My Specific Sales Framework I Always Use | Ep 223
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- If you wanna make a shitload of money, you have to know how to sell. I've used this exact same system to grow four of my companies to over 100 million. By the end of this video, you will know exactly how to do the same. These frameworks will teach you how to sell anything to anyone at any price. In order to sell, we have to know what to say. I follow a framework called the Closer Framework.

The first best step to any sale is just ask them why they're there. This is a question based approach to selling. So a lot of people think that when they're on a sales call, they think that they have to be saying all these things, taking all this time convincing all these people. I would actually argue with the opposite. What you want to be doing is you want to be asking people questions that lead them to the solution that they pronounce themselves. You want to ask people questions

that get them to say yes to you. And this is really based on self-determination theory. This is the theory that when people feel like they have a choice, they're more willing to change their behavior. So the more that a prospect feels like,

buying the service or product is their decision and not yours and not you convincing or coercing them, the more likely they are to buy and to like the product. When someone answers a question, they are 30 to 50% more likely to act

on the solution that they give to the question. The only difference is that in one scenario, you're telling them what the answer is. In the other scenario, you're asking them a question and then they are telling you what the answer is. If you really want to change people's behavior, then you want them to tell you why it's going to work rather than you telling them. An example of this is actually IKEA. So there's a really cool study done. The reason why IKEA has you assemble the furniture is because what they found is

is that people that assemble their own furniture feel more attached to the furniture that they assemble themselves. This is self-determination theory. So much so that individuals valued their self-assembled IKEA boxes 63% more than those that were assembled by others. If we allow people to answer the questions, they're more likely to be bought into the solution.

So if you actually want to change someone's life or you actually want them to use your product or service, ask them questions rather than telling them what to do. You could start the conversation off with questions that sound anything like this. What made you come in today? What made you reach out? What's your goal right now? Why is this important to you? This establishes trust with the person that you're selling and it also establishes you as an authority. You can't guide someone to the best solution for them if you don't even know why they're buying in the first place.

For me, when it comes to making a sale, you always want to be able to anchor to the goal. And the goal is usually hidden behind their why. Why are they there? So now that you've clarified why they're there, you want to label them with the problem by repeating back to them what they just told you. If you don't know what the

pain is, you can't figure out what the goal is. So an example of this five years ago, I was like, you know what, I need someone to kick my ass. And so I'm gonna go get a personal trainer. And I went into the studio. And when I went in there, they were like, Alright, so like, how much weight do you want to drop? They keep talking about how wanting to lose

fat. And I was sitting there and I was like, this guy is literally pitching me an entire sales pitch on how to lose fat. One, he didn't even ask me why I'm here. Two, he's making assumptions about what I want to do with my own body. And three, does he hear anything I'm saying? Rather than being excited about joining this new studio and working with this trainer, I was actually just annoyed and pissed off because I felt like my time was being wasted. He wasn't paying attention. And this solution was not for me. If you understand the why, then you can emphasize

the benefits of your service or product that cater to that why. If I work at a car dealership and someone comes in and they tell me, they're like, "We just had a baby. And so we wanna make sure that we have a car that can protect the baby." I'm not gonna go show them a Porsche or a Lambo or a Bentley that has no safety features at all.

And if anything, I'm going to find a car that is catered towards that, and then I'm going to sell them on those features. I'm going to say, great, so here's the safety features of this car rather than the speed, the agility, the looks. I'm not going to emphasize any of that because that's not what that person specifically cares about. They care about, is it safe for my child?

And so if you don't know the reason why somebody's in there, then you're not able to cater your sales pitch to the exact specific thing they're looking for. This matters because you want the prospect to feel heard. Okay, a lot of times the last thing somebody wants is that when they walk into a sales console and then they walk out feeling like the person didn't hear anything that they said.

And so the best thing that you can do is remember to repeat back to the prospect what they just told you. This validates their pain and it validates their feelings. And then the more that you can validate somebody, the more they will like you. And we tend to want to buy more from people that we like. Really, if you uncover what this skill is, it's actually the skill of perspective taking.

Because if you can imagine what it's like to be in somebody's shoes and repeat it to them and express it to them, and they feel like, wow, you understand me. And so it's more likely that you can solve my problem. Empathy is the most underrated skill in sales. It doesn't matter how persuasive you are. If the prospect doesn't feel heard, they are not going to buy. The next piece is O, which stands for overview their past pain. Okay, so this is what I call going into the pain pit.

customers buy at their greatest point of motivation. Motivation comes from deprivation. So customers have the most motivation when they are in the most deficit of a solution, AKA when they feel the most pain. Why is it that people want to buy weight loss in January? It's because they just had Thanksgiving and Christmas where they ate their faces off.

so they're in a lot of pain. You want to ask the customer about their previous attempts of solving the problem that have failed. One, when you hear all the things that they've tried that haven't worked, you now know what solutions you're definitely not going to offer. But you also know what solutions you are going to offer them and how to tailor your solution to them based on all the poor past experiences that they've had. This is not only going to

emphasize the seriousness of whatever their problem might be, but it's also going to position your solution as the best alternative that there is. People don't change until the pain of remaining the same is greater than the cost of change. And so if you reassure the prospect and you make them feel okay with where they're at and that it's acceptable,

you will keep them stuck. Sales is getting someone to change their behavior. It's getting someone to take action in their life and it's getting them to solution. And so if you actually want to help people, you can't keep reassuring them. When I was a personal trainer and I was trying to help people lose weight, I never told somebody, "Hey, it's okay that you're morbidly obese and at risk of heart disease." I never said that because I actually wanted to help them. I actually wanted them to change.

I would ask them to face reality. One of the things that I always did is I kept a weight scale in my office. And whenever people would walk in, women specifically, I would say, "How much do you weigh?" And they're like, "I don't know and I haven't weighed myself in years." I'm like, "Let's find out how much it is today." And they were like, "I don't want to weigh myself." And I said, "We have to start at some point. We need to know what current state looks like so we know how to solve." And so I would always have people confront reality and step on the scale. And yes, would it be painful for them? Of course.

But what's more painful is continuing to gain weight, continuing to make the problem worse, and continuing to keep our head under a rock. And so your job as somebody that's trying to enact change in a prospect is to help them confront reality. If it's really bad, make them aware of how really bad it is. Don't try and inflate reality. Make sure that they confront reality. When I was running Gym Launch, and I'd be on the phone with prospects, this was like 10 years ago when I'd be taking sales calls, I would ask people, I'd say, so how much money are you making?

And they'd be like, oh, why would you ask me that question? I'm like, well, how can I help you make more money if I don't know how much money you're taking out of your business? And some people would say, well, I don't know how much money I'm actually taking out of my business. I don't know how much money my business makes. Great, let's pull it up right now and tell me how much money's in there. And I'm not kidding you, like confronting the reality of how little it was in someone's bank account was such a huge motivator for them to change. Because a lot of people have a problem and they don't tell anybody about it.

And so because of that, they don't confront how bad it really is. When you have to share how much pain you're in, it makes it real. And we actually want people to take action, then they have to confront reality. And you have to help facilitate that. So here's some questions that I like to ask people. If you didn't fix this problem, what would your life look like in five years? Because what you want to do is you want to have that person envision, if they don't find a solution, what are things going to look like?

Will they get worse or will they get better? The second question I ask people is how much confidence have you lost in yourself by not taking action and solving this problem sooner? A lot of people think about the cost of change, but they don't think about the cost of indecision and you should make them aware of that. Other questions you can ask people, what have you tried so far to accomplish this?

this. How long did you do it for? Why didn't it work for you? And what else have you tried? You want to allow that person to remain uncomfortable. If you want to help people change their lives, you have to be okay with people being uncomfortable. People are uncomfortable making decisions. It doesn't matter big or small. People just think about the consequences and the cost. And especially if it's a decision that's big and you're looking to try to help them make that decision, it's not going to be one that's comfortable.

The best thing that you can do is allow them to be in that uncomfortable space and then guide them towards a solution that will get them out of that discomfort. So once the pain is clear, we then want to present somebody with that solution. And that is sell them on the vacation.

So hopefully at this point, if you've done those other steps, they are asking you for the solution. You don't want to just shove your solution down their throat. You want to make sure that they are asking you for the solution. Would you like to hear how the program works? Would you like to see our product suite? Would you like to look at some of our cars? Ask the prospect for permission

to sell them. Nobody likes to be sold when they feel like it's imposed upon them. I remember one time I was on the phone with this guy. He clearly had no idea of my problem scope because I got on with him and my company at that time, I had 120 employees and we were doing like 55 million in revenue. One, he doesn't ask me any questions.

Two, he doesn't go into my pain. Instead, what he did is he did what a lot of salespeople do. He assumed all of it. He thought that I was the person that was going to enact the solution. The reality was it was a marketing SEO company. I wanted to see if this was the right solution that I could bring to my team, vetted, and say, "Hey, you guys go figure this out. I know this is a problem for you." I didn't care how much it cost. I wanted it and I wanted the best.

If somebody doesn't give you permission, don't shove it down their throat. You want to sell them on the vision of what life's going to look like after your product or service, rather than all the little bitty things they're going to have to go through to get there. People don't care about all the little details of how you're going to get the results. They just care about the results themselves. That's not something you want to go into great detail about now unless they're asking.

People need a goal so big and so exciting, they're willing to overcome their current challenges to get it. And so what you need to do is you need to produce that vision for them. Because right now they're in that pain pit. In order to get out of the pain pit, you need a very big enticing vision. If you're not able to take action on things that you're scared of, you don't have a big enough vision compelling you forward.

And so you want to sell the vacation, not the plane flight. You want to sell Maui. Here's what Maui is going to look like, the mountains, the weather. I'm not going to be telling you, oh, so we're going to leave on the 5th and you have to get up at 5 a.m. You'll be really tired and you'll be jet lagged. That's not what you want to go into right now. And so actually something I see with like some of the best salespeople who know the product the best, myself, for example, I know something so well that any of my companies sell that I might go too into detail about something because I'm

It's just like the more information you know, the more you want to share with somebody. But it's actually not the best thing right now. It's actually going to overwhelm the person. Instead, you want to focus on Maui. There's the five-star bed. There's the brunch buffet. And so you always want to sell Maui. You don't want to sell how you get to Maui. However, you can let them pick how they want to get there. And so when you think about which level of product or service you're going to offer somebody, you essentially present it like this.

All of these things lead to Maui. How fast you want to result and how you want it to feel along the way are what you want that person to choose. There's different ways we could get to Maui. We could take a normal plane to Maui or we could take a private jet to Maui. Everybody goes to Maui. You essentially present to them, how would you like to get to Maui? Are you the type that wants to just say,

Throw the money. I want the best of the best. Or are you like, hey, I'm willing to put in the work and do more on my end. I'm going to take the cheapest option possible. It's going to be different for every person in front of you. And so you don't want to prescribe the solution so much as you want to present them with the solutions and what the cost of each one is. So at this point, this is where they know they're in pain. They know they want to go to Maui. And this is where all their concerns are going to come up.

And so what you want to do here is explain away their concerns. 20% of people that come in, probably going to buy no matter what. 20% of people, probably never going to buy. The 60% are where a great salesperson comes in. 60% of people will have objections because they're scared or they have concern. And so that 60% is what we want to focus on here.

The job of a salesperson is to manage that 60%. This is why you are called a salesperson, not a cashier. Objections are opportunities for you to build more rapport with a prospect.

You are not here to coerce somebody. You are here to guide somebody to the actual best solution for them. So let's look at some of the most common objections. Okay, the first one is price. People go, oh, you know what? It sounds great. I really do. I swear I want to fix this problem, but it's too expensive. The best objection overcome I ever heard to that. And I went to a fur coat store. There was a guy there and he had me try on these fur coats. And so I try on this fox coat and it's like very beautiful. And I was like, oh, this is amazing. But like, I,

You know, I live in Austin, Texas. When am I going to wear a fur coat? He was like, uh, I mean, you might wear it once a year. And I was like, it's not about the money, dude. I'm not going to wear it. And he was like, well, if it was free, would you take it? I was like, I mean, yeah. See, he was like, it is about the money. And I was like, damn, okay.

That was one of the best objection overcomes I have ever heard when it comes to price. The second that I like to use with people, especially when you are selling something expensive to people is if it were cheap, would you really believe it even worked? It's funny because people come in with these big problems.

And with a big problem, you need a big solution. And for a big solution, it usually costs big money. For some reason, people don't equate that. They're like, but I was hoping it would cost nothing to fix my problem that has made my entire life worse. The reason that people say expensive is they wish for a very small solution to a very big problem. Oftentimes when we sell something expensive, it's because it's a big problem that takes a lot of work on the business side to fix it.

And so it's just confronting that reality and reminding them, if you wanted a cheap solution, you can get one. It probably also isn't the right one for a big problem. The next objection that you probably get is, oh, I've got to go talk to my spouse. My favorite way to overcome this is always this. I just want to bring them into the conversation. We call this the waiting room club.

The best thing I ever did in the very beginning of gym launch when I'd get people on the phone, I would be like, all right, it is $16,000. And they were like, holy, oh my God, no way that I can make this decision without my wife. I'm like, amazing, is she available? And they're like, like now? I'm like, well, yeah.

I'm here, you're here. Like if she's available, let's just have her hop on. And so I would have the wife or the husband hop on. I would say, great, I'll catch them up to speed and let them know where they're at. And then here's what I'm gonna do. Give you guys 10 minutes to talk. I'll come back and let me know what the decision is. That's the first way that I like to circumvent that because here's the thing. If the spouse is not on board, it is very likely that it's going to come back and bite you in the butt later.

And so you want to confront this head on and you want to show them that you're not concerned with their spouse. It's probably more likely that they are going to be excited about the product if you talk to the spouse rather than if they talk to the spouse because they are not a professional salesperson. You are. The third type of objection that you typically get is a stall. This is when somebody says, because they've thrown up all the other objections, they don't have any left, they just say, ah.

I got to think about it. There's either something they're not telling you or they're lacking information. When someone says, I've got to think about it, time is not the issue. It's information. And so what I tell somebody is I say, great, what information did you want to find that you don't think that you have now? And so instead, you want to open up the conversation and you want to make sure that that person's asking you all the questions that they possibly, rather than have them try and ghost you because they're scared of making a decision. It's not you against your competitors.

It's you against this person's fear. To make decisions, we need specific information. And so we want to find out, do we have all the information and have we given all the information to them? If you want to address this, you want to ask them these questions. Do you think this product or service will solve your problem? Do you want to solve your problem with us? Do you have the money needed

to pay for the solution. If they can answer those three questions, then what you've done is you've shown them that the only thing left is fear. They know your product will work for them. They wanna work with you and they have the money. At this point, there's no logical reason. They're just avoiding emotions. They're scared of commitment. Now, what do you do after you close a sale? The last thing you wanna do is reinforce their decision. The most important piece of the sale

is actually what you do after the sale. Really interesting piece of data. People decide in the first 48 hours after a sale if they're going to buy again from that company. This is because what often happens that creates buyer's remorse is that there's all this communication leading up to the sale. There's all this activity. And then boom, you close the sale and then nothing. It almost feels like you go on a date with somebody, you sleep with somebody, and then they don't talk to you again.

It's like, oh my gosh, there was all this leading up. There's so much communication and then you got what you wanted and you ghosted me. What do they feel? They feel upset. You do not want to make people feel that way. And so the communication that you have 24 to 48 hours post-sale is some of the most important communication that you can have.

This essentially sets the tone for if that person is going to continue to buy from you and be a customer for life or going to run the other direction once their contract term is over. So what does this look like? As soon as somebody closes a deal, you want to reinforce that decision.

An example of this, if I go to an expensive place and buy an expensive piece of jewelry, what are they gonna do right after the sale? One, they're gonna pop a bottle of champagne and they say, "Congratulations, you're part of the family now. We're so happy to have you here." Then what happens? I go home, they sent me a text message, they've sent a gift to my house. The more expensive something is, the more you need to reinforce the decision of them buying. And so give them more reasons to feel good, more communication, more follow-up,

Celebrate the sale with them rather than shying away like there's something you did wrong. So that's the first part for how to sell. Now you know what to say, but the second piece is knowing how to say it. This is what I call the conviction framework. Words are about 10% of the sale. Tone is the other 90% of the sale.

How you say what you say is what you say because people will interpret your tone more than they will anything else that's happening in the sale. Oftentimes, your tone is so loud that people only see or hear your tone, not your words. So what is tonality? It's different aspects to how we speak. These can be verbal and nonverbal. The rise and fall of our voice, the pitch, the volume, the rhythm, and the body language that we're using. So let me give you an example. If I get on the phone with a prospect,

And I'm like, "Hey Sally, how's your day?" That probably sounds different from, "Hey Sally, how's your day?" Which probably sounds different from, "Hey Sally, how's your day?" All three say the same thing. But I sound like a completely different person in each one of those because of the way that I say it. The same goes for if I'm, for example, giving feedback to somebody and I say something like, "You know, I really hope this doesn't happen again." Versus, "You know, I really hope this doesn't happen again." Sounds completely different. One sounds very serious.

It seems like something bad might happen. The other one sounds light and like we're trying to support somebody. Now let me give you another example. Say I am working with a prospect and they want to lose weight. And I'm saying, great, so can I tell you about my service? Let me give you two ways. Awesome. So honestly, it sounds like everything that you just described is pretty much everything I do. So do you mind if I tell you about our product? Versus, so it sounds like with everything you described, that's our product. So do

"Do you mind if I tell you about our service?" One, I appear confident. The other one, I'm wavering. So imagine this, you have two sales reps. One knows every detail about the script and sale. The other speaks with unshakable conviction. Which one do you think will close the sale? Words can bridge the gap for logical buyers. Tonality will bridge the gap for emotional buyers.

So if you want to have logical influence over somebody, script properly. If you want to have emotional influence over somebody, use the right tonality. We need both of these things to properly sell somebody. Now, how can we learn this? There's really two ways. You can either train yourself into it or you can trick yourself into it.

The first one, when you train yourself into it, is you train tonality. So when you practice a sales pitch, you do not just practice the words, you practice how you say the words. So this looks like during role play, we're not just saying a script, we're using tonality. Something that I do in all of my sales scripts for all of the companies that I have is that we use underline, bold, italics,

quotations, emphasis, colors on the scripts to dictate the tonality of the script. When you write the sales script, you must write it in a way that emphasizes the words that you want to be emphasized, whether you want them to slow down, you want them to speed up,

The best way to do this is that you do the script, you say it, you recognize where the tonality is and what needs to be emphasized on the script, and then you give that script to somebody to practice. So we don't just practice words, we practice how we say the words. Imagine you're a presenter and you're presenting something on stage to hundreds or thousands of people. Do you think that I would be a great presenter if when I practiced presenting, I was like, so

So this is why leadership is the best thing that you can do for your company and why it's so important and why leadership has leverage. Leadership has leverage because practice is an approximation of the real event. And so you want to get as close to how you show up in the real event as possible. So for example, when I practice a speech, I want to be on a stage, I want to have an audience, and I want to use tonality. I'm not going to talk just like I'm talking to my best friend. I'm going to talk as if I'm presenting to a group of

people. And so the same goes for sales calls. It's just something that's often overlooked. But it's not just the script. It's also the tonality underneath the script. It takes time to develop this skill. So here's my cheat code to develop unconscious mastery of this. You trick yourself into the right tonality.

Because if you really believe in something, you don't really have to sell it. If I moved to California and I'm on a beach and I love the beach, I could sell anybody a living on the beach. It just comes naturally because I'm convicted because I'm excited about it. How do you actually get conviction? You make a good product.

Why was I able to sell people on weight loss so effectively in my career? Because I lost 100 pounds. I went to school for exercise science. I got like 10 different certifications. And I proved that I could help people lose weight over and over and over again. I didn't need to sell myself on how good my solution was. I saw it. I had evidence. Make an actual good product. Keep improving that actually very good product.

and then read testimonials about that product daily. So for my company, Gym Launch, we had a department, research and development, and all that department did was just figure out how to make our product better. And we actually spent anywhere between $50,000 and $100,000 every month just trying to figure out how to make the product better. What I did with that is then I would share that with my sales team. And then I would share all the testimonials we got each week with the sales team on their sales huddles. And I would ask them to read the testimonials to me.

It's easy to have conviction when you've built the product, the company's small, or maybe you are the product. It's a lot harder when you're scaling. When you're scaling sales, maybe you have a bigger team, you have to manufacture this. You have to show people how much you care about the product and how much effort you put in, because guess what? They don't know everything you're doing. And then you have to show people the results of the product. If you can do those two things...

People will have conviction in it and you won't have to worry about all the nitty gritty details of the script. If you build a product that is actually good, then it makes all of this easy. I also don't suggest selling a bad product. I suggest that you put in the work to gain the conviction and then all of this is just butter on top. Sell what you would buy, not what you can sell.