Transcription
This is like from the streets, calling 4000 people, one-on-one sales, like weight loss. Suzy’s kids trying to write permanent marker on the wall, and I’m trying to close her credit card.
The name of my lovely talk is going to be “The Closure Framework.” All right. And so what I’m going to do is break this up into two halves. The first half is how you actually manage the conversation—that should say *work*—and then the second half is how you manage the sales teams. You can get wicked consistent sales on a monthly basis.
First things first. Who here has ever struggled with inconsistently quality, inconsistent calc? Right. You’re like, “I thought I was at a thousand and now I’m at 3000.” My leads are shit. Actually, my leads are amazing. My sales team is under work now. They’re overworked. They said there’s too many, there’s too few; they’re not being efficient, etc. So anyone with any of that stuff? Okay, this is the governing framework for how you make the conversation.
See, is you clarify why the person is there. Now, when you use this framework, everything that’s in your framework has to be a question only. Do not four paragraphs, do not put statements, because they will start reading them. They can’t think that way; only put questions because they can pause. They can ask another question; they can pause; they can ask another question. They need no intelligence to do that. Well, means you get on the call. What’s your goal? Why is that important to you? What would it look like 12 months from now if this ideal outcome were to be achieved next? You label them with a problem. So what I’m hearing is you’ve done X, Y, and Z, and the missing link has been X, whatever. Is that right? Yes. Got it. I now have a problem. You know, I have cancer. I can cure it.
All right. Next is—oh, we’re going to overview the pain. Okay. So I’m assuming I’m not the first person you’ve come to to try and solve this problem. So what are you doing in the past? All right, I’ve done X, Y, and Z. Why did that not work for you? Obviously, it didn’t work because you’re on the phone with me. All right. So you always have that advantage because they’re on the phone with you right now. So overview past pain; we call the pain cycle. You do that until they have nothing left, and you’re like, “Awesome.” And then you recap the pain.
Then, S, you sell the vacation. This is the only thing that your salespeople have to actually know. This can be three stories that you’re going to tell them. They’re going to be illustrative of the thing that you were helping them solve. So an example would be fitness, nutrition, and accountability. If I tried to sell weight loss, right? You’re usually missing one or two or all three of these things. That’s why you weren’t successful, right? You couldn’t consistently work out. You couldn’t consistently eat the right way, or no one was there to hold you accountable. So make sense? Yes. If you’re selling leads, it would be like you need your leads to be exclusive. You need them to be timely; you need them to be geographic, whatever. Like you’re going to find three things, and you have to give a short 30-second snippet. Why? That’s important, right? First, try to illustrate accountability, to be like, “Hey, did your parents ever tell you to brush your teeth?” Me growing up, you probably hated it. You’re like, “No, I don’t want to.” And they can do it over time, and I’ll bet you brush your teeth now, right? You need someone to hold you accountable to create the habit. So make sense? 30-second story. They understand it. That’s S—sell the vacation.
All right. E, explain away their concerns. That’s where you’re doing all your option overcomes. All right, crazy people buy without obstacle, nor people have concerns; you overcome them. These have to be drilled, all right? They have to be drilled. So that means that you have flashcards, like, “I need to think about it,” “I have to talk to my husband,” “I have to check with my partner,” “I have to…” So there’s only three, by the way, if you don’t know what they are: it’s price, it’s stall, it’s decision maker. All right, so all you have to do is understand what each of those three are. If it’s price, it’s a description, a discrepancy in value; they don’t understand the value. If it’s decision maker, what you have to do is rely on past agreements that are implied that that person has already communicated to the partner. So your partner knows that you’re struggling with these things already, right? They know that you’re looking for a solution. Right. So what do you think they’d be a post with you solving the problem that you have that they don’t agree with? Right. Overcoming. Okay, this has to be drilled. All you’re doing is teaching someone to make a decision because people don’t like making them because they fear making a mistake. So what you got to do is walk them through the decision-making process. So how do we make decisions? Either, do you like me, yes or no? Do you like the product? Yes or no? Do you think that we’ll be able to help you achieve this outcome? Yes or no? Do you have access to this amount of money in your bank account or know someone who does? Yes or no? Yes. What card would you use? Right. Overcome—you make them confront the decision. Right. What’s your main concern then? They tell you the main concern. Do you overcome?
All right. Last one is reinforce the decision. And I like doing this, and we included it after time, is that people back out, right? So how can we slam-slam it on them? How can we get them super pumped? So immediately afterwards, that’s the 30-second video from the founder. Be like, “Hey, just so you signed up for a sophomore, super excited to have you,” by name, personalized ID card, t-shirt. Any of those things reinforce the decision; make their feet nice and hot. Makes sense? That’s the closer framework. Every single one of these buckets has to be questions that are simple for them to ask. All right, so when you’re organizing your script, this is the conversation we’re going through that makes sense to everybody. Okay. That is the first of the five she used; or the other ones are our fast. It’s about how you manage your sales team. Okay. Call recordings, comms, cut, competition.
This is like from the streets, closing 4000 people, one-on-one sales like weight loss. Suzy’s kids trying to write permanent marker on the wall, and I’m trying to close her credit card. All right. So close the sequence is how you manage the framework. Call recordings. If you’re not recording every single fucking call that your people are on, one, you’re not compliant. Two, you should do it because then they become more accountable to following the script. All right. You also overview this. The tool that you need to use is Gong. If you—if you guys saw via Zoom—the fucking best; it’s all I can say. Use Gong; it’s amazing. All right, comms—you need to talk to your team on a regular basis. All right? The cadence there is daily huddles, weekly one-on-ones, and when you do the—and then obviously monthly, but the—the daily huddles are quick; all you do is you share testimonials. So they remember why they’re selling. So they get beat up every single day with nos; they need to remember why they’re still doing it. All right. From the one-on-ones that you’re doing when you’re meeting with them, you’re going to report. You’re going to have them tell you, in three calls, their best call, their worst call, and their average call. When you go over in the one-on-ones, you’re going to ask them to show you where they clarify the problem, where they outline the pain, and then where they asked for the sale and where they overcame objections. If they never clarify the pain and they ask for the sale, you’ll make money. So that way they always know that every fucking call, you always ask for the sale. You can never make a sale; you never ask for it. All right, that’s a do. From the communication cadence, cut. You got to cut the bottom. Right. It’s the number one thing that will drive sales teams is by cutting the bottom 10%. You do it on a regular basis. It has to be on a regular basis. All right. Even if the team is going okay, when you cut the bottom, you’ll see a 30% jump in productivity every time. So if you can have a persistent 30% jump, why would you not do that? That makes sense. Okay. Competition—last point. Salespeople are competitive. You have to have a leaderboard that is published that they can see every single day that they get notified when every other guy is making a sale. If it’s super high volume, at the end of day, when you’ve got a bell—if you’re in person—if you’re not in person, you have a thread that should be all the sales guys dig in. They can literally send it, imagery, guess of a bell. So it’s like, “Ring the bell,” right? So that they know—and this is volume; they can see it. There’s activity; there’s action, right? That’s all of momentum. So leaderboard that has to be checked every day, has to be updated regularly, it has to be on point, and then competitions. We found that six weeks works best in terms of sending them on like, “Closers, go to Vegas or go to Bahamas or whatever it is.” And so we put them in three-man teams, and that tends to work really well because they—they share best practices. They continue to work with each other; they root for each other. So it’s not as cutthroat; it’s just always having a top dog. And in terms of how much to spend on that, 25% of one month’s check is usually the amount per person that a prize like that would be, right? So if you guys make 70, you might spend 5000 bucks to send a guy for like a three-day or like a two-day weekend. It’s not expensive, five grand, but it is worth every dollar.
So to recap, if you want really, really consistent sales, use a closer framework. Everything has to be questions. Do not have statements; have 30-second stories; record your calls; make sure you’re sticking to the comp cadence; cut the bottom percentage; and keep it competitive so they stay in it. Thank you.