Life's a Pitch - Excel in Sales & Marketing

1. Lesson 1 - Introduction: Life's a pitch then you die as dark as that might seem, it's actually very light. In that, we're all in a life's pitching journey, no matter where you are, what walk of life you're in, you share with friends things you like. You share with friends, things you dislike. And by doing so, we naturally have people gravitate to joining us in the cell phone camp that we own or watching the favorite movies together while we eat popcorn and SipJava. I'm Damian Spaulding. I'm your main educator here as we walk through everything that we can possibly muster in teaching you how to become successful in sales and marketing, negotiations, you name it. It's applied to business, life, finance, family, any relationship at the bottom of sales and any sales process, marketing process is relationship. So I'm going to bring you through things like establishing relationships, canceling objections and dealing with things, rejection and those perceptions therein, marketing strategies, sales strategies, you name it. It's all going to be a little bit about me, I come from a very diverse history in sales, ranging from executive search and executive sales, clean through to selling vacuum cleaners, selling high level radio, airtime and marketing in media to building a region's largest and most celebrated educational corporation. You name it as well as a record label and production company. You name it, I'll teach you to achieve it because really, you don't have to be the master of every vertical when you understand what makes a human being a human being. And if you can hack that chip, you can do anything. So we're gonna give you the foundations of everything they're in and teach you now on how you can take any negotiation, any conversation, any role and relationship, and mold that into something that's successful both for you and the other person. Life's a pitch, then you die. We're all in it. We're all in it to win it, and I'm gonna walk you through the whole 9 yards. Often when I begin a sales training process, I met with individuals that are afraid of sales, simply because they picture sales being what it is not, at least from my point of view. A salesperson is not a person that pushes a product on you or moves your will to fit their will or makes a deal at their gain and your loss. That adversarial form of sales, I believe, had an expiration date that died many years ago. Good salesperson is a person simply that makes relationships, builds relationships, grows relationships, and then finds mutual wins in that result and does so with integrity. So through life so pitch, you can square all those things, those things that you think of a salesperson, you can now let them disappear because I'm going to show you how we're all in this together, how we're all naturally born salespeople, and how you can take your natural personality and win in very great ways in your industry of choice. 2. Lesson 2 - Selling with Integrity: The tools I'm about to give you can be used for coercion and control. The tools I'm about to give you can be used for conflict resolution and harmonization of us as a human being. And I find no matter what we do, we either either adding to our lives or depleting from our lives or it's salespeople who have been in certain verticals that can't look themselves in the mirror at the end of their lifespan. That is not what we're doing here. As you take the tools you learn today to sell with integrity, you're going to build larger communities, greater impacts, and you're going to want to look yourself in the mirror at the end of the day, and you will finish every single sales call that you have with a person saying, thank you. And if you cannot do that as part of your sales process, the sales process is not worth it. Maybe you're behind the wrong product. I got to say that to begin with. You don't want to hurt people, you want to help people. And as you use these tools now to your advantage to help yourself and help others, we all win together. So please keep that in mind as you walk through Lexipichn you die, and we all sell with integrity, no matter where we're headed in life, because we need to build each other up and not tear each other down. No matter who you are, what walk of life you're in, we're all in this game. Love life's a pitch. Then we die. Life's a big massive pitch. You watch a good movie. What's the first thing you do? You tell a friend. You say, Dude, you got to see this movie. Or you purchased a car that you absolutely adore. You're gonna want to share the features of that car, things that you really enjoy and share that with the public. We're constantly pitching one another. If you're really don't like, you don't eat that food, man, from that place, it made me sick. Everything we do is a pitch in some way, shape, or form. Motive is everything. As I spoke before selling with integrity. As long as your motives are sound, you're going to be living honestly and rightfully in many ways and not manipulating but facilitating the right way. So recognizing now that as long as you're breathing, as long as you've spent more than 5 minutes awake today, you've already pitched something or you've seen a pitch someplace. Understanding that makes it very simple to now pitch just about anything because you're already doing it. It's now just a matter of moving yourself through a certain flow that gets a result that you're looking for. Even when your kids are fighting, when you see two kids in conflict and you want to see them not fight, what do we do? We forgot a way to navigate through that, negotiate that process. We teach them to negotiate and get over things and understand one another. Life's a pitch. We start learning it from a very young age, and conflict resolution right through the making relationship is all the same. Now we can take that and turn that into where you want to grow in your business or in your life. 3. Lesson 3 - Foundations: Business owners often feel out of control of their own business at the women fail of their environment of choice. And really, that does not have to be the case. If you understand your client base, if you understand your product, which all of your business owner does or service, but how that integrates to those that you need to reach and touch, you can manage your own sales process and pretty much define where your business goes and your success rate, even if you're in a walk in retail shop, how you manage individuals expectations when they step in and how you reach out to your community. That's where the marketing and sales process first begins. Keep that in mind that your sales success is not based upon hiring the right people, and yes, we will train the right people to do what needs to be done, but your marketing success is based upon you and your application of the principles you're about to learn in this process. Marketing? What do you think about marketing? We think about, I have a product. I I put on a billboard, put it in a radio campaign, if I put it out to enough people, it will naturally sell. When that is only partially true, the other side of it is, how do you wrap that marketing? What's the decision making process there? What is the story that's being told and what lies behind that? For example, you got the informative clothes, whereas you got the emotional clothes. And really when it comes down to it is the emotion that we make all of our decisions from. Take a look at the information clothes. Let's say I got a cellphone in my hand. This cell phone, this Sam Toy 12,000 has 16 GPUs and five CPUs and 12 cameras and 86 gigabytes of hash force power, and you want to buy 12 of it. It doesn't really reach you, does it? And so many times, marketing of items and products are done that way when really, if I said, Look, I got a phone in my hand. You want to change the world, and you want to do it from the palm of your hand. The new Sam Force 26 can do exactly that. All you got to do is swipe left or right or what have you. And you do it with a smile. You'll buy that far more readily than the 26 GPU. Yes, there's different individuals that want information, and others want the emotion. But when it all comes down to it, in the end, the final decision is the emotional decision. We use the information to bring us through that emotion. So as you design as a business owner, your sales process and your marketing process, keep that in mind, and your clothes ratios will go up naturally, and you'll apply that to your sales team and look out the game will be on. The number one role of a salesperson is to simply build a synergistic relationship between you and the client that you're with. Often, who am I kidding? Often? Just about every time a salesperson has begun, it starts adversarially. A guy wants to pick up a girl at the bar. What are you looking at me for? A person calls you up in the middle of the night trying to sell you duct cleaning or what have you, or you walk onto a parking lot and to buy a car, and you're worried if that person is going to be pushing something on even getting your car. Fix it a mechanic. Are you gonna sell me something that my car does not need? All these concerns are we are holding our purse strings tight because we are expecting to be taken. And the salesperson is there expecting for rejection, looking for rejection. They're going to hate me. They're going to say no, when I go. And there's this natural adversarial side to sales that we naturally think is there when really the number one thing that a salesperson does is break all that apart. And you allow the customer to be themselves and communicate clearly and transparently where they're coming from, as you communicate where you're coming from. And in that synergy, you make for a much greater result, a much bigger good, and a much bigger sell, a better cell, and a long term relationship. The number of customers I've made in sales that then become lifelong friends are almost unmeasurable, immeasurable. Builds a criticality in life as a result of that success. The number one thing you do as a salesperson is simply build relationship, grow relationship, synergize, identify the needs of your customer, identify how the needs of yourself can support that and make history together. It's that simple. And with that, there's never a need to push. There's never need to demand. There's never a need to defame, disparage, raise your voice, or get upset because we're all looking at helping one another in the big end. 4. Lesson 4 - Body Language: A little known secret is we naturally gravitate to people that are like us. Geez, you go into a cafeteria and you just see where people are like seated. You hardly see someone wearing a suit with a homeless person or even people certain ethnic persuasions. We self segregate all the time. It's just strange, but it's true. And at the same time, we naturally if someone is depressed, someone says, I lost my dad last night. You wouldn't say, Oh, my gosh, that's terrible. I can't believe that happened to you. We'd be like, No, I'm so sorry to hear that. And actually just as human beings, we actually resonate at the same level, knowing that that's how our human animal behaves and operates. We can leverage that as salespeople in what we do. Where we can vocal mirror, we can physical mirror, we can do all sorts of things. So let's look at a voicemail, for example. So you call someone that goes ring ring ring, and someone says, you've reached ABC Corporation. We are the makers of the greatest ABC corporation stuff that you've ever known by a man. My name is so and so and leave a message after the tone. The kind of message you would not leave would be. So, you know, I was calling you and I was looking for some ABC stuff. You'd probably say, Hello, ABC Corporation. My name is Damien Spaulding, and I work with an organization that works with ABC Corporation just as formally as what you presented, and I look forward to meeting with you, if you can call me at your soonest convenience. Because you've met that person at and where they naturally would operate as a baseline, they'd be like, Hey, that guy's kind of cool. You can bring this to an extreme and just have a lot of fun with it. On the other extreme, you could be like, This is let's see here. What's another voicemail you might find? Just using voicemail as an example. So I'd be like, Hi, you've reached Susan. We're at the HR firm that everyone loves, and I want you to leave a message after the tone. Therefore, your message could simply be, Hi, Susan. My name is Damion Spaulding. Great to meet you. And I would love to have you contact me as soon as you can. Seems convenient. The nature of my call comes with a degree of time sensitivity. So can you call me back as soon as you can? Thanks. By doing so, Susan, no matter what page she's in her workday, you're falling in symmetry with how she operates. If you answer that Susan call with Hello, Susan, my name is Damion Spalding at ABC Corporation. Yes, you will still win, but there's gonna be a disconnect there, and you're asking that person to meet you where you're at. You take a look at even if someone sits long enough with their arms closed, and you'll naturally want to close your arm after that. If I sat here long enough, you'd be like, Why are you judging me? But you're gonna find an inclination to want to cross your arms or even worse yet. If I put my hand at my temple and I sit here for a while thinking, because you're a natural human being, you're gonna want to do exactly the same thing as me over a period of time. You can often know who is the alpha in the room by who takes what motion first and who follows second. You look at the cheerleader divides. You got the head cheerleader that everyone wants to be like that chews the gum and talks in a certain way, and all their girlfriends start chewing in the same way. Oh, let's be a little bit medical. You get women that fall in cycle when they live together. The Alpha female tends to have a mentral cycle, and then the Beta tends to match that cycle. It's just part of our human animal. And because that human animals so predictable, we can leverage that to our success. So you can establish now control even B. Two people are yelling at one another and say, I hate you. I hate you. I hate you more. And you can say, guys, shut up. It's not worth it. All you got to do now is just calm down. Calm down. Join me here and don't lay on fists. So we can now move after we meet an individual where they're mirred, whether it be how their body is positioned, the voice they use. We can then move that also to where we want them to be. So if someone just lost their dad and they're really down and forlorn about it, we could be like, I'm so sorry to hear that. That's terrible. But you know what you need. Let's go out tonight. I got a few friends. We're gonna get together. We're gonna forget all this madness, and we're gonna study for the next Sam, we're gonna have a good time. You want to do that? And we walked them through that arc, we brought them to where we want them to be for their betterment. Mirroring does huge results. You can mirror across every stage and walk of life and watches makes huge dividends, and you can do this on job and off job. You can hack the world while you're getting groceries. And the person's talking to you, saying, How are you today? I'd be like, I am great. And you can make them feel better or worse just by how you mirror and how you present yourself and move them through your arc, or you can follow theirs. No matter what, we're all in this together. The vast majority of communication has nothing to do with what we say. It has everything to do with our body language. In fact, that is how you can tell if someone's lying or telling the truth. First things first, by what they do with their body, our body speaks volumes. Don't you agree? I'm sure you hate me right now, don't you? There's a disconnect when I do that, too, 'cause my head is saying one thing while my body's saying another. So when we take a look at that, we can actually analyze what really is happening at the core of an individual before even what they say gets a chance to get themselves out there. So, for example, we tend to lean towards things that we like. We tend to lead away from things we don't like. For example, I have $1 million I like to give you. Would you like to deposit that check as you lean forward? I just ran over your cat in the backyard. I'm so sorry. He's like, You didn't. One cue. Another cue you can look for. For example, where are the eyes dodging? You know that someone is being very creative when they look up in the air. You know when someone's being very analytical when they look down at the ground. So if I can say, Where were you last night? I was I was going out with the guys. Yeah. So I'm thinking creatively, creatively in my future, creatively in my past. Or I can Where did you go last night? I was Where was I? I went to the library, and then I went got groceries, and then I'm pulling from the analytical side of me. You generally can see where someone operates by where they dodge their head and where they put their eyes. You can read into that and do what you need to do to move the conversation where you need to move. If you're dealing with an analytical individuals, then you meet them at that analysis. If you're dealing with a highly creative person, then you meet them at their creative ends, where you mirror them, and then you meet them where they need to go be, and then you go from there. Stable points is another thing. So, for example, I am sitting right now in a certain way, and if all of a sudden I change in a different way, my stable points have now adjusted, and you know that the conversation might be going in a different direction. In fact, in fact, this is what interrogators often use, as well, when they're interrogating someone because I might be sitting like this all day, you got nothing on me. I did nothing. I did nothing. And then the interrogator might say, Well, did you know that we got you on camera and be like, where? You know? Because now of a sudden, I've changed my mood. By changing my stable point, you know I've changed position, emotional position. So now in a negotiation process, you'll see if someone goes, for example, another thing, from an open body posture, it's a very closed body posture. Someone might start a process going back to that interrogation room story of, Okay, so I don't want to be here, and you have no right to hold me here. You have 24 hours of my time. But then all of a sudden, the interrogator says, But, Damien, we know that you're innocent. You know I'm innocent. Yeah, we know you didn't do it. I didn't do it. Who told you that? Well, yeah, you're totally, totally free to leave. I'm free to leave. Okay, let's go. The inverse is also true if it's like, we caught you on camera. We caught you on camera at three in the morning killing the puppy. So look at that. Looking at the body posture that people go through says a lot. That's the first thing that happens. And therefore, I'd be like, I did nothing. Or I did nothing says two completely different things. Very predictable in how we operate and how we move and everything that we do. You can physically mirror that brings people to where you are. At the same time, you can look at what they do and analyze that because then you really know how you're doing as a salesperson through the sales process. When someone opens up, there's called I think they call it a confessionary position. You know when someone's about to confess to a crime, when they lean forward, they start doing this. And quite often the police officers does that first. That way, the other person can join them second. Be open in your communication, be open in your body language because that creates openness and watch interpret the motions in front of you because then you know how you're doing in your sales process based upon their physical language before they even say a word. 5. Lesson 5 - Front Talk: There are a number of helpful techniques you can use while building relationships with your clients or customers. It all starts with front talk, and front talk can be developed in many different subsections. Front talk is what happens when you meet someone for the first time you shake their heads and say, Hi, I'm so and so and hi. You're so and so, and tell me about you. Well, my company is this, or I got a wife and 12 kids or what have you. We can actually eat together. We can share a beverage together. By eating together, sharing a beverage together, all of a sudden, we naturally relax. You see, there's a reason why people when they date, we take them out for lunch or dinner or a beverage. Someone comes to your house we offer m and tea or coffee because that disarms any sense of and it's parasympathetics. When you're digesting, you must be relaxed. It's hard to eat while you're running away from a bear. So that's one. Share a beverage, share a glass of water. Doesn't matter what it is. If they offer you something, accept it. It then all of a sudden creates relationship. There's already a change and exchange that happened in kind, and you can build relationship from that as part of your front talk. You can crack a joke. It is near impossible to be upset at someone right after they made you laugh. Even if it's inappropriate. It's like, Oh, I can't believe you made me laugh at that because when you laugh, there's an endorphin release. Just as when you eat, there's a natural relaxation. When you laugh, there's an endorphin release, and it feels good, and we want to share that further. It deepens our relationship. When you're in a negotiation, not just sales. Negotiation is a deep form of a sales, hostile negotiation, $1,000,000,000 corporations buying another billion dollar corporation. They don't want to sell their shares. If you can get to the point where the boardroom laughs at the fact that Joe's ties off to the side and all share that, all of a sudden, the tension can be cut. Anytime you want to cut tension, cut a joke. It's a beautiful thing. Let your client brag. People naturally like talking about themselves or talking about things if it's not themselves, things that they're proud of are things that they like. For example, if someone has a pet cat, they jump on their lap, they start petting their cat, say, Wow, that's a really cool cat. Why did you get that cat? I've never seen that kind of cat before. What is it? What is it about that cat that's so unique? Why did you grab it? Because by them saying, Well, I got it when you were a little kitten, and the kitten was so cute and I like rescuing kittens and they're telling their story. They'll naturally by telling their story gravitate to you, 'cause you've really shown genuine interest. You ask things that you're genuinely interested in. And when you speak to those things, they'll naturally like you, love you, dig in with you. So no matter what, you could be sitting in a bar and someone can sit beside you, and they might say something that's absolutely horrid that you completely disagree with. I don't know. I think all puppies should be stomped and killed. I hate dogs. And it's like, Okay, I don't like that. And before I take them to task, I might sit there long enough. And they're gonna say something else that I might agree with, something like, Well, because a Rottweiler killed my niece, it's like, Whoa, that's terrible. Let's talk about your niece. Let me take interest in your niece, and let me see if I can agree with you on that one. And let me let you brag about how protective you wanted to be for your niece and you couldn't do anything about it. And you'll build that relationship. And also, of course, compliment them, because when you compliment them, it's like, Wow, that is really admirable that you would protect children like you want to protect children. I really admire that about you. Forgetting the fact that I don't agree with stamping puppies, I'll leave that alone. Putting these things together, you create quick relationships and ever deepening relationships through that front talk experience. Chew gum, for example, by chewing gum, you are naturally relaxed because it's a form of eating. Dine with them, crack jokes with them, let them brag, take interests in what their interests are, compliment. All these things come together and make very, very fast relationships, very deep relationships, and a camaraderie. And from that, you can have them watch your favorite movie cause the trust has been built. A little known secret in the sales process is your opinion means nothing. The truth is the most important opinion is the client that you're sitting with. You walk onto my used car parking lot and say, Hi, I'm Damion Spaulding. I'm the best salesperson you've ever meet, and I have the best cars you might ever know. And I think this car will perfectly suit you. You do that before you even get to know what the customer needs. You've already lost the sale. You get an understanding of what the person needs first. And actually, you can puree your opinions, your emotions, and your thoughts into that process, and you've won. So do the same thing. Say, welcome to my parking lot. I'm Damian Spaulding. How can I help you today? Well, I'm looking for a car that is able to house my children safely and can drive zero to 60 in 2 seconds. Wow. So you're looking for a crazy, fast something that is safe. I got it. Well, I think that the best cart no, no, before we get there. So, there may be cars here. We got this car this way, this car that way. Which one do you think will fit you the best? And the person would be like, You know what? That one might be the best. You know what? I think you made the right decision, and here's why. Bum, bum, bum, bum. Never lead with your opinion, but leading with your opinion, you can often cut the feed out right from under you before the process even begins. Let your client lead you through the process that they want and you facilitate that journey together. That's how you win and always put your opinion in later as an affirmation that they made the right decision. We're judged by the questions we ask, the quality of the questions that we ask, not by the things that we assert. Ask the right questions, you're going to come off as the expert. Then from there, you'll be able to hazard your opinion when required as a post close, not part of the main close. We're going to get into that very soon. 6. Lesson 6 - The Sales Funnel: The entire sales process can be summarized in one quick little picture, and that's a funnel. A sales funnel very much where things start at the very top in a very wide area that then gets thinner and thinner and thinner until you reach the bottom where the natural sale occurs. And the clients all through different decision making processes in the negotiation or conversation process is going to want to jump out the top of that funnel, and the salespersons going to actually pull together and have things fall at the bottom of it, eventually, of course, training the client's desires to be the same and in line with the salesperson's desire. So there's a series of communications, a series of what's called objections, a series of unexpected expected results. And as you take a tally of all these things that occur in every sales communication you have, for example, you're asking someone out and you say, I thank you I love your hair. And the person says, Wow, really? Well, that worked. I'm going to remember that next time of IT You look better with your clothes off. Slap. Okay, so you know that second approach did not work that jumped out at the top of the funnel. The second approach did work because now it's working to the end result to where you want it to be. Pay attention to all the questions, all the interactions, and all the little sub actions right now in the body language that occur and see what turns things to the bottom of that sales funnel. And as you spend more and more time in a job, I often say when you're cold calling, you really get a feeling of a process of a vertical after 30 calls, not three, because then you'll get a feel to flow, you'll see the objections, you see things that come together or fall apart and then begin to see that funnel as it naturally grows and then funnel things where you need it to be as a salesperson. Then the client tenebl needs to be as part of that process. 7. Lesson 7 - Starting the Pitch: Throughout the sales process, before you get into anything having to do with your product, your service, anything else, the first thing we must do is qualify the person that we're in front of. The last thing you ever want to do is go through your entire sales pitch, let's say, selling a light bulb and then saying, I got a light bulb with 100 years lifespan that's extra bright and can do everything you might ever like. It slices the dices. It babysits your children. But the person in front of you happens to be blind. So they really don't need your light bulb. They're not qualified for your sales process. You could be talking your head off for a week and a half, and then all they'd be thinking in their head is, dude, I'm blind. Dude, I'm blind. Dude, I'm blind. It's an objection in their head that you must overcome first before you can get in anything else. So you can talk about objections in a minute or in the future. But going back to this light bulb, though, if you pre qualified that person, and you said, Okay, I got a light bulb, and the guy says, Dude, I'm blind. It's like, Okay, are you ever in the same room with people that aren't blind? Well, yes. Would they ever need light to walk through the room at night? Well, yes. Okay. Well, now they're qualified again. And then from there, once you're qualified, you know that you either have a person who can leverage your product or has the ability to afford the product. It's hard to sell an exotic car to someone who's homeless with a bank account of zero and zero credit rating. So you make sure the person is qualified for the pitch. Then from there, throughout the entire sales process, while building the relationship, you're building to the inevitable conclusion of the close. You first talk by doing a few things. One, ask a whole bunch of qualifying questions. These qualifying questions can be framed in forms what's known as the If we would you clothes, right? And then we're going to talk more about that in the future. But if we could find a way to make your living more comfortable by giving light in the middle of the night for your grandkids and not bump into furniture, would you like this kind of product? They'd be like, Yeah, yeah, I'd like that. I don't have to sell anything from there. I know I'm closed. I'm done. I just got to ask more questions like what would that look like? What would the light bulb have to be like? What kind of furniture would you like to avoid? I'm qualifying all the details that this person has, and therefore, I know exactly how to pitch. It's like customizing a resume to a job. You're customizing your pitch to the person, and that person is based and defined by the qualifying questions that you ask. And while doing so, you can do a second thing it's called establishing the need. You'll see this in television commercials all the time. Have a hard time getting out of bed. And you still phoning like a fish. And it's like, Well, used the new get out of bed, 5,000. They first establish a need or they create the need, the sense of a need. Then they solve that problem, problem reaction solution. So you establish your problem, and then from there, by qualifying questions, you get understanding what that need is. And then you can solve those problems legitimately. And as a salesperson, all you do is you keep poking at those problems over and over and over again until they want to get rid of it. Then you give the solution, like, Oh, my gosh, you scratched that ditch from me. I didn't know I even had that ditch, but thank you. 'Cause you pre qualified that person well. While you're going through those two steps, you can also do another thing, and that's determine their buying strategy. So what I mean by that is there's gonna be a certain key number of things that an individual's going to want to look for. For example, if I'm buying a car, I might want to be looking at its safety and its color. That's the number one thing I don't want my kids to get killed, and I want it to be blue. But another person would care about the zero to 60 in 2 seconds and its ability to impress some hotness that I want to impress. So if I understand what the buying strategy is of that individual, I can then pitch to their buying strategy. So I'm not going to pitch the person that cares about safety and their kids, how fast it can go zero to 60 because that might be scary for them. And I'm actually talked myself out of that process as they jump off the top of the funnel while I'm trying to get them to the bottom. Neither am I going to talk to that kid that's wing that hot rod that can jump over cliffs and do stunt driving to say, and this is the safest thing that's great for grandchildren. So as you understand their buying strategy, you can then make your pitch fit their buying strategy. And, of course, you determine that through your qualifying questions. And, of course, when all else fails or there's tension, you just go back to front talk and you build a relationship, a that's rule number one as a salesperson. An addendum to pre qualifying everything that you do. Very, very important is you want to make sure that prior to entering any sales process, any marketing, pitch, any negotiation, anything that all decision makers that need to be there are there, or else what you end up having is a scenario where you do the whole presentation, you say, I'm sorry, I love what you're doing, but I cannot make a decision without my business partners or my accountant or my wife or my husband, or my grandmother or my power of attorney. Make sure that all those individuals are there or else you've just now spent a lot of time going through your pitch, then you got to go through it all over again a second time. So part of the pre qualification process is simply to make sure that all the decision makers are there. And therefore, by the time you're done and that sales funnel is complete, it's just going to be nice, easy, and clean. There's no kicking the can down the road. So your front talk has now done its job. You now know what their buying strategy is. You have asked all the qualified questions. You now ready for a qualifying pitch. And that is the first preliminary pitch. You see what happens then, is you can then say, if I had a light bulb that allowed you to your kids to walk around the house late at night without getting bumped into things, would you then look at a product like this? They might be like, but no. I'm like, Well, why? What's the but no? That's a good objection. We're gonna talk about objection soon enough in a deep way. And then from there, it's like, No, because I rent my apartment, and I actually don't change a light bulbs myself. It's brought to you by my landlord. Oh, I didn't know that. So you might not be qualified for this because you never actually ever buy light bulbs. You never bought a light bulb in your life, and even if you did, your landlord might reprimand you. So I'm going to go back to front talk because they have this high efficiency something or something you might like. So I'm going to go back to Front Talk and get to know them, get them talk about their dog and their kids and things are important while I start thinking about, is there any room left in my pitch to then move this in the direction of light bulbs? Maybe I can talk to his landlord. Maybe there's other ways we can go referrals, things along that line. Or I might find there is a qualifying thing that you can get. If I can give rent relief for you, you can then use this light bulb and then we'll still back in our sales process. But this is what makes a nice, easy, smooth sales run. Because you've prequalified your individual, your candidate, your customer, your client, or what have you, whatever your market vertical says. You've pre qualified this individual. You know your product is worthwhile and is of benefit. And then the actual sales process is actually like a post close, which we're going to talk about as well, where now you're really affirming to them that they made the right decision. In essence, you get them to make the decision to buy your product or service before they've even seen it. And then from there, you go through all the blow by blow to encourage them to show that they've made the right decisions. That is effective sales. 8. Lesson 8 - Committing Questions: I gave an example earlier of how to ask a committing question simply being something like, if we would you? If there was a light bulb that can help you not bump into furnitures at certain times of night, would you entertain this purchase? And they'll give you a yes or no. And it's okay. As a salesperson, you always want at least seven nos somewhere. You want to empower your person to say no, because that's what they want to do deep down inside. So you want to give them the ability to say no, but you want that no to be on your terms. So therefore, they say, No, I would not buy that product or item. Great. That's fantastic. That's an objection. We handle that objection by agreeing with them. We're going to get deep into that in a few minutes. But then eventually they're going to give you the next no and the next no, and the next no. Then as you get all through all those nos, you're now pre qualifying that person. And therefore, you can say, Okay, they said no because they need to have their grandchildren. Oh, but they have their grandchildren, so we solved that one. And they also said no because they think it's unaffordable. And they also said no because they're short on time and they don't want to hear a long presentation. So I got three pre qualifying questions. So, guess what? I'm going to hold do the committing pitch, qualifying pitch, which is then if I was created this product that allowed you to do what you need to do, fit within a budget that was affordable and also didn't take all day to describe it to you so you can win. Would you then purchase a product that I have? You'll then get that yes. And once you have that yes, you know you have your sale. Now, your sale is just a matter of then going through those three main things and answering them. And then if and when you go through those three things, and you show that they can move around comfortably and safely. They can afford it, and they could and you did not take all day doing it, and they had the time to do it. And they say no. You can now hold them to their committing questions the statements that they made earlier, 'cause he asked them, I thought you said yes. If I did all these things that you would then use this product, you would do this. And they're like, but no, I thought about something else I want to share with you. That's great. Fine. Agree with that objection. Go back into front talk, walk yourself through as you go through. And then, guess what? You ask another committing question to pre close it. You go through the same process again, and then you get that yes under that condition, it's called a conditional close. And then from there, Bob's your uncle. You have your sale. 9. Lesson 9 - Objections: Because you've done such a great job, you made a great friend in relationship because you've done a great job with your front talk. You've done a great job pre qualifying an individual. You are not oppositional or adversarial, but you're complementary and you're working together for the betterment of both of your relationships. There's going to be objections that naturally come out at the top of the funnel that's going to make people want to jump out of that funnel. They're going to bring that up themselves. And as you know, it's your job to bring them to the bottom of the funnel. And sometimes these objections will be transparent because you've done your job being that they can communicate with you. But if for some reason they don't, then we got to rely upon the next level of things. And those subtle hidden objections. Here's where we look at their body language, if they change the stable points, they go open and close. Or if there's a change in the sense of the air in the room, like all of a sudden someone who's very talkative just gets very, very, very quiet. Or someone who's very quiet, starts rattling off all sorts of craziness. They might be moving, distracting from something else that could be much, much more important. What's really important through this process is that you stay neutral, even though, as a salesperson, marketing person, contractor negotiator, what have you, there is going to be a benefit and a gain of walking in a certain direction. It's important to hold your motions at bay, stay neutral to all those processes, look out for the best of that person. And you can take those hidden objections, flesh out the real objection, then contend with that real objection as you go. And there's gonna be common things you're gonna hear, like, I need to think about it. That is so easy to overcome with simply saying, What do you need to think about? Like, then from there, it's gonna be, Okay, well, I need to think about the timing of this. I don't know. You caught me at a bad time. And I just can't make this decision right now. Okay, okay. Guess what I'm gonna do next. So if I came back another time or if you continue this at a time that could be better, would you then kind of entertain where we're headed, or obviously, then it's gonna work. Cancel done, right? Or you go as well, go back to front, talk and chat about, Okay, I understand. You're really, really busy. That's totally cool. We can do it another time. I'm sure we're gonna get the other tomorrow. Before doing that, tell me more about quantum physics 'cause I really want to finish that part of this conversation 'cause I love quantum physics. Objections are a good thing. You want your client to say no to you at least seven times before the yes, at least. In fact, there's sometimes I've done projects and sales processes where I got, like, two objections, and I actually held back the final close until I'm not trying to make objections, but I want there must be something that I'm not seeing. You're probably making it too easy on me to ensnare me with something. So I'm going to go back to front talk and get to know where you're coming from. Then I know it's true I'm pre qualifying you again. Then I'll finally close it when we're all said and done because the last thing that's important is you want to make all the objections visible. Even if the person agrees with you the day and signs a contract, you might find out the next day they changed their mind. They're getting cold feet because there's something they should have told you in the sales process the day before that didn't get brought up. So as a salesperson, it's important to get all that, as well, the back end. And you want to get now when you're dealing with these objections, and you make them visible, you want to number one now, agree with it. Say I completely agree with you. You're not insane. You make total sense. That's fantastic. You empathize with them, say, I get it. Then you ask a committing question, one of the above, A four mentioned. And you close it again, you repeat it over and over and over again. 10. Lesson 10 - Closing Approaches: There are many strategies to success when dealing with closing a contract, whether it be a marital contract, a business contract, what have you? It's all contractual. It's all negotiation processes. And there are certain objections that will always come up, like, I don't like the color of that car. I don't like the color of your shoes or what have you. If you're looking to go on a date, I don't like your attitude, and so on and so forth. Those are objections. And those objections can now be overcome with a series of closing strategies like committing questions or things along that line. So, for example, a committing question is very simple. We covered it earlier of if I had a light bulb that allowed you to do this, would you then do that instead? Which is one form of a close. It's called the if I would you close. If this could happen, would you then? Because there's always a condition for everything. As they say, everyone has their price. Or anyone can achieve just about anything if they're motivated enough to do it. People that are afraid of heights can get over their fears if their children are going to fall off a cliff, and the only way to save their child from death is to reach out and not look at the distance and grab their child. If that was the scenario, would you be able to save your child? The answer to that is normally yes, even though they're afraid of heights. The if we would you clothes is a form of conditional clothes. And that conditional clothes is one of the most powerful things you can do because you're not forcing anything, you're allowing the individual to walk through their own thought processes and under certain conditions, say, they do. If I could give you a car that goes zero to 60 in 3 seconds, would you entertain buying that car today? And that time sensitivity is notatual gonna make them want to be like, no, no, I wouldn't they're gonna want to give you an objection. They're gonna be zero to 60, but all those cars are so expensive, I probably won't be able to afford it. Okay? So if I can give you a car that zero to 60 in 3 seconds and also a affordable, would you entertain purchasing that car today? Like, Well, maybe Okay. What aren't you sure about? In other words, give me the objection Give me the no. Give me the no. Well, maybe. But my insurance a sports cars are really, really pricey, and insurance is insane, and I don't know if I could afford it. Okay, okay, okay. Got it. So we're back to affordability, ok? I completely agree with your objection. We're gonna handle that in a second. And then from there, we're gonna ask another committed question, which is, if we would you close. Alright. So if we had a car that did zero to 63 seconds and also was affordable and also found a way to be affordable from insurance, I'm gonna change it now instead of if you would you close. Obviously, then you'd purchase that car. Which is now an assumptive close, 'cause I'm gonna assume you would under these conditions. A little bit stronger than a typical conditional close. Be like, Yes, I would entertain that car. Got it. Now, I know I got the sale. Guess what? I gole back to my front talk. So, like, how long have you been driving? Why you want the sports car anyway? I was like, Look and see what I did there. Why do you want this sports car anyway? I was like, Well, yeah. I do want this sports car for these reasons. And I'm actually walking them through a post close. Which what you're really doing is you're pulling them along. You're not being pushy. You're pre qualifying them, getting an understanding where they're coming from, and you're pulling them through the sales process and letting them funnel themselves to the inevitable conclusion. The alternative clothes, let's say we can use it in a dating example of Look, I know you're not looking for a boyfriend, which is giving the objection up front. I'm gonna cancel that objection. I know, though, if the right person came along, you definitely want to date them, and that person is me. So, you know what? I'm gonna give you two options. We're gonna meet tomorrow morning or Thursday afternoon. What would you prefer? And you're not actually asking them, Would you want to date me? You're giving them a sense of decision. Yes, you're empowering them to make a decision, but it's under your terms, either A or B. And be like, Oh, I'll pick A. Especially if you said, and I'm not taking no for an answer. Come on, I know you want to do this. And you wink and you smile, and of course, you laugh, which disarms the situation. Or, again, you chew gum or all the other things you also know in front talk. And with that alternative clothes, so it was like, I like to meet with you. I just cold called you, and I would like to have one of my managers meet with you at your studio next week to talk about making a movie together. Does Thursday morning work or Friday afternoon? What works better for you? Well, neither day. Okay. Okay, got it. If we found a day that could work, obviously, then you would get together, what, let's say, Thursday the following week, if we would you? Wo did a little bit of assumptive. Well, no, I don't want to see you next week at all. Okay, why is that? Well, because I don't like people that talk English. Got it. Okay. Which language do you prefer? German, Laosian. Laosian. Okay, so if I found someone from Laos that could speak Laotian with you, would you entertain setting up a meeting with us? Yeah, of course. Okay. I now know I got to cancel it objection by finding someone from Laos. Walk that conversation through. Make that happen. With these processes, you can close just about anything, any scenario, any product, any service, any conflict resolution, even. 11. Lesson 11 - The Final Close: That the now, here's where you have been differentiated from 90% of every other closer, market, negotiator out there in that they often wait to close the deal at the end of the deal. And you already learned from me earlier on today that you close the deal upfront by committing questions. So therefore, it is not a dog and pony show. You went through all these things, and right at the very end says, Do you want to buy it? Are you interested? Those words should never be spoken. You never be interested. You be interesting, or you dig into the actual process of relationship. The interest is gonna be there. It's naturally there. So the final close is simply now summarizing everything you already know. Therefore, if we can do this and do this, and do this and follow this condition, that condition, and the other condition, and create a way that all this can naturally happen, I would then you would then X, or you would obviously y. After that close is done, you get that firm, yes, you shake hands that physical interaction is important. You sign contracts or what have you. And then guess what you do immediately after that. You go right back to front talk. And then you go back into Ginny to know them, 'cause that's her number one job as a salesperson, marketing person, contractual clothes, what have you. We go back to the relationship. And then from there, you can do any other final points 'cause it is possible to oversell something. If you continue selling after you've done that close, they'll be like, Why are you continuing to sell me on this? I already bought it. Is there something wrong with that you're trying to get over? The clothes is actually done. And then you share with them other details as they go along as confirmation bias. We naturally when we purchase something, I purchase a shirt I really like, I go to someone else, say, Do you like it? It's like, I like it. And go to someone else. Do you like this? I like it, too. Good, good, good. I feel good about it. Or we'd more so say, I know you like my shirt, don't you? We do our own assumptive clothes to handle our own confirmation bias. Okay. So the final close is simply a culmination of everything you've done. And then from there, everything after that is post close. And you want to make sure that through the sales process, you never go through all the features, all the benefits of whatever it is that you're selling. You always leave something behind. In essence, what I call putting out crumbs. You leave cookie crumbs everywhere. We don't give away the whole cookie because at the end, after the close is done is when you can finally say, Oh, and by the way, did you know that this slicer also dices? Did you know that this car that not only is it rocket fast, but it has the highest safety rating. So when you inebab wrapped around a pole, 'cause you're driving way too fast, you 20-year-old, that was me. You don't worry about losing your life. Just a little thing that'll make your parents feel happy. It's like, Oh, thank you, Mr.. Because you've added that last feature benefit to then really cause them to know that they made the right decision, and that is the post close sides of things. 12. Lesson 12 - Post Close: You've now done it. You've made it to the end. You've made a new friend. That friend is about to thank you if they have not already done so because they've signed the contract and they've realized that their life is better off as a result of whatever it is that you just gave them, sold them, or did. Their business is about to grow. They got the car that's really pretty. They got the light that does what the switch, told it to do. Now the fun part also now continues. They sign the contract, and from there, you handle any final objections that there might be. There shouldn't be any, but there might be, as a post close now, and this is why you left some of the cookie crumbs remaining for them to get in there and say, Oh, wow, now that I sign the contract and the terms are this, what happens if I get hit by lightning and I can't afford the payments? What would happen at that point in time? Well, that's when we'll talk about insurance. We'll talk about other things that could then make sure that things run cleanly from there, okay? And again, post close is now mixed with a whole bunch of front talk. Here's where we can now summarize we might get deep into quantum physics because we like quantum field theory or something. I'm like, Let's finish that conversation before I got to go because I love engaging with you about that. We'll set up follow up plans where you can often businesses, they would send cards like Happ Merry Christmas or Thanksgiving or what have you at different times of the year. It shows actually true intimacy when you go one step further. Instead of doing that stuff, you send them stuff on their birthday. Or the anniversary that they got their job at the office, or, you know, you send their newborn child at their first birthday, happy birthday to your son or daughter. My gosh, you'll get that you'll deepen that relationship in really, really cool ways. That's part of the long term post close follow up process. Okay? There's a lot of details that you can always go through when you're done as the post post close, when you're all finished, you say, Okay, what are all the things we went through? What are all the successes? What are all the failures? The truth is you want planned failures as part of your sales plan, as part of your sales model, and you want to learn from those things. You make sure that things can cataclysmically fail and still pull themselves back together. And then you're going to think, What are all the objections that I overcame? Could I have done it better? Could I have done it faster or sweeter? And the truth is the best time to deal with an objection is before it occurs, not after. So if I know full well, that I'm going to chat with a 20-year-old kid who likes driving hot rod cars, and I know that most 20 year olds can barely afford the kind of car that they're looking at. I know that's gonna be an objection in advance. I'll probably deal with it when I'm pitching the car as part of my qualifying questions at the same time and saying, Okay, well, before we get ourselves into this car, I'm sure we'll find a way to make it affordable, right? If we made it affordable, you can definitely take this home with you. So like, Oh, yeah, yeah, no problem. I got my daddy's paycheck. We're good. Okay. Well, that's part of the process is you go back through the entire journey and you make sure it runs smoothly, and you learn from your successes. We learn more from failures and successes. You learn from your failures to grow for your successes. And then you make those follow up sequences with your customer. And of course, ask for referrals because you now have a friend, that friend will give you 100 friends cause the trust has been established because you did your number one job as a salesperson. You made a good relationship to last beyond the sales call. 13. Lesson 13 - Personal Sales Meeting, Part 1: It so what we're going to do we're gonna through a series of role playing exercises here. I have a friend and colleague. We call him Houdini. His other name is Jack, but you can call him Houdini. And he's going to be difficult on me as best he can be. He's going to push back so you can watch me deal with objections and walk through the whole process. And we're going to break this down into its elemental parts from the front talk and the canceling objections, handling objections, the whole 9 yards. And you'll see as I go through a plan of pitching a pair of glasses, generic glasses that I don't even have a name, but I will pretend they're worth something really decent. We're going to make them really cool. So here we go. Welcome, Jack. Hi. Please to meet you, man. Nice to meet you. Good, good. I'm Damion. Sorry. Jack. Jack, Jack. Good to meet you, Jack. So, Jack, before I get into anything, I love him to get to know you a little bit. I mean, that's a cool plant. Where'd you get that thing? Oh, it was a gift from my uncle. Your uncle. Yeah, he went to a funeral, and there was some flowers leftover afterwards. Alright, right. So you're not necessarily a flower guy? No, no. Alright. What are some of the things you into? Oh. Flying. Flying? Yeah, I'm a big aviation buff. Alright. Alright. I'm a flying buff, too. You notice my body language right now? I'm leaning forward. I'm interested. I'm hiding my face a little bit, create some kind of safe distance at the same time. My legs are open, my body language is open. I'm not sitting here and saying, so, you know, I'm here to show you stuff. I'm wide open this conversation. As soon as he says something that I can tie into as a human being, personally real for me, I will then engage at that level, 'cause I'm curious now, 'cause I love flying, too. What kind of flying are you into? Ah, private. Just private. Are you a pilot? I am. Oh, my gosh. That's so cool. I always want. Okay, sorry. This is I always wanted to be a pilot myself, and I still have yet to do it 'cause it's such an expensive hobby. I only do things that I can finish. It really is. Yes. Yes. What kind of planes have you flown? Oh, uh, Anything from a 1942 champ a fabric covered little beast to Cessna 182. Hyper aircraft. What's your favorite plane to fly? Per. Yeah. Yeah. Yeah. What is it about the Piper that's so cool? Lowing. Okay. I like the low wing. Right. I can see what's above. I get more. I hear Low wings, you can get obstruction, too, but you don't find You can. Okay. Yeah. But there's also obstructions in the high wings. Okay. Liking up. Right. That's right. Cause like a cessna when you're turning, you can't really see the Okay, okay. That's very cool. Well, I'd love to go. Do you still fly? Oh, absolutely. Okay. In this process, what I'm going to keep this conversation going, and I don't want to roll too much camera on this, but I want to keep the conversation going until he now leans towards me saying, so what brought you here today? Why are you sitting in front of me? I know we're enjoying this conversation all, but where we're going. So I'm going to keep this conversation going, and I'm going to feel that moment until we can actually get into things. So yeah, the Cessna 182 here and 172, I think it is, is very common. Yeah, the 172 is very common. Right, for learning. And then there's 150 that only seats two people, something like that. 50 is very uncomfortable. Oh, is it Really? It's so small. So tight? Okay. It's a great trainer. Yes. Okay. Okay. I understand. I understand. Yeah, I understand if you like, weigh 300 pounds, that 150 is gonna be leaning to one side. Can. That is very that's awesome. When you're flying, do you find, like, the sun glare issues? Have you ever had that when you're up in the air? Oh, of course, yes. I'm told, like, the 30,000 feet guy, the 777 guys, and they're above the cloud and they got that white under, you know, surface that I don't know. I've never been there. I don't know if Li's been your experience with flying in glasses and that kind of thing? You definitely want shades with you. Yeah. Yeah. And you can get types that fall down off of the visor. On the actual plane itself? On the actual plane, yeah. Okay. Okay. You bring sunglasses. And the glasses that you wear, are they polarized or non polarized? Does it matter, like these polarized? Why Have you experienced a difference that way? A little bit. Interesting. Yeah, interesting. Very, very cool. So what I've done is you've seen I know I'm going to be selling glasses. I'm seeing I'm qualifying him right now in this conversation. If he's qualified to purchase my product, he's obviously not blind. He can probably using glasses. I'm doing a needs analysis. I'm getting to know what his habits already are before I pitch anything if he uses advisor thinking, what kind of glass polarized, non polarize. And I'm now figuring out if he needs polarized lenses, I'm going to walk it down that path. There's non polarize, I'm gonna walk it down that path. If I only have polarize and he's used to non polarize, then I might walk through another question why do you only use non polarized? What's the story that way? I'm getting that big picture. So by the time I get into my presentation, everything's done already. Let's keep this going. So what kind of glasses have you worn in the past when you're flying? Prescription. Oh, okay, okay. So you get the really crazy expensive prescription stuff. Absolutely. Okay. Okay, and of course, you need to be able to see. And then when the sun is setting, I'm curious. Like, so if you have a dropping sun, have two glasses with you, I'm assuming then you're script and you're non script. I I I shared with you a pair of glasses that was polarized actually customized to your script but actually performed in a very, you know, positive way that would be better than your present glasses. Would you entertain purchasing something like that? How would they be better? Well, I was going to ask you that. If you can have a carte blanche change in your glass industry and how you experience, what would you change about your glasses? Not having to wear them. Fair, fair. So we're now and I know he's being difficult he knows I'm a glass salesperson. And I laugh to create tension to show that I'm taking that in jest and not as a hostile position, right? And while I'm laughing, I'm now thinking about, Okay, that's a good one. How gonna cancel this objection now, not having them? Well, unfortunately, I'm not a asi guy. But I have glasses. Have you ever thought about doing Lasix and stuff like that? No. No. No, I don't like the horror stories I've heard. Yes, I understand that. I understand that. A friend of mine, and I'm agreeing with that. Anytime you can agree with the person, then you've won a customer you won a relationship, right? And I can shake your hand and say, Yes, I completely agree with that. It's spooky. I remember there's a friend of mine, actually, it worked out really well from him for him, but he had, like, bottleneck glasses. They were so thick that you just see the side. It was the strongest prescription that you can get and he just had it done two weeks ago. This is a real story, by the way. He just had it done two weeks ago, and they actually replaced his entire pupil. Like, not just peeling it back and burning it, but they actually put a whole artificial pupil in. And he walked back. I know. He walked back, and it's been night and day for him because now he's not bumping into people anymore. He can see blind spots. Right. But at the same time, his wife is horrified of doing it, and so she's still keeping her prescription glasses. So you see what I did there? I agreed with his objection. I substantiated his objection. It'd be great to fly without glasses. I'm totally in agreement with that. But I'm also in advance canceling that objection simply because he already communicated me how to cancel it because he's afraid of doing it. And two, I have another friend who's horrified of doing it, as well. So I'm pushing back on that objection to get him leaning now back towards the rationality of purchasing one of my glasses. He I should be a eyeglass so I should ry this one day. I've never done this before. Why not? You know? Here we go. So outside of the fact that you can't get your glasses, you know, get rid of glasses, honestly, if you could have a better experience with your sunglasses as a pilot, or do you also wear glasses outside of the plane, too? Like Oh, yeah. Okay. But what is important to you in a pair of prescription glasses? They need to clean well? Mm. They need to Help me see. Fair. I know for different people, for example, sports people, they like having it tied behind their head so they can jog. Others, for example, the weight is a big thing. Depending on the actual script, they can be pretty heavy, so it hurts to bridge your nose. So you don't have those issues necessarily. So it's just a matter of the quality of the glass, how well it cleans and how well it lasts. All right. So if I showed you a pair of glasses that performs that way and is affordable, I'm sure you'd grab one today assumptive clothes. I'm sure you'd grab a pair. I have some already, though. Sweet. Alright. Could you share some with me? And what he would then do is bring out some glasses. I'd look at them. I'd compliment them from the decisions he's made. I'd start ripping them apart. Then figure out, Okay, what's your weaknesses against the strengths of my glasses that I have at present? We're not going to walk you through that part of this process. But now through the complements, I'm creating that connection, and I'm creating that trust. And then it gives you the right to dispute the different elements that we need from that trust. And then from there, we can finally get into the presentation. So therefore, I see what you did. Now, we have a I have a pair of glasses here. And a cool thing is, when your customer and this is a trick in retail. Whenever you're in a retail store, you can walk through that store all you like and look at all the shelves. But the moment you step up and touch and interact with that shelf, it shows that you've now there's interest and you've purchased, you're ready to buy. And watch that if you're in a very good sales scenario in a retail store, the clerks will just sit there and say, you have any questions? I'll just sit right here and sit right there, and they do their accounting, whatever they pretend to do or talk on the phone. And then as soon as you touch something within a few minutes or a few moments, they'll say, can I help you? Is there any kind of any questions? So what I'm gonna do now is I'm going to take these glasses, and I'm gonna hold them, start playing with them, and he's gonna want to touch them, and I'm gonna keep playing with them, and then eventually I'm gonna have him scratch that itch. So therefore, yeah, I have a pair of glasses here. What I love now, this is just me being personal. What I love about these glasses, it's so light, because, yeah, I didn't like I know weight's not a big thing for you. But I just I've never worn glasses in my life. I always exercise my eyes to try to keep 2020 as best I can. I'm now getting older, so it's harder to do that. But I made him laugh. And we're identifying with this, right? Because we're of the same age. So so we yeah, getting older is getting harder. But that's one thing that I loved about this. But when it comes down to kind of things that you like it being polarized, it being actually completely scriptable. So this will not actually fit your prescription, but we can customize it to your face and customize it to your prescription. What do you think of those glasses? I'm waiting for an objection. I think mine are better. Oh, yeah. How are yours better? They fit my face better. Oh, sweet. It's the shape itself. You mean? Yeah, I think so. Alright, alright. Sweet. So before I say, but, I have a solution for that. It'd be So if there's another pair of glasses that was shaped more like yours, you'd entertain purchasing them, I'm waiting for an objection. No right now. Not right now? No. I have mine. Okay, okay. Okay. How long do your glasses normally last? About two years. Two years. Okay. So do you have one that's brand new now? So you're looking about a two year timeline? Yeah with you. So now I'm thinking, Hmm, how do I deal with this 'cause I never sold glasses before. I have no idea what to do with that objection. So what I'm gonna do is I'm gonna go back to front talk. And then while I think about how I'm going to achieve the casing and this objection. Two years. That's pretty good. So you don't step on them, you don't roll over them with your car. You don't have. But I try not to try not to. They're expensive, eh? Very expensive How much do you spend on a pair of glasses, normally? Usually anywhere from three hd to 500 $600. Of course. They don't want to roll that over. Are they insured? Like, they actually insure them or they offer insurance for kids. Yeah, I don't know, 'cause I don't wear normal glasses. And sometimes, yes, depend. It depends on what you buy. Yes, yes. I remember I was fishing with my father in law once and I lost a pair at the bottom of the lake, one of my favorite ones ever. I'm like, No. You know, I just takes half a second. I didn't feel like swimming because it was ice cold water. So now we laugh. We're bonding again. I understand where he's coming from 'cause we both lost pairs of glasses. I understand the expense he's going through, and guess what? I'm now qualifying to the fact that even though his glasses could last two years would last two years, there's a possibility that he might want a backup pair in his pocket. I'm now figuring out how I'm going to move this clothes into this direction for him. That's one that's one thing I'm gonna speak about. I might front talk some more, and then as I do this, and we laugh and we get to know each other. I share my personal stories, and he shares his personal stories. I might have more body that I can also bring in to finally kills that objection, as well. Sweet. So what is the longest you've ever owned a pair of glasses? Uh, the longest is probably five years. Wow, that's good. Yeah. The shortest is probably five days. Oh. Oh, what happened there? Um. We went river rafting. Oh, no, yes. Rapids. Sounds like a legendary story, yes. Without a boat. This Honestly, this is true. What? Yeah, we would just jump into the rapids feet first and go downstream. And you didn't W a life jacket, or you just you're fighting it. No fighting it. We rolling with it. And then, another wave came up and flew them up in the air. I almost caught them, and they were gone. I had three chances to grab them and they all three times they know them for days five days. Which was really great because all I had to do was call up the optomeris and say, Can then you just make me another one. Right, yeah. I didn't have to go and pick it up and go through all right, right? Insurance, sir. Yeah. So same price. You got hit twice. Yeah. That's painful. It was. That's painful. Funny story, though. Yeah. Yeah. Well, I'm glad I'm glad that doesn't happen too often, or I hope that doesn't happen too often. No, it doesn't happen. Alright. Would you entertain? I can only be here so long, and I can only share so much as we are constantly changing doing different things as a company. But I'd love to marry you with one of our products, tighten platen elite insured blah, blah, plan glasses monstrosity. And if I'd love to do that, if possible, today, and I'm waiting for an objection. If possible today, and I love to even if you can use it as a backup pair of lenses that we always have it on you. At the same time, your glasses don't last forever, you can actually keep it. I've done it as well. Actually, honestly, I have three pairs of glasses right now, and one is the one sitting right here. And two, I'm sitting on my desk waiting to be used I know full well this is going to get blown one day, and I'm gonna be onto the next one. And I'd rather not have to shop at that time. Does that sound like something could be advantageous too? Well, I do keep a backup pair. Keep Alright, I always keep my previous ones for just in case like jumping in the river and not having there. Alright. So now my pitch has now been blown, and therefore, now I got to think through this again, go to the next front talk, sort things out, see if he's truly qualified because if he has 26 glasses already in the closet and he only goes through one every two years, and now, I got to think laterally to step back in, or I have to now surrender the fact of referrals or something else that I can dig into. Let's see if I can continue this. We're gonna go back to front talk now and say, Okay, so you've already learned from your past day, some backup glasses. You always have it. Yeah. Got it. I got it. Well, Z I'm thinking now, can I come back in the future? In the event that you need a pair of glasses in the future, I know it's gonna come. And I also know that prescriptions change, so in two years, your script might change. And I don't want to I can't with integrity say, Okay, get a third pair and a fourth pair, knowing full they might not use them. I'm not gonna feel right about that. Right. But what I'd love to be able to do then is to have the ability to come back again if that's okay. We'll talk more about flying because maybe you'll go up on your plane sometime I love. Absolutely. I'd love to do that. Honestly, I'd love to do that with you. We'll spend some time there. There'll be a lot of fun. Oh, yeah. And then maybe sometime I'll strategically throw your glasses out the window, and then you have to buy a pair of glasses from me, and then we're set. You'll have to land the plane. Okay, that sounds fair. We'll figure that out. Nonetheless, it's a pleasure, absolute pleasure chatting with you. And I'd love to get together again in the future, but we're gonna get together on a regular basis anyway. And I'll see if you get to get you a pair one day. They'll beautiful. Awesome. Alright. Thank you so much. Yes, thank you. Good. If he did not have that extra pair, and I could think of another lateral way of going about it, then I would have, but I couldn't think of one, so I let it go. And at the same time, what I can now do is I can ask for referrals. I can ask for more integrations to his network, other pilots he might work with. I know pilots are often rich. There's some pilot headphones that are like $30,000 a pair. So he's now connected to a whole class of individuals. And because I have trust and he has trust, I can either make $1 right now today or $1,000 by working that network. So now my process is shifting to $1,000 because we have trust. We can identify as one another. We can move together. We're now friends. We're gonna go flying, and we can leverage that to the nth degree. You never have to sell the day. Also notice that in the process, I did say, Are you open to wearing glasses today, changing your scripts or your purchases today? Because that gives a sense of urgency. With that urgency, will give you a very fast objection. And then you go back to front talk to work it through, and then you close it the rest of the way. 14. Lesson 14 - Personal Sales Meeting, Part 2: Let's say we did not go through the you did not have a second pair of glasses. Let's finish this up to a proper finished closed. Sure. We're gonna rewind, and we're gonna then say, Okay, so would you entertain having and notice I didn't I said entertain. I'm getting a soft commitment before I go to the hard commitment. Well, you entertain grabbing a pair of glasses today, grabbing a pair of glasses today, to have in your closet, to have it when you need it 'cause it sucks to also lose a pair of glasses, and then you got to go find the script, go to the optometrist, get it all built, and now you're walking blind and bumping in the walls or what have you. Would you entertain having a second pair? Wouldn't be the worst thing in the world. Right, right, fair. So soft clothes gives me a soft commitment. Alright. What would stop you from doing something like that? Heads at much bear, really. Alright. Sweet. 'Cause we have the rapport now. He can speak honestly with me. Money is a big question. Alright. So if they're affordable, then obviously, it would be a no brainer, right? Possibly. Okay. Okay. What would an affordable pair of glasses be like? What do you normally spend a pair? Hundred pair. Oh, you said 500, right? I think so. Yeah, round there. Okay. Okay. So would you entertain purchasing another pair of glasses, $500 and having it on you? It's not gonna be crazy expensive. I could. I'm not sure. Excellent. What aren't you sure about? If I don't want to spend that money. Excellent. Okay. Okay. So if there's a way to make it affordable and fit properly within your budget, then it's not a big deal. Correct. So now I know what the objection is, and I can overcome it. Are we gonna do it on payments? I'm gonna do it upfront? Are we gonna do it on credit card? What are we gonna do? We're gonna defer it? How are we gonna make this happen? And we can continue to build relationship as we walk through those options. We're gonna fast forward through that part, or else this interview's gonna be six weeks long. And then from here, bum, bum, how are we going to fast forward this? Okay, so I can now continue with soft clothes or what I can do. I'm just going to go to the end. I'm going to fast forward to the end and say, Okay, what I have is a pair of glasses that, and I'm going to list all the things his classes does. I'm going to list other things his glasses do not that he's already said that he likes and that also is part of the committing question process to say that if these features were there, he'd definitely lean up purchasing it. Therefore, the perceived value, going back to other parts of our training process here is higher than $500. So these glasses at full price at even $600 more than what he's spent before, it's worth in his mind, $7,000. So therefore, that's going to be no brainer, and then it's a matter of payment, right? So this pair of glasses here is our titanum elite gold platinum, blah, blah, blah blah glasses. And what I think why I'm bringing this to you is that we can customize it to the shape of your past glasses. We can do or we have ones that are very, very close, and I bring them out, so on and so forth. Very, very close. It fits within the dollar range that actually used to spending. Used to spending 500. This one's 600, but they float. So therefore, when you go rafting with your body again with no boat, they'll at least float or they also they float. They come with these little booy water wings? No. But what have you? Eventually, I will then get that rapport, that smile. You had me at float. Float. And you notice his shoulder has dropped, his arms opened, and he started leaning, and he had that little glimmer in his eye. Good. I know I got it. Reading all the sub subcu text, right, in the conversation. So given at $600, what would be if these were, let's say, $100 a month, would you be able to afford it? Oh, I could afford 600. You can afford 600. Okay. Yeah. Well, then that's done. So then we're closed. He'd give me some cash or we'd do contract, we'd make that go. And we've walked this now full cycle from front talk to close. Let's do the post close. So while we're at it, therefore, welcome. You're now the proud owner of the Platinum Elite gold, silver on. Blah, Blah. Blah, blah, blah. Absolutely a pleasure, my friend. Enjoy them. Thank you. Yes, yes. And now here's here's where I would say. Is there others that you could see benefiting from something like this? Oh, yes. I could see some of my, uh, flying friends doing it? Alright, Well, we'll set up the time then into and I'd set up the time in two weeks, actually go flying with him and then see if he can bring a friend. And I will not bring up my product. I'll get to know the friends, get to know why they fly and their interests in salivate over their lifestyle. And then it'll naturally come up eventually over a beer or something, and then we can go that again. As like, What I show so much interest in the fact that he's a quantum physicist doctor that he's gonna be like, Well, what do you do, Damion? Well, I do blah blah, blah blah blah, blah. And then I talk about how Jack here purchased a pair just the other day, and he can say, they're the best thing ever, and then it just grows. As one oh one full stack. Thank you so much for joining. We'll see if we can get another person in here. Thank you. Awesome. Good. Thank you. Thank you. 15. Lesson 15 - Executive Sales Meeting: I'd like to welcome to our experience a lady I call Nubia, and she's Nellie. Lovely. And we're going to walk through a process that she is an executive. She is a director of operations at a major organization. And I have this really cool elitist pencil. I have no idea I'll make it up as I go. That's really cool, and I'm hoping that it's going to be a benefit to our company. This pencil is going to be exorbitantly priced, so I have to build a perceived value or whatever I need to do to get this to close. There's hopefully going to be less objections that the run of this will be shorter, but now you get an understanding how we kept folding back to front talk. We're going to go to a close, and we're going to get more, so objections at the end. Um, even if you'd like to, you can actually get upset with me if you wanted to and yell and scream or get off. And I can see how I can disarm that. And if it comes naturally, we can do that, as well. Y. Okay. NaliaNuba, good to meet you. Good to meet. Good to meet you D? Yes. Yes. Yes. I'm here today. Sorry. Tell me a little bit about your company. I know you're very big. You do a lot of different things. Can you tell me a little bit about what you do and your company. Yes. So our company is primarily a generic pharmaceutical company. So the primary focus of the company is really about developing generic drugs, okay? So as you can imagine, and you see, you know, when you go to the pharmacist, a lot of the branded medication is really expensive. Right. So we make medications affordable to patients. Make sure that we're providing the best and most affordable, innovative medications to our patients. That's fantastic. I also you ship worldwide? Do ship worldwide. Primarily to the US EU. Right. We also do Middle East and Asia. Right. So yeah, we do ship worldwide, but we're also the top generic pharmaceutical in Canada. Right. And you notice while I'm chatting with her, and I'm going to start playing with my pencil and drawing attention to it and just doing it as part of this dynamic as part of the conversation. The I also like fill up with things. I'm sorry, but I really don't have a lot of time. We're very short on time, as you can imagine, as the director of operations. Stood. Understood. Okay. I'll try to keep this as curtailed as I can. I do want to know though I know that, for example, medication can be cost prohibitive in many different countries. So is there a humanitarian side organizations? We have humanitarian side. We do provide some donations to a lot of third world countries. Wonderful. Whenever we have hurricanes, we also take time to send medications to all the Third World countries wherever there's a hurricane or yeah. Are your systems like? Are they automated? Do you use pens, pencils, paper? Like, what is your general flow like in your operations? Most of our systems right now are automated. So we've gone through a digital transformation. However, we still do have some legacy systems. Yes, that are still based on, you know, hard copy documents and all that. Right. But we're transitioning a lot of our systems to the digital. Okay, okay. Are there I'm trying to get to the bottom of now what the transition is. Is this going to be outdated? Are they not going to use this in five years or will there be a long term need for this that we can qualify what my pitch is going to so your transition to the hardware and software sides of things, sorry, the softer sides of things, are you going to turn key your entire process that way, or will always be legacy systems that are managed through paper? Um, to be very honest with you, our desire as executive team is to transition everything. Understood. As you know, it's a lot more efficient when everything is digital. Got it. And really, it does eliminate a lot of errors. Got it okay. Got it. In the pharmaceutical industry, we're highly regulated, and we want to make sure that we have as few recalls as possible. And a lot of that is enhanced and made possible through digitalization. Therefore, a lot of our systems are going to be online Excellent. Excellent. Thank you so much. And you noticed there's a different severity. My tone is changing. I'm not as jovial as other moments in the past conversations or other things that we've done. And I now got to cut to it, 'cause I know your time is definitely worth gold. We have a product line here, a series of pencils and pens. I have the pencil here. This is a self propelling pencil, and I've actually love since I was a kid, I ran my very Have you ever used one before? Um this is a pencil? Yeah, that's a pencil, yeah, you press the side button, and it just kind of goes. So this is a good pencil? Yes. However, I can tell you right now that this will not work in a pharmaceutical industry. Okay, why is that? With it being regulated, you're not allowed to write anything in pencil because it can be erased. Understood. Everything has to be permanent. Right. Right. It's part of a good documentation p. Practices. Okay. Okay. So there's there's no Gant charting, storyboarding, conceptualizing of things in graphite. Everything is all ink all the time. Yes. Interesting. Or if we do need to do storyboarding, say, outside of the labs or the actual manufacturing, we typically we have a lean organization. So we typically would do our storyboards using sticky notes on the wall. Right. Sort of lean processes, Cisins and things like that. Got it. I go to pause this for a second. I'm going to say, now, my brain is split. One, I'm going to ask her in her personal life, which I can't do yet because we're very professional, would you use something like this. Or two, I'm now going to be pivoting to the pen side of things for her organization if the pens can be of benefit to her. And I'd also ask her what some headaches, do they explode? Do they run out, what the cost benefit is like, and going to get an understanding of all those things? Because we want to be expeditious, we are going to bypass that process. And we're going to then say that you have identified a need that are pens because they can last three times longer than your present pens. Will give you less stock, less overflow, less inventory, less headaches. Mm hmm. They last three times longer, but they are four times the price. So therefore, they will be spending more money. And as she said earlier, she likes saving. So I'm creating an issue here. We're going to see how far we can go with this, okay? So, Nellie, wonderful. I'm so glad you invested this time with me because I know your time is precious. I really appreciate that. We also have outside of the pencil line, a Pen line that I think could be a great advantage to you. I don't know if you ever find that pens run out of ink in the middle of things, or do they Like let's not drop name brands, make up a name brand or pens. What kind of pen do you use right now? I do. I do use a big pen. Okay, yes, right. Alright. And they're known as the cost cost inexpensive consumer level. I honestly, to be honest, I can't stand big pens. I don't know. Just personally, just the way they roll and how they go, it doesn't weight and the balance. That's why I actually changed to self propelling pencils just the weight and the flow of it. I don't know if other members in your staff has felt the same way. I know BC is, like, the gold standard, but, not really. And I think, as I mentioned before, we are in the generic pharmaceutical industry. So in order to be able to compete with the brand pharmaceutical companies, really, we have to cut costs at every stage. Right. So for us, we always are looking for ways to reduce costs of operations. Right. And that's why BIC works for us. It's permanent. And it's easily available. Okay. And it's cost effective. Understood. Understood. Well, unfortunately, the pens that I have are more expensive than the pens that you presently run. Mm hmm. So there is I cannot say cost head to head. I cannot say we're going to create a cost savings when you're dealing with the expense. What have I done here? I've now created trust. I'm not being the sales guy with the greasy hair and saying, You got to buy my stuff, so I'm gonna lie to you to get it done. I'm actually being honest with her. Now she's going to be like, Well, why are we sitting down? She's about to say that. I saw that in her body language. Why are we sitting down here? Why are you wasting my day? So I'm now going to before that objection takes root, I'm now going to step up, and I'm going to say. But in the big scheme of things, there are other costs to pens and the use of pens that are unseen. Mm hmm. That's the time that there's failures in our pens, when they fail us and we have to find the new one. When they leak when we don't want them to leak the amount of storage space it keeps on our shelves, they're running back and forth to whatever store we go to to get. So our pens, being honest with you, are more expensive than the bick that you're used to. But when it comes down to the other side of it, they don't break down, they flow better. You can work faster. You're not fighting your tool. Imagine building a house with only a hammer and a nail and not even a saw. You had a beaver to cut all the wood for you. You'd take forever to build your house. If we can show you ways that you can save in your productivity, even though you're spending more at the beginning for the product, but you actually save in the end as a corporation by using our product, would you entertain switching to our product today? I would, but I'm a really had and fast numbers person. Okay. Okay. Okay. So I'll need you to show the productivity savings. Okay. I need to know how long these pens would last. Like, I really need to see the numbers. Got it. No, just a matter of speaking about it. Okay. And I know she's gonna come up to an objection very soon I sense she has urgency. She wants to end this conversation. She's trying to get out. So I'm gonna get ahead of that. I'm gonna say, Okay, absolutely. So what I'd like to do then is I'd like to set up a meeting with one of your subordinates 'cause you don't need to detail the minutia of this. And I love to spend some time. Let's take a look at your I can't get to in a minute. I don't want to see your profit and loss and things like that, but just to see how your flow is, what your workflow is, see if I can consult with your team a little bit, see if there's cost savings. I don't know if there's gonna be cost savings. I have no idea. Right, I'm not going to tell you that there's gonna be. But what I'd like to do is I'd like to at least investigate this further. Okay. And if we can investigate this further and find some way to save you in time or efficiency and make it a cost benefit to you, would you entertain changing to our brand? Absolutely. Excellent. Absolutely. You said the keyword there. Cost savings. If you can demonstrate the cost savings to this? Yes. And the overall increase in productivity? Yes. I'd be open to see it. Excellent. Okay. However, it has to be hard and fast. Excellent. Numbers. Excellent. So now that we've got the close, I understand what needs to happen. I need to go to her staff members, and I need to set out a plan, and then from that plan, we can then come up with a second presentation and finish the deal. But I already know what the buying strategy is. I already know exactly what I need to say. And she helped me. She said, You got the keywords. You just said, Blah, blah, blah. I know where the sell is. That's the hardest part and I develop the relationship to get that now it's a matter of bringing the tail end through and calling it a day. So what I like to do now is I like to get into I'm gonna blow your time. You're gonna get upset with me. I'm going to try to disarm this and make this fly. Okay? So yes, so I'm glad you love our pens. I'm glad you like the feasibility of our pens. It's gonna be blow hard, please interrupt, okay? You like the feasibility of our pens. And I'd really like to spend some time with your staff. I'm sorry. I'm sorry to stop you Damian, but I have already told you time is of essence. Yes. Okay. Yes. I think we talked about it last time. Time is of essence, and I really need to get back to Wells right now. We have an emergency situation right now. Can you please get to the points? Yes, no, I'll get to the points. Sorry about that. I know you said that right at the beginning, and I know time is very very important to you. So I'm going to keep it very, very short. Thank you so much. So the short picture is simply, I'm going to go to your staff. I'm going to get that done. I'm going to present to you when is best to present to you? In two days, three days. Talk to my admin. Your you should be able to sit set up your calendar and do that. But we have an agreement that once I dig into this, we can reassess this and then probably, you know, walk through the inevitable conclusion. Absolutely. We can move to our position. Okay, so pleasure. Thank you so much, my dear. Thank Okay, thank you. And we'll catch up with you soon. Okay. Done. So time she got upset. I agreed with her a number of times. And because it was so expeditious, I couldn't properly even fully agree with her and kiss those wounds, Bla 'cause she needs to go. There's something urgent at hand. But first thing I did was I agreed with her. Therefore, it disarmed everything. Then from there, I can because of that expeditious nature, I can now push. If she's pushing and she's asking something of me, I can ask something of her in return. Mm hm. So she's saying, Get out of my office, I'm like, Okay, no problem. But if I'm going to get out of your office right now, invested my time with you, which is also where time. So I would like to ensure you to assure me that by and time I invest my time in your project because, you know, your time is so valuable. You must respect mine. By time I invest my time in this project that you're going to honor that time equally. 16. Lesson 16 - Job Interview: So what I'm gonna do now, we're gonna through two interviews. One interview is Fiddler. This is Fiddler Sinn. Her name is Filersn. And I'm gonna be going through as a job applicant. And the first time through, I'm gonna have her answer the questions, ask the questions. I'm gonna answer. The power is gonna stay with her. You're gonna see this, and we're gonna run it a second time, and I'm going to ask questions again and watch. The second time I'm gonna control the interview completely. Hello, Damien, thanks for coming in for the interview. So I have any questions for me to start off with? No, no, no, I'm just here for a job. Okay. And so what what's your expertise in this field? Well, you had a job posting for sales, right? Yes. So I've been doing sales for the last three, four years, and I've been really enjoying it. I'm a people person. I like working with people and doing the people thing. Okay. And how did you hear about us? Well, through your want ad, like, I saw you on the deed website. Okay. And I just thought that it would be a good match my skills for yours. So tell me something that you've done where you've been successful in a sales In a sales position. I used to sell sunglasses, and then from there, I sold some pens, and that was really fun. And I'm just looking for a new kind of opportunity right now. And how long did you do this for? I was six months at the first company. I was three years at the second company. I really, really like the second company I was working with. And in this job, did you ever have a conflict that you had trouble resolving, or how did you resolve it? Well, no one, there's no scrapping in it. No one gets upset at me or anything. I'm a pretty easygoing guy, and no one really kind of. So not really conflict. There's sometimes the office manager was really tough to work with. I mean, no one really liked him. He was just one of those people that are just really demanding and just not nice. And that's part of the reason why I'm now looking at working with you guys. I hope you are better than that. And what did you do when he would your manager would give you a hard time? I really just well, answer his questions and you just ignore it, you know, 'cause some people are just like that. And so I just did what I needed to do and, you know, just spoke with my grievances to some of the staff members. And we all agreed. I mean, I don't think anyone else should be losing their jobs, but I think he should be, you know, changed, 'cause the turnover of the company's really high, and that's just the way it was. Okay. And how how would you feel about being here as an intern without any income for six months without paper? Oh Well, I'll do if I can learn, if you can teach me what I need to know, then I'm more than happy kind of starting that way. I have a little bit of employment insurance and stuff like that, a little bit of savings. If I can learn what I need to learn, that would be great. Now, as your manager, as your boss, if I were to ask you to do something that you weren't it would be ethical, but something you weren't comfortable in doing, how would you approach that? Just do it. I think it's just something that we grow by challenging ourselves, right? As long as it's ethical and I'm not, you know, doing something Absolutely. Yeah. Yeah. Then I think that's a part of a new job. I think any new job is kind of scary at first, then you kind of go from there. So, let's stop this interview here. So I'm very a beta fish. I'm very quiet. I'm not I'm sure you're feeling like you got a little bit of limp biscuit on the line, and you're trying to bring out from me things that could be of benefit to your organization. And she's definitely in a position of power, right? So let's invert this. I'm going to create a chapter break here, and then we're going to come back to a position of power instead. So I'm going to run this interview now a second time. This time I'm gonna be more sort of. I'm gonna be more sortive with my body language, more sort of with my tone of voice, and I will now ask questions. And I've asked Fiddler to become a bear. Cindy is her other name. And we'll see, even no matter how big she gets, I can probably get bigger just by controlling the scenario, not by being a boisterous fiend but just by the quality of questions that we ask and how we go about it. Remember, in business, you're judged or any relationship. You're judged by the quality of the questions you ask more than what you actually do say. Hi. Hi. I'm Cindy. Nice to meet you. Hi, Damien Spaulding. Good to meet you. Thanks for coming in. Yes. Yes. So what brings you here today? You know what? I heard about your company. I hear great things about your company, and it sounds like the kind of group that I love to work with. How many people are in your company right now? Salespeople? Right now, there's 35. 35. And how long have they been here? Like what's your average tenure in your? We have a really good retention rate. Yes. Okay. Okay. Is that something that you're looking for? Yeah, actually, if I'm gonna invest myself in an organization, for sure, I want to make sure that it's gonna be an organization I want to be with for a long time. What's the longest time you've had a staff member with you? We have a gentleman. He's been here for 25 years. My gosh, that is awesome. That is awesome. And what is it that he likes about the space? Well, let's get back to you. Okay, yeah. Alright. Go ahead. I disarm that with laughter, right? Go ahead. So why do you think you would be a good fit here? Well, I come from a very long sales background. I've done many different forms of sales in my history. I have not done your specific vertical selling cameras to orphans in Pakistan, but I think that would be something that I'd really enjoy, you know? And I love to travel, and I'd love to be able to travel with you guys and make that happen. So that's something that is just Is there a lot of travel associated with your job, or do you do things mainly at first. It takes a while to get in, and we want to make sure that you're a good fit before we Understood. Before we that investment is important. Yeah, I understand that. Okay. Okay. I'm sure you have more questions for me. Yes. See that? I controlled her to ask me a question. Oh, I'm such a punk. Go on, yes. So how do you feel about working for six months without any pay? Six months without pay, that's a big pill to swallow. That's a long time. I mean, we have I have my expenses and everything, but if the opportunity is right, and if you have the ability for vertical growth or the development that I'm looking for, I'd definitely be interested in making that happen. So I've said the curse word of interested, 'cause you never want to hear that. And then I also am giving terms and an objection that she now has to counter, and I'm watching to see if she counters this for me. So Nate, can you describe a conflict that you've had with a manager or somebody, of power? Cindy Filler, I understand you've been in sales as well yourself, right? Yes. Okay. And I'm sure you've been doing it for a long time. Yes. Okay. And I'm sure you understand that conflict is a part of the sales process sometimes. It can be, but not just with sales, like somebody like a manager or a boss. A manager or a boss. Okay. Because I think conflict in any way, shape, or form, whether it be in front of a contact or be in the office place itself, you sit in a room long enough. You're going to argue with yourself about some decision you've made. You got two people in the same room. You're bound to get something else crazier that happens. So I think that's a part of it. And I think the same way we disarm conflict in a sales lead is the same disarmment that we do face to face in an office. And that goes to a really interesting seminar that I saw by this freak named Damion, and he spoke about agreeing with objections and handling objections and disarming things in certain specific ways. I can break that down for you if you'd like to. But, in essence, though, I think conflict is a part of an office space environment. And I think as long as you're respectful and you have the right heart and you want to reconcile with the people that you work with, the details of Mintia tends to fall between the rug. However that term goes. Right? But now my question for you, though, is you asked me that. Is there a lot of conflict there in your office? No, not at all. Okay. I'm just getting a feel for your personality and to see if you'd be a good fit for our team. We're gonna end this interview here. I just wanted you to feel the difference. Did you feel how I controlled the tempo? Did you feel how I kept pulling her in the ways in which I wanted to pull her? And for every question that she asked me, I had the ability to ask her one equal, if not ask her one deeper. And I'm keeping her on her backfoot as much as she's trying to keep me on my backfoot and is a much more valuable conversation. Now, what I could do if I wanted to become a bear is I can now ask one question, have her answer the question, ask one question, have her answer another question, and only have her ask me one out of two or three. And she's gonna feel that lobsideedness. That began at the beginning of today when she was in the interview, and shee, Wait a second. I'm keeping her on her back foot way too much. She needs to control this. And she took that back. Even if I went as far as even not letting her answer the question completely, and I interrupted her with the next question, then she's gonna want to start kicking me out of the office. Too much control, too much power. So as we're walking through the scenarios, whether it be a sales call or an interview process, keep that in mind. Anytime you are asked a question, you can ask another question or two in response and get deep. The deeper you get, the more you're going to uncover, the more intellect you're going to show, the more trust is going to be established. The more respect you're going to gain from that exchange, and then the rest is history. 17. Lesson 17 - Cold Calls: Often, the most horrifying part of any sales process is the cold call, but I'm going to be honest with you. It's one of my favorite parts. It is high speed chess. It is you can learn so much and get so much mileage and see so many objectives and experience so much in such a short period of time, that you can make yourself a very big success very, very quickly. The key to making cold calls work is to succeed for you. Number one, is you get momentum in everything you do. Don't kind of make a call, stop, think, surf websites, pre analyze what you've done, and then make the next call. In essence, you make a series of consecutive calls in a very short period of time. That way you get momentum, and then after you make five or eight calls, then you stop. You take a look at what you've just done, your successes, your failures, your objections, overcoming those objections, you think again, and then you set up the next series of calls. So prior to making your cold calls, the number one thing that we all miss most miss is being planned, and that's a whole other segment we can dig into planning out your day. But you pre plan, let's say, a consecutive list of calls you're going to make. You make it in one market vertical or one direction at any one moment in time that we can compare them one to another. And just because one call, someone might get upset or hang up in an angry kind of way with you, doesn't mean it's you. Doesn't mean it's your product. Doesn't mean it's anything You don't know if they're having a bad day. They could be in the middle of a marital argument, and you call them at that moment or what have you. They could have just lost their top employee. So just because one person might be negative doesn't mean the whole field is negative. Because one person is really happy to hear you doesn't mean that the whole industry is going to be really happy to hear you, as well. So you take every calls it is one after another as they all are unique. Then you're going to quickly uncover quick successes, quick failures, quick objections, quick things to overcome. Then you learn that. And the key now in making a series of cold calls is to be able to map out the entire process. The best place to handle an objection is before it occurs. So you get a feeling of how your past calls succeeded, and then from there, understand what you need to do again, understand where it failed, then prethink, Okay, how can I change with my tone of voice, my vocal mirroring, my tempo, the meter itself in the call, what my positioning statement is exactly how can I change things to get the proper result that I'm looking for out of myself. I'm going to break things down into sub segments next. Positioning statement. The very first thing that occurs prior to your first call is you vocal mirror, like, you know what you're going to present, and then you have pre set up in your mind what you're going to say. And that is going to be your first impression. That's gonna be if you show up in a suit and tie or slacks. If I'm an executive recruiter, I'd say something like So Bill picks someone says Bill Matthews. So I'm gonna vocal mirror that Bill Matthews. Hi there, Bill's Damien Spaulding, give me Cam an executive recruiter. I specialize in placing individuals in upper management talent across the world, and I came across yourself while doing what I do best. Bill, I just want to spend a moment and ask you a question if that's okay. Bill will be, I don't have time. Okay, no problem, Bill. When is the best time for you tomorrow morning or tomorrow afternoon? Hey, see what I did there. Or you would say, no problem. You do have time. Great. Bill, would you open to an opportunity to right opportunity came your way, and Bill would say, sure. But if you notice what I did, I had a predestined kind of language that I spoke. I can do it again. Hi, Bill. My name's Damion SpallingmEecutive recruiter. I specialize in placing management upper mentalgenbla, blah blah. Because it is the same every single time, I will get the same result. I can do the same kind of thing. I say, Hi, Bill, my name is Damian. Will Shatner. And I called you because I wanted to talk to you. And if I do that every single time. Hi, my name is Will Shatner, I will get standard laughter or result, as well. Okay? The positioning statement is at first impression. So by changing your positioning statement, and how you make that statement, you will change the end result. Whatever it is, you're gonna get a different response from every person, but you have that pre setup. You run that through five or eight calls. Then after you run that through five or eight calls, you can then assess what the response has been like, then edit that as you desire. You're constantly curtailing that human animal as you go. When you're dealing with a larger sales process where you have a organizational structure, president, vice president, director of operations, and so on and so forth, all the way down to the janitor pushing something out of a closet, you have a tree that you need to navigate your way through. And there's gonna be a series of gatekeepers that you got to go through. So the first thing you do, quite frankly, is you break the mindset of the people that you're chatting with. Operator ring ring. Operator calls us ABC company. The choice for the matter matters most to you, whatever the tagline is for that corporation. And then you be like, Hello. Can I talk to so and so, one moment, please. That's the mindset that they're in on a regular basis. Minus the AI now that's taking over the world if you actually get a human being. But the first thing you can do now is you can get the person outside of the normal baseline default position. So to ABC Corporation where our choice matters to you and you matter to us, Nancy Susan speaking. And if you answer that with Sorry, who am I speaking to? Maybe like Nancy Susan. And they're out of their normal game. They're out of their normal mindset that allows them to be shaken out of the lull of normality into criticality, because you want someone critically thinking with you. I was like, Okay, yeah, yeah, Nancy Sue, Nancy Sue, and I'm gonna be vocal miring now. Nancy Sue is great to meet you in Nancy Sue. And Nancy, I've been looking for, I don't know, name something. I'm making this as I go. I'm looking for someone that is part of your director of operations and need your operations manager. Are they available? No, they're not available right now. Okay, no problem. When is a better time to call? Well, we'll do some role playing in the future. But what's a better time to call? Well, sometime tomorrow. Okay, Nancy, if I call tomorrow morning at 9:00, would he be available then? If we would you close? Yes. Sure. And guess what? You call, and then the next morning you call and you say, Hey, there's Bill Water and his name is. His name is Bill Waters. Okay, next morning, ring ring ring. Nancy Sue speaking Nancy, we spoted yesterday, Bill Waters, please. Oh, Bill's not available. Nancy, you told me were holding to that committing question before. You told me that Bill will be available this morning at this time. Is he not? When is the best time to get ahold of him? Oh, he's just in a meeting for next 30 seconds. Okay, I'll wait on hold. You're pushing through to get to what you need to get, but you first did so by breaking the mindset of the receptionist that sits behind the scenes. And also, you're remaining control in control of the entire exchange. You're remaining in control of the conversation. You're giving if we would you closes, you're giving alternative closes. You're asserting yourself. If there's an objection that's coming up that you do not know how to overcome and you see it coming, often, you can bowl over that with another option or another position statement or something of that caliber. Because the whole end product, what you're looking for is getting to the decision maker. I'm with Cha Realty apagri, whatever it is. And I am looking at your house right now. I'm parked outside, and I absolutely love your foyer. And one of my individuals that I'm representing loves houses like yours. Would you entertain selling your house for the right offer if we would you close? The person would be like, No, that's up to my husband and he's not home and he's in the military and he's not gonna be home for another six months. I got it. Okay, that's great. You agree with the objection, 'cause when you get an objection, first thing you do is you agree. Yes, I totally get that, man. That must be tough, and of course, you can build a relationship and compliment them. I can't imagine how hard that is. You can invest 10 seconds in a cold call to do this. What is it like? Like, what kind of role does he do in the military? How do you make it through? I have the greatest respect for the sacrifices you make. Oh, man, it's really hard. I got two kids. One's hanging off my arm right now, and I just can't take this call. Totally get it. Okay, so I can I reserve call you maybe tomorrow sometime? Yeah, sure, we'll talk more about this, 'cause what God. Then you call back the next day, 'cause you want to get the decision maker, right? Ring, ring, ring. Hey, Amy, we're chatting yesterday. I'm the realtor that was really loving the courage that you show in being able to be a single mother while your husband's gone for so many months. I wanted to really spend a time is when is your husband gonna be back again so we all can meet together, I might have something of advantage to you. And then you get all the decision makers together, then you set the presentation because you want that to be your pre qualification and you're good. There are times you're gonna be dealing with some complicated processes. For example, an executive search where I need to find the president of the largest corporation in the world behind that's been stonewalled behind 36 gatekeepers. Like, try to find me and my corporation, sometimes very hard to find it got a lot of people doing a lot of moving parts, and I can't feel the calls of everyone that tries to get ahold of me. But there are people that still need to do that. So I'll tell you how to break through to find me and anyone else you might ever like. And it takes knowing that can't be done in one call. And as you know, in life and in business and everything, everything is built by relationship. So I call up, let's say, ABC Corporation, and you get the main gatekeeper, and the gatekeeper says, ABC Corporation and says, Hi. I'm Damien Spaulding and who am I speaking to? And it's Richard Bean. Hi, Richard. What a cool last name you have, Richard. Any relationship to Mr. Bean? It's like, No, get that all the time. Okay, sorry about that, man. Anyway, I like to chat with your vice pres of operations. Is that possible? Uh, he's not available right now. Okay, no problem. Who is that His name again is Assumptive Close. His name again is. His name again is Nathan Waters. Okay, thank you so much, Jason. And when is Nathan available or Billy Bean, or whatever. When is Nathan available? And Nathan will be available tomorrow or later on this evening. He's just in a board meeting. No problem. So if I call later on today about 3:30, yeah, it's fine. Okay? Ring ring ring. Up at 3:30. Okay. So Nathan Waters, I think it was. Nathan Waters, please. Nathan picks up the phone. Nathan Waters, Director of Operations. Either Nathan Naamien Spalding, giving you a call. I'm working with an organization that blah blah, blah blah blah blah, or I like to do duty D. But before getting into this, 'cause I really want to get to the president, could you tell me who's the person? Who's the VP of operations with the organization? I love to chat with you. But the thing that I'm dealing with might have to do with something at a more senior level. Oh, what is it you'd like to get to? A VP operation VP operations. Well, I have a in time supply organization that we're impacting the bottom line of organizations based upon their operation efficiencies. And I know I'd love to talk to you about this, but at the same time, I would love to chat with the vice president at that higher level. Well, you can't just call the Susan does not just accept random calls. Okay? So I know that now he's the first gatekeeper. I got to close, so I will then close him. But I now know the vice president's name is Susan. So even if that door is closed, I can then call up the next day or two days later. Ring ring, ring. And the first receptionist gonna call in. Hey there, I was just talking with Nathan yesterday, and Nathan was telling you about Susan, the vice president. Is Susan available by chance? Yeah, no problem at all. Susan picks up the phone. Hey there, my name is Susan, they call me Susie Q. Hey, Susie Q. That's really She was cute. So, hey, that's a really cute name, cute way of going about. How long people calling you Susie Q? Who is this? Oh, it's Damien Spalding. Sorry. I work with an organization, but blah blah blah. I was talking to Nathan the other day. And Nathan was telling me that you're the person that's the key decision maker over blah blah, blah, blah. He's a good gatekeeper, by the way. He did a very good job, blah, blah, blah, blah blah. What I like to do is talk to you about bom bom, bom, bom, bom. When is a good time? We can either do this now or later on today, or when's a good time for you? To spend, I don't know, 15 minutes. Well, I don't know if I want to spend 15 minutes on the phone with you. Good. That's my first objection. Okay. That's no problem at all. What would qualify this call? So, it would be worth your time? Well, I got to make sure that it can save me time today, 'cause I don't have time for calls like yours. Well, that's no problem, Susan, because this is the kind of thing that we do. In time process eliminator of things, and we actually will save your workflow in very big waves. You've done it for 19 other companies this quarter. I'm sure you're going to want to see what I'm going to share with you. When is a good time either tomorrow or the day after tomorrow morning or Thursday afternoon. See what I just did there? We went straight to the assumptive close, went straight through to the alternative close. And then from there, boom, now, Susan, I'm maintaining control of the conversation. Susan's like, Well, I'm not the decision maker on that stuff anyway. That's actually done by our maintenance manager and our president of operations. I'm just the vice president. I was like, Okay. No problem, Susan. Who is your maintenance manager and the president, please? Well, the president is Jonathan, and the maintenance manager is Bill. Okay. No problem. Susan, would you be able to set up a meeting with those two? Would be able to do that? No, I don't have that authority. That's done by Jonathan's EA. No problem. And his EA's name is Jack. Okay. So thank you so much, Susan. I'm going to call Jack. Feel free to let them I'm gonna be calling them sometime next day or two. I'm really busy. I'll try my best to add it to my calendar to get it done. And hoo to form because my time is worth money, and their time is worth money. I'm gonna call a day or two or later that hour whenever I feel like. Guess what? So, I talk with this secretary, I talk to Jonathan, I talked to Susan I'm talking to Bill. And now it looks like I'm old friends with this organization. I know their organizational structure. And I can now break into the levels which want to break into to get to what I need to get to cause I'm just recycling that cold call, vocal mirroring, making those relationships and connections, being memorable as best I can and being not memorable when I don't want to be memorable. A cool adages that you always hear trainers say, like, always smile on the phone 'cause you can hear a smile on the phone. And that's important, absolutely. And often you can laugh, of course, cause as, you know, laughter breaks all tensions. And the last thing, though, I also say is I also let the other party hang up first. Because you want to give them the ability to give you an objection and you want to have them feel that sense of empowerment. But to make cold calls work for you is all a matter of pre qualifying it getting momentum, one thing after another, one thing after another. And when you get a rejection, Someone hangs up, says, I hate you. You smell like eggs. Slam. First thing you do before you internalize any of that venom is you quickly say, What's my next one on my list, which is why you have a list of 15 to 30 calls. And you quickly pick up the phone, before you even emotionally process it, pick up the phone, start making the next call, start dialing. And while it's ringing, you're now thinking, what went on that last call? What's going on on your next call? How are you going to manage these two to come together, and then you gain momentum. And you get right into, of course, your prec thing of hi. My name is Damion Spaulding. I'm a automotive sales representative for Magna Corp of Canada America Division Inc. And I'm on the phone with you simply because I know you want us to be your part supplier. I need to talk to your spart supplier person right now. And now you're already into the next call, and you finish your cold called series with a success, and you do not stop calling until you either find a success or you finished ten or 15 calls, and you've seen a common thread. And once you see a common thread, you stop, you analyze that common thread, and you figure out how you can change your approach to get that thread to work as you'd like. Then you set up another 15, 20 calls and you go again, and you're going to get adrenaline, and it's going to feel amazing. Then at the end of that series of calls, when you have your win that you've been looking for, then you party hard. You'll leave. I used to be an executive recruiter, as you know, and I used to have a goal. By the end of this morning or the end of today, I'm going to be able to find ex person for so and so job, and I will go through a list of 100 people to do it. And there are times that I would get through the 15th call, and I'd find that person. I'm like, Celebrate. And now I can say, Okay, I can take what I had on my planner for the next day and put it on today and go for a bonus round. Or I can say, I made my day's objective by 1030 in the morning. I'm going to go, and a friend of mine used to own a piano in Organsen. I'm gonna play a grand piano for a couple hours and come back 'cause I've earned it. I've made my goals for that day. So last thing, you set your goals in advance to making your cold calls, preset what your calls are going to be. Call until you either succeed, you get over your rejections with further successes, and then you hit your milestones through the day. You break the person's mindset that way they're playing on your terms, not in theirs, and that is one way you remain control. And as you get to the key decision maker, you'll be able to make all those connections, set whatever you need, don't never forgetting the fact that you have your position statement at the very beginning and finally let them hang up first, and you've won. You do that over and over and over again. And you're going to find this one of the most gratifying, exhilating things you'll ever do. And then that turns now into the next warm calls the next day. And then from there, the rest of the sales process is you make relationship first and everything else second. There's something that's called the Columbo approach, too. When you see an old lady crying across the street and she's tripping over a rock with her walker and you're driving a car, don't you have an instinct to want to help her? You think, Okay, can I hold the traffic up behind me to help this lady? Ecauseveryone needs to wait. At least, if you're a normal rational human being, you'll be like, ha ha. Well, with that, then, knowing that we naturally want to help people, you can actually do the Colombo approach. Now, I'm dating myself, but go back to watch the show Colombo. And it's a detective that's always going like this, and he doesn't really know what he's doing. And and his shirts buttoned all weird and his pants partly unplugged untucked and stuff. And people and he'd ask questions, and the person would want to help. And because they'd want to help, they'd actually become their own folly. So another cold call approach just not that executive, high powered stuff is actually be the Columbo. Ring ring ring. ABC company. Uh sorry. Who am I talking to? This is Nancy. Hi, Nancy. I was looking I was looking I was looking for that. You get the idea. And Nancy's like, Okay, this is really awkward. I want to get off the phone. How fast can I get off the phone with this person? How can I help them get over whatever that mental issue is that they're experiencing? And it's like, I was looking for someone who could help me with the maintenance of my car. Oh, you're looking for the automotive car repair guy? Yeah, I guess so. And you can actually stumble your way through a call, as well. You don't always have to be the all that. Be genuine to yourself. If you're new on the job, be new on the job. If you're an elitist, be an elitist. One of the hardest closes I have to do is when I have to show up to a presentation that I'm the trainer for and have a new person behind me, then all those new cards and those friendly cards can no longer be played I'm supposed to be the authority, when sometimes the best way to make the relationship is to be the Beta, not the Alpha. B you, you're gonna win it every single time and once again, make a relationship and make memories when you want to make them and disappear when you don't to get to the structure that you need, and it's never done in one call in one day. You got the rest of your life to win whatever you like. And that's how I made my living as an executive recruiter for many years. That's how I made my living as a radio airtime. It doesn't matter what it is. You can find who you need to get to when you manage your cold call well. 18. Lesson 18 - Cold Call 1: I'd like to go through a series of cold calls with you now. I'm going to first show what not to do in a cold call, and then we're going to work our way from there. So I'm going to go ring ring ring. I got my earpiece and I'm going to be calling Houdini and he's going to pick up. Ring ring ring. Hello. Hello. Is this Mr. Waters? It is. Hi, Mr. Waters. I'm calling from ABC Johnson Inc, which is a child sponsorship program for feeding children in the area. Would you be interested in making a donation as we're in the middle of our drive? Actually, we have a charity that we're quite happy donating to at the moment. Okay, so you wouldn't want to do anything today? No, our budget is kind of spent already on. Okay. Okay. Thank you for your time. Oh, that was horrid. I feel slim doing it that way. Okay. So, in essence, right? I called up very low tempo. I was not excited in the least. I dragged the thing out. I started with the negative sides of things, so you would not be interested. And I started with what I wanted. I'm calling you from the food drive because I am running a food drive 'cause we need this from you. Please, no, you say that kind of stuff after you have a relationship. So I'm gonna now do the same call again, and I'm gonna make it different, okay? Ring, ring ring. Hello. Hi. Is this Mr. Waters? Yes, it is. Hi, Mr. Waters. It's Damian Spaulding, calling from ABC Corporation. It was a child group that we really sponsor and help kids in our local area. Do you have kids yourself? I do. You do? Oh, that's awesome. I don't want to get too personal with you, but are they younger, are they older? Oh, they're all adults. They're adults now. Yeah. Okay. Have you ever given to food drives impacting kids in the community before? I have, yeah, you know, on my personal side, but as far as our company is concerned, we do have a charity that we have chosen, and we work with them exclusively. Awesome. That is awesome. How long been with this charity? It's five years now. May I ask what charity it is? It's Cop Service Dogs. Oh, that's very cool. That's a very awesome group, man, 'cause they do a lot of great things for the community, as well. I'm glad you chose them. Would you ever entertain changing or expanding your charitable offerings if we can whether create the tax incentives or other things that way to help make it run for you? We're actually pretty happy with the way things are right now. Understood. Understood. Can I reserve the right to call you, let's say, in a few months just to check back again and see if anything has changed? Okay. Okay, that'll be wonderful. Thank you so much. Okay, so good objection. I'm not going to pry him from another engagement that he's already got, but I know he's qualified. He's qualified because he's already giving. He understands the benefit of charity. And therefore, I'm definitely going to want to call him again in the future. And now I bought myself two months to think about how I can pitch to him in the future. Normally, a corporation like that, they have their annual disburse and freak it out at a year end meeting, something like that. So what I might do is I might call him again and ask him when the next discussion is with this company and see if there might be a way that we can work out for kicks. Let's do a second call and then see if we can pick it up from where we left off, okay? Two months has now passed. Ready? And I thought I was calling a person, but I got a company instead. So this is kind of special. Next time I might do a person instead. Ring ring, ring. Hello. Hi, Mr. Water. This is Damien Spaulding. I think we spoke a couple of months ago. Remember you were giving that really cool charity, the Dog Walkers Anonymous Charity? Oh, yes. Yeah. And you've been doing that for five years, if I remember correctly here. I know that Corporate before he says no and he's not interested, I'm interrupting that cause I'm waiting to hear that in my head. Best time to handle an objection is before it happens. He's going to say, I know he spoke before, why are you calling me, so I'm getting ahead of it. Sorry. Dog walks anonymous. That's amazing that's amazing thing. I'm so glad you give to them. Now, a reason for my call today is simply because I know corporations like yours. Normally every year, I'm sure you go through where your charities you give to on an annual basis. Is that the case? Yes. Okay, might we be able to present to your organization an opportunity that's unique with our charity to see if we can position ourselves in shoulder to shoulder with the charity you do? And when before he says no. And when might that be? Is it at the end of the year, January or when do you tend to have that? You notice what I did? So, now I'm going to get an answer out of respect to the second question, and he's processing the first question. And I'm processing now his tone of voice, the sense of timing, and everything that's going on on the phone, then figure out I'm going to contend with the first question. And when would that be about well, I think we told you before that were quite happy with the situation we're in right now. I totally understand that. Looking to I know you're not looking to change. That's exactly what you said before. I know you're not looking to change, but we have a great opportunity that I'd love to share with you anyway. It's not a pressure thing. We're not going to force you to do anything. And I applaud you for the great work you're doing already. I just love to have the opportunity to at least share what we do and just spend that time with you to be able to do that. Is that okay? Can you spare maybe just 15 minutes of your time? I just love to see if we can explore something possibly. Yeah. Sure. Okay. Okay. Again, what time of year is that again? When do you have those meetings? When it be best for you to meet together with us? For what purpose? To go through a little bit of the offerings we have, get an understanding your charitable donations, what you've done in the past and see if there might be synergies in the future. Usually in March. In March? Okay. All right. All right. Can we set up something tentative? Are you the person that would be there? In other words, are you the final decision maker? Are you fully qualified, or do we need to do something else? Are you the person who need to be there or is this a team decision? Is this a team collaboration? It is a team collaboration. Okay. Okay. Is there a time when I can just meet with the team then in that March? Let's say if you said at the beginning of March? Uh, maybe. Okay, okay. I'm now being assertive assumptive close. Let's pencil something in. If we said March 17 March 5, that's the Thursday. I know I have an opportunity there. I might even be able to get my manager because I'm kind of new and I'm just getting a big picture here. And he'll be able to answer any. I know you're not interested right now. I totally get that, and this is not a pressure thing. I got ahead of the objection. But what I'd like to do is definitely set up a time. At least we can investigate things one more time. March 5, morning, afternoon, what works best for your organization, the alternative closes? What works best for you guys? Uh, usually mornings. Okay. Okay. So why don't we just pencil something in right now March 5 in the morning. As we get closer, we'll just confirm things up. I really look forward to that. And then maybe I'll call you in a week just to make sure all the team members are going to be there, just make sure it's all synchronized, then we'll go from there. Is that okay? Yeah, that can work. Alright, right. So we'll see, thank you so much, man, for your time. I know you're already committed. I totally respect that. I really do. And I do look forward to getting to know you. I look forward to seeing you soon, okay? Okay. Thank you so much, okay. Thank you, too. Okay. Good. Why don't we take this now to make it a private conversation where he is a decision maker. I know I'm going to try my best while over the phone, sight unseen, get him to contribute to the cause. We'll change a little bit that he's not pre committed because what I'd have to do is I have to cancel those objections and bring that through, and I don't necessarily want to do that right now at this moment. So let's say he's never given to a charity before. This is something new, and I'm going to talk to him about the benefits there and see if I can close this right over the phone, okay? We're going to go first call ring ring, ring. Hello. Hi. Is this Mr. Waters? It is. Hi, Mr. Waters. I heard about your organization that you are a really growing, fantastic achievement in our area. And I don't think I don't know have you given the charities before? I do, yes. Oh, you have given the charities before. I didn't know that. Which charities do you give to? I would give to the animal shelter. The animal shelter. Yeah. Okay. That's fantastic. Have you been doing that for a long time? About five years now, yeah. About five years. Okay, sorry. I thought we were going to get into the scenario where he wasn't giving, but we're going to do this anyway, then. Okay. Would Would you be open to giving to another charity if it fit the ethos, the direction of your organization and gave you kind of benefits and incentives that your organization looks for in general, charitable contributions. Be completely honest with you, it depends on the charity. Okay, okay. What kind of charity, why did you pick the dog shelter? What is important to you as an organization on qualifying the person? What is important to you? I know that the money we raise for the charity I work with goes to the charity and not to a board of directors. Thank you. Absolutely. I mean, I'm not going to mention names, but there's some big organizations that took millions of dollars. And it's funny how not for profit doesn't mean that you don't make money. It just means that at the end of the year, you don't show a profit, right? And there's so much fuddy duddy stuff going on on there. I totally get that. You know what I'm doing? I'm agreeing, right? I totally get that. Well, and before I say, Well, we are not that. I don't have to go there, 'cause that's just cheap. So what am I going to say? Well, if the organizations did come up that could be transparent, show their integrity, show how the funds are going towards the direct cause, and, of course, that cause would be good. You would entertain kind of diversifying your investments that way when you're dealing with charitable organizations. It's possible. Okay, okay. Well, my charity has been around for 15 years. It's run by only three individuals, and we can actually show you how 90% of everything that comes in goes towards the cause at hand, and I'm not need gonna tell him because I want him to ask it of me. Because any administration any organization, there's some administration fees, right? You have accounting, you have the real estate. You have things that you need to keep the lights on, to keep the office going, right? Of course. Yeah, I hide them to agree with me. Ha Ah. Okay. So and I now know he's accepted the fact that that 910 split is reasonable. We're good. So what I'd love to do is I'd love to set a time to either get together or better yet. You know what? Or I'd be more than happy too. I sensed an uncomfortable pause there. I sent something. I'm not quite sure what that is. So I'm gonna feel there might be no objection brewing. So what I will do is, I'd love to share with you some of our stuff that way and show you transparently what we're about. But I'd love to chat to see if we could be a good charity to work with you. Is that okay? Sure. It's amazing when you ask for permission to proceed, and they say, Sure, that then gives you opportunity now to take their time to invest the time with them and go through the entire process. He didn't ask you what my charity is, so I will now deliver it. So what we do is we're an organization that feeds children in the local region, because I know that you're giving to local animal shelter, keeping the funds locals important to you. So what I'd like to do is like, yes, thank you so much. So we're definitely local in that same way. And we find that there's a great starving need pun somewhat accepted. And I heard no laugh. So I know he's listening. I know I was doing that to break some any tension. There's no laugh, so I'm not quite sure where we are yet. So as we go, we got need where it was solving the needs of the community because there are lots of children that go to school hungry, and it's very difficult to learn when your stomach's growling and your glucose levels are off. So what we've done is we've created a charity that feeds children in our local community in need before they get to school so they can learn and change their stars. Does that sound like the kind of organization you'd like to partner with and contribute to? It's possible. How do you feed them? How does it work? We have a group of volunteers. So what happens is they go out to the schools and there's a certain every school has a certain room that they actually use. And then high schools, for example, we cook food in the cuisine area, and then they eat their eggs and bacon and whatnot. And we take the donated values and we actually feed there. The schools that do not have those facilities, we actually deliver, kind of like hand delivery, typical things like that. We make sure the children and it's inclusive, that you don't feel like you're ostracized, that you got to go above and beyond to get your child fed. The children do get a transparent way of getting food when they need to. So those are the two ways we do, and we have community volunteers that make that happen. If you were to give to a charity like that, what would you give $1,000, $10,000, $500? What is a picture of your investments? You notice? I didn't say, Are you interested? Would you like to give to the charity? How would you like to partner with us? Didn't ask any of those things? I gave the value of what we're doing, and I went straight now to the clothes and got him thinking about how much he wants to give the elitist assumptive clothes. So what kind of value have given him past? What would you find reasonable or manageable? What would it cost to feed one of the kids? It costs around $3 a day, right? By the time you've got the eggs and whatnot, $3 per child. How many children would you like to sponsor? The assumptive clothes. We might be able to do 100 a month. Oh, that is absolutely fantastic. The community's gonna love you. Would you like some recognition for that? Would you like it to be in kind? Like, how we definitely love giving recognition to the sponsors that we work with. At the same time, got to respect your privacy, as well. Oh, it's just a receipt. Okay. That is wonderful. Wonderful. Okay. Can we start that this week? I got a group that I'm sure could benefit from these funds right right away. Can we start as early as in the next seven days? We just got to set up the banking details and make things work? If you give me two weeks, I'll be better. Excellent. Okay, okay. We'll set Are you the person that I chat with to set up the banking details, or is that some Okay. Okay. So what we'll do is, I'm not going to do this while on camera right now, but we'll set that up right now, and then we'll get it started in two weeks, and we're gonna make it happen from there. Thank you so much. Oh, you're very welcome. Thank you so you can help. You are a local hero. Thank you so much. And we'll catch up with you in the next two weeks and we'll give you a report on how far your money's gone. I look forward to that. Thank you. Thank you. Okay. And that call ended with a thank you, what we always want. Anyway, that's the first close. I hope you gain from that. We're gonna go on to another one. 19. Lesson 19 - Cold Call 2: I'd like to break into another call now, another cold call, so you can see the full cycle again. That's why we're choosing cold calls rather than booking an appointment. I want you to see the full cycle. But it's gonna be to a person in their home. So really, I'm just going through the white pages. I'm dating myself now. And I don't know who I'm reaching. I don't know how rich poor. I have no idea, and we're gonna go as we go. I'm gonna call up Nubia here. Ring ring ring. Hello. Hello. Hi there. Sorry, who am I speaking to? Uh This is Nellie. Hi Nellie. Okay, yeah, I seen your last name here Smith, correct? Do I? Sorry, I'm Dami. I was waiting I hear an objection coming, so I'm getting ahead of it. I'm Damien Spalding here. Sorry. I work with an organization called Feed the Children. It's local here in town. But before I get into that, I just wanted to get to know you are you the owner of the home? Like, are you I'm doing the Cumbo approach. Yes. I'm the homeowner. Okay. I'm falling all over myself on purpose. That way, she's not thinking about, do I want to take this call? She's thinking about rescuing me. All that. So you're the homeo, you're the homeowner. That is Okay, thank you so much. Thank you so much. Yeah, 'cause what we have is we have a charity here in town I don't know if you have children. Do you have kids? I don't want to be too personal. I do. You do. I have a young son. Okay, okay. And you see how much more approachable I am now because she's rescuing me compared to when I was more corporate 'cause I'm just building a quick relationship, right? And she's rescuing me through. You have a son. That is awesome. I have two sons. How old is your son? He's seven. He's turning 18 in a couple of months. Oh, that is awesome. Well, you see, have we do here, I can take a moment of your time, I'm sure, just a little bit. Yeah, just a little bit. I was just about to prepare dinner. Wonderful. So now I have permission to proceed. She can't use the objection of I don't have time for this call. Or if she wanted to pre qualify me, she'd be like, What is this about? And then I'd go through it, and now I know time is of the essence. But she gave me permission to proceed. So I'm going to go through. Okay. No, we are an organization. What we do is you feed children like your son, and thankfully, you are in a position that I'm assuming you own a home and then you have enough to feed your children. Not many people in our community are in that position. And so what our charity does is we sponsor kids in the school system to get fed before they go to school because it's hard to learn when you're hungry or it's hard to learn when all you had for breakfast was half a bag of chips. Mm hmm. What we do is we create opportunities for kids to get real wholesome food before school so they can learn and change their stars, become a doctor to want to become a doctor. Would you be in a position to help a family in need that way, by chance? I'm already actually supporting another charity that does something similar. Oh, Which one? What do they do? Yeah, United Way. I know that they do have some other programs where they do provide Wonderful. Breakfast programs for kids. Wonderful. So now what I can do hold. I'm leaving Nicole. So now what I can do is I can start I don't like namedropping brands, so I'm not going to do anything like that here. But there's a charity. I can start breaking apart that charity. And congratulations on giving to a great cause is close to what we do. And if I know things about the charity, I can start dismantling in a respectful way I can do that to then build a need for our organization. Okay? I know the organization that she mentioned is a megalithic organization, so I need to positively differentiate myself from everything else. Four. Alright, that is fantastic that you gave that you give already. That's fantastic. To a very, very large organization. We're definitely not as large as them. But what we do do is that we work locally here in the community, and we make sure that next to no funds are actually lost in the administration. I can't speak to any other charity. I don't know. But with us, I'd love to even if you can split some of your giving between the large organization and us, we'd love to do that, have an opportunity to earn your business, earn your respect, and earn your trust. Would you be able to put us in a position where that could be possible? I might, but I really need to read a little bit more about this organization because I really like to understand the organization itself and ensure that truly the funds are going to the purpose that it's being donated for? I absolutely agree. Yes, because there's no shortage of scams out there that's like that. And here's where I'd go through the list because I had permission to proceed. I'd go through a list of things that makes us unique. I'd share with her a website and any substantial evidence that I need to give to close that deal. I can even walk her through on the phone. Take on your cell phone, go to such and such a website, blah, blah, blah, blah, and cancel any and all those objections. Say I did that. We went through all that entire process, and I agreed with her objections, and I went through everything that's required, as you already know in the rest of the training process. And I finally go to the close. Well, wonderful investing this time with you. I'm so glad you spent this time with you. And I'm sure you now see how we're the kind of organization that you would like to invest with I do. I do. And thank you so much for taking time to walk me through Absolutely. And before she says I'm not interested, I'm getting ahead of that objection, and I'm now moving on to where we need to be because I don't want to hear the objection. I'm at the close now, and then I'm gonna handle objections as part of the post close. So yes, so wonderful. So what I'd like to do is we can even start small. I'd love to start with, like, even if you can do one child or ten. Like how much do you give to your charity right now? I currently give about $100 a month. That is awesome. That is awesome. So and I don't want to necessarily discount from that. Is there would you find the surplus, let's say, for an extra 20 bucks here or there that you can impact kids through our charity, local in our community? Can I think about it and get back to you? Yeah, what do you need to think about? At this point, I really would like to just think a little bit more and see what the impact of reducing, say, my donation to the other charity and repurposing that to your charity would be. Excellent. So she quickly gave me the brute of that objection. It only took a second just asking what she's not intoed about. And thankfully Oh, she had to think about what I know I now know what I need to handle, right? What the impact of producing the other charity. I can then run assumptions like, Well, they're a megalithic corporation. I'm sure that $20 difference is not going to be a big difference to them. I can up close. I can say, Well, you can keep the hundred dollars the same and then add another $20 just to get us started, just to get the foot in the door, and we can see if we can expand there and give further value because I already have an understanding of what her value is and what she'd like to experience out of the exchange and so on and so forth. I can make many different directional changes here at this moment in time based upon our past communication and a trust that we have, also the fact that I'm now on the phone with her and I'm there in person, and the megalithic corporation does not know her voice. I can use all these things how am I possibly differentiated from everything else to then bring this final close together. I totally get it, Nellie. And I understand that, yes, you definitely want to not damage the existing charity that you're working with as you work with us. Is there a way that we can maybe do it in parallel to start with? Even if it's $5 makes all the difference in the world. I'm sure you can I'm sure assumptive clothes. I'm sure you can afford an extra five bucks, maybe ten bucks a month, just to give us a shot. I know Yoan. I know Yoan. You do. I know Yan. I'm listing for a smile. Okay. Okay. Okay. I'll be able to do this. I'm laughing to try to get her to laugh with me 'cause I'm trying to disarm it. Go on. Okay, so, yeah, I think, yeah, we can go ahead and do it. Okay. However, I just want to go back on one of the questions that I had before. Yeah, of course. I know your position and yourself as more of a personalized grassroots type of organization. Yes. Will I get to see which child I'm supporting? Mmm. Is that something would be feasible or That's a tough one, because when we're dealing with privacy concerns, we can't necessarily connect the families with the children directly. There are some families that might be okay with that. I could definitely ask that of my team and see if we can connect your exact funds to an exact individual where the family's comfortable with being transparent. But I'm sure you also understand that if you're in that position, notice the assumptive close. If you're in that position, you might not want to share pictures of your child, your son as a mother yourself. You'd be hesitant that way, and I'm waiting for it to agree with me. Okay, I get it. I get it. I understand. Okay. And also, then, part of what I was getting as part of an executive donor with United Way was the opportunity to attend their annual Galas. Oh, yeah. Do you have something similar or gatherings annually, quarterly where we could attend and maybe get to see the progress of the charity? Absolutely. We do run a very lean charity, so we don't want to necessarily tie up our funds in administration and Galas too much. You notice what I'm doing? I'm knocking the feed out from under the competition, simply because she told me earlier that it's important that all of her funds go towards a charity and not towards administration. But Galas and all sorts of stuff actually goes rough administration, even though it makes them more money, but I'm using that to my advantage as I work with this objection. So then I can now go and walk this through and then say, we don't have a quarterly thing we're small, we can't afford to do, so we try to keep all of our money going towards the kids. But for sure, on an annual basis, we have meet and greets, and you can meet our management team and meet some of the families that's been impacted. You can hear the stories of what's going on to show the value that we brought to the community. Thank you so much, Nelly, for giving to our cause. I just jump right to the last assumptive close. Thank you so much for giving to our cause. I really, really respect that. At at $5, I think that's where we're starting, right? We can do five. Thank you. And I love the opportunity to earn more in time as we grow to get to know each other and do great work together, remember, the job of a salesperson to make the relationship, you can now make this relationship bigger and bigger in time. That's the whole point. I might call you back in a few months and just touch base with you for kicks, and then see where we might go from there. Is that okay? Yep, sounds good. Thank you so much. So we'll set up some automatic deposits and we'll go from there. Thank you so much, Nelly. Okay, thank you. Done. And it ended with that beautiful two words. Thank you. Alright. That's the picture on the private side as well as on the corporate. Thank you. 20. Lesson 20 - Cold Call 3: So what I like to do now is I like to walk things up the corporate ladder from the receptionist to all the different calls. You're going to hear how my disposition demeanor changes, as well, based upon who I'm chatting with. When you're talking to a secretary. Sometimes it's good to bowl through the secretary as that powerful executive. Sometimes it's nice to be that guy next door that you just want to rescue and so on and so forth. And I feel that quickly and I adapt quickly to the tone of voice and what I hear on the other side of the line. I'm going to go from it's going to be the same kind of charity, except this time I'm going for, let's say, $1 million and to take the charity to a new level, and I've been researching this company as a company that could be of advantage to what I do. It's been a strategic call. Remember, this cold call is one of 15 to 20 cold calls I have set up for the day. Therefore, if I have to leave a voicemail or what have you, I can just quickly jump to next call and keep in momentum. Okay? We're going to leave voicemails alone for a second, and we're just going to go straight through. As I've reached everybody. We might do voicemails again after this. We feel this as we go. Okay. So we're gonna call a company now? None of this is rehearsed, so this is gonna be fun. I don't know what I'm getting into. So cross your fingers for me. Hopefully, I'll get this. So, here we go. Ring ring, ring? Hi, you've reached Acme Lighting Solutions. Hi, Acme Lighting Solutions. How are you today? Doing well, thank you. How are you? Okay, good. I often do that. I vocal mir, and I say the corporate name like that person owns that name, and I chuckle. And sometimes it actually gets a good chuckle on the other side. It didn't this time. So therefore, I know I just got to go straight to business. Acme, I'd love to chat with someone in your finance division, your director of finance. Sorry, who would that be? That would be Nellie. Nellie. Okay. Is Nellie available by chance? She is, actually. Okay, okay. Thank you so much. Can you patch me through? Yeah, hang on 1 second. Okay. So what just happened now is I expect to get to Nelli, but Nellie is not available. The call gets routed to a general area, a general delivery area. And now Fiddler picks up, so now I got to deal with this comedy of errors as we go and still try to punch through 'cause I know it is Nellie that I'm looking for, but I got Fiddler and said, I don't know who Fidler is, and I'm sure she's gonna try to stonewall me to get to Nellie. We'll see how far we're gonna go. Okay? Yeah. So the phone rings and Hello, Fiddler at Acme. Oh, Fiddler. So I thought this was Nellie. Is this not Nellie's office? No, but I'm Nellie's assistant. Oh, you're Nelli's Okay, thank you so much. I just got patched through by I think it was Jack. I've been looking to connect with Nellie regarding some financial decisions in your organization. Is Nellie available by chance? Uh, she's just on another call right now. Okay, okay. Will it be a long call I can stay on hold? I'm not I'm not sure how long shall no prom at all. No problem at all. So I'll hold for a little bit. I got a few other things I can do, and then I'll just stay online. I'll chat a bit. Thank you so much, Fidler. You're welcome. I stepped over her because I didn't want to let any objection take root. It's like, No, no, she's not gonna take any calls. Who is this? Who am I talking to? She's gonna try to be the gatekeeper by me not allowing that to happen. It then actually got past those objections. I got through the objections before they occurred. And then I didn't get stonewalled. Had she said, Who am I speaking to what's the nature of this call, I can then have deferred to another canned response, which I'm not gonna do at the moment, 'cause I just got ahold of Nellie. Nellie picks up and she says, Hello. Good afternoon. Nellie Smith, VP Finance. Okay. And I just analyze your tone of voice, 'cause this is now where the money's coming from getting ready to cut a check. So I'm now really listening to every morsel of what she just said. Her tone of voice, she said, um. She said, a little bit of stress there. She's not completely relaxed. I don't feel a whole bunch of arrogant power coming from her, and I don't hear a whole bunch of approachability, either. So I'm gonna come in somewhere in the middle. I'm gonna vocal mire her. Hi there, Nellie, it's Damien Spalding giving you a call. How are you today? Doing well. Thank you. Excellent. Oh, can I help you? Good. I know your time is valuable, so I'll make this short. I work with an organization that feeds kids in a local area, and I know your organization gives two different charities throughout the year. I'm sure this is not to kind of call you on a field in the middle of a busy workday, but I do want to spend a moment of your time if that's okay. I actually do have a meeting in about 5 minutes. Sweet. So I have permission to proceed. I have a five minute window to make this close. This is fantastic. Okay, thank you so much for your time. I really appreciate the investment of your time. Well, a little bit about us. Here's we go to the elevator speech, what makes us unique as an individual, me as a person, as well as the organization, however I do, I walk that through. That's gonna be very well rehearsed from you right now, okay? So you can just pull it out at any time as it's a standardized approach, that we're gonna get a standardized result. So I work with an organization by the name of ABC feed the children. And what we do is we actually feed children it before they go to school because I'm sure, as you can understand, you sound like a very busy person. Starting a day without a meal would be very difficult to get through the workday, correct? Yes, I do understand that. Yeah, okay. So now we're in the first agreement, right? There's no nos. I still got to give her a no somewhere. But there's no nos so far. That's fantastic. And we can agree. I'm a rational human being. Okay, so what we do is we take these kids now and we give them a good meal. The kids that normally can't afford a meal, 'cause, you know, the inflation and the times we're in right now is a very trying time for many people. I don't know if it's been hit your company as well or if your company's doing well, 'cause I know that there's some boom bus cycles with organizations. Uh, yes. Okay, so I got no answer. I got a non answer. So I have no indicator of where the company is. I don't know if they're successful, if they're growing, if they're failing. I don't know. So I have no indicator, so I'm going to keep flying blind. And I'm not gonna press it because we have no relationship. I can't ask that. That was a very bold question for me to ask. But I'm gonna come back now. Okay. Yeah. So what we're doing now is we're blessing children. We're impacting kids in the local community by giving them a solid meal before they go to school that way, they can become what they want to become, not inhibited by the financial situations that their families might be in. Does that sound like the kind of charity you would give to as an organization? We would, but as you can imagine, with the kind of organization that we are, we typically would like to know a bit more about the charity. Understood. Absolutely understood. And the honest truth of it is the development that we're going through right now is no small change. We're actually looking for a substantial donation at this moment in time. Now, I know I've said that, I've dropped that. I'm waiting for an objection, but I'm also brought in curiosity, and I wanted to stay curious as I go through other things. So with the developments of where we're headed right now, for example, we're moving from a local community to a much broader initiative as we're doubling things down, we're seeing such a literally starving need for our services in the area. What kind of charities I'm checking your qualifications now? What kind of charities have you given to in the past? We typically support a lot of the corporate charities. So, for example, the United Way. Okay. We also support charities that are that support local children. Right. And we also support some charities overseas. Okay, excellent. Excellent. And if you don't want me asking, is it in the thousands, tens of thousands, millions of dollars that you provision towards charitable corporate? We do have a budget set aside for charitable donations, yes. Okay. As a corporation, we typically do that. Okay, wonderful. Well, I'd love to be placed in a position that you can actually take some of those funds and put that towards what we do. Is Can we chat about this now? Is there a time? Is there a life cycle that you do for charitable donations or how does the organization work that way? Um, mind you, I'm keeping in mind, she gave me 5 minutes. We're at about minute three. I got 2 minutes left to close this. Keep going. Yeah, would you be able to send me some literature that I can look into first before we can schedule a meeting? Absolutely. So now, literature, this is now the whole as a head hunter, show me the resume. Resumes don't tell you what the person is. Literature cannot speak to her exact desire what she's looking for. She might be looking for the steering committee, and our literature doesn't talk about the steering committee. It only talks about pretty headshots of the kids being impacted. We'll put this out into the wild and trust that the person that wrote the literature did a good job doing it. And if they had a person like me or now you to build that literature, then a proper sales process would have been made. But if that's not the case, you don't necessarily want to be putting that into the wild. You want to keep the person on the phone to get an understanding of exactly what they want to see in the literature. You cancel that objection while you have them on the phone. But you also want to agree with that objection. So therefore, I, I completely agree. I'll give you a package that we do that describes what we do. What exactly are you looking for? I just want to help you out because you have me on the phone here as well. What are you looking to learn about us? There are a lot of things that we typically would look for. First of all, we want to look at organizations that have the same values as us. Yeah. Okay. We want to look at the ethics and compliance aspects of those organizations. We also want to look at things like ESG, for example, the environmental, social aspects of those organizations to make sure that we're aligned with each other because by supporting an organization, we essentially are lending our name um, other companies that we work with would typically assume that we're in alignment with those organizations. So there's a lot that we would typically look for in an organization over and above what their charitable purpose. Understood. Wonderful. Thank you so much for being so tans, pen. I really appreciate that. So the three main things are there. I'd repeat what the three main things are, but I didn't write it out because my finger doesn't have ink in it, so I No. So we're going to go through But given that our organization passes that vetting process then and we fulfill those needs, we would definitely be an organization that you would entertain, giving. We would definitely entertain it. However, that this objection. I'm going to, right? Because I knew that was coming, so I'm going to do my best to interrupt her because I want to keep control. I don't want to go objection, answer. Objection, answer. Objection, answer. Objection. Answer. Something that I avoid as best I can. I go objection, answer relationship. Objection, answer relationship. And 'cause I knew I I'm interrupting another Objection. Then we'll bring that up on my timing and my control when I'm ready to mentally take care of it or else what's gonna happen? Yes. Objection, answer, objection answer. She's in control. I'm now doing my best to placate that control, and the close will not occur majority of the time. So it's great to know, so I now have interrupted her, and I did hear something about the board while I'm talking. I'm holding that in my brain. So, yes, I'm so glad that we are an organization that you would definitely give to, and I really respect what you do and how you do and how you vet organizations is really, really important that we do that these days because there's so much fuddy duddy stuff going around out there. We're actually looking for a donation upwards of 1 million or so dollars to bring us to a national level as an organization, bringing things beyond the local community. Would that be a journey that you would see yourself embarking on with us? That's definitely something that we would consider. However, we have already set our budget for this fiscal year. Okay. So if it's something of that magnitude, it's something that we would have to plan and discuss for the next fiscal year. Got it. Got it. Okay. And I think I remember hearing something about a board, correct? So therefore, decision making at this level goes to a group of individuals. Absolutely. Okay. Okay. Wonderful. So when is the time that we can set together? Before we go to the board meeting and do things at that level, I'd love to get to know you a little bit more and see what we can pull together. I'd love to get to know your business as well, because just as you're lending your reputation to us, we want to make sure that our reputations being lent to your organization. This is almost like a job interview, isn't it? So what When's the time? Can we chat again? I know we're at the five minute mark. You said I had 5 minutes. Can we chat sometime maybe early next week, Tuesday, Wednesday, and we can go over these details. I'll definitely send you information so you can learn about us in between now and then. Uh, yes, I think Wednesday might be good. However, can you please talk to my admins. Okay, okay, for sure. So now she's pushed me to her EA, which is no longer a decision maker. I'm going to agree with that, say, I will trust you. I will do that. And then I'm going to try to push it to connect with her again. I know by giving her our material, I will create objections. The moment you add information to a communication, you've added objections. You might be online dating somebody, and then you show up face to face, and you show up at the restaurant, and you're 3 " shorter than what the person expected. Just by showing up, you've created objections. Just by opening your mouth and them seeing your teeth for the first time in reality, they realize, Wow, your teeth are smaller than I expected. Any information addition to the transaction, the communication transaction, always brings in either an objection or the other side a positive. Wow, you're much more attractive than you looked on camera. So I know full well that when I sander the material, it's going to come back with further objections that I'm going to have to overcome, and that's absolutely fine I'm expecting it, and that's what I want. If it doesn't happen, then someone either did a really good job making the propaganda, right? Or there could be something missing and something needs to be communicated with me. Yes, for sure, Nelly. I'd be more than happy to chat with EA. I know your time is worth a lot. Thank you so much for your 5 minutes. What I'd like to do then is I'll give you I'll connect with you definitely before make sure you have the material, let's say, by Monday, Tuesday, so you can review it. And then we'll set up a time on Wednesday. But I'd also like to keep in communication with you because you are the lady. You obviously know what you're doing, and you have the heart and the best interests of the company at hand, then I really, really respect that as we set up to meet with the board, hopefully, eventually, very soon, okay? Okay. Look forward to a meeting. Wonderful. Thank you so much. Thank you so much. And we'll see you again on Wednesday. Thank you. Okay. Thank you. Alright. That's all I got to say. 21. Lesson 21 - Voicemails: So what we're going to do now is we're going to go to voicemails because you're going to leave a lot of voicemails, especially if you're being effective in your workflow. For every, let's say, five calls I might get two or three voicemails. But what that voicemail means is money in the piggy bank 3 hours later or the next day and the next day. And I keep track of who left voicemails how many times I left voicemails with. That way, even if I do not get them five times in a row, I can escalate them with my tone of voice, get upset or whatever I do or reward them when they pick up the phone. Oh, my gosh, it's been five attempts. I'm so glad we. So you keep that track, and every call you make, voicemail is not a defeatist moment. It actually gives you a chance to hear their tone of voice, hear their presentation, see their timeline for response, and get understanding who you're dealing with. Actually welcome voicemail. Just as much as I welcome talking to the individual. I'm gonna make three calls real quick here. Two are gonna be to a corporation. One is gonna be to a private individual. I'm going to follow the same model of a charitable something, and then we're going to go from there, okay? So it's going to ring a few times and finally going to get a voicemail. Ring ring ring, ring ring ring. Ring ring ring. Thanks for calling One Sky aviation. Your number one choice in executive flights. Sorry, we're not available to take your call at the moment. Please leave us a detailed message, and we'll get back to you as soon as we can. Have a great day. Beep. Hi, One Star Aviation. Is Damien Spaulding giving you a call? Would love to chat with a member of your team in regard to community outreach and development. I don't know who that would be. If you can kind you connect me to that person at your soonest convenience. That'll be greatly appreciated. My phone number here is 7 0 5 7 0 5 7 0 5 5 5 5 5 5 5 5 5. Thank you so much. We'll chat again soon. Okay. That will be the first call, second call. Ring ring ring. Ring ring ring. Ring ring ring. Hi. You've reached Infinity Real Estate. We're currently unavailable to take your call. Please leave a message, and we will get back to you as soon as possible. Hi, Infinity Real Estate. This is Damien Spaulding giving you a call. I work with an organization that is connecting members of the community with businesses just like yours. And I would love to have a moment to chat with someone in your finance or sponsorship side of your organization. I don't know who that would be. Can you kindly return the call at your soon as convenience? My number here is 7 0 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5. Thank you so much. Now, you notice the very first one I said next to nothing. The second one, I felt like giving a little bit more. When I'm dealing with a new market demographic or new pitch, I might so I did break one rule is I use different voicemails in consecutive order. Remember, you want to use the same voicemail a number of times to see what the response rate is like, but I'm trying to expedite this process in training you. So what I do is I use the same voicemail for maybe five, ten calls, and it slightly a different voicemail for five, ten calls, slight different voicemail for 510 calls. And I see of those three approaches, which one got back with the most engagement, the most timely fashion, and so on and so forth, and then mold myself from there. Sometimes I will say next to nothing like in the very first one. Sometimes I might say a little bit more like the second one, and I'll gauge what my response is. And I might tweak it a little bit as I go along, go along until I get the right words, the right cadence, the right tone of voice, the right everything to make it all synergize to get the expected result I'd like. The best time to deal with an objection is before it occurs. I'm I call a third party right now. I believe I'm going to be expecting a corporation, but I'm going to get a private person. Ring ring ring. Hello, you've reached Cindy, leave a message, and I'll get back to you as soon as I can. Hi, Cindy. Sorry, Damien Spaulding, give me a call. I thought I was reaching a corporation, but I guess I wrote I reached an individual privately. I've been looking to connect my organization with businesses and individuals in the region to impact youth in our region. And I absolutely love to chat with you. Can you kindly return my call as soon as you can? I look forward to that, okay? My number 70 555-555-5555, 5555. Thank you so much. I really appreciate it. Thank you. So that Cindy voice was really present, really pleasant, really fast, really sweet. So I went for the 55555 que sweet sweet suite. And I did that whole Columbo approach of, I, I didn't expect to get you. I'm gonna now go in a whole other direction. Let's do this one again. I'm going to call Cindy again. This time, I'm going to go completely different ringing ring. Hello. You've reached Cindy? Please leave a message I'll get back to you as soon as I can. Hi there, Cindy. This is Damien Spaulding, give me a call. Cindy, I'm calling the nature of my call carries with it a degree of sensitivity and time sensitivity. I'd love to just get in touch with you directly as soon as you can. Can you please call me back when you get a chance? Thank you so much. So that comes together now with more my personal baseline. I didn't feel like going doo doo doo doo doo. I wanted to go more deadpan, more executive level, more straight line. And I just said, Call me back as soon as you can. But it's not call me back. It's call me back as soon as you can. And this has time sensitivity. And really, if I'm just calling for a charity, I really kind of it's not really time sensitive. That was what I used to do as an executive recruiter back in the day when I had a job order I needed to fill, and it was time sensitive. But given, you get the idea of how you can mold and manipulate and change and get that expected run from a series of voicemails. And, of course, when they call back, you'll have your past notes of how many times you call what kind of voicemail you left and you can even at the end of the journey, what you expected plan is thereafter. One last thing I want to share with you in the next video about planning, and that will be the end of this segment of videos. 22. Lesson 22 - Planning Your Calls: Finally, and often, most importantly, being a people person and being able to shoulder to shoulder with people is great as a salesperson. And being able to cancel objections and nurture relationships and get over bumps is great. Knowing contract laws and contract details, making that happen is great. There's so many things having to do with sales, that's great. But what makes pinnacle salesperson, aside from all the others, is to do all of that effectively and very quickly and repetitiously. Repetition is everything. How do you get a five minute burger at a fast food joint? You get one person per station, and they move quickly. And there's no decision making process in between, because it's already been pre planned, pre laid out for them. Often salespeople have a hard time motivating themselves to make the next call or to do the next step because it can be challenging. It can be emotionally draining. It can be mentally draining. You can finish a day, wanting to watch paint dry, because that's all you have left, and that's part of the beauty of the journey that you're in right now. At the same time, what makes it not as painful makes it intuitive and natural and allow itself to scale is your ability to plan, is your ability to think ahead to the point where when I'm dealing with a pinnacle sales process with myself, whether it be one of the nation's top executive recruiters or what have you. Even as a sales trainer is I even have times to plan when I'm planning. So what happens is at the end of a Monday night, I'll take a look at all my events that happen Monday through the day. I said, Where are my successes? Where are my failures? I celebrate the failures because we fail our way to success in this world. We learn more from failures than we do from our successes. Where are my failures? How can I think through things? What changes do I need to make? I might spend as much as 20 minutes to an hour, hour and a half at the end of a workday, just processing. Then from there, I set up or 5 minutes or 30 seconds, depends on the day. Doesn't have to be long. And then from there, I set up what my Tuesday is going to look like, and my Wednesday is going to look like. I got these 26 people that I called. Of those 26, three of them should be on a three day timeline. Two of them should be on a two day timeline. One of them should be called tomorrow or what have you. And then I'll put in my planner the next day what time of day, 10-1030 make these five calls. 1030-1035, I'm going to review my success rate on those five calls. 1035-1045, I'm going to make another 15 calls. In that 15 calls, it's going to be three from yesterday, three from last week, and three from two weeks ago that I need to close. And before long as you work through your job, you get a critical mass of productivity that can almost get to the point where it's bad where every second of every day is planned and managed. But because of that, you can then be highly effective, highly focused. If you're making a series of cold calls and you're thinking how you should have walked the dog longer this morning, you're in trouble. When you're making your cold calls that part of the day, the only thing you're thinking about is cold calls. When you're sitting in front of a client and you're closing that client, the only thing that exists is that client. Their mannerisms, the thing they say, the things they have said, everything they're in. Everything else ceases to exist, and you give 100% attention to that. You'll have plenty of time after you leave that venue to decompress, because that's going to be in your planner. You do a 1 hour meeting. You're going to go ten, 15 minutes or 30 seconds to decompress that meeting, write notes in your planner, move on to the next day. You will become one of the most highly effective salespeople in the world. And even as an executive, there was a study that was done with executives of Fortune 500 organizations. I can't tell you which study it was. I can decite it because I studied it a decade or two ago. And I don't remember when. It's one of those things you keep in your head is knowledge. And they said, What makes these highly effective people the most effective? And was it because they went to some Ivy League school? Is it because they grew up with a silver spoon in their mouth? What was it that allows them to achieve what they need to achieve the right group of people that they network with? And really when it came down to it, brass tacks, foundational structure, what made the biggest difference is somehow they managed to get 26 hours of work done inside of a 24 hour day, including sleeping, of course. Somehow, they managed to do more things per hour than the average. And often that could be thinking time. For example, my desk is often messy because my brain is messy, but at the same time, I try my best to keep my desk clean because everything on your desk once and every, I forget the number. Is it ten 10 seconds to 30 seconds? It traps your attention. So if I have a desk and on my desk is my papers, my meeting notes from last week that are no longer relevant and a little bobble head bobbing his head, then while I'm talking about closing a car deal, I'm going to be thinking about the bobble head and the contracts that are irrelevant. It takes from my brain. Clean your desk, clean your mind, make sure the things that are on your desk and in your mind are the things that are going to make you money. Make first things first part of your planning process. In that, ask yourself at any moment in the day, am I doing what will make me the most money, the most profit, the most success, the most whatever at this moment in time, right? If not, you're going to be in trouble. Succeed by being well planned and you're gold. 23. Lesson 23 - Reviewing the Sales Process: So now that you've gone through all these steps and you're much wealthier in the brain for all sorts of cool sales, marketing, and other tactics as you go through life, conflict resolution in families and private life and finance and what have you. I like to just walk from stem to stir and I got a little sheet here or a little digital sheet that I'm going to go through as little mental notes as I'm going to walk you through the entire sales process here from how I see it. Number one, Your number one job as a salesperson is what? Build a relationship. How do you build a relationship? By front talk. You front talk, you vocal mirror, you physical mirror. You ask them questions. You get part of their life, you become friends, and then from there, you build that trust. And in that trust, you can do just about anything together, including talk them off cliffs or they're feeling depressed. It's that friendship allows us to get through really deep, deep things in life, and it allows buy simple things like dishwashers if you so choose. And from there, after the front talk is then we ask them pre qualifying questions, which is the first, if we would you close? And we want to get the first objections in advance or the assumptive close. Obviously, you're going to buy a dishwasher today if we could find something that blah blah, blah, blah blah, based upon what you've communicated with me, cause what you've communicated with me is X Y and Z. Therefore, if we did X Y and Z, we're good, right? Or am I missing something? Oh, you want X Y Z, and L. Okay, so if we did XY, Z and L, is that everything? Oh, I'm missing something else. Okay, so it X Y Z, L P, Q, and apostrophe, Y. Okay, so we did XYZ, L PQ and apostrophe, Y? Did we cover everything? Yes, I think that's everything. Therefore, now you have a qualified individual, you've pre qualified them. And during this process, you also get an understanding of their buying strategy now. It is now is it the quality of the dishwasher, the speed of the dishwasher, the efficiency of the dishwasher? What is important about that dishwasher? Because now I know the talking points that I need to give because that's now the next thing, right? Then close that the qualifying pitch. I get into giving the very first parts of the dishwasher, yes, is high quality. Yes, it's good on water savings. Yes, it does everything you'd like, and then I close it. Obviously, you would then move with this dishwasher because I think I think in my opinion, meant nothing until they told me what they wanted. So I can therefore say, I think this is a good fit for you because you said, B, blah, blah blah, blah blah blah, blah. Is this correct, or am I missing something? And it gives them the opportity say, no, no, no, you're missing something else. Okay, great. So we got XYZ, LP, apostrophe Q, Y, and square root alphabet. And then I got the full alphabet, and then I can continue on from there. So I have my pre qualifying pitch. I give them that pitch where the first two elements are. Then I ask a committing question, just like I did. Did I miss anything? They give me something. I then identify with the objection. I agree with that objection. Yes, I totally forgot that you also need your dishwasher to be able to drive your car. I know many dishwashers don't do that, but I don't know how that slipped my mind. We'll make sure that's done, too. If we can do that, that's great. I'm being ridiculous now, obviously, of course. But then I ask another committing question to close. If we had a dishwasher that drove your car, blah, blah, blah, did I cover everything? Yes. Okay, so then I know, and there might be sometimes things that a dishwasher can't do. Dishwasher can't drive a car. So now I got to move the client away from that. I got to say, Well, you know what? I'm not aware of a single dishwasher that is able to drive a car. So if you can let me know that you found one, I'd love to see it. Otherwise, we might have to move away to that concept, and maybe having a self drying driving mechanism on another tool or app and then have your dishwasher do your dishwasher. Does that work? Can we meet there? Does that make sense? And be like, Well, no, I really wanted to drive my car. Well, now you're moving yourself from qualifications here because I know you're a little bit off. There's no way you're ever going to get that. Good luck finding it. Rarely will you find someone like that? Or it then becomes, yes, you're right. A dishwasher can't drive a car. There are two different utilities. So I think I can look over that, especially if Baba, Blah Blah, blah, blah. And that's another beautiful thing you can do as a salesperson. It doesn't do this, this, this, this, this. But, in essence, does this, this, this over here compensate for those failings. Oh, I never knew it did that. Those features. Oh, I don't need it to drive my car then, because it can run this little radar system that allows my kids to drive themselves or what have you. And remember, if you don't know the answer, you don't have to have the answer. You go back to front talk. You know the person, and you think in the background exactly how you're going to contend with these issues as you go along. And this cycle will repeat itself. They're going to then go and give you the next objection. You're going to agree with the objection. You're going to cancel the objection. You're going to conditionally close or assumptively close the objection, and you're going to go back to the beginning again. You're going to add more information, which is going to create an objection. And then you're going to agree with that objection. You're going to empathize and as you move establish your relationship and front talk through it, cancel the objection, come back to front talk again, and then go through and add the next bit, and you run circle after circle after circle. So every time you qualify the objection to see if it's real, you quantify it to know all the details that are hiding behind the scenes, and then you cancel it, right? And through this process, front talk will save you and you just run Round Robin over and over and over again. So the sales process, the time, the temple for the clothes is actually decided by the client, and it's dependent upon them and not upon you. Because they can end at any moment in time by not adding more objections. And every single time, you're going to find an objection. You're going to overcome. And if you don't, you can let the sales process end there. You miss that sale. You can reserve the right to call them again after you figured out how to fix it and call, close them tomorrow. Or you leverage that knowledge for the next person coming down the pipe. No matter what, you're winning because you're gaining your expertise and your market of choice. I actually enjoy being a Nub. It gets frustrating sometimes knowing all the permutations, that's when you get bored. It's great when you're in a new learning curve. So you can share one or more selling features, and you spin that circle again. You ask committing questions as you go. And then finally, when it's all said and done and you now know the big alphabet that needs to be done, you have a relationship, you feel like old friends, you then can now handle the final close, where you say, Okay, so what I'm hearing from you, Nathaniel, is that X, Y, and Z and ad and za and za and Dad, and P is what you needed. What I see X Y Z, z, z, z, and P is what this does. So I think there's no reason why you wouldn't be able to go home. Notice the negatives I put in there, a double negative. Normally, as salespeople who never talk negative, I only talk negative at the end of a call because I want to give them the ability to say no. At the beginning, I always try to keep it positive, even. But obviously, there's no reason why you wouldn't do it. It's like, No, I wouldn't do it. He gave me a no by saying, Yes, it's hilarious. There's no reason why you wouldn't do this. So it was like, Yeah, no, there's absolutely no reason why I wouldn't sign that contract. So I guess I got to sign that contract right now. And especially 'cause I put in the words today all through or right now or in the next 30 seconds or minute. It's like, Yeah, yeah, I'll sign it today. That's the and then from there, they sign the contract, and then to alleviate any buyers remorse or whatnot, you go back to front talk. As always front talk is your friend. Then you go now into the actual other product features and benefits. Did you know it has an extended warranty? Did you know they can also do these other elements and then you smile and nod and you walk through that process. And you've done your post close. And then from there, you have, of course, any possible final objections will occur, which you're going to overcome. Therefore, you're getting now into the cognitive bias, the positive positioning that they have mentally. Therefore, they're not going to get buyers remorse and go back on a contract the next day. And if there is, then that's okay. It's just more objections. You walk through the same process you went through the first time. Again, that's fine. You just walk through it again. And then from there, you do your post close. You set your follow up, you set your timeline, you get referrals. You make that happen. You go back to Front talk, and you set up your follow up plans. You make sure you follow up with them, make sure they're happy with their purchase. And at that time, that follow up is a beautiful time. It's known me within, let's say, whatever, a day a week a month, whatever it is for the sales cycle, the product or service that you're doing. And right at that cost of, Oh, my gosh, everything you said was dead on. It has delivered, it has delivered to the Nth degree. That's when I'd say, Excellent. I'm so glad you're happy with your custom meat order. Who else do you know that could benefit from something like this? Then the referral process begins. That's the picture. Life's the pitch. We all die eventually. We're all living the pitch as we walk through it. And as we do it, we're gonna have a lot of fun doing it. There's nothing scary about it. Just break it down into bite size pieces and work to different clothes as you go and most importantly, make new friends, make relationships. Quite often, they'll be lifelong. 24. Lesson 24 - Life's A Ballet: In the entire sales process, pitch process or negotiation process or anything is simply a ballet between many parties, and as we manage that, we can achieve many different results. We can do so one by managing pace in part by the consecutive calls that you make or touch points that you make, by how fast you talk in a conversation, how loud you talk, and how slow you talk. If you're going for a modern kind of young demographic that hip, you talk fast, and you're all at it. If you're talking to a whole series of retirement people, you go really, really slow with your internal clock and say, You know what? I know you two have known each other for 50 years, and I think it's time to let go of the timeshare and leave something else to your great grandchildren. Or be like, You know what? I think you really, really need your life. You need to get your kids in this little daycare program because this daycare program is the best thing ever. So as you manage that tempo, you can actually manage many things. As you share information through the sales process, you want to share information purposefully, never haphazardly. Going back to what we're saying is you're sharing crumbs of information, the way the cookie save for the post close, right? The way they know from cognitive dissonance that you're helping them through that process. And the last thing I want to say is that in the sales process, you listen twice and you speak once. No one wants to be with someone that knows everything and talks about how good they are and everything that they do is very exhausting. But if you, once again, we're judging sales in the world by the quality of the questions we ask, we just listen and listen and listen and even let the clients set the tempo themselves. And uncomfortable pauses is actually okay sometimes. You know, in relationship, we only have and allow for uncomfortable pauses when we're comfortable with the people we're with. We only fall asleep when we're actually in a place where we feel safe. So in the big picture of things, by managing tempo, by asking questions, more than giving answers, by listening twice and speaking once, by sharing information craftily and very strategically and managing the momentum, and now respecting every character that's playing in this ballet, the extroverts, the introverts, the past talkers, and the low talkers, you can bring things together symmetrically that then brings a result that you desire in your process, whether it be sales, marketing, negotiation, what have you. 25. Lesson 25 - The Last Word: So some final words. Now that you've been through the big picture, you know what you're doing. You know how to handle conflict and resolve conflict. You can do it in an accelerated fashion, whether it be on a cold call, or you can do it in a slow boil moment when you're face to face. You can stop children from fighting or manage relationships as you need to manage relationships and while doing. So you can also close projects, close plans, close concepts. You can close someone on your favorite movie you just saw or your favorite camera you like to shoot or your favorite car you like to drive. Some other little closing final words I might share with you. In general, just as I try to make sure that individuals hang up first I want them to have that sense of empowerment, and you want to make sure that there's no objection lingering. You can also let them have the last word. That's all good. You know, it's like, thank you. No, thank you. No, no, thank you. No, my thanks are more important. It's okay. Let them say thank you last. It's okay to give them that sense of empowerment. It's something we do actually with kids all the time. We're all adult kids roaming around the world where we create incentives. When you do something right, you get rewarded. When you do something wrong, you get reprimanded. You can actually build that into the sales process. When they do something that's right and pleasing, reach across the room, shake their hand. Just to do it. Yeah. You didn't sign the contract yet, but I agree with you. That's awesome. I think all orphans should be saved. And you shake their hand, you build that relationship. Therefore, at the end of the call, end of the relationship, the contract, you shake their hand is part of the whole process. If they say something absolutely grotesque, like I want you out of my house or something, then you just slow down for a second, and you make sure there's a penalty to that. It's like, Well, there goes our relationship or what have you. The temple slows down or whatever it is. There as they call love languages. There are five love languages. There's words of affirmation. There's physical touch, there's acts of services and so on. You can do a Google search on that stuff and get an understanding of that. So if you're with someone that really receives well, physical touch, slap him on the back, hit him on the knee. Say, great, I completely agree with you. If you have someone whose language is more so words of affirmation, then you stop complimenting them or you compliment them more. And just like the animals we are, we will naturally move in the direction that we're being molded to move in. Remember, though, these can be used for manipulation. The goal is never to do that. You lead with the needs of your person in front of you first, and you make sure that what you do embodies where they want to go because you don't want to mold and manipulate because you want to. Please, number one, rule one. And lastly, yes, of course, you stay positive. You never interrupt your individuals unless you're truly trying to control because when you interrupt someone, you're controlling the scenario. And there are times that I do. If a boardrooms getting out of hand and whatnot, I need to step up and step over everybody and say, Look, this is how it's going to go down. But on the most part, I try to never interrupt anything, let people process at their speed. And by the fact that you never interrupt and you let them control the tempo, it keeps them in the sense of control, even though you're the actual one controlling the tempo. It lets them stay in that sense of control. And therefore, it's easy for everyone to shake hands when it's all done. And when it's all finished and said and done, it should feel good. You should be friends. If it does not feel good, then there's often somewhere that's been a loss, and that can be negotiated, as well. You might feel taken advantage of because you drop the price way too fast, which reminds me I should go into that. A drop clothes. I have I don't know, a device, a widget. The widget is on sale, it is sale price $1,000. But for you, I'm going to make it 150. The first thing you're gonna think is what is wrong with that widget and why are you trying to sell it to me? And who did you up sale last week about it? But as we do our sales process, well, my last last word is you build the perceived value. So I might have $1,000 widget. And you'll see this done on TV ads all the time, and they build the perceptive value of that product so high. Then it's like, you would think that a product like this is worth at least $150,000. But for 26 monthly payments of $290, you, too, can be the flash owner of Sir Widget. They build the perceived value very, very high. Then by the time you actually get to the sale price, MSRP, the manufacturer suggested retail price, MSRP, you then end up being right at where they want it to be or below what the perceived value is. Therefore, it's going to be very easy close. Then you only use drop closes at the very, very last minute, little side little thing for you. So mostly projects and products that I've sold, even though it can have a vast array of pricing, whether it be a house, a car, or a website design. I build the perceived value so high that when we actually come in at the actual final price, there's no objections. There are no problems. Anyway, I'm glad you're here. I'm glad you joined us. I'm glad you joined me, and I look forward to answering any questions you might have as we continue to work together to getting you to become the best negotiator, the best salesperson, and the best community member. You can ever build yourself as you build these relationships and make history in your own life. End end end end