then I said, "How do you feel?" I created space for him to invest in it and give back to me from what I just shared in what his perspective would be, right? That's very important.
"Yeah, I always kind of like subconsciously knew, but it's just like since setting is easier and you can still kind of make some money, that's why I like first started with setting, but yeah, I think that for you—"
And now he has a dialogue around it. Now I know that he's invested in that new path, so it's real; it's legit, and there we go; we're good. "And you can still kind of make some money, that's why I like first started with setting, but yeah, I think that for you the the big thing to wrap your head around if you're open to it is you don't have to have to cancel one and then go to another, right? So you can stay in the position you're in."
"Setting—how many hours do you work a day as a set right now?"
"Six to seven."
"Okay, so you're—well, then that presents another question. Are you in a phase of life where you where you want to like lock in and put in work to get to your goals?" This is me going for a commitment question. This is not the commitment question I normally teach my guys. CU it's a bit complicated to ask it this way, but this is me going for commitment and saying, "Is he committed to like making changes and doing things the right way?" Essentially, this is a version of that. "Expand the freedom that you have is that are you in a phase of life where you want to like lock in more, and you be willing to just—"
"In terms of okay, for sure, but that's the thing, like I have never been one to, you know, like go fully in for like like seven days out of seven, just like lock into my room. Like, I can do it for like five days, six days, but I need like a bit of a break as well."
"Seven days out of seven, bro, that's like a fantasy that the people in the space tell you that's what you did."
"No, yeah, but I'm crazy also, and I and and also I didn't have the um the networking like system around me that that the guys that we train have now. Like, we they—some of them go seven days out of seven. I'll be honest with you, if you want to become like the best of the best, like, you know, Charlie—have you seen Charlie Mias anything?"
Okay, we just hired him to be our coach. He coaches—I tell him about a couple couple our guys like Charlie—he does—but that guy has no life. Another guy we have—Sati—some you know, right? Sati, who's another one—25K plus—he just had 25K in January and comes—that dude like just got sick place because he can now. He went from three to 3K to 25K in like a year, um, but he he also had no life. But that but that's like the highest level of like Mastery, and it's unnecessary to always do that, right? But there's a lot of like Joe, who's also another one, you know, Joe—you would have done a call with him—he is making good money; he would always take Saturdays off. He had a non-negotiable on Saturdays. He didn't come and train with us every Saturday. Was just family time and relaxation, which I respect. He did in a very balanced way; he's making a bunch of money, right? So it's it's not like one size fits all. It really depends on your personality. The key is that—and the reason I asked you about time is because if you have like two hours a day that you could give through the week to train the skill set, then you will get better. You also are already taking calls as an SCR, so you already have like some of the skills that stacked already. The question is like, are you willing to lock in and give like 30 to 40% more?"
So here I've educated in the market. I give case studies. I've done like a whole bunch of things here. You guys should be aware of what I'm doing so you can execute on it yourself and do the same thing, and now he's going to concede it and say yes. That is something I want. I've positioned it perfectly, and now we have a new thread; we have a new a new line of compliance, a new new line of framing that he's he's agreeing to that he's a part of; he's bought into, and now we drive him forward, and we we move the call towards the best place possible before I pitch. "Need to be 100%—30, 40% more to get to where you want to be quickly and create a better life for yourself faster."
"That's yeah, for sure."
"Question is for sure?"
"Cool. Cool. Cool. Cool."
"Um, all right, in terms of what we do, bro, so I think that we can help you, and I think it would be a fit um be for two reasons: one because you're already in the sales game." I'll stop there. I end up pitching him. I think he has one more question to ask, but the rest of it is largely irrelevant. I'll end on on this thing here. This is how you're going to make a bunch of money. Like I already said before—you guys—you guys should already know this—um, this is how you're going to make a bunch of money by doing things the right way. Pre-framing, setting standards on your calls with your prospects where where they understand that there's there's a certain a certain dialogue that has to happen for for um for for them to be able to make change or or you understand this dialog that needs to happen for them to make change. You will not perform at the highest level possible as a closer without doing this—without setting those standards. That's it. And that's what I wanted to share with you guys. Um, again, best option from here is two things you could do: if you just want a bunch of free stuff and like crazy crazy in-depth free value, go to the newsletter. You'll find out more about like how I train, what I do, and the way we train our people. It's all there. The link is down below—protocol—qprc—neWw—check that out. That's there—um, or the second thing you can do is book a strategy call with with my team. It's free; it's 15 minutes; it's not a sales call. I don't sell you anything up front. We have a two-call close process, and our two-call close process is we see if you're a good fit in terms of finances, in terms of competence, in terms of your life positioning—all three of those things—and then see if you like what we do, if you like our vibe, whatever basic questions you have, and then if you feel like like there's some alignment, if we feel like there's alignment, then we'll invite you to book a demo call with us, which is, you know, sales call, and we'll we'll see if we can set you up and train with you and train you and help you get better and get to where you need to go, which is getting from going from like being three, four, 5K in comms—wherever you're at now—to to being a 10, 15K per month closer. That's what we do. Um, cool. Hope it made sense. I don't think that's—I don't think there's anything else I've got for you. Hopefully you learned from this; hopefully it had value for you, and I'll see you—I'll see you on the next one. Goodbye. Train hard, and and let's go make some money.