How to Sell More Than 99% Of People (3 HOUR MASTERCLASS)

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Jeremy Miner
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Video Transcript:
You know, I've been looking online for different hearing aids. I looked at Here.com, drove down to Costco, and talked to them. Mound was one of them as well. You all seem very similar. Why should I go with you? Well, I probably first need to understand your needs. What is it that you need? Why should I go with Miracle Ear? Because we're the best. Why should I go with you? Because I'm going to change your life. I'm going to make you hear again. Okay, I want all three of you to come up on stage with
me real quick. Now, I'm going to start with you. Who's one of your competitors in the marketplace? Costco. If I asked a hearing specialist at Costco the same exact question I asked you, and I said, "Why should I go with you?" what do you think they would say? Sure, Costco would be like, "Oh yeah, it's cheaper." Okay, they say it's cheaper. And who's one of your biggest competitors besides Costco? Hear USA. Okay, here USA online. If I asked a hearing specialist there the same question, and I said, "Why should I go with you?" what do
you think they would say? Sure, because somebody referred them to us and they believe in our product. Okay, and if I asked one of your competitors the same question I asked you, what do you think they would say? Same quality, better price. Okay, thank you for that. So, what I think I heard all of you just say in your mind is that in your prospects' brains, you all sound the same. Could that be a problem for you? If I should describe the word sales or selling in just one word, what would that word be? Product.
What else? Help. Service. What else? Relationships. Personal satisfaction. Personal? Okay, value. Value. Okay, I like all of what you said, and I agree with it. What if we took all of that and we combined it in one word? That word is change. You see, all selling is— is change. So whether your prospects are wanting something better or they're moving away from pain, it's all about change. So it's about how good you are at getting your prospects to view that in their mind—that by them changing their situation, that means purchasing what you are offering them. That
by them doing that, that is far less risky for them than them doing nothing at all, staying in the status quo. Their problems stay the same, and nothing ever changes. Which is more risky? Now think about what I just said. Okay, all selling is change. Yet human beings don't like change. Why do we not like change? We especially don't like it when it's initiated by some pushy salesperson that's ready to push their products or services quickly in a conversation and repeatedly. Human behavior shows that we value something that is more familiar to us, even if
we don't like it that much, over something that is new—something that is foreign to us. And I'll give you an example of this. All of you know the person that always tells you bad things about the person they're with, right? So raise your hand if you know of a business associate, a friend, a family member, or a relative, and all they do is complain about the person they're with. "He said this, she said this." Raise your hand if you know somebody like that. Everybody knows that person, right? Somebody— you guys don't know anybody back here?
I'm so shocked. Raise your hand if you know somebody that complains about the person they're with all the time. Or maybe the one not raising their hand—maybe that's you. Oh! Oh my gosh! Now, do you ever wonder why they stay in that relationship even though they don't like it? It's because they're afraid of change. There's that word—change again. So how do we help? So that's what you're going up against pretty much with every single prospect you talk to, to some degree. Now, the question is, how do you help your potential customers overcome that fear of
change? It's very easy once you learn the skills. However, it's also, on the flip side, very hard if you don't. The first thing we have to realize is that you're not selling the thing. So, in your case, you're not selling them hearing aids; you're selling them the result of what the hearing aids will do for them. Now, that's going to be different for every prospect you talk to, right? For one patient, it could be to get their hearing back so they can create memories with their grandkids. For another patient, it could be getting their hearing
back because they're younger; their hearing's going out early, and they're having a hard time at their job. They might be worried they're getting fired. See, for every patient, that's going to depend on what you pull out of them. So you're always selling the results of what the hearing aids do for them. You're not selling the hearing aids themselves. Now, how are we going to do this? I'm going to ask you this question: How are you going to have a competitive advantage over everybody else in your market in 2024, 2025, 2026, and beyond? What's going to
separate you from everybody else? How many other companies in your industry all say, "We're the best, we're the cheapest, we get the best quality, we've got the best product?" Do any of them say, "We're the seventh best?" Probably not, right? So how are you going to stand out? It's simply this: the ones who will own this market are simply the ones who learn—notice I said learn—how to best communicate with their prospects. The ones who know what to say and what... to ask that will cause the prospect to want to open up, to want to gauge,
and actually go below the surface, because that is where the sale is made. So today, I'm going to show you three things. We're going to spend, I think we've got three hours together; it's more like kind of a workshop than a keynote. So today, we're going to spend three hours uncovering these three things. So, how do you become the trusted authority in the prospect's mind? Number one, we're going to learn what's called problem finding—how to become a problem finder and problem solver, not a product pusher. Product pushers do not do well in our day and
age; they play the numbers game. Number two, how to ask the right questions, but at the right time in the conversation, and especially with the right tone. Because I want you to write this down: your tone, your tonality, is how your prospect interprets the intention behind everything you say and ask. Your tonality is how the prospect interprets the meaning behind why you're even asking the question in the first place. We're going to focus a lot on that today. Then number three, I would say the most important, is eliminating sales resistance so your prospects let their
guard down. So how do we get them to actually let their guard down? Now raise your hand if you ask questions and a lot of your prospects give you vague, generalized, surface-level answers. Raise your hand if that ever happens to you. Okay, but why? We're going to focus on what causes them to do that and how to eliminate that so they don't feel like they need to be surface-level with you. Okay, now I'm going to tell you a little bit about my story for a couple of minutes, because my story relates to what is necessary
if you want to take your sales ability to a level that most people don't even think they can get to. So I got started in selling 23 years ago as a broke, burned-out college student, and I got my first job because no one would obviously hire me with that experience selling home security systems door-to-door. Raise your hand if you've ever sold door-to-door. Okay, so I know who my people are. Now, as you know, the company will give you a script; they'll give you a couple of books—read these books by the sales gurus. They'll drive you
out in the van. Everybody remembers the van? And they basically kick you out of the van and say, "Hey, go make some sales! It'll be easy! We'll pick you up after dark!" You remember? Okay, now I still remember I was the last one dropped off on the last block. I still remember looking back at my sales manager; his name was Xay. He had this curly blonde hair—he looked like one of those surfer guys—and he said, "Yo, Miner, remember when you knock on the door? Show them how excited you are about the product, show them your
enthusiasm, show them that you believe in it, and they're going to believe in it." I said, "That makes sense. If I show them how excited I am about it, if I show them I believe in the product, then somehow, magically, they're going to believe in it too." I mean, what did I know? I was 21 years old. So I started knocking on doors, was really excited, and I started talking about the features and the benefits and how we had the best this and how we had the best that. I was really enthusiastic, and I started
noticing from the very first door I was getting all these objections: "We don't need it", "Your price is too high", "It's too expensive", "I can't afford it", "I don't have the budget for it", "We've already talked with somebody from your company", "I need to do more research", "I need to keep looking around", "I need to talk to my spouse", "I need to think it over", "Can you call me back in a week, a month, a year later?" Raise your hand if you ever get any of those objections. Some of you don't get any objections in
here? Masterful! How do you do it? So, I finally got to a point about, oh I don't know, let's say seven or eight weeks in. I was barely making any sales. Now, for my door-to-door people, when you don't make any sales, how much money do you get paid? Oh, zero. Bagels! Because it's straight commission, right? You don't get these big bases or anything. So, seven or eight weeks in, I barely made any sales, barely made any money. I remember standing on a curb one late Friday evening. I had worked 12 hours that day, had sweat
just rolling down my chest. If any of you have sold door-to-door in the summer, you know what it's like: your legs just feel like jello after walking like 12 to 13 hours, knocking on these crazy doors. You're all by yourself. I had made zero sales for that day—actually, I made zero sales that entire week. So, I made zero, and I'd worked 63 hours. I thought to myself, "You know, maybe selling just wasn't for me. I wasn't born a natural salesperson like all those other people were. I didn't have the gift of the gab like everybody
else did. Maybe I should just quit." Have you ever felt that way yourself? Have you ever noticed that you had more money going out of your bank account than you had coming in? Well, that's where I was at. So, when my sales manager Xay picked us up that night, he popped... In a Tony Robbins CD, everything I ever thought about skill development was completely changed. Twenty-two years ago, yes, they used to listen to these round things called CDs—it's like a miracle! Now, Tony said something, and I might be butchering it, so forgive me— for giving
you the wrong message, Father—but Tony said something like this: he said, "You will fail for the simple reason you don't learn the right skills necessary to succeed." You will fail if you don't learn the right skills—the right skills! He actually went on to say everyone has taught skills, but he said there is a difference in skill in anything you do. There are some skills that are, let's say, far more advanced and more effective than other skills. So, I committed to myself that I was going to have to learn how to do this because working 63
hours a week and making zero is probably not going to work out for me. Probably not, because I—I know you, like me, want to provide a great lifestyle for your family. That's why you are here today; that's why you're employed with Miracle Ear. You want to help people, don't you? I can see that. Now, how did I do that? At the same time, like Jared was saying, my major was Behavioral Science and human psychology, which is the study of the brain and how and why human beings make decisions. How does a person decide what causes
a person to say "no" compared to somebody saying "yes"? What is triggered in your brain to do that? Now, as a salesperson, we possibly just maybe want to have an understanding of how that works in decision-making with our brains when we're talking to people, yes? And here was my dilemma: I was being taught by my professors that the most persuasive way to communicate was over here, but the sales gurus and all the training programs I was going through were saying it was over here. We're talking about exact opposite ways of thinking. So, I thought to
myself, "How do I take what I'm learning about the brain, and how do I learn the right questions to ask? How do I learn how to use my body language? How do I learn how to use my tonality in a way that would work with human behavior, that would cause my prospects to actually do all the work rather than me doing all the work? That would cause my prospects to sell themselves rather than me trying to convince and sell them—'cause who wants to do that? That would cause my prospects to overcome their own objections rather
than me throwing out rebuttals that very rarely work. That would cause my prospects to pull me in rather than push and pressure, because I know you don't like doing that. You don't like when salespeople do that to you, right? When I started to learn that, overnight practically, selling became very, very easy and exceptionally profitable. Now, why did I just tell you my story? Because none of you in here give a damn about my story; you only care about whose story? Your own story! You're a human being— that's just human behavior 101. See, I told you
that because I'm not anyone famous. In fact, I'm just like you; I'm just a person who, very early on, decided that if I wanted to live a lifestyle that was greater than most people, I was not going to be able to follow the status quo of what everybody else was doing. As a salesperson, if I wanted to sell far more than everybody else, I couldn't use traditional selling techniques like everybody else was doing. See, there's a difference in skill level. So, how do we do that? Let's go back to that idea that people are born
salespeople because this is one thing we all have to understand: I wasn't born out of my mother's womb with advanced questioning skills! Raise your hand if you were born out of your mother's womb with advanced questioning skills. Oh, nobody? What? Oh, back there! See, I wasn't born out of my mother's womb with advanced tonality skills. Raise your hand if you were born with advanced tonality skills. Nobody? And, unfortunately for me, I wasn't born with advanced objection-handling and objection-prevention skills. Raise your hand if you were born with advanced objection-handling and prevention skills. Oh, Nick here! See,
I had to learn those skills. I had to acquire those skills. So when you hear someone say, "Oh, they're just natural-born salespeople," what does that mean? That's a myth. Can anybody tell me some scientific data that shows your DNA when you come out that shows you're a natural-born closer? I haven't seen it! So if a kid who grew up in the middle of Missouri on a cattle ranch outside of a town with less than 800 people can acquire those skills, what does that mean for you? That means you can acquire the same skills, too! You
can sell two, three, five times what you're doing now, even if you're already doing well, once you actually commit to acquiring a much more advanced sales ability than what you currently possess. Now, like I said, how are we going to do this? Step number one, because it's all talk until we do what? We learn the skills. Okay, now, are you going to be able to master persuasion and human behavior in a three-hour seminar? Well, let me know if you can. This is the start of that, right? Okay, so step number one: how do we become
a problem finder and problem solver, not a product pusher? Now, let's go back, and I'm going to ask you this question; I'm going to have you write some things down. Do your prospects you talk... to raise your hand if they have problems. Okay, everybody better be raising their hand on this one. Now, raise your hand if they have emotional needs. Okay, see, there's never been a product or service ever invented that doesn't solve a problem and/or an emotional need. Who in here, like, you know, really expensive sports cars? Raise your hand. Okay, like a Ferrari.
Does a $500,000 Ferrari solve a problem? Not really, unless you're a race car driver, right? Because if you want to go from point A to point B, you can drive, like, a 2001 used Honda. But it does solve what? An emotional need. Higher status? Maybe you drive down the neighborhood and you see that, you know, Dr. Jones has got the new Ferrari, so you want to keep up. You want to show them that you're successful as well. Maybe as a kid, you were bullied in high school and you want to show your peers that you've
arrived, you're successful. Maybe your dad told you you wouldn't amount to anything, and now that car represents success for you; it builds status. See, your industry, the great thing about it is you solve problems and emotional needs. Now, the thing we have to learn, though, is how to get the prospects to actually want to open up and tell you, rather than staying surface level— that's the game changer. Now, I want you to write. Here's what I want: take a pen and a piece of paper. I'm going to give you one minute, and I want you
to write down the two biggest problems that your prospects have. Now, I'm going to come around and ask some of you, so you might want to be ready, or you might want to take a bathroom break for two minutes. Okay, so write down the two biggest problems that your prospects have. Write down the two big— I'm very sarcastic— write down the two biggest problems that your prospects have. Now, that doesn't mean that they don't have the money for what you're offering; that's not a problem that you solve necessarily. So what are the two biggest problems
that your prospects have? Write down the two biggest problems that your prospects have. Now, if you see me wipe away tears, I do love you; I'm not crying the whole time. I have dry eye syndrome, so I don't wipe around; I'll just start crying the whole time. So write down the two biggest problems that your prospects have, and then I'm going to come around and ask you: what are the two biggest problems that your prospects have? Two biggest problems. I should have asked you the 10 biggest problems, but we'll keep it to two. Two biggest
problems that your prospects have— everybody should know these for sure. Can somebody give me a problem that you wrote down? What about you? Yes, go ahead, sir. Can't hear. Well, they can't hear. Okay, that's good. What's that? Can't hear family? You can't hear their family? Right, that's a problem and probably an emotional need, yeah. To hear the family— okay, that's a big problem, right? Somebody else? What's another? Yes, sir. Um, they're losing their identity. Yes, to themselves and their family. See, that's even deeper; I like that. They're losing their whole self-identity, right? They don't know
exactly— yes, can't participate in the activities they love and enjoy. That's a huge problem. Yes, sir, my family's on my case all the time because I can't hear them. Yeah, maybe the spouse can't— you know, they're upset; they're not listening, right? Yes, sir, feel isolated. Yes, that's a big emotional need. See, see, we're okay; we're starting to think here. Okay, now I want you to raise your hand. So look at the two problems you just wrote down, and those were excellent, by the way. Look at the problems you just wrote down. I want you to
raise your hand if your solution solves all of those. Raise your hand. I'm assuming you should all raise your hand on this one. Yes, yes, does your solution solve those two problems? It be, right? That's why Miracle Ear, as a company—now here's the question you have to ask yourself, though, 'cause what I think I heard all of you just say is that your prospects have problems and/or emotional needs, and your solution solves us? Would we be right? So if your prospects have problems and your solution solves those, why are so many not buying from you?
What's the missing link? Problems you can solve. It seems like a good match. Why are they not buying? Okay, we're getting there; this is good. Now go back. The missing link is not your prospects. Oh, all the people I talk to, they just don't have any money; they're just bad leads. The money exists. It's not like they don't have the money unless you're selling a $25 million solution to somebody that's homeless. They have the money, or they can find the money—money, right? See, they're already currently spending that same money you're asking for on something else.
Something else is more of a priority in their mind of where they're currently spending that money. So how do we reframe their way of thinking and take where they're currently spending that money and move it over to now where your solution is the number one priority? Raise your hand if you want to start learning that today. Okay, we're going to talk about reframing. It's not your mindset; it's not that you don't journal enough, it's not that you don't take enough cold showers, it's not that you don't meditate enough in the jungles of Brazil. And I
love all that stuff, but... When the prospect says hello, if you don't know what to say or ask, or how to use your tone to get them to let their guard down, all those cold showers are not going to really help you sell more. It's not that you don't read enough personal development; I love personal development. How does that help you sell more, though? You know, the biggest question that people ask me when I come in—I only do two of these keynotes a month—the reason why is because I don't want to be on the road
all the time. We usually turn down 10 to 15 speaking engagements a month. The biggest question that salespeople ask me is, "Jeremy, you might be asking yourself this: How do I increase my confidence level?" Would that be a question you might ask yourself? "How do I increase my confidence level in sales?" Have you ever asked that yourself? How do I increase my confidence level? The only answer I could ever give you is, you're going to have to increase your skill level. That's it. How can you increase your confidence level if your skill level's down here?
Can you imagine asking a neurosurgeon how to increase your confidence level, but their skill level is down here? See, you can get pumped up by a bunch of self-help books—which I love—but when you start getting rejected and you start getting a lot of objections, where does that confidence level go? Back down to where your skill level is. So when you increase your skill level, where does your confidence level go? It goes up there. When you increase it more, it goes even higher. Because it's all pertaining to how many sales and how many people you help
that increases your confidence; nothing more, nothing less. That's what we're going to focus on now. It's also not that you're not motivated. Raise your hand if you're motivated. I'm assuming you're all here; you're motivated, right? That's why you came here. And it's definitely not that you don't work hard enough. Raise your hand if you work hard. Okay, every hand I just saw raised because your bosses are probably somewhere in the back, so you had to raise your hand on that one. Okay, so if it's not... I mean, you all work hard, so it's none of
those things. Well, what could it be? Now, can I ask you a really cheesy question? And I already know what answer you're going to give me. Raise your hand if you want to triple the sales you did last year this year. You want to triple the amount of sales or the upsells or the cross-sales? A few of you don’t; they're like, "I just want to increase it by 10%." Okay, so you all want to do that. Now, keep your hand raised. Everybody that raised their hand, keep your hand raised, because I have to ask you
this: Keep your hand raised if you can triple your working hours. Two people! You can increase—you can triple your working hours? So look, you already work 8 to 10 hours a day; are you going to work 24 to 30? That's not even possible! So how are you going to triple your sales if you can't triple your working hours? What are you going to do? You have to triple your skill level, or are you with me on where we're going? Okay, all right. Now, who in here likes to read books? One of the first sales seminars
I ever went to was with my good friend Brian Tracy. Raise your hand if you've ever read a book by Brian Tracy. Great guy, really good friends with him now. And Brian told me something there at the Salt Lake City Convention Center at the end of the summer of 2001, and he said, "Use your vehicle as a university on wheels." And so from that day forward, I turned off the radio, I turned off the political talk shows and SportsCenter—all the things that I used to listen to—and I started listening to or reading five books or
five training programs a month, times 12 months a year, on sales, persuasion, and influence, for the past 23 years. So if I did my math right, that's 1,388 books or training programs on sales, persuasion, and influence. Now, in every single one of those books, there are three things that you always hear when you read them or training programs that you go through. What do you hear? Sales is a numbers game; that's always in every book. ABCs of closing—you've all heard that—and you have to be a problem solver. Those are the same things you hear in
every single book or every training program you've ever gone through. Now, as you really look at what problem-solving means, how can you be a problem solver if the prospect doesn't buy from you? Tell me how that works. Can you be a problem solver if they don't buy? No, because you're not solving anything! So if you want to sell more, because problem-solving happens after they buy—after they have the "aha" moment, after you solve the problem—that's when you're a problem solver. So if you want to sell a lot more, you’ve got to be a lot better at
what we call "problem finding." So write that down. Now, what is problem finding? I think we all understand when we first start talking to our prospects, most of them don't really understand what their real problems are. Would we be right? Rather than... I'm having a hard time hearing. Yes? Okay, that's very surface level, or maybe they... I understand they have a problem having a hard time hearing, but they don't understand the depth of that problem. They don't understand how bad that problem really is, and they especially don't understand the consequences of what happens if they
don't do anything about solving the problem. Are you with me on that? Because if we can't help them through our questioning and tonality ability, build a gap from where they are to now where they can see they can be, they feel no urgency to change. And when they feel no urgency to change, you get what? Nothing. Objections, which lead to what? Them not buying. You see, this is all interrelated here. Now, let's keep going on. Now, what are most salespeople? Now, this is not your fault, but it is your problem. Most salespeople have been trained
to be what we call product pushers. We've been trained to ask a few logical-based questions: "Can you tell me what problems you're having with your hearing?" They tell you a couple of problems and you say, "How is that affecting you?" They probably give you vague, surface-level answers, and then you do what? You go into your sales pitch, talking about the features and the benefits and how you can do this and how you can do that. That is like taking a bucket of mud and throwing it up against the wall, hoping and praying that something you're
saying is going to magically cause that prospect to want to buy from you. We call that hope. It's a drug that so many salespeople take. We just hope and pray that slide number 15 is going to magically show them all the great things about you, and they're going to magically buy. So, if you want to be a top 1% earner, a top 1% salesperson in your industry, you've got to stop taking the hope drugs. Okay? That is a very hard and unpredictable way to make a living as a salesperson. Now, step number two, and we're
going to start getting into some industry-specific stuff with you guys: asking the right questions, but at the right time in the conversation. Now, let's go back to where I was at. Remember, I was in college majoring in Behavioral Science, human psychology, the study of the brain, how and why human beings make decisions, how and why a person is persuaded to do something and or not do something. So, check this out. According to Behavioral Science, there are three forms of communication. Now, I suggest you might want to write these down because once you understand the differences
in persuasion and where you are now, even if you're already doing good compared to where you could be, everything will change for you. So, era number one: the first mode of selling. I'm not going to give you the scientific term for it; you'd get bored. But if I said the words "boy the room selling," what's the first image that comes to your mind? If I said the words "boy the room selling," what's the first image that you just thought of? Would it be something like this: Wolf of Wall Street? "Hey, I got an opportunity for
you!" And we talk about the features and the benefits and how we have the best this and we have the best that. But according to the data—the pesky data, those facts—we are the least persuasive when we sell that way. Hence, sales is a numbers game. Okay, you're starting to correlate that. So, we're the least persuasive when we tell people things, when we attempt to dominate them. Even if you know everything there is to know about the technology you're selling—the hearing aids—that is the least persuasive way to sell because human beings do not buy logically; they
make decisions emotionally. You can be the greatest expert on hearing aids, and it's going one ear out the other. Have you ever noticed that? We attempt to dominate them, we attempt to posture them, maybe we attempt to manipulate them, or even worse, we push or pressure them. According to the data, we are the least persuasive when we sell that way. Now, I'm going to give you a few examples of the least persuasive way to sell. Okay, now don't shoot me; I'm just the messenger here presenting. Now, you have to have a presentation of some sort—hearing
tests and stuff—but we've all been taught we have to have a great presentation. Okay, we show them the slide decks. Some industries do; some don't. We'll talk about that. Here's a picture of our corporate offices, here's a picture of our JD Customer Service Awards, here's our AAA rating with the Better Business Bureau, here's a picture of our founders—they've got the most integrity. Here's a picture of this, and on and on and on. We've got the number one this, we've got the number one that. Once again, how many salespeople do you know that have tried to
sell you something that came up to you and you're like, "Yeah, we're the 17th best in the market?" Anybody? No, they all say the what? "We're the best! We're number one!" Even if you are number one, I hate to tell you, your prospects don't believe you. Why don't they believe you? Why do they lose trust when you say things like that? Anybody ever watch, like, The Bachelor, The Bachelorette, you know, the television show? Some of the guys, you can raise your hand. Nobody's raising their hand; they're like, "I'm not confessing." Okay, he's... okay. So every
season they come on and the announcer says, "This is the most dramatic season ever," and you start to think, "What's going to happen?" Come on, oh come on, they’ve said that for 23 years straight. Would we be? Would we? You’re right. Okay, so when we say “now,” that doesn’t mean you come out and say, “Well, we’re actually not that good.” You’re not going to say anything like that, okay? You don’t want to go from like up here to all the way down here. Okay, I just want to make sure we’re all on the same page.
Okay, but the reason why your prospects actually trust you less when you say things like that, or if you talk down about your competitors, is because they’re used to every salesperson doing what? Selling. Selling the same thing. So every salesperson who has ever sold them anything—from a vacuum cleaner to a car, to a life insurance policy, to cybersecurity for their office, to hearing aids—everything is all saying the same thing. So what category are your prospects automatically putting you in when you sound like everybody else selling them something? The same category they put all the other
salespeople: lower status. So, how are we going to change that? Now, don't get me wrong; you have to have a presentation, typically. Now we train, just so you’re aware, we train Seventh Level—161 different industries, including yours. In every industry, the data shows us that the average salesperson presents about 50% of the time. That means you’re talking half of the time. We have to get that down to around 10%. That is a whole other training in itself. Okay, what about telling your story? When you’re selling one-to-one, I hate to tell you, nobody cares about your story.
They only care about whose story? Their own story. What about putting sales pressure on them? Who's guilty? Okay, you might not think you’re guilty. There is a massive difference; I’m going to show you a lot of this on the Whiteboard today. There’s a massive difference in getting your prospects to feel so much internal tension from your questioning ability and how you use your tone that causes them to feel they might have much bigger problems than they thought they had, compared to you putting external sales pressure on them. I will show you the difference today with
some of the tweaks that I’ve just done. Okay, and then here’s the big one. If we can get to the big one, some of you are going to get upset with me when I say this: assuming the sale. We’ve all been taught to assume the sale. Now, that doesn’t mean we’re not going to assume the sale after we build more trust and build a bigger gap, but especially if we start assuming the sale from the first moments of that conversation. Okay, and it’s exactly why most of the sales trainers you might have learned from say
what? Sales is a numbers game. Basically, what they just told you is, “Hey, what I’m training you doesn’t really work that well, so unfortunately for you, you’re just going to have to work harder. You’re just going to have to do more. You’re going to have to put in more hours. You’re going to have to be dedicated. You’re going to have to motivate yourself. Raw! You’re going to have to call more leads. You’re going to have to go through rejection. You’re going to get thick skin.” How selfish of them! How does that give you any competitive
advantage? Are you just going to work an hour longer than anybody else? Is that what it’s all about? Okay, it will be a numbers game if we use traditional selling skills that trigger the prospect to go into fight or flight mode. We’ll go over that later. Now, era number two: this is more known as consultative selling. Okay, now this came out in the late 70s and early 80s, with methodologies like Sandler Institute, books like Spin Selling by Neil Rackham, a college professor who never sold anything, by the way. And they taught that you needed to
ask logical-based questions to find the needs of the client. Now that was revolutionary in the '80s compared to boiler room selling. But what’s a potential downfall when we only ask logical-based? We call those surface-level questions. What type of answers are prospects going to give us in return? Logical-based surface-level answers. And once again, do human beings make buying decisions based on emotion or logic? It’s 100% emotion. Then they justify with logic. Do you want me to show you? I feel like drinking water! Every decision you make starts with your emotional side of your brain. I feel
like coming down here on the floor right now so I can be closer to you. See, my decision started with my emotional side—feeling side—and then I justify with logic. I feel like drinking water because I’m thirsty. I feel like getting these hearing aids so I can hear better. Every decision your prospects make starts with their emotional side of their brain. Now, if you’re having a hard time getting your prospects to emotionally open up, the question you would want to ask is: “Jeremy, I’m not quite sure how to get my prospects to want to open up
to me and actually tell me how not being able to hear is affecting them personally. Can you teach me how to do that?” Because every prospect you talk to—doesn’t matter if they’re a hardcore A-type personality—they’re a human being, and they make decisions emotionally. Did you know if you get in a car wreck and your emotional side of your brain is damaged, you can’t even decide you want to go to the bathroom? You can’t decide if you want to eat. You can’t decide anything. Are a vegetable? Okay, all right, right now? So, we're more persuasive when
we have this discussion, and this is why I always say this: you can never sell to just the needs of the client. Let me repeat that; that sounds counterintuitive. You can never sell to just the needs of the client. And why? Because most of your prospects don't really know what they need when they first start talking to you. Would we be right? Okay, let me give you an example. Now, this is for illustrative purposes only; this is not going to happen to any of you tomorrow. Let's say you wake up tomorrow, and you're like, "Oh
my gosh, I've got this killer headache! I've got a migraine; it hurts so bad! I need to go to urgent care to get some medication," because that's what you think you need, right? So, you're like, "Okay, what's going to be my co-pay? Maybe it's going to cost me $100." That's your budget. Then you go to the doctor, and she starts asking you some very pointed questions about the pain: where you feel the pain, what the pain feels like, and what the pain's preventing you from being able to do, and other questions. Her questions suddenly start
to get you to feel what internal tension that you might have—much bigger problems than you originally thought you had. She then suggests that you go get a CAT scan on your brain. It comes back; they have a tumor. Not only that, it's terminal! You've got two weeks to live, and the solution to solve that is a $2 million surgery. Your insurance covers 90% of it, leaving you with now a $200,000 budget. Well, the hell with the $100 budget you thought you only needed! If she didn't ask you those questions, you might have actually died, but
her questions caused you to feel like you had more problems than you thought, so you opened yourself up emotionally. Now you know what the budget is, so you go out and do the budget. That is why I always say you can never sell to just the needs of the client; you have to sell to the real problems. Your questioning and tonality ability allow them to find that they didn't understand they had. Now, let's keep moving on. The third mode of selling: we are, according to behavioral science, the most persuasive when we allow others to persuade
themselves. Okay, now that is called dialogue, when we ask what are called neuro-emotional persuasion questions. Now the question is: how do you get a prospect to actually persuade themselves? That's the trillion-dollar question. Raise your hand if you want to start acquiring that skill! Okay, so what I'm going to do is show you a few consultative questions. See, lots of—like I said, we train 161 different industries, so I see scripts from our sales trainers in our boardroom every single day from pretty much every industry on the planet, including yours. I’m going to show you a few
consultative surface-level questions you might want to stay away from, and then I’m going to show you a couple of tweaks. Now, the tweaks I'm going to start showing you today—realize this: I think I met with Jared for 45 minutes, so these are based off our 45-minute discussion. Now we might—rumor has it, we might be working out some type of training deal with some of you guys with Miracle Ear. If that's the case, for the next 12 to 24 months, these questions will get a lot more zoned and honed in once I have more time with
you. Okay, all right; let's look. How many of you ask, "Hey, what motivated you to come in today?" That's not a bad question, but typically, unless they're a laydown, they're going to give you some short answers, right? "Oh, my wife said I just can't hear well." Anything you ask that question, you get kind of, "Oh, you know, I'm just trying to check out and see what you guys have," or, "Oh, I just thought I'd see if I needed a hearing test," or, "Oh, my spouse said that I'm just not hearing her very well." Anybody ever
get those types of answers from that type of question? Okay. Now, when we ask surface-level questions that are kind of more vague and generalized, what answers should we expect? Surface-level, more vague, generalized answers. So I've got to hone that in. Okay, now let’s say that they called into your office assistant. See, like I said, for different places, it's a little bit different. Let’s say they called in to the office; they had scheduled an appointment. Most of you are hearing coordinators, from what I understand, and we have an accountant somewhere back here—yes, the accountant back there.
Okay, so I want to be more specific. So, "Hey, when you were talking with Bill, what was it that you guys went over that caused you to want to look into this further?" Let me do that again: "Hey, so when you were talking with Tiffany, what was it that you guys went over that caused you to want to look into this further?" Now, why did I kind of slow that down? What is that actually called? Can I move this up here a little bit so you guys can see it? Who in here follows me anywhere
on social media? Raise your hand if you follow me anywhere. Oh, just a few of you? That could be trouble for you guys. Okay, so if you follow... Me on IG or anything, you're going to notice in my background: I always do a lot of reels. We do about 200 reels a month; these are just free reels. These are, you know, separate from like our client training. But you're going to see this big electronic board in the background called a Vibe Board. All right, I love Vibe Boards. So what I just did there is an
example of what's called verbal pacing. Do you know what the number one reason is that your prospects give you vague, generalized, service-level answers? Because you ask the questions too fast. And when you ask questions too fast, they have no time to internalize what you just asked. I'll give you an example. Let's say you walk into a retail store; your jeans just ripped, you've got to go to some birthday party, and you need to buy a pair of jeans. You're in the market for a new pair of jeans, and you walk in, and the salesperson says,
"Hey, welcome into the store! How can I help you?" And you say, "What, just looking?" A knee-jerk question asked too fast is going to get a knee-jerk answer. You see how you're triggering that? So if I verbal pace this out, I might say, "Hey, when you were talking with Tiffany, what was it that you guys went over that caused you to want to look into this further?" See, I'm pacing that out. I'm pacing the question out, which causes the prospect to internalize what I'm asking and give me more of a below-the-surface answer. Now, I'm going
to show you a lot more than just that. "Are you having any ear pain?" Who asked this question? Some of you? It's okay. Hey, this is a safe place; it's a safe place. We're not going to post this on IG or Facebook. It's a safe place; it's okay to raise your hand. So instead of asking that question, because if I ask that question, where does their brain go? It goes to a yes or no answer. You're causing them to say yes or no. But if I relay language that says, "What type of pain are you
possibly feeling in your ear?" now where does your brain go? Now, it’s not about if they are having pain but rather what type of pain. Do you see how I can control how the prospect starts to think? Now, that might have—okay, some of you, I can see by your facial expressions, I lost a few of you there. You look like deer running out in the road with the headlights on them, like the big super 18-wheeler about to run over you that way. So if I ask them, "Are you having any ear pain?" where does your
brain go? "Are you having any ear pain?" You go yes or no. But if I say, "What type of ear pain are you possibly having?" now where does your brain go? To what type, not just to if they are. Now, that doesn't necessarily mean that they’re going to make up pain if they don’t have any, but it gets them to think deeper about the question I asked. And when they think deeper, they go below the surface. You see what we're talking about here? Okay, I'm going to show you a lot more examples. All right, what
about this one? Now, what type of tone did I use there? What type of—what type of pain are you possibly feeling in your ear? Concern! Why would I want to use a concerned tone? Why not use a curious tone? "What type of pain are you possibly feeling in your ear?" Why use a concerned tone? Remember, your tone is how the prospect interprets the intention behind every question you ask. Can I show you the difference in this? All right, let me have somebody stand up real quick. Who am I going to pick? Let's see—how about you?
Are you an accountant or a hearing specialist? Yes? Can you stand up for a second? Now, let’s say you're my teenage daughter. Raise your hand if you’ve got teenagers. I have teenagers, too. I have three teenage daughters—heart attack! Okay, you’ve got kids. So, have they ever done something really bad where you were really angry? Like, they did something really horrible or do you just have perfect angel kids? I don’t think anybody has perfect kids—yeah, nobody. So, your kids do something really, really bad. Let’s say they went to jail; they were speeding, going 96 in a
65, and they got booked in jail. They’re like, "Dad! Mom! Please come save me!" and you come in there and you’re all upset; you’re like, "Why would you do something like that?" Now, how would they interpret my tone and my body language? What would they do right then and there? What would they do? Why would you do something like that? They would get—what? Somebody said it—they would get defensive! "Dad, you don’t understand!" But I’m going to say the same words now, and I’m going to change my tonality and my body language. Tell me what it
communicates: "Why would you do something like that?" I don’t know. Now, what would our teenagers do then? What did I just communicate? That I’m concerned, I’m disappointed, but I love you. I’m concerned, and now the whole trajectory of that conversation goes where? They let their guard down. Do you see how your tonality affects everything when you’re talking with your prospects? Thank you! Well done. Okay, how about this one? Do any of you ever ask them, like, what their budget is in the first 5 to 10 minutes? “Hey, what's your budget for this type of thing?”
Now, I understand why you might ask that, but how would they know what their budget should be that early in a conversation when they don't even really know what their real problems are yet? How? Now, that doesn't mean that if they give you words like, “Is this going to cost me anything? Because I got $50 to my name,” you don't want to financially qualify. But if we ask questions like that too early in a conversation, before we've built a gap from where they are to where they want to be, they have nothing to compare that
with. So they're just going to throw out a number. They don't know what it's like—the person with the migraine who thinks they need a $100 budget, and when they find out what the real problems are, they now realize they need a $200,000 budget. Do you see the difference in that? Okay, now I want to stay away from words like “budget.” Why would I want to stay away from the word “budget” when I'm talking about money they have to pay? What does “budget” imply? A limit. So I'm automatically putting them into a mindset of, “You have
a limit that you can't go over.” Is that what we want to do? No. So I'd rather use, “What type of funds do you have?” It's more neutral. Okay, with your industry, I wouldn't use “funding”; I'd use “funds.” “What type of funds do you have to put into this so you can get your hearing back for your spouse? What type of funds do you have to put into this so you can actually get your job back and get promoted because now you can hear?” What am I doing? I'm associating them getting the funds with them
getting what they said they wanted. If they can get the funds, they get what they want. If they can't get the funds, they don't get what they want. See how I'm getting them into what we call results-based thinking over price or cost-based thinking? How many of you have prospects who say, “This is just too expensive,” or “Your prices are too high”? Raise your hand. Okay, that's because we haven't learned how to take them from price or cost-based thinking into results-based thinking. I'm going to show you some examples of how to do that today from the
very first words out of your mouth. Okay, let's keep going here. All right, so we've already gone through this. The dialogue is most persuasive when we allow others to persuade themselves. Neuro-emotional persuasion questions. Now, one thing I want to show you before we get into some more questions: something we all have to realize with the way the brain works is that within the first—actually, it's about 5 seconds—within the first 5 to 12 seconds of any conversation you're ever going to be in with a prospect, they are picking up on social cues from you. They are
picking up subconsciously—we can't help it. It's how God wired our DNA. Somehow, we can't help it, but you're picking up on your verbal and non-verbal cues from the very first few seconds. Each of you did that with me when I walked up on the stage, didn't you? You started to make a judgment about me literally within the first five seconds of me coming up on the stage. That's what your prospects are doing as well; they can't help it subconsciously. So when you come across too aggressive—now, what I mean by that is too excited. Now, I
don't mean be boring; there is a middle ground. I don't mean to be timid; I don't mean to be boring. But we have to be more in the middle. So when you come across too excited, when you come across—well, when you come across, I would say, let's go back here—yeah, when you come across needy. Has anybody ever talked to a prospect and you can feel the neediness? When they throw out an objection, you try to respond? We've all been guilty of that. If you're feeling that, what do you feel like the prospect is feeling? Especially
when we come across attached and we don't understand the questions to ask, we don't understand yet how to use our tone, it triggers your prospects to go into this fight-or-flight mode. How many of you have ever started asking questions, you feel like it's going well, and all of a sudden they just stop you and they're like, “Hey, I appreciate the questions, but can you just tell me how much it's going to cost? I can tell you if I'm interested”? Has anybody ever had a prospect do that? Now, I want to ask you this: Did that
prospect wake up that morning before they had the appointment with you? Did they wake up and think that when they meet with you at 3:30, because your tone sounds a little bit needy and you're a little bit too attached, when you ask that seventh question they feel a little bit interrogated, they're just going to go into fight-or-flight mode and say all that to you? Did they plan that out? No. That's a reaction; that is something that we are triggering on our end. So once we learn how not to trigger resistance by default, what do we
start to do? We start to make more sales. Because is it harder if we trigger sales resistance and the prospect is guarded the entire conversation, or if their guard is down the entire conversation? Which one is harder to make the sale? We all know that, right? We don't want the Great Wall of China right here, okay? We want them to let their guard down now. Once we learn how to come across more neutral—now what I mean by neutral is coming across more unbiased, okay? Like, you're not quite sure you can help yet. You're not saying
those words, but it's how you're coming across. You don't know enough about their hearing to understand what you could even do for them, if anything, yet. Now, do we realize we can pretty much help everybody that comes in the door? Responds? Obviously, yes. Do they realize that in the first 30 seconds of a conversation? No, because you don't have hardly any trust or credibility, even if your brand is as big as your brand is. Okay, one of our clients is Google Ads—Google AdWords, a search engine. We train four of their biggest divisions, and their salespeople
used to think that if they said they were with Google when they called outbound leads, somehow magically people would just let their guard down and be like, "Where do I buy?" But nothing could be further from the truth, okay? All right, so when we come across more calm—now what I mean by calm is you're more collected. That still means you're assertive. Like I'm talking right now, I'm assertive, but I'm not too excited. More of an expert, more of a trusted authority, especially when we learn how to come across more detached. What that does is it
causes their brain to become curious enough where they actually want to engage, and they feel comfortable opening up to you. That's what we're really going to focus on the rest of the time. All right, now when I talk about NPQ questions, I'm not referring to questions that are designed to get your prospects to say what you want them to say. Those are manipulative questions, and I hate to tell you this: your prospects can probably tell if you're trying to force them into a certain answer. Do you tell when a salesperson asks you a question, where
you can tell obviously if you answer a certain way, they're going to use it against you? Okay, we all know that, right? Okay, so I'm not talking about surface-level questions, either. The questions I'm referring to are intended to bring out your prospect's emotions, to trigger what's called—write this down—their emotional drivers, to get them into what we call their emotional state. Now the question is, how do you get a prospect to want to emotionally open up to you? Okay, these are the five stages of NPQ; you can see some of that. So what I'm going to
do here for the next—what we got? A couple hours left? Or 2 hours and 15 minutes?—is I'm going to give you some examples for each stage based on my conversation with Jared for 45 minutes, okay? Now we train 161 different industries. I think we might be doing some type of training after this or some type of deal with your franchisees. If that's the case, these questions I'm going to show you, you're going to get far more honed in, because I'll have—just like I said—I’ll have a lot more time to soak that in with you, as
well with our sales trainers. All right, let's start here. So the first thing I'm going to show you, and I want to ask you this question: How does society view salespeople at large? How does society in Hollywood view you and me, salespeople at large: high status or low status? Okay, so the question is, why do they view salespeople at a lower status? They don't trust us. Yes, because of the way we've been taught how to communicate to them. Because why wouldn't salespeople be considered high status? Because if nothing is sold, that means there is no
economy. Society does not exist without you. So why are you not viewed at a higher status? Now, in behavioral science, this is called social dynamics. Okay, I nerd out on this in college; I still do. So how do we get your prospects to view you at a higher status than someone trying to sell them something? Now I'm going to show you some predictable statements and questions that most salespeople in every industry, including yours, use. But here's my concern for you: If I show you these questions, it's really going to mess you up, because I could
show you hundreds of these. I can show you hundreds of statements that salespeople use that actually lower their status, and they have no idea. They think they're being polite. But my concern for you is if I show you these, when is the next time you're getting back in front of a prospect? When is the event over? Monday? So my concern is, on Monday, you're going to go into the office—whether you call on the phone or whether you just take in, you know, people coming into the store who have appointments—and you're going to be like, it's
going to really mess up your mind, because you're like, "Oh my gosh, I can't use that question I've used for the past six years because I'm lowering my status." So we have two choices today that we can make. I'm okay with either, because I could always go gamble here in the casino. Here's the choices we have to decide which pill we're going to take. Okay? So we can keep taking the blue pill, the numbers game, or we can keep taking the Hopi drug, right? Hope and pray that somehow I'm going to make more sales this
month, somehow I'm going to make more sales this quarter, somehow I'm going to make more sales this year. We can hope and pray it works out, but as my good friend Andy Andrews once said brilliantly, "God feeds the birds, but He does not drop worms in their nest. God feeds the birds, but He doesn't drop worms in us. You've got to do something." So we can keep taking the blue pill, hoping it's going to work out, or we can take the red pill. Now what's a blue pill? Numbers game. What's the red pill? Skills game.
Which pill do you want to take? Skills game, which is going to help more of your prospects solve their problems and get where they want? Skills game. Now can you imagine? Raise your hand if you like the NBA, like NBA basketball. Okay, everybody knows Steph Curry; he's probably one of my favorites. Can you imagine if Steph Curry said, "Yeah, basketball, it's a numbers game. It's a numbers game; just shoot it as many times as you can, and eventually, you know, eventually it'll go in. You know, shoot it, shoot it 30 times, you'll hit one out
of them"? Can you imagine if he said basketball was a numbers game? He wouldn't have made his varsity basketball team, let alone the NBA. See, Steph knows that basketball is a—what?—a skills game. So why is he practicing on a skill every day? Have you ever noticed he spends hours in the gym every day, even before the games, watching his technique—his elbows, his wrist movement, his feet—everything? You see, top athletes, top coaches, top CEOs, top Chief Sales Officers, top VPs of Sales, top Sales Managers, top salespeople, everyone knows that everything they do is a skills game.
That's why they're at the top. Right? Average athletes, average coaches, average CEOs, average companies, average sales managers, average Chief Sales Officers, average VPs of Sales, average salespeople—they're still focused on the numbers game, and that's why they're still what? Average. It's all in our skills game. When you ask questions like this—and I know you've been taught like this; your mom taught you to ask these types of questions. We love Mom, but at the beginning of a conversation, if you say, "Hey, how are you doing today? How's your day going? How's the weather over there?" Oh, the
weather's horrible! "Did you see the game last night?" Because these are questions that we are taught that do what? Build rapport. But do you know what the average prospect interprets predictable questions like this as? This: It's the same way you think of when salespeople ask you these questions that you don't know. You think of this: "I'm just trying to get you to like me so I can sell you my product, my service, my thing." Would I be right? When a salesperson asks you, "Hey, how's your day going?" you don't believe genuinely that they are really
interested in how your day is going. Would I be right? Okay, so why do you feel like your prospects believe you genuinely are really interested in their day? Now, I've had some people say, "No, Jeremy, you don't understand; I am really interested in all of my prospects' days." I would be highly suspicious if you are. But even if you say you are, your prospects don't believe you—most of them, unless they're laydown sales. Why do they not believe you? Because every salesperson that's ever tried to sell them anything is asking what? Predictable questions. The same ones.
And so when you ask those questions, what gets triggered in their brain? "Salesperson trying to get me to like them," and you instantly go where? Surface level. Just by that one question. You probably never thought about that. Now I'll show you how to reward that. Okay, now I'm going to show you a few things that you might be doing to lower your status, and then I'm going to show you how to tweak those to actually raise your status. How do we have situational status in our prospects' minds? When prospects come in, so when your potential
customers come in and you say things like, "I really appreciate you taking the time to come down. I really appreciate you taking the time with your busy schedule to come down here and meet with us," you think you're being what? Polite, because that's what your mom told you to do. But when you say words like "I appreciate you taking the time," that means you view them at a much higher status than how you view yourself. That means in their mind, their time should be respected, but not your time. You ever thought about that? Because who
has the problems, you or the prospect? The prospect has the problems. So why are you qualifying to them? They should be qualifying to you. Now, that doesn't mean we're going to be weird and manipulative, but we can show you how to get the prospects to qualify to you because you're not the one that has the problems. Now, you can solve the problems, so we have to start acting like that. Okay, we don't want them to view our time as not as important as their time. Have you ever—who in here calls like outbound leads, somebody that
responds to an ad, maybe on social media, maybe on AdWords? Do you guys—I think you guys do some advertising like that—and you call back the lead and they say, "Oh, hey, I'm really busy. I forgot about that. I'm so busy. Can you call me back later?" And you say, "What? Sure, when can I call you?" Who just qualified to who? You just qualified to them. Now they view your time as not as important as theirs. As important as their time is, who has the problems they do? We have to flip that script. Okay, so they
say, "Like, 'Hey, I'm really busy; can you call me back later?'" Oh, sure. When can I call you back? "What about Saturday night at 9:45 p.m.?" Sure, and you just call them back, whatever they say. Do you ever notice that when you call them back, most of the time they don't answer? They just went MIA. So what I could do—I didn't put this on here, okay?—but I could say, "Here, why don't we just roleplay this? We have lots of time here. Can you come up here with me real quick, sir?" Now, are you an accountant?
"No, I'm not." Okay, we love you back there, okay? So, um, why don't you just tell me, "T, you're a prospect. You responded to an ad; you know, whatever the ad said, and I call you back." You're like, "Hey, I'm just too busy; can you call me back later?" I want you to pay attention to what I do here and how I use my tone. Ready? Go ahead. "Uh, yeah, sorry, I can't talk right now. I'm kind of busy." And just say, "Can you call me back later? Maybe in a week from now?" "Well, let
me see..." There you go. "Can you call me back later?" "Yeah, call me back later; I'm kind of busy today, sorry." "Yeah, possibly. I'm not sure I'd randomly be available like that with my schedule. What I can do, if it helps you though, is I can give you my number, and you just have to call me back maybe a little bit later today to see if I'd be available for you. Would that help you?" "Yeah, I guess so." "Well, yeah, you just have to see if I'm available with my schedule. So here's my number: 573-555-654."
Now, hey, what's your time frame on calling me back later today, just to see if I'm going to be in the office? At that point, you're making it hard for me to say no to you. "Well, you don't have to call back. What caused you to respond to that in the first place?" "Oh, my wife's been mumbling for three years." Well, I don't want you sleeping on the couch tonight, Bill, so do you want to call me back so she might be able to hear you? "Yeah, maybe.” Okay, now hey, if when you call, if
I don't answer, can you leave me a text message? Because I might be with another client, and then I can just text you back and see when I'm going to be available. Would that work? "I suppose so." Yeah, you'll have to do that for sure with my schedule. Now, once you do, what did I just do there? Can anybody tell me what I did? "Made him start buying for your time." Yeah, because who has the problems? "Not me." You've been a tough Prospect; I like that. What did I do there? There are a lot of
things I just did there. So when he said, "Yeah, I'm busy; can you call me back later? Can you call me back next week?" If I say yes, I just immediately did what? "Lowered my status." So how do I raise my status? How do I appear that I'm really busy, I've got lots of clients? So obviously that means what? If I have lots of clients, I'm really busy. What would that mean? "I must be really good at what I do; I've got higher status." You see what I'm doing there? Now, I don't do that in
a mean way. "Well, possibly, I'm not sure I'd randomly be available like that with my schedule. What I can do, if it helps, is I can give you my number, and you'd have to call me back maybe a little bit later today or tomorrow to see if I'd be available for you." Now, when I said "to see if I'd be available for you," what does that do to my status? Does that lower my status or raise my status? "Raise." Because I’m busy; I’ve got things going on with other clients. Okay, now notice he was still
being hard, which is totally fine. Typically, that wouldn't happen if you use the right tone on a call, but that's besides the point. So he was still being hard: "Well, possibly, you know, and you'd have to do that with my schedule." And then immediately I asked him, "What caused you to respond to the ad?" just so I could understand. So I immediately got him to remember why he responded to the ad. "My wife forged my name on the ad." Yeah, right! And did you see how it's kind of playful with him? Well, we don't want
her getting angry; you're sleeping on the couch because you can't hear her. Use that playful tone. Why would I do that? "Causes him to let his guard down a little bit." I'm a human being; I’m a little bit playful. Okay, thank you for doing that; I appreciate that. Good job; you're a good Prospect. All right, now that doesn't mean—so let's say that he says, "Now, when I said what's your time frame on getting back to me?" I just imprinted what in his mind? "Time frame." So now he thinks about that. So let's say he's like,
"Oh, I can call you back tomorrow around two." Now, at two, if he doesn't call, because not everybody's... Just going to call at 2:00. I'd say maybe 30% will call you back at 2; the other 70% are not going to call you back because they got busy. Life got busy, so what am I going to do? I'm going to wait two or three minutes after 2:00, and I'm going to call them. Do I want to call right at the top of the hour? You've all been taught not to be late for your appointments, but in
your prospect's mind, that causes them to view you as what? More lower status, because you obviously are waiting around to call them all day. I want to raise my status. That doesn't mean you're going to be an hour late or 25 minutes late, but if I call 2 minutes late, okay? It doesn't look like I'm so needy. See the difference in that? Is everybody starting to make sense? Okay, just randomly something came to my mind real quick. Okay, now let's keep going. Words that lower your status when you leave a voicemail. So, let's say that
you talked to a prospect; they came in, uh, let's say three months ago, and they didn't buy. Does that ever happen to any of you? Or do you close 100%? Who's closing 100%? Oh, wait a minute, you've had one prospect you've talked to. Okay, now who in here calls those leads back maybe three or four months later to try to re-engage them? Okay, does this look familiar? Maybe a little bit. "Hey Jim, it's Jeremy Miner. I know we talked a few weeks ago about kind of some of your hearing problems; you're looking at different hearing
aids. Can you please call me back when you have time?" Who in here says, "Can you please call me back when you have time?" Thank you! Hey, that guy back there—he's always hesitant back there. Good job! Okay, but what does that do to my status? See, your mom taught you, my mom taught me, you got to be nice to people, say please and thank you; but in a business setting, is that raising your status when you say, "Can you please call me back when you have time"? Is that raising your status or lowering your status?
Why would it lower it? Yeah, because now they view that your time should not be respected like their time. See how those types of words that you thought were just like, "Hey, this is just a normal part of conversation," are actually lowering your status and causing your prospects to view you as what? A salesperson trying to sell me something. So how do we flip that, where they view us as the trusted authority who's going to solve my problems and get me where I need to be? See the differences in how you can be viewed as
higher status or lower status? Okay, let's keep going through this now. Words that raise your status: write these down or make sure you take pictures of these. Let's say you talked to this prospect and they gave you the old, “I want to do more research” or “think it over” objection because you don't know how to prevent that. I'm going to show you a few things later today; or you don't know how to help them overcome that. Okay, and so let's say you call them back a couple—no, actually let's do this. Let's say they said they
wanted to think it over, talk to their spouse, and you set it up a second appointment. Has that ever happened to some of you? Okay, I'm going to show you how to help prevent the spouse objection. Who in here loses sales to the spouse objection, even though the spouse is probably going to go out on a limb, probably wants them to hear? I don't know, I'm just saying, right? So how do we prevent that? I'm going to show you that later on today. So let's say you got the spouse objection and it's a Friday. You
have a second appointment on Tuesday, and for now, do you do the second appointments usually on Zoom or the phone sometimes, or do they always come back in? Well, let's say they didn't show up. 3:00, Gary Hart just, he MIA'd on you—missing in action. Okay? So you start calling, leaving all those voicemails. Let's say I called a few times, left a message, so this will be my third message. Or I could email this; I would rather you call first. If they don't respond back, and let's say an hour later, you emailed it to them. Now,
I don't want you to put any fluff in this. How many of you, when you write those emails to follow up with your prospects, write like two, three, or four paragraphs? Anybody? What happens when you get an email from a salesperson who you didn't buy from, and the paragraphs are like three or four paragraphs too long? Didn't read! You don't even read past the first sentence, would I be right? Because you're too busy. So we don't want to fluff this out; we want to get straight to the point. We want to trigger a reaction, an
emotional reaction. So don't change the wording! I swear you see these three periods here? You better put those three periods there; there's a reason why I'm doing everything there. Do not change any of the words, okay? "Hey John, I called a few times last week, and I left a few voicemails, but we didn't hear back from you. Where should we go from here?" Hit send. That's it! You know what's going to happen? About 70% of them are going to say, "Oh my gosh, I'm so sorry. My wife had to go, you know, she had an
accident," or "Oh my gosh." I'm so sorry. Is that a "t" on business, or we decided that now's not a good time, or they're going to say something, or we decided to go with here.com? Whatever they say, what you just did is you now know where you're at with that prospect. Even if they said, "We decided not to do it at this point," now you are re-engaging them, helping them overcome that concern. I do the same thing in a voicemail; I just have to modify it. Yeah, John, I, um, it's Jeremy Miner with Miracle Ear.
I called you as you were looking at getting some hearing aids so your wife wasn't smacking you around or anything. Again, you just repeat back whatever they said, okay? I left a few voicemails last week, but we didn’t hear back. Where should we go from here? Then you pause. Now, I can be reached; I’ll be available here for a little bit today. My number is xyzxyz, and like I said, I’ll be available here for a little bit today. That's all you do. It’s that question: "Where should we go from here?" or "How do you want
to proceed from here?" Everybody got that? No more fluffy emails, okay? All right, now I can't say that with somebody I've never talked to. That wouldn't make any sense. It has to be somebody you've already talked to that didn't buy. Those are words that raise your status. Why does it raise your status? It shows that you're busy; you've got tons of clients. Okay, now let's do this. What if a prospect asks you how you're doing? Let's have some fun with this. Okay, come out here, I'm going to role-play this a little bit. Oh, you role-play
with me. Okay, let’s say that a prospect comes in, and the first words out of their mouth are, "Hey, how’s it going today?" What would you typically say? I am doing well, but I'm so busy. I've been running around ever since the conference. Glad to see you today—just something like that. And that's normal, right? That doesn’t really help us, but it doesn’t hurt us either, right? What I want to do with everything I say—from every statement to every question—is get that prospect to let their guard down. That's called disarming. We're going to talk about that
here in a little bit. So, I want to use a playful tone, and I’m going to show you how to do this. Here, ask me how I'm doing today. How are you doing today? Oh, you know, just hanging out being the boring guy. What about you? What do you think the prospect is going to say? Oh, I'm sure you’re not boring. And what does that start to do? Get them to let their guard down. You know, just hanging out being boring. What about you? Now, what if I said it with this tone? Now, what tone
did I just use? Playful tone. What if I said it like this? Ask me that again. How are you doing today? Uh, you know, just hanging out being the boring guy. What about you? Now that sounds weird: "Oh, he is really boring. What’s wrong with him? Psycho!" But if I simply use a playful tone: "Oh, you know, just hanging out being boring. What about you?" I get a completely different reaction, okay? So write that one down; now we have to learn the tonality. I'm going to show you tonality here in just a minute. Okay, ask
me the next question again. How are you doing today? Uh, you know, just trying to stay out of trouble. You getting in trouble over there, Bob? Oh, right! What did I just do? Oh, just trying to stay out of trouble. You getting into trouble over there? Oh, I’m always getting into trouble! What did I just do? I’m starting—not completely, but I’m starting—the process of getting the prospect to let their guard down. What if I shaved my head and was completely bald? You want me to show you one on that? You guys got to use this
to your advantage if that's your case. Okay, what if you ask me that question again? How are you doing? Oh, you know, I’ve just been surfing the web looking for a better hairspray all day. What about you? And what do you think they’re going to do? Oh yeah, when my uncle went bald, I used to make fun of him—blah, blah, blah, blah, blah. See how whatever I’m doing, I’m getting them disarmed. I'm getting them to let their guard down—from the first words out of my mouth until after they pay—it's all about getting them to let
their guard down and keep their guard down. Because the moment the guard goes up, where does the sale start to go? It starts to derail. You see the difference in that? Okay, what about if the prospect is late? Say, "Oh, I'm so sorry, I'm—you know, say you're 25 minutes late—and just apologize." Oh man, I’m so sorry! I just got caught up in traffic and came ripping in here. Do I still have time? Well, should we forgive you this time? I would appreciate it. Okay, see, it’s just a playful tone. Well, I don’t know: should we
forgive you this time? Hey, Sally, should we forgive Bob for being 25 minutes late? I don’t know! What did I just do? Playful tone does what? Now who qualifies to whom there? Well, should we forgive you this time? You this time, who qualifies to me, 'cause who has the problems now? I do! I say that in a playful tone, 'cause I'm like, "Should I forgive you? That's weird, right?" I have to use the right tonality. Okay, thank you! Good job! Now, there are five types of tonality, and I want you to write all of these
down. I'm going to actually draw them up on the board because these are very important. Okay, let me know if you guys can see this back there. So, there are five types of tonality. Five types! Who's the spelling bee? Uh, champions in here, don't make fun of me, okay, if I spell something wrong. So, there are five types of tonality. Now, there are actually many subcategories of tonality, but we're just going to focus on the top five. Okay, so the first one is a curious tone. So, there's a curious tone. Now, where would I use—typically,
where would I use a curious tone? Can anybody tell me? Where would I use a curious tone, and really why? Remember, your tone is how your prospect interprets the intention behind every question you ask. So, what part of the sales process would I use a more curious tone? More than likely on the—one yeah, but what part of the call? Probably finding out about what their situation is, right? I want to use a more curious tone, right? Okay, now there are other questions that are going to require more of a confused tone. Now, this might throw
some of you off: why would you ever want to use a confused tone? In what context would you ever want to use a confused tone? You can help keep your discussion open-ended and encourage them to answer. Confusion can address perceived confusion that you have. See, if—now, I'm not saying when you go through the hearing test you're just confused, like, "Oh, I don't know how it works, that doesn't make any sense," right? But a confused tone, in certain contexts, actually causes the prospect's subconscious to say, "Oh, he didn't—or she didn't understand me when I said that.
I need to clarify that more." Okay, uh, can you tell me: what's an emotional word that a lot of prospects tell you? Like, "Oh, I'm just feeling stressed," or "I'm so frustrated," or "I'm annoyed." Like, what's an emotional word? Just tell me what they might say. Just tell me the whole sentence. You be the prospect; I'm you. Well, guy version. Okay, yeah, you know, it's just really been frustrating, you know, trying to communicate with my wife. Frustrating? Well, yeah, it's like we talk—I hear her, but I misunderstand something, and then all of a sudden she's
upset with me. Later, she's upset with you in what way? I misunderstood it. How long? And it's not that I'm ignoring; it's just I misunderstood. How long has that been going on? About three years, and it's just been gradually getting worse. I feel like we're splitting apart. What's it doing to you? Well, after 36 years of marriage, it's just really become frustrating. I'd rather just sit home. Okay, what did I just do? When she said "frustrated," that's an emotional word. So, anytime a prospect tells you, "I'm stressed," "I'm concerned," "I've got pressure," "I feel tension,"
"I'm annoyed," or "I'm worried," any emotional word, simply do this: use a confused tone. What did—did you see how she reacted? Even in a roleplay situation, her subconscious, you didn't know this, basically said, "Oh, he didn't understand what I meant by 'frustrated.' I need to clarify that better." And when they clarify that better, where do they go? Below the surface! That is where their emotions start to come out. But if I didn't use a confused tone there, she would have never gone there. You see the difference? If she just said all that and I didn't
even use that confused tone in that context, then I just went on my script and asked the next surface-level question, where would she still be? Surface level! Or I could have simply said, "Oh, hold on. How do you mean by 'frustrated'?" Now, what did my facial expression communicate? That I'm not understanding. Now, here's something to write down: this is—thank you very much—your facial expressions are the remote control to how your tone comes across. Try having a confused tone and don't move your face. Somebody try having a confused tone right now and don't move your face.
You can't do it! Do you know one of the biggest things they train you on in Hollywood when you're going through, like, let's say you're getting trained how to be an actor or actress? You know, one of the biggest things they train you—because I went through some of this myself as a salesperson; I hired acting instructors to learn tonality. I know, I'm a crazy person. It's a long time ago. But they train you on how to use your facial expressions to change your tonality on a dime. And what that does when you're watching movies is
it triggers emotional drivers in your brain that cause you to stay engaged. Could you imagine—uh, somebody tell me your favorite actor or actress? Somebody tell me. Johnny Depp. Okay, somebody else. George Clooney. Who else? Jason M. Okay, so can you imagine if you watched their movies and they just talked like this the whole time? Well then, Jane, I'm not sure what we're going to do, but we can go down to the gas station and we can get gas, and then after the gas station, uh, we can go to your brother's house, and after your— Brother's
house, then we can go down to the lodge and we can eat dinner, and then we'll have a really good time. If they use the same monotone voice the entire conversation, uh, where would you—what would you be doing? You would disengage; you would turn off the show. So, when we—when I train you, because this is just an introduction today, when I train you, certain tonalities, we have to learn how to move our face, our facial expressions, to communicate. Is that affects how your tone comes out, okay? Uh, walk me through what are you—what are you
doing now? See, that's a curious tone, okay, compared to a confused. Hold on, I'm—I'm not understanding. How often does that happen? Okay, so I'm going to show you more of that. Okay, so we've got the confused tone; we've also got a challenging tone. Oh my gosh, Jeremy, you can't use a challenging tone! What part of that conversation with that prospect would we maybe use a challenging tone? Can anybody tell me? Do we have a microphone up here? Oh, we got this microphone; somebody run it around. What part of the conversation would we be allowed to
even use a challenging tone? Can we use a challenging tone in the first one minute? No, we don't have any trust or credibility there. Where would we use a challenging tone? When you're coming to a commitment—more consequence. What happens if you don't do anything? What if you don't do anything about this and your hearing gets worse? Like, what would you do at that point? What if you don't do anything about it? See, that's a challenging tone. I'll show you some different examples of that; that's more of our consequence questions that I'm going to start showing
you today. Okay, then we have a concern tone—a tone that shows more empathy. Now, where would we use a concern tone possibly? I even kind of used it with you when I was probing, when I was like, "Oh, how long has it been going on?" What tone did I use? A concerned tone. "What's that doing to you now?" Why would I use a concerned tone in that situation? Why not say this: "How long's it been going on for?" "Oh, what's it doing to you?" "Oh, nothing, it's not that bad." But I'm like, "What—what's it doing?"
You remember, your tone is how the prospect interprets your intention behind every question you ask. So she would interpret that as, "What? He cares; he or she cares for my situation." Now, if a prospect feels that you care for their situation, what is that doing? Building massive trust, raising your status. Here's one thing we all have to understand: it's going to sound completely counterintuitive to what you might have ever heard—prospects do not buy from people they like; they buy from people who they trust can get them the best result. If they like you, that's just
a bonus. You love Grandma, but you're not necessarily buying from Grandma. If you know somebody else, you might not really like them, but if you trust they can get you a better result, who are you going to buy from? Even though you love Grandma? You love your neighbor who owns a local hardware store, but you're still buying your supplies from Amazon. You don't necessarily love Jeff Bezos; maybe you do, but you trust Amazon can get you a better result. See, now that—that's a great book from 1936 with Dale Carnegie, where he talks about people buy
from people they like. But that's 1936; we are in 2024. Social media, ads, billboards, TV commercials trying to sell us something. You wake up in the morning, besides going to the bathroom, what's the first thing you do? What's the first thing you do besides going to the bathroom? You get on your phone, you get on social media, and what do you start seeing? Ads trying to sell you something. You walk into your living room or your kitchen, you start pouring your coffee, you turn on the TV. What do you see? Commercials trying to sell you
something. You get in your car, you turn the radio; what do you hear? Radio ads trying to sell you something. You drive down the road; you see these big signs on the side—billboards trying to sell you something. You get on social media again, probably two minutes after you get in the office, and you do what? More ads trying to say something. Then you go to lunch, and you see your aunt pitching her latest greatest MLM. See, you are constantly being sold to all of the time. That wasn't the case in 1936. Because of that new
phenomenon, as human beings, we have built up defensive mechanisms in our survival part of our brain that every time we feel or hear someone that we feel is trying to sell us something, we go into what? Fight or flight mode; we stay guarded. Okay? Our tone is how we get them to lower that guard. So you always have to remember: now, that doesn't mean you can be mean to people and they're still going to buy, okay? But people—your prospects will always buy from the person and company who they feel can get them the best results.
Now, how do you get them to feel internally that you can get them the best result? By building trust. If there's no trust, they don't feel you understand their unique situation, and if they don't feel you understand their unique situation, they're going to buy from someone else. Okay? Even if they feel like you understand their unique situation, they're still going to buy from you, even if your product is— Your T, or 20% more, because they feel like you can get them the best result. Then we have the good old playful tone: "Oh, just trying to
stay out of trouble! You getting into trouble over there?" That's a playful tone. So, I want you to pay attention when we go through some of these questions today that I started to develop for you about which tone I'm actually using, and we're going to talk about why I'm using that tone in that context, in that situation. So, when we do these questions, we're going to roleplay some. I want you to pay attention to these three things: I want you to pay attention to my tone, I want you to pay attention to my facial expressions,
and I want you to pay attention to my body language. Then I'm going to break it down for you, what I just did. Okay, remember: what are we focusing on, numbers game or skills game? Which one makes us more sales and helps more people? Skills game! Okay, now what I'm also going to show you as well are other things; these are called verbal cues. Okay, now verbal cues help you bridge from question to question. Now, another big reason why when you ask questions, your prospects give you vague, generalized, surface-level answers is because you sound what?
Scripted. You sound like a salesperson, right? They feel like they're being interrogated, so they emotionally shut down. So, I'm going to show you how to bridge from question to question using verbal cues. Examples of verbal cues are like, "Ah, okay... right... really... okay." Now, about every 8 to 12 seconds—there's many others, but about every 8 to 12 seconds in a conversation when the prospect is talking, we want to use a verbal cue like "uh-huh." Now, I'm just exaggerating; you're not going to do that every two seconds. It's going to sound weird. You ever get on
a phone call and you just talk for three minutes straight and they don’t make a sound? You say, "What? Are you still there?" You don't feel like they're present in the conversation. So these help you cause the prospect to feel that you are present in that conversation because who in here is dating somebody or married? What's a big complaint you get sometimes when the other person is talking? You're not present, right? So if the prospect doesn't feel you're present, is that raising my status or lowering my status? Lower! Oh, I see it all the time—it's
just communication 101. Okay, now I also want to bridge using those verbal cues: "Oh, okay... and what happened then? Oh, she told you that? Really?" See, I want to use a verbal cue to bridge from question to question. Verbal cue, question, I have to bridge from question, "Ah, and how long has that been going on for?" Because what most salespeople do, because they've never been trained, is you ask a question, they answer, and then you do what? You sit back, you pause for a second or two because you start to... what? Well, it's a, "What
else am I going to ask next?" You don't know what to ask next. You pause a second or two, and you're like, "Okay, cool, awesome... uh, let me ask you..." or "Oh, gotcha, gotcha, gotcha, gotcha." I wanted to ask you... and what does that sound like? Scripted! You're asking a series of sales questions, so the prospect starts to stay surface level. You see how now if I verbalize, "Oh, okay... what happened then?" "Well, that's been going on for five..." "Really?" "Ah, but what happened next, though?" See, now it feels more what? Conversational! It feels like
they’re talking to a best friend, somebody they already trust, and does that raise my status? Yes! Okay, you see what we're doing now. I'm also going to show you this: verbal pausing and verbal pacing. Now anytime with the questions I write up here that you see there's like three periods in between the words, that does not mean I don't know punctuation for you spelling bee champs out there, spelling bee Nazis! Okay? That means I'm showing you where a pause—verbal pause—remember I said earlier one of the biggest reasons your prospects give you vague, generalized, surface-level answers
is because you ask the questions too fast and they have no time to internalize and think deeper about what you're asking. So the way for me to pace that out is I use verbal pauses in between some of the words that cause your brain to hang on to everything I’m about to say. You know two people that are really, really good at doing that? Does anybody know who Tony Robbins is? Has anybody ever seen him on YouTube or gone to his events? Do you ever wonder why he comes out on stage and he talks? He
just talks really, really fast, and then he just stops for two or three seconds and then he asks a question, and everybody's like, they just start crying. It's because he's been trained in verbal pacing, verbal cues, and verbal pauses. Is anybody born with those skills? Anybody born out of your mother's womb with verbal pacing skills? Probably not. Another great person who does that really well—now I don’t get into politics; I’m like right down the middle, like an independent voter that doesn’t vote half the time because they think they’re all crazy—so when I watch politicians, I
watch them, how they communicate. And one really, really good person that has been obviously trained in this category is President Obama. When you watch him—whether you liked his politics or not—when you watched him, the reason why he moved audiences is because he was an expert in slowing down and changing his tone for certain reasons. And triggering emotional drivers now, the president, now not so good at those things, would we go whether you like his politics or not, we all probably not as good as President Obama. Right? Okay, so you see where we're going with this.
So, inq, these are I'm going to give you a few examples of neq connection questions. Okay? Now, connection questions, remember, neq stands for neuro emotional persuasion questions. Connection questions help disarm your prospect; they take the focus off you and immediately put it on them. They also help get your prospects into results-based thinking over price or cost-based thinking. Okay, so I'm going to show you a few examples of these. Now, let’s say in this example, instead of using questions, okay, so tell me how it works. I've got a brief introduction from Jared. I know we trained
your industry; we have trainers that do more of it than I do. But tell me how it works. You're the hearing coordinator. They might come in; they have an appointment with you. They've already talked with somebody to book the appointment. Is that right? And so where do you meet them? Do you meet them right in the lobby? Do they get brought back to your office? Somebody tell me what usually happens to our office. Brad, back to your office. Are you sitting down or standing up when they come in? You're standing up. You're standing up to
welcome them. Okay, so instead of saying, “Hey, how's it going today?” which is okay, I might say, “Hey, welcome into the office.” Now, do you guys have notes on any of these people, on why they're coming in? And what would those notes say? They're going to be different for everybody, but how detailed are they? What would you know? Us are pretty detailed; we know their age and why they're coming in. Okay, what would be a big reason why they're coming in? Like what would the average person, what would they have on that form? Usually, they
got a flyer in the mail. Okay, but would the person who booked that appointment know maybe a little bit of their problems, like they're having a hard time? You know, maybe they're younger and they feel like they might lose their job because their hearing's bad or just random stuff like that? Yeah, we know why they want to come in, what they want to try to fix, that they want to get better help with. Okay, perfect. So that's all going to depend on what I see on the form, but the first question out of my mouth
is getting them into that results-based thinking. Okay, so I might say, “Hey, you know, welcome into the office; go ahead and come on in.” Okay, so I was reading your notes; I was reading some notes that you had given to Tiffany at the front office when you booked the appointment. It looks like you came in to, I guess, possibly look at maybe some different hearing aids so you can hear your grandkids a little bit better, right? What did I just do? Where did I put them in? What frame? I’m talking about looking at getting hearing
aids so you can start hearing your grandkids better, right? Emotion. I get them into. Remember, I'm not selling the hearing aids; I'm selling the results of what the hearing aids do. So if they put, you know, if on the notes they said that they're having a hard time hearing their grandkids, I just want to add that in. See, so here's the formula. It looks like you came in to look at possibly getting hearing aids so you can—and you're going to repeat back the result of why they might want the hearing aids. Now, are there sometimes
when that's not really written down? It might just be responding to an ad; we don't really know why they're coming in. So then I got to be more generalized. I can put, uh, about looking at different options for hearing aids so you can hear better, right? See, that’s a generalized statement. Do I want to be generalized if I don't have to be? No, I want to be as specific as possible based on their notes because for some person, maybe they're younger, and like I said, they're having a hard time hearing, and they feel like they
might get fired. So what I want to put that at is, “Looks like you came in to look at some different, you know, some possible hearing aid options, so I think you'd mentioned like you want to get promoted in your job,” right? See, I’m getting them whatever the end result is for them if I kind of already know it is. Everybody with me on that? Now, why would I see the words possibly getting your? That's a neutral word. Why wouldn't I be more assumptive there and say, “Looks like you came in to get hearing aids
so you can hear better”? What would some people do? Well, I’m just—I'm still looking around; I’m not ready to buy today. And what do we just trigger? We literally just triggered the wall to come up. All I have to do to not trigger that is just put the word possibly there because they will never say, “Nope, I'm not possibly looking to hear better.” They just can't do it. You might be looking for, like, might be possibly. Maybe I wouldn't say maybe in that context; I would say might be or possibly. Now, you can't use the
word possibly 67 times in that conversation because that's going to sound what? Like a technique kind of. Weird, and as I build a bigger gap throughout that conversation, I'm going to use those types of words far less, right? Because I built more of a gap, I’ve helped them relive their pain or have a fear of future pain, and now I can be more simple in a different way. I'll show you what I mean by that. But that neutral word there causes my prospect to let their guard down. They're always going to say, "Yeah, right." No
one will ever say, "No, I'm not possibly looking for that." They just won't do that. Okay? See how I can cause the prospect to keep their guard down by just putting in neutral language there? Very simple to do. Okay, so take a look. It looks like you came in to look at possibly different hearing aid options. So you can just repeat back whatever the form says. If it doesn’t say anything, so you can hear better, right? Just be general. Try to be as specific as the form allows you to. Okay. All right, now my second
NPQ connection question: how many of you use this question—"So what brings you in today?" Some people will just spill their beans and they talk for seven minutes. But do I want them to spill their beans and talk that long at the beginning of the conversation? Why would I not want that? Control. They're in control, and that's not necessarily a bad thing. But number two, when a prospect starts to rattle off for three, four, or five minutes, guess what happens in their brain? It becomes unorganized, and they start going down paths, right? I know you guys
have heard this: "Oh, I'm just suffering; I'm just having a lot of hearing problems," you know? And then eventually, three minutes later, they're talking about their grandma, who in 1972 evaded Vietnam and then had them, and they’re just all over the place. Am I right? And where does their brain go? Their brain is now unorganized and uncertain, and then you don't know what to probably ask next, do you? Because they spilled all their beans before you could even ask them any questions, and now they're not opening up. So if they start going off on tangents,
what would be like a—let me, well, let me give you an example. Can you come up here real quick? Sure. Let’s just see where this conversation goes. So let’s say if I use this question that some of you might be in and just kind of go off with what the average prospect says and just start rambling. It’s interesting that I'm up here role-playing with you with this particular thing because this is my favorite thing to ask once I've set it up properly. So I just want you to be like the average prospect. You ask that
question; they just start rambling, and I want to show you how I'm going to interject and ask the next question. Now, what is a good question that you need to find out about their current situation that you would normally ask maybe in a few minutes after this? What’s a question to ask the prospect that’s a solid question to find out what their real situation is with their hearing? Generally, once I've gotten them into a spot where we’ve sat down and I’ve looked over some of their intake paperwork—and this may help you too—we all have intake
paperwork that they fill out. They’ll highlight our PCC. It’s supposed to get a good amount of information for us to use. I’ll typically have brought up something that they've stated as their goal, like, “I see on the form here that you're struggling a little bit at events, like being able to hear if somebody's talking to you, you know, more than ten feet away. Can you tell me a little bit more about that?" I mean, could be random, right? Right, what's that? M, closer. Thank you! See, you're qualifying to her. I like that; it’s good. Okay,
so what brings you in today? “Well, my hearing isn’t what it used to be, and, um, I think, you know, as you get older, you know, everything's not working as well as it was. You know, I found that I'm not able to hear as distinctly as I used to be able to, and I want to find that out.” You mentioned a second ago that your hearing wasn't what it used to be. What did you mean by that, specifically? “Well, when I was younger, I used to...” What did I just do? I'm interjecting now. There's a
difference between interjecting and interrupting. Interrupting is, “Oh, well, let me tell you about me,” or “Let me tell you about what we could do for that.” Interjecting is asking for more clarification. Your prospects will never get upset, and I want you to know that. But you mentioned a second ago that your hearing's not what it used to be. Tell me, can you? What did it used to be? Now I just reframed him back to being more organized about the problem and issue. I see what is the biggest reason why you get objections. Do you know
why? Is it the prospect's fault or our fault that you get objections? Our fault. Why? Value. We failed to address. Actually, that's good. Psychologically, it’s because we’ve triggered uncertainty in their brain. And when a human being is uncertain, they don’t make decisions. Okay. When a human being is certain about what you're offering, what does that mean? That they’re certain in what you’re doing and how you can... Help them. I have to trigger certainty, so if I let prospects ramble off on just things that have nothing to do with their problems and how you solve them,
their brain starts to become what? Uncertain, which leads to what? Objections. Because they're rambling so much, they’re not even really opening up to your questions. And when you try to ask some type of closing question, they give you, "I need to do more research," even though they're about to go deaf. Does that make any sense? Right? Okay, thank you for doing that. Does that make sense how you can interject and reframe them back on the path to get them where they want to go? That's just an example of that. So instead of maybe asking that
question, I want to be more specific now. Why would I ask them? This is a little tweak. I might say, "So where did you actually, how did you find us?" Now, would I already know how they found us? Okay, so you’re not going to ask that question. So here's what you're going to ask. Okay, now if you didn’t know, would you know on every prospect how they found you? No? Okay, so the ones you don't, you would simply ask, "Walk me through, because I've got your form. How did you actually find us?" Why would I
want to know that information? Possibly because it gives me a better overview of what's going on. They might have said, "Well, my aunt bought this pair of hearing aids from you a couple of years ago, and she said you guys are really good at what you do." That's completely different than them saying, "Oh, I don’t know, I just looked it up online and I’m just looking around at different hearing aid companies." Those tell me two very different things. Right? But if I didn't ask that question, I wouldn't understand that; I’d be just guessing. Remember, we
don’t want to throw a bucket of mud against the wall hoping and praying that something we say is going to stick. I want to know what mud I need to throw on the wall because they've told me, so I know what mud to throw on the wall that’s going to stick. I'm not guessing. Remember, I don’t want to take the hoping route. Okay, so if I saw that they came in on an ad from social media, what would I ask? "Hey, so when you saw the ad on Facebook, what was it that they were going
over that caused you to want to look into this further?" Now, what do the ads on social media even say? Give me an example. Somebody tell me—are they all different? What do they say? Is it a video of somebody, or what’s going on? Do we have a microphone somewhere here? What is it? I like this front table; you guys are engaged. Okay, so it says, “$6,000 benefit.” Do you—? That’s all it says? What’s that? Do you have ringing in your ears? Ah, that's okay. So, "Hey, so when you saw the ad where they were talking
and asking about, like, ringing in your ears, besides maybe the ringing in your ears, what caused you to want to look into this further?" Now, why would I say, "besides you might have ringing in your ears?" What caused you to want to look into this further? Why would I ask it that way? It’s a leading question. Okay, but because if I said, “What was it about the ad that attracted your attention?” they could say, “Well, you were talking about ringing in the ears.” Okay, but I want to find out more about what's behind that. Okay?
Because that gives me more understanding of their situation. If I don’t know that, once again, I’m guessing, and guessing is not a winning strategy if you want to be really successful in sales, like at the very top. Okay? Now here at this point, let’s say this is your third connection question. We’d probably modify this, but this is just based off the 45-minute conversation I had with Jared. Now, I want you to pay attention to what I do here. This is what we call a status frame. Okay? Because I would never want to say something like,
“You know, at the end of the conversation, if you feel this is a good fit for you and we feel you're a good fit for our hearing aids, we’ll show you how to get started.” Fair enough? It sounds weird, and what is a prospect going to do? Even if they say, “Yeah, yeah,” what are they going to do? What are most prospects going to do? Do they genuinely believe that if they’re like, “Hey, here’s my credit card, I’m ready to buy,” they’ll get a “Nope, I’m sorry, you’re not a good fit for us,” so sorry?
They don’t believe that. So you don’t want to use questions like that or say things like that because you lose what? Trust. Have you ever had a salesperson say, “You know, if we feel like you're a good fit for us, we'll show you what to do next”? Did you believe that if you gave them the credit card, they would turn you down? Probably not, right? Okay, so you don’t want to ask questions like that. So here's what I want to do: I want to actually downplay what I'm doing in this meeting today. It's pretty basic.
It's really more for us to understand kind of, you know, where your hearing is now as far as like how your brain processes speech and background noise compared to maybe where you're wanting that. To be, to see what that gap looks like now. What did I just do there? Now we'll modify this question here for sure; this is just off my knowledge from Jared. Now, why would I downplay the meeting? Why would I say this is going to be a great meeting and we're going to...? Why would I want to downplay it? What does that
do in the prospect's mind? Yes, why would it put their guard down? Exactly, because if I'm all excited, now does that mean you shouldn't be excited about what you sell? No, but you want to keep that to yourself. You want to keep that internal, okay? You don't want to—if you start showing too much excitement too soon, the prospect's guard goes up, just like your guard goes up when you go to a car dealership looking for a car. When the car salesman comes out and they're really excited you're there, what do you do? Your guard goes
up. I don't want to compete against the guard. Why would you want to sell against the guard? Just keep the guard down; it's much easier. Now, what did I do with my hands here? Yeah, today's pretty basic. It's really more for us to find out or understand kind of where your hearing's at now. Where did I put my hands? Where your hearing's at now—why would I put it down here? Why wouldn't I put it up here? Ah, what did I just visually put in their mind? That there's a gap. But if I started here and
then I went to here, not much of a gap. I see a lot of people do this; it's really more for us to understand, you know, kind of where you're at now with your hearing and what that looks like compared to where you want it to be. And I'm like, that doesn't show anything. So I've got to be concise. See how my body language can imprint things in that prospect's brain? Okay, so take a look at where your hearing is at now as far as how your brain processes speech and background noise compared to maybe
where you're wanting that to be to kind of see what that gap looks like. See what I did? Now, what am I going to do? Now, because I want them to understand that there could be possible next steps at the end, I want to seed that in their mind. Why would I want to seed that in their mind? Somebody tell me: why would I want them to see that in their mind, that there could be next steps for them at the end of that conversation? Yeah, see, a lot of times we just confuse prospects; they
just don't know what the next step is because you don't tell them. A lot of times, they just tell you things like, "Well, this looks good; maybe I need some time to think about it," because you just didn't implant that there could be next steps. Now, I'm not going to force that on them, okay? I've got to build a gap where they basically do what? Sell themselves. Okay, yeah, and at that point, if you feel like, "Hey, this might be what you're looking for," you know, we can talk about possible next steps as far as
which hearing aids would cause you to hear the best. Would that help you if we did that for you? And at that point, if you feel like, "Hey, this might be what you're looking for," we can talk about possible next steps. Would that help you? "No, it would not help me to talk about possible next steps." What words did I use that were neutral there? "If you feel." Now, why would I say "feel" rather than "think"? You want emotion. Remember what side of their brain do I want them to stay on? Their emotional side. When
I start using words like "think," "Do you think this could be the answer?" where am I switching them? To the logical side. You probably didn't even realize that just that one little word can cause a prospect to go from their emotional side of the brain to the logical side, and then they start thinking it over. Okay, now at that point, if you feel like "Hey, this might be what you're looking for," we can talk about possible next steps as far as different hearing aid options that could cause you to hear the best. Would that help
you if I did that for you? "No, would not." See, they won't do that. They're like, "Yeah, that would help." Okay, see how I'm getting that buy-in there? Now, why do we say "would that help you if we did that for you"? Who's qualifying to whom? "Would that help you if we did that for you?" What type of tone did I just use? Kind of like empathy. "Would that help you if we did that for you?" Okay, see, I'm using my tone. You with me so far? Okay, now there are other connection questions; there are
a couple more that we would ask, okay? But we don't have time to go through all of that today—situation questions. These help you and your prospect understand what their real situation is. Now, here's the problem: if we can't help the prospect understand what the real situation is—because remember we talked about most of them don’t really understand what the real situation is; they kind of understand, "I can't hear well," but they don't really understand the root causes of what causes that. They don't understand the consequences of what happens if they don't do anything about that. Would
we be right? Okay, so if we can't help the prospect understand... What their real situation is: how are you going to build a gap to where they want to be if they don't really understand where they're currently at? That would be really hard. But if you tell them what their situation is, what's that going to do? One ear out the other, because you're biased. You're the salesperson, right? So, I can't tell them. My questions allow them to, what? Tell themselves. And when a prospect tells themselves, it's true. When you tell them, maybe it's not true
because you're trying to sell them. See where we're going with this? Remember, we want to get the prospects to sell themselves rather than you trying to do all that work because you're not the one that has the problems. Again, remember: okay, now they're also to help you understand what the real situation is. Why do you need to understand the real situation? You know how best to help them. You know how to position everything else. If you don't understand the real situation, you are guessing, and guessing is not a very good strategy if you want to
really do well in sales and help more people. Okay, so these are very important questions, and these are more logical-based questions because we're finding out facts. So, these are more factual-based questions. There's not a lot of emotion in these yet; possibly, I can show you how to do that, though. Now, you had mentioned that you might see something on the form. Give me an example of what I might see on the form. Can you tell me—do I have the micro—or somebody tell me what would I maybe see on the form? Yeah, right there, ma'am. Can
you? Yeah. Do you have a hard time hearing your spouse? Okay, that's what they put on the form. Okay, I see on the form that you had mentioned you might be having some issues—your spouse might be having some issues—uh, you might have some issues with hearing your spouse. Can you tell me a little bit more about that? What tone did I just use? It's kind of a curious/concerned tone. Why would I use kind of a curious tone but a little bit concerned? Because this is your sale. It’s one of the most emotional things you can
sell: not having their hearing. It’s very, very emotional. Okay, so you've got to come across that you are concerned for them if this doesn't get solved. Because what if they don't get it solved? How is their life and their family's lives affected by that? Right? Big responsibility on your shoulders as a hearing specialist. A lot of it just depends on your communication skills, whether or not their life changes and their kids' lives change, and now they can have memories compared to them not having those memories. That stuff I take personally. I take that on my
shoulders like it’s my job to communicate that because if I can't, problems stay the same and nothing ever changes for that prospect. Okay, so I see here in the form that you had mentioned that you might be having some issues with, what else? Hearing in church? Can you tell me a little bit more about what's going on? Now, why would I want them to tell me more about that? Why not just accept that they're having issues hearing in church? Who cares? Pain! Yes, yes. What else? The preacher is quiet. Remember, what are the two biggest
emotional drivers that cause a human being to want to change? Pain, or the fear of future pain. If we cannot help our prospects relive their pain of those problems or have a fear of future pain, they don't feel any need to change. And if they don't feel any need to change, they're going to give you what? Objections. And they're not going to buy. Now, sometimes, when I’ve done these keynotes, somebody will come up to me and say, “Jeremy, I just have a hard time asking questions. I don't want them to feel pain.” Right? Some of
you might be thinking that. “I don't like to ask questions where they tell me their pain. I feel bad.” Can I make a suggestion to you? If you don't help them relive their pain, they will never feel any need to change. And if they don't feel any need to change, they're going to end up losing their hearing. And whose responsibility is that? Ours! That's ours! So, is it better to help them relive that pain where they want to change, or not have them feel any pain where they don't want to change, and then they end
up losing their hearing? See? Pain is good! Okay? Relive their pain or the fear of future pain. So, that's why I want them to—can you tell me a little bit more about that? And then, when they tell me more, I want to clarify and probe off that. I don't want to ask surface-level questions. So, besides the blank, what other hearing issues are you dealing with right now? So, give me an example of—if you said somebody said that they—okay, somebody said that they can't hear in church, and they start telling me all the issues that they
can't hear in church. Do I just want to stop at that? Why wouldn't I want to just stop with that and just go with that? Oh, the way we can solve it so you can hear in church is this way. Why would I not want to do that? Why would I want to keep finding more issues? What does that do to the gap? Way bigger! Because here's the thing: if you only help the prospect feel that they have one problem, what could happen there? They might think that they can solve that problem on their own,
possibly. But if I can help that prospect start to understand that they have two, three, four, five, or six other problems, and the gap is that big, even if there's one problem in there that they feel like they might be able to solve, they're still left with four problems that they know they cannot handle. So, they still buy. The more problems I can get the prospect to see that they have—not by telling them, but by my questions and helping them allow themselves to see that—that's when the bigger the gap becomes, and the more urgency there
is for them to want to change. There’s that word "change" again, which means they don't really give you many objections; and if they do give you a basic concern, it's very easy to help them overcome it because the gap is so big. Okay, you with me on that? What were you going to say there? Um, some of our questions are actually also about communication. Yeah. So, some of our questions are like, “Is the television too loud for your spouse or your family members?” Now walk me through this: when your spouse and family members are watching
TV and you've got it on, what volume do you put it on, Bill? How are they reacting to that? Rather than what was the question—the question you asked was close-ended. Well, I guess what I was getting at is not only bringing out their pain but bringing out the pain of the family. Yes, because not only do they want to move away from their pain, but they also don’t want their family to have the pain as well. So that's like a double whammy. That's really good. That's really good. Excellent, actually. So besides your TV being so
loud that your wife is throwing things at you and the kids don’t want to be in the room, what other hearing issues are you possibly dealing with? Well, I'm also dealing with... Okay, see what I'm doing there? Everybody with me on that? How I'm broadening that? I'm helping them find out—who am I helping find out what the real situation is? Their brain is now organized and certain about their situation, and now I'm certain about what issues and problems they have, so I know how to position everything else after this. Okay? If I don’t, I’m guessing
again, and guessing is not good. Okay, and how often is that actually happening, though? Okay, see? Repeat the actual problem. See, that's what we call a clarifying question. Now, why would I want to ask them? I'm getting into the weeds, but this is really important. Why would I ask them how often is that happening? Why on Earth would I want to know how long this has been going on for? It adds more pain. Why does it add more pain? Because then they realize that, man, this is bigger than I thought. Yes, he hit it right
on the head! If I don’t ask them how long it’s been going on, they don’t recognize that it’s been an issue or problem for a long time. They’ve really never thought about that, right? They’ve kind of thought about it, but when they start thinking about it, now they're like, “Holy crap! I've had this issue for seven years!” And it causes them to start questioning their way of thinking about not changing. See, everything I’m asking here is seeding what? Change. Change that it's far less risky for them to get the funds, get the hearing aids, and
their situation changes. They get what they want, then it is for them to do nothing at all—the problems stay the same, and nothing ever changes, which is more risky. See, remember, it all comes back to human beings. Selling is all about change, yet human beings don’t like change. So how do we help them overcome the fear of change? Everything I'm showing you here is seeding one thing: that it is far less risky to change than to stay the same overall. All right, starting to get sub-sized? Okay, now let’s keep going on now to probing questions.
Now, while they’re answering—and I did this with you, you probably noticed when you started talking—okay, I simply said, “Oh, how long has that been going on for?” What type of tone or concern did my facial expression communicate? How long has that been going on for? Why would I put my hand on my chest? What is that body language? It causes them to feel that I have empathy. I’m empathetic with it. Women are a lot better at doing that than men; we have to train men how to have more empathy. Women naturally have more empathy; use
that to your advantage. It helps your prospect. Okay, how long has that been going on for? Okay, remember, your tone is how they interpret your intention behind what you're saying and asking. Remember that example I did out here with the teenager? How it felt when I did this compared to this? Okay, all right, and then I might lean in and say, “Oh, so that’s been going on for seven years? Has that had an impact on you?” What if I said it this way: “So that’s been going on seven years? Has that had an impact on
you?” “Eh, not really.” I said the same words. What was the difference? The way I said it. So, you've been having this issue for seven years; has that had an impact on you? “Eh, it’s not that bad.” I mean, this has been going on for seven years. Has that had an impact on you? What did I just do? What was the difference? What did you feel? Emotion? Emotion? Concern? How did I do that? Because remember, I verbalized the question out loud, which causes the prospect to do what? Internalize and think deeper about what I'm asking.
And because I asked that in a concerned tone, they feel that I'm concerned for these consequences, which builds more trust. See how this all is relatable? Okay, all right, now problem awareness questions. Let's keep moving on here. I'm going to run out of time in three and a half hours, so problem awareness questions now that we understand their real situation. Now, there are other situational questions that we would do for your industry when I have more time with you guys, but once I understand their real situation and they understand it, what do I have to
do? I have to start building that gap even more. I'm mainly doing that in what's called problem awareness questions. Now this is helping them understand what the real problems are, but more importantly, what is the root cause? What's causing the problem? See, most salespeople can get a prospect to tell them one problem. Remember, I want to have them tell me three, four, five problems, but more importantly, I want them to understand what the root cause of those problems are, and then, more importantly, how those problems are affecting them personally. Why would I need them to
understand how their problems are affecting them and their family's lives personally? What does that do? It adds pain; it adds a lot of pain. What else does it do? Somebody tell me—it makes it personal. It makes it specific to them. Yes, their mind is certain. Remember, objections are triggered because of uncertainty. Uncertainty is triggered by the salesperson, not the prospect. If we can't keep them engaged, we lose them. They start thinking about the weather; they start thinking about the dry cleaning they have to pick up, and they tune out. In the end, they don't have
certainty; that's why they delay making decisions. Okay, all right, let's take a look at a few problem awareness questions. Now, let’s say, in this example, that they already have hearing aids. Do you ever get that where they come in with hearing aids? They've already had hearing aids—maybe they've had them for 10 or 15 years. Maybe they're in their mid-80s or 90s; they've already had hearing aids. Okay, yeah, that happens. So what would I want to do? I mean, you've had XYZ hearing aids for the last three to five years. I mean, those are fairly decent.
I mean, besides blank, what’s caused you to feel like those aren’t good enough for you? What caused you to feel like you might want to look at something else? What caused you to feel like you might want something better? Now, why on earth would I ask that question that way? Because you might have been taught, “Can you tell me a couple of problems you're having with your hearing aids?” Have you ever asked a question like that? Now, if they're a laydown, they're probably going to open up to you. But what if they're not a laydown
sale? What do they say? Nothing. “They're great.” “Oh, they're not that bad. They're pretty good.” But why would they say that, even though they booked an appointment to come see you? It’s a very sterile line of questioning. Yes, it’s vague, and it’s too generalized, so I'm going to get surface-level, vague answers. But see how this is specific? Okay, so you’ve had XYZ hearing aids for the last three years. I mean, those are fairly decent. Now, why would I say those are fairly decent? Why wouldn’t I say those are great hearing aids? I don’t need to
reinforce it, but I also don’t want to say those hearing aids are horrible. So why would I say those are fairly decent? What did I just seed in your mind when I said those are fairly decent? What would I seed in your mind? Doubt. Do you see? Because if I said those hearing aids are horrible, they might say, “Well, they’re not that bad,” and they get defensive, and what did I just trigger? The wall. Oh my gosh! But if I’m like, “Yeah, those are fairly decent,” I mean, see how I seeded that simply by using
my tone? That’s more of a skeptical tone that’s underneath challenging. I don’t want to go too far in the weeds, but see how I can seed doubt and not trigger sales resistance from them simply by using my tone and change it to a more neutral statement? “Yeah, those are fairly decent.” So I just triggered doubt in their mind that I might know something about those hearing aids that might not be so good that they don’t know, and what does that cause them to do? Question. Could be more open to what I’m offering, but it mainly
seeds doubt. See how I’m constantly seeding doubt, but in a way that opens them up that doesn’t trigger sales resistance? Okay, now why would I say, “What’s caused you to feel like you might want something better?” or “What’s caused you to feel…?” Why would I say “feel”? Why would I say “think”? Remember: Emotion. Well, the reason why I feel like they’re—and now they start telling me why they want to change, but more importantly, who are they telling? Why they want to change? Themselves. See how we’re getting the prospects? To do all the work rather than
you do all the work, okay? There's more to this; just showing you a few basic examples. Okay, now let's keep moving on. Here's another one: instead of that question, let's say I could ask it this way. Now, this is just a different example of it. Okay, now to ask this question, you have to really learn tonality. Remember the skills game, and you have to learn verbal pacing. 'Cause what if I asked this question back here like this? I mean, you've got XYZ hearing aids. You've had those the last three years; they're fairly decent besides not
being able to hear so well. What's caused you to feel like you might want something different? Oh, I'm just kind of looking around. Why? When I ask the question too fast, the prospect's going to give me a knee-jerk, surface-level answer. I give them no time to internalize. Do you see the difference? Same thing here: so are you 100% satisfied with the results you've been getting? So, are you 100% satisfied with the results you're getting from those hearing aids? What did I trigger? What did I seed? Why would I say 100%? Why not say, "Are you
satisfied with those hearing aids?" Yeah, they're pretty good. But when I add in the word, when I add in 100%, why would I say 100%? Because nobody likes 100% of what they have. Think about the person you're married to or dating in a long-term relationship. In the first couple months, you thought they were the angels on high; they do nothing wrong, they're so perfect, I love them so much. And six months later, you're like, "I don't really like when they do that; it's so annoying." See, you're human. You will never like 100% of anything you
have or buy. There's always something you want changed or better. So if I simply put in the word 100%, it changes what they think. They might like those, but if I simply say 100%, more than likely, they're going to say, "Well, I wouldn't say 100%." Not 100%. What don't you like? Watch what I do here. So, are you 100% satisfied with the results you're getting from those? What type of tone did I use? Kind of skeptical, concerned. Okay, now see my facial expressions? Well, I mean, they're good, but I wouldn’t say 100%. Not 100%. What
did I trigger? If I don't use 100%, they're either going to say yes or no. But if I say 100%, they start to internalize doubt, that there's something they don't like. "Well, I don't like..." What would they maybe say they don't like? Give me an example: noise. "I can't understand a noise. I can't understand noises when I go into a room and there's music." They could say that, whereas before they might have said, "No, they're pretty good." Right? Because when I say 100%, it causes them to think about things they don't like. "Hold on, not
100%. What don't you like? Well, I mean, don't get me wrong, they work pretty good, but I've noticed..." and they start to tell me something they don't like. And who are they also telling? Themselves. Okay? This is how we get the prospect to persuade themselves that they want to change. Let's keep going here. Okay, how about conducting the hearing test? Okay, I took this from some of the stuff that Jared sent me on this. Okay, now some of this you're just talking here real quick, but I want to show you a few things. So the
next step is to test your hearing. Now, if I don't pronounce this right, don't get angry at me. Okay? The numbers at the top are the tones. Now, from left to right, they go from low tones to high tones, kind of like the keys of a piano. Now, the numbers on the side are volume levels in the forms of decibels. As the numbers get smaller, the sounds get softer. So we're going to play sounds softer and softer. Mark where you barely hear those sounds. What? I be right? We're right on pace. I've just taken this
from some of the scripts. Okay, now here's where I want to start seeding doubt. Doubt that they might have problems that they didn't know they had. Okay, all I can do when I'm talking is change my tone to trigger that if I'm just reading the words. Okay, now right here at zero, this is what is considered 20/20 in the hearing world. If the marks—if the marks were you barely hear in the green area—well, you're doing okay for now, for sure. Now I added in the word "now." You're doing okay for now. Yeah, what does that
do? What does that seed? Seeds of doubt for their future and the permanence of their hearing as it is. Yeah, because if I don't put in the word "now," you're doing okay for now. That doesn't really seed that there could be problems down the road if they don't, what? Do something about it now? You see, I'm seeding that just by putting in, "You're doing okay for now." And what type of tone did I just use? Concerned. 'Cause if I don't do that—where you barely hear in the green area—that means you're doing okay for now for
sure. That doesn't say anything; just a straight monotone voice. But the concerned tone seeds that there could be future problems. That triggers doubt. See what I'm doing here? Okay, now if those marks—now, if those marks are from this point, though, to this point, that's one of the biggest reasons why people come to… Us wanting hearing aids. This is where we can help you the most. Now, why did I sigh at the beginning of that? Now, if those marks are at this point to this point, what does that sigh do? A little bit of pain? Add
a little pain, a little bit more doubt. Okay. Now, why would I say this is one of the biggest reasons why people come to us wanting hearing aids? What does that do to my status? Does it raise it or does it lower it? It raises it. Why does it raise it? Because you handle this problem every single day; you obviously must be really good at it. Yeah, this is probably one of the biggest reasons why people come to us wanting hearing aids, and this is where we can help you actually the most. Okay, now let's
keep going here. Now, once you fall into this red area, it just becomes a question of how much can we actually help you at that point. What did I just see? Now, if it falls into this red area, it just becomes a question of how much we can even help you at that point—fear of future pain. What am I triggering? What am I seeding? Fear. Fear of future pain, right? Fear of pain. Right now, I'm seeding all of that. Ur, okay, sense of urgency. See how I'm doing everything with the way I'm shifting my tone?
I'm using the same words on your script; I'm just shifting my tonality. Okay, now I would tweak some of these things on the script, but just by changing my tone, I can trigger different reactions. Okay, now this last one here—because I didn't put it on here—can we raise that up where it says, "if your hearing gets into this profound range"? Jared, do you mind just putting that note on there? Um, go back; it could be trouble. Okay, can you just go back to it? I'll make something up. What's the next one? Now, once you get
into this profound range, now what does profound mean? I read that, and I'm like, what do they mean by profound? I didn't Google it. What does profound mean? Profound, in most states, is legally... Would your prospect know what that meant, though? Profound was explained? Ah, okay. Be careful about using words that are industry lingo—words that most—if you said, "Oh, if your hearing gets into this profound range," I'd be like, "I don't know what the hell that means," and I'm triggering what? Uncertainty. Okay, so I want to make that clear. Now, if your hearing gets into
this range, it's extremely hard for us to even do anything because that means you're... well, you're deaf, and there's not much we can do for you, okay? Or something like that. I can't see what I put in my notes here. Okay, let's keep going here. Now, at this point, I want to do a few things. This is called an identity frame. Okay, I saw in your script you like to do price conditioning, which I love. So what I just did, real quick, on the plane over here, is I tied your price conditioning into what's called
an identity frame. Okay? Remember, I talked about learning how to frame the prospect's way of thinking—that allows their situation to stay the same. I also can frame their way of thinking that allows them to want to change. So, after I do that, so you know, good for you for looking at doing this. Now, I mean, I talk to a lot of people, and you know, some just don't really mind waiting until their hearing is in this range, and then they have to spend like 12,000, 15,000-plus on hearing aids. And then guess what happens? Yeah, they
still can't even hear very well. So good for you for looking into doing this now. Now, what did that identity frame do? Where did I help reframe their way of thinking on doing what? Doing this now. So let me do this again, because there's going to be a question you're going to ask right after it. So, you know, good for you for you guys looking at doing this now. I mean, I talk to a lot of people, and you know, some people, they just don't really mind waiting until their hearing is, you know, in this
range, and then they have to spend 12,000, 15,000-plus on hearing aids, and then they still can't even hear very well. I applaud you. How come this is so important to you now, though? Now, why would I sigh there? And you know some people—why would I sigh there? What does that communicate? What does it communicate? That you see this happen all the time. Okay, now what am I also communicating? They don't mind waiting until their hearing is in this range, and then they have to spend 12,000-plus on hearing aids, and then they can't even... Yeah, exactly,
they can't even hear very well. What I do with the price conditioning? See, I tied in your price conditioning. Now, that's what you guys had on your script—like 10,000, 12,000, 15,000. How much are your hearing aids normally? How much are the most expensive hearing aids? Oh, where did you get 15,000? It was on your script; it exists. Okay, okay, so see how I'm price conditioning? I'm just putting it right in the identity frame. Now, see that? It seeds in their mind the fear of future pain if they don't change now. So I'm seeding that with
their identity. Okay? Here's your text with perfect punctuation: "Here, I mean, for you, how come this is so important to you now? Though now, why would I say emphasize the word 'this'? Where does their brain go? What is this so for you? Why is this so important to you now, though? Problem. What is this? The problems? Okay, well, the reason why this is so important now is that they start telling you why it's so important now. But who, more importantly, are they telling? Themselves. Now, see how I can totally flip this and focus on it
and get their mind to think differently? I mean, for you, how come this is so important to you now, though? Now, what did I get their mind to focus on now? Yeah, it's a timing thing. See, I can—I ask the same exact question, but notice the verbal pauses—those three periods—and then I emphasize the word 'can.' This can completely change what the prospect thinks. For you, how come this is so important to you now, though? I mean, you certainly sound motivated, but for you, why is this so important to you now? Though, I can completely shift
your way of thinking by using verbal pausing and emphasizing certain words. Some of you look like I just ran over you. Does that make sense to everybody? You have any questions on that? I can show you. Okay, all right, let's move on. Now, there are other proactive questions that you'll ask. I'm just showing you a few of these here. Now, solution awareness questions. See, once I've helped them understand what their real situation is, I've built a gap. I've helped them find three, four, five problems they didn't realize they had. That's not enough to make the
sale. I also have to get them to see and feel what the future looks like once the newfound problems are solved. Why do I have to do that? Some of you might have heard of future pacing. Right? Why do I have to get them to see and feel what their future looks like once the newfound problems are solved? What does that trigger in their mind? Certainty. Because if I only help them see they have problems but they don't see how I can solve those, why would they buy? I've also got to get them to see
and feel—more importantly, feel—how their life is different once they can actually hear. Now, why would I have to do that? Can somebody tell me why? For me, to make the most sales I can, to help the most people, I've got to get them to see what their future looks like once the problem is solved and they can hear. Right here, committed to doing something about the problem. Well, they can see what it feels like—they feel what the future looks like—and that causes more what? Urgency to change. See, it's all about—it all comes back to the
word 'change.' Everything that we're doing here. Now, I'm going to show you this. This is what I saw in your script. This is not a bad question; I just want to reword it. So I saw in it, if you don't mind me asking, has there been any particular reason why you haven't done anything about this sooner? When you ask that question, typically, what type of answer do you get? Lazy? Oh, I've just been kind of lazy about it. Oh, I just kind of—what? You got them in the right spot. They'll really give you some power.
Some people will, yeah. But why not get—ask that at the right time? Yeah, but why not get everybody to that spot? That's what I'm trying to say. What's that? Expensive? So, they're just—some of them are opening up, right? The easy ones. People, companies typically don't hire us to train you how to sell to the easy ones. They typically hire us to be able to train to the other 95%, to be able to sell to them. I don't have an issue, right? Or they might say, 'Well, I just didn't think I had an issue.' Surface level.
Now, if I relanguage it, though, to this—so now watch my tonality, watch my facial expressions. So, before you came in, were you out there looking for hearing aids so you can get your hearing back, or what were you doing to make sure you could really hear your grandkids? Now, I'm going to get one of two answers, typically, or maybe three answers. They might say, 'What? Oh, no, we haven't done anything.' Now, do I just want to go, 'Okay' and go to the next service level question? I want to, 'Oh, what's prevented you, though? Oh, what's
held you back?' Why would I want to ask that question there? Oh, what's prevented you from doing that? Why do I want to ask that question in that tone? Objection. Okay, what else? Somebody else? Somebody else back here? Yes, what's that? It's not a yes or no answer; it's an open question. It's an opening question. If I'm asking, 'Is there any particular reason?' They could say, 'No, not really. No, I just haven't looked at it yet. I didn't think I had a problem to surface.' But I'm asking more of an open question here. Now, so
they say, 'What, I mean, what's prevented you from doing anything about it?' See how I want to challenge their way of thinking? That's what allows the problems to stay the same. Now, I can't use a challenging tone in the first couple of minutes because I haven't built a gap. But at this point, can I ask some challenging questions more? Now, I'm not being mean. Oh, what's held you back? It's kind of like a challenging concern." Tone right? Can I ask more challenging questions at this point after I've built a gap, and they feel crazy problems?
Yes? Okay, because they're already open. "Oh, what's held you back, or what's prevented you from doing anything about it? What's prevented you from doing that though?" Well, and then they tell me. Now, they could say this: I could ask the same question; they could say, "Yeah, we've looked into it." Right? Now, some might say, "Yeah, we looked into this hearing aid; we went to this, you know, company." Would they say that too? Or they might be more vague and they're like, "Yeah, we've looked into it." Now, what would I want to ask next? Because do
I really understand what they mean by "Yeah, we've looked into it"? "Yeah, we've looked at some different options." What does that even mean? Why would I want to find out who they've looked at or what options they've looked at? Why? What would that help me understand? Over here, you guys have been quiet. What's going on? Give them some Starbucks; would that help you understand what steps they've taken so far? Yeah, because what I want to understand is if I'm going through different hearing aid options and they told me, "Well, yeah," and I said, "Who are
you actually looking at, or who did you actually meet?" Well, we talked to this company and that company. "Oh, those are fairly decent companies. What held you back from going with them?" Well, the reason why I didn't go with them is because of X and because of Y and because of Z. Now, what do I know? I know probably what their concerns or objections are. Do I want to know what their concerns or objections are before they give them to me? Why? So I can prevent them from happening in their mind. Remember I talked about
in the beginning whether you were born with advanced objection prevention skills? Do you see top 1% salespeople? We're not necessarily focused on objection handling. Do you know what we're focused on? How do we prevent the objection from happening in their mind? Do you guys love objections? Do you just starve for them? Like, "Oh, I hope they give me the 'think it over' and do more research, and they need to talk to their spouse," all in the first 30 minutes so I can spend an extra hour with them and then hope and pray it's going to
work out? No, you don't like it; it burns you out, right? You have anxiety on a Friday when they said they need to think about it and you're supposed to meet with them on Monday, and you're like, "I hope they buy. I hope they buy. I hope they buy," don't you? So I don't want to have— I want to have control of that to help the prospect. That doesn't mean you're never going to get an objection, but if I can prevent 50 to 70% of the objections you get, now, by default, I'm going to make
far more sales, okay? It just all adds up here. So, "Oh, we talked with company X." Oh, that's a fairly decent company. "What held you back from going with them?" Remember, that's fairly decent. Now, if I've already used "fairly decent" a few times, am I going to use it there? Yeah, I mean, they're not that bad. "What held you back from going with them?" See, I can just switch it. "Yeah, they're not that bad. What held you back from going with them?" See, I'm seating the same thing—doubt that that might not be good. Okay, all
right, let's keep going. There's other things we have to ask there. Now, let's say in this example, here's where we're going to get them to focus on the future. So let's say that we come in, you know, we get you the right hearing aids, like we do with other clients. Besides you being able to, you know, hear your grandkids, and like you mentioned, like be a part of them growing up— I mean, how do you see these benefiting you the most, though? Now, what did I just do? I repeated back the things they said they
wanted, but I'm also finding out what, besides those things, how they see it helping them the most, though. Do I want them to tell themselves, to me, three, four, five, six, seven ways that these hearing aids are going to help them the most, or just one way? What's going to build the bigger gap? What's going to cause them to have more urgency to change? The more things they see and feel how it's going to help them, the more likely they are to buy. Well, I also see it help me with, like, when I go to
concerts and I'm having a hard time. Like, I don’t— or whatever they say. See how they're telling themselves how they see your solution helping them the most? Is that something you possibly want them to tell themselves? Because if you tell them, "Oh, well, our patients, they see increases in this, this, and this," that goes in one ear and out the other, 'cause you're biased; you're the salesperson trying to sell them something. Okay, let's keep going here. Now, they're going to give me logical answers if I ask that question, "Besides blank, how do you see this
benefiting you the most?" What would a prospect maybe say? Give me some logical-based answers. Somebody over here, because they're going to tell, "Oh, it would help me with this; it would help me with that." How about this table? What would an average prospect say? "Well, it would help me hear better." "Help me..." Okay, but we already said, "Besides you being able to…” Hear your grandkids, and you're just repeating back what they said. How do you see that helping you the most? I'd be happier. With what way? Well, just with my ability to communicate with my
family. Yeah, then they gave me the logical answer: I'd be happier. Still kind of vague, still kind of surface level. So then I've got to get them to emotionally connect. Okay, but being able to have that with your family, what would that do for you? What would it do for you personally? Well, it would get rid of a lot of the stress that me and my life have been having. How long have you had that stress in your life? A long time. What's it doing to you? It’s hurting our marriage. In what way? Well, we
just feel like I don’t even know her anymore. Yeah, how does your spouse feel about you being able to hear her better? She wants me to. Yeah, okay. Now, why did I lower my tone in that concerned tone when I said, "What would that do for you personally?" Why would I lower my tone? Empathy. It’s the same thing again. Okay, then he tells me something, and what did I do? I probed off that. See, it’s like peeling layers off an onion. The more layers you help peel off the onion, the more likely the prospect wants
to change. The fewer layers you peel off, the less likely they want to change. Everybody's starting to get this now. Okay, now let's keep going here. Then I'm going to ask, I might ask a second solution regarding this question. Okay, but how would it be different, though? I mean, you being able to hear your family like you did 20 years ago, how do you see your life being? I don’t know. Like, how would it be different than it is now, though? Now, what does that question do? What does that cause them to see and feel?
See the future and feel. See what the future looks like once newfound problems are solved. Now, if I said it too fast, how would it be different, though, you being able to hear your family like you did a long time ago? How would your life be different than it is now? Oh, I don’t know. I’m sure it would be good. You’re just going to get vague answers—surface level. Pay attention to my verbal pacing. Pay attention to where my face goes, how I’m acting like I’m thinking about what I’m going to ask. Why would I want
to look up and act like I’m thinking deeply about the question I want to ask? What does that cause in the prospect's mind? It causes them to feel like I’m about to ask them a deeper question, a thought-out question, which causes them to give me a deeper answer. You see where we're going here? How would it be different, though? I mean, you being able to hear like you were 25 years ago, how would your life be? I don’t know. Like, how would it be maybe different than it is now? Well, the reason why—oh, I mean,
it would just be... See? And they start emotionally opening up, okay? Now, have you ever received an email or a phone call from a prospect you met with, and they say something like this: "Hey, we really liked you and what you guys have had to say. We really liked it, but we decided it’s just not a good time for this right now. But, uh, we’ll get back to you. Ready? Keep in touch." Raise your hand if you’ve ever gotten something like that. Well, what are you going to do now? Argue with them, tell them why
they're making a mistake and why they need to get the hearing aids? How often does that work? Well, it's a numbers game. It works sometimes, right? It’s like golf. Who in here plays golf? Okay, it’s like your golf game, right? Seventeen holes you were not that good, but on that one hole, those couple of shots cause you to get this adrenaline rush, and so you keep going back and doing what? Playing golf, right? Same with sales. We get that one sale out of 20 that works, but it’s a numbers game, so we keep using it
because we get that adrenaline rush, that dopamine. Okay, I just want it to work most of the time because I can help more people. So if we get this, what’s the first thing we have to do? Get them to what? Get them to let their guard down. To tell me what their real concern is because is that their real concern—that it’s not a good time to hear a sales representative? Is that what they’re saying? It’s just not a good time for me to hear? Yeah, it’ll be better for me to hear in 10 years. See,
that’s not a concern; that’s just them being nice to you. They have an objection; they just don’t want to tell you. So, I’ve got to get them to let their guard down. So, what can I do now? First, I want to call them. If I get an email, I want to call them first. Why would I want to call rather than just email them back? It’s more personal. More personal, and I can hear how they respond. I can hear their tonality; I can read their tonality. Okay, right? Which is kind of out of the subject
here. Now, if I can’t get a hold of them, I can email them that or text them that. So the first thing I’m going to do if they answer the phone: "Hey, hey, Bobby..." I got your email. Hey, that's not a problem. Um, can I, um, can I ask you something, though? Sure, why would—okay, this, this is kind of in the weeds, but why would I say, "Can I, um, can I ask you something, though?" Why wouldn't I say, "Let me ask you a question, though," and then ask the question? I need to get their
permission, can I? Yeah, let me ask you a question. What? And then you just bowl over with them. Be careful about saying, "Let me ask you a question," just asking a question, because your prospects will, most of them, feel—unless they're laid down—that you're just bowling over them. Okay, so can I, um, can I ask you something? Sure, go ahead. What did I just see? Just by my tone there, that what I'm about to ask him is really important. So like, "Yeah, sure, go ahead." How can I communicate to you that you might be making a
mistake without you getting upset with me? Oh sure, I wouldn't get upset with you. What do you have in mind? Let me do this again. Pay attention to my tonality, pay attention to my facial expressions. How can I communicate to you that you might be making a mistake without you getting upset with me? Well, I wouldn't get upset with you. What do you have in mind? Now, what if I did it this way? Can I ask you something? Sure, go ahead. How can I communicate to you that you're making a mistake without you getting mad
at me? Well, Jeremy, I know it's just a big decision, we don't have much money. What was the difference? I said the same words. What was the difference? The second one, you came off as a know-it-all, and I'm going to trigger defensiveness. But the first one, how did I come across? That I'm concerned for their consequences if they don't do anything about this. Every time your PR—like, "Sure, what do you have in mind?"—and then it doesn't stop there. See, now I've got them re-engaged. I can't tell you how many sales I won because of things
like this when I was in my 18-year sales career. I cannot tell you how many prospects sent emails or something like that, and just by doing something like this, I re-engaged them, and then they bought. Okay, now then I've got to loop back around after I've said this: that you might be making a mistake without you getting upset. Sure, go ahead, Jeremy. Then I'm going to use what's called a consequence question. Now, this is just a kind of generalized one that I put together. We're going to come up with a few for your industry here
in the next few minutes. So I'm going, I mean, what if you don't do anything about this and your hearing keeps getting worse? How are you going to be able to hear your kids at that point? What happens if you don't do anything about this and your hearing keeps getting worse like it has been, and now you can't even hear your grandkids anymore? Now, what tone did I start with? Challenging. And what tone did I end with? Concerned. Oh, okay. There's some questions you can start with one tone and end with the other—just threw a
little changeup for you. Why would I want to start off with a challenging tone? What if you don't do anything about this? Why would I want to start off with a challenging tone in that context? It makes them think. Okay, yeah, it makes them think. What else? I want to trigger their emotions. So in that context, if I talk a little bit faster with a challenging tone, I trigger their emotional drivers. What if you don't do anything about this and your hearing keeps getting worse like it has been, and now you can't even hear your
grandkids at that point? Now, why would I want to end with a concerned tone, though? That pain, anybody out here? Why would I want to have the concerned tone? Remember, your tone is how the prospects interpret the meaning behind why you're asking that. If they feel you're concerned for this happening, what am I doing? I'm building more trust. I'm pulling them back in. They're pulling me back in. Okay, now give me an example of what you would put here. What if you don't do anything about this and repeat back some of the issues? Somebody tell
me. We're going to come up with a couple right here on the spot. You lose your job. What if you don't do anything about this? Your—what I say—your hearing keeps getting worse. What would I say? Just give me something as personal as possible with your last sale. What if you don't do anything about this and your hearing keeps decreasing, and your boss decides he can no longer have you on the job because you can't hear the trucks around you? Okay, good, but I want to narrow that down—your ability. Okay, good. Now, would the average prospect
understand what you meant by that fully? They would if of—are you sure? Because you explained that before. What other words could I use that meant the same thing that every prospect would feel more than just hear? Like, really big words—what? Your understanding of speech. Okay, but I want to make it sound like it’s kind of bad. Understanding of speech is kind of like your brain shrinks. Okay, well, let's come up with words—so we're right on the path. Keep here with this, gentlemen. You're on the right path, but I want to use words that trigger emotional
drivers, not just words that are like industry-specific. Words that may or may not mean much to the prospect compared to what they mean to you—because you understand all this; they don’t. They understand this much compared to you, right? What if you don’t do anything about this? Think about your last prospect. Instead of saying your cognitive… what did you say? I didn’t forget. Wait, what? Sorry, what if you don't do anything about this? Just think about one of your last prospects that bought from you. What was their problem and the consequence if they didn’t buy? Um,
their memories are going to keep declining. Okay, and they said, "Why was having their memory so important to them?" Now because they… why not keep pushing it down the road? Hope it improves? Uh, mostly spouses or they were getting upset or something. What if you don’t do anything about this? And what if, in the words, your spouse leaves? What if you don’t do anything about this and Mary feels like you’re not understanding her, and she ends up leaving you? That could be right, but do you see… hold on, I want to make sure everybody understands
this. This is really important. Am I going to use this consequence question right here on every single prospect I talk to? No. Why not? Because they don’t feel like you understand their unique situation. I have to plug in what they said they wanted; I have to plug in what they said—not just a cookie-cutter consequence question. That was a really good one. Let’s go with somebody else, with another one. Somebody over here that hasn’t talked—right back there. What if you don’t do anything about this and you develop dementia? What if you don’t do anything about this
and you start getting dementia? What would your family do at that point? Memory care facilities are $8,000 to $9,000 a month. Oh, I understand! One pair of hearing aids can keep you out of it. Yeah, what if you don’t do anything about this? You start getting dementia, and now they have to put you in a memory care facility? I mean, what would be going on with your family at that point? See how I can literally change the consequence question based on the answers the prospect gave me? Let’s do one more real quick: their pain and
their consequence. You get exploited? I’m not exploiting it; I’m helping them relive their pain. I have to help them see what the consequences are if they don’t do anything about solving it. Right there in the back of the room, yes. We would want to plug that in—you know you're not able to… and you repeat back some of the tasks rather than cognitive function. Because I’m going to say the average prospect doesn’t necessarily understand what that means compared to what you understand that means. So we have to speak in their… we have to humanize it, if
that makes sense. Okay, that’s what I mean. That’s really good back there. Okay, good. Okay, now let’s say if they come like, “Oh no, I definitely have to do something.” Okay, here’s a way I can pull them back in: “Well, I mean, you certainly sound motivated, but for you, why look at doing this now? I mean, why not push it down the road like a lot of people do, who end up losing their hearing?” Now, what did I just do there? “Well, you certainly… no, I know I definitely need to do something.” “Well, for you,
I mean, you certainly sound motivated, but why look at doing this now? I mean, why not push it down the road like a lot of people do, who end up…” What’s a negative thing they don’t want? Losing their hearing. But be as specific as possible to the last prospect you sold to. What was their main problem? Like, the main thing they wanted to change, rather than just… you’ve got to repeat back a negative consequence where they’re like, “Oh, I don’t want to be like that”—losing the confidence of the people who you work with because they
can’t trust that you’re going to hear their instruction, rather than just pushing it down the road. And now the people you work with don’t even trust that you understand them, if that was the thing. See how I can plug that in? Now, do I want to say two paragraphs of that? No, because then that would dilute the emotion out of the question. It’s too long; it’s fluffy. Don’t ask fluffy questions where you ask two or three questions in one. Who’s guilty of asking two or three questions in one question, and then the prospect just answers
one of the three questions you asked? Whose responsibility is that? See what we’re doing? Okay, well, the reason why I have to do this now is… Okay, now I’m not going to go through your presentations; I’ll let you guys look at that. Now, we don’t have time for that, but after I go through the presentations—after I… now when you go through hearing aid options, are you typically showing them one option, three options? What are you typically doing on average, just so I understand? Try to narrow down to a couple of options that are most applicable
to them. Who’s talking back there? That’s me. Oh, okay, okay. I’m like, “Where’s he at?” So, two to three different options. Okay, so after I show them the two to three options, I might lean in and say, “Do you feel like this could be the answer for you?” Or… now… At this point, I'm going to get one of two answers: do you feel like this could be the answer for you? Yeah, I do. Or they're going to say, "I do, but..." and they're going to tell me their concern. "I do, but I just don't know
if I have the money for it." So in the presales, you would have already brought up the money for the hearing aids and all that stuff before this. Okay, so they're going to say, "I do, but..." and then they're going to tell you their concern. Do we want to know their concern right here, or just try to guess it? Yeah, we want to know now. Now let's say if they're like, "I really do, but I just don't know if I have the $9,000." Well, money aside, why do you feel like it is, though? Why wouldn't
I try to overcome the money objection right there? Why would we say, "Well, money aside, why do you feel like it is, though?" Well, the reason why I feel like it's going to help me is because of A, B, C, D. Is it now easier for them—me to come back after they tell themselves why they're looking for to help them overcome the money concern? See how I want to wait? "Well, money aside, why do you feel like it is, though?" Now, if they don't raise a concern, hold on. Why do you feel like it is,
though? Well, the reason why I feel like it, and then they start telling me and themselves why they feel like it's what they're looking for. See how we're getting them to do all the work and sell themselves? Now, more than likely, what I would do for your industry is ask it in this way. So let's say I show them three options and I'm going to say, "Which of these would you maybe lean more towards?" Right? So if I'm showing two or three options, "Which of these do you feel like would help you the most, or
which of these would you possibly lean more towards?" And they pick one. Why would I want to say, "Well, what caused you to pick that one over the others?" "Oh, I didn't think you'd pick that one. What caused you to pick that one over X and Z?" Well, the reason why I— and what are they doing? Telling themselves why this is what they're looking for. See? Okay, you're starting to get it now. At this point, I might even ask, "Well, what specific aspects have we gone over do you feel like are really going to help
you the most, though?" That might be another commitment question I ask. And then I've got to tell them what the next steps are. Do I want to get to the end and be like, "Well, what do you think?" "Well, get back to me. You want to email me? You want to get back to me next week and let me know what you want to do?" No, you're not going to make many sales doing that. Okay, so I've got to tell them what the next steps are. "Well, I don't really have anything else to go over
with you. It looks like we covered the basis of what you're looking for to make sure you get your hearing back. Really, the next step would be we'd make some type of arrangement for your blank." You can use "blank" or "blank." And then at that point, we would— and then you repeat back what the next step is. What is the next step after they pay? Somebody back here—what's the next step right here? I mean, one thing I always use, especially if it's about the money, I say, "Well, if it's really about the money, what we
can do is I'll give an extra $500 off." Go with purple polka dots, try to get away with those, and then usually, "Oh no, I definitely don't want those." Well, go back to the— "Okay, I got you." So the point is we’re telling them what the next step would be. So what would the next step be? Don't say money. Okay, so what are you saying? If we sold it, we got to pick a color for—yeah, really, the next step is we would pick the colors you want. Now, do you want pink polka dots or what
do you want? Playful tones—get some laughter. Get some laughing! And then at that point, we would set a date for them to come in. Set a date for you to come in, and then I'm going to ask, "Would that be appropriate? Would that help you? Would that be appropriate?" Just like that. That's it! Would that be appropriate? Okay, just like that. Now, you want me to show you how to help prevent the spouse objection? We've got about 15 to 18 more minutes. Let me show you a few things—just kind of odd, just things all over
the place here. Okay, now the main thing I want to do with the spouse objection is prevent it. So if I can start seeding that from the very first part of that conversation, by the time I get to the end, I help really reduce the likelihood of me getting that. Okay, so I might say, "So if they start talking about their hearing being bad, what would be a question I'd probably want to ask?" Oh, now let’s say the spouse isn’t there, right? So what would I say? "How does your spouse feel about you losing your
hearing?" Why would I want to ask that? How does your spouse feel about you losing…? Your hearing. How does your spouse feel about you not being able to be in the same room with your kids anymore? Now, what would she or he probably say to that? Nope, she—she doesn't care about my hearing. What would they probably say? What at all about yes? So that's the first part. So if he—let's say it's a he in this example; let's say Dan starts telling me that Cindy gripes about it all the time. She's sick and tired of him—his
hearing. It's harder for him. This is just one thing; it's harder for him to then come back and then, like, “Well, I need to talk it over with her.” It's just harder because he's already saying that she wants him to change. Now, I could follow up with this: "Well, I mean, did she..." Now let's say if they're like, “Oh, I don't know; she doesn't even really care about it.” Would you maybe get that answer? Sometimes they might say, “Oh, I don't know; I don't even think she cares about it.” Then I might lean in: “I
mean, does she want you to get hearing aids so you can start listening to her again? Does she want you to keep not being able to hear in the family?" And what type of tone did I use? A concerned tone. See, it's just a way I come back with that question in case they say, “Oh, well, you know, he or she—I don't think they really care about it.” I mean, does she want you to keep losing your hearing, or would she rather have you hear? Oh, well, yeah, don’t get me wrong; she’d rather have me
hear. See, I'm triggering that. Okay, now let's say I could also use this towards the end. Now, I wouldn't necessarily use this one in the middle; this is only for certain situations. But what if they say, "I'm going to go talk with my spouse; I need to talk it over." Well, my concern for you is, what if you go to her and she doesn't want you to get the funds for the hearing aids so you can start hearing again? I mean, how would you ever be able to hear your grandkids without the hearing aids? My
concern is, what if you go to her, and she doesn't want you to get the funding for the hearing aids? How are you going to be able to actually still go back to work? It's the “how to” question. Now, what does that question get him or her to think of? How is this ever going to change if I don't do anything? Okay, now there’s other context that we’ll go through; there’s more trends. I’ve got to speed this up a little bit. Now, I could also do this—let’s say after the first thing—did you ever because you
typically want the spouse to come in. Are they sometimes in the waiting room? Okay, so you want them to come in. Here’s how you do it: "Would it help you if we brought your spouse in here to go over the results and different options so you can get your hearing back? Because I don’t want you sleeping on the couch tonight because you haven’t let her know that you’re losing your hearing, Bob." Now, what does that do? What was that? A playful tone. Right? Why would I use a playful tone at the end? To get him
laughing. Now notice what I said there: "Would it help you?" Not, "Hey, do you want your spouse to—can you have your spouse come in here because I need both of you to make the decision?" How does that help them? See, I've got to frame it in a way where he or she feels like it helps them to have the spouse involved—not helps you close the deal. There’s a big difference there. "Would it help you if we brought Cindy in to go over the results and some different options? Because I don't want you sleeping on the
couch tonight because you haven't told her you're losing your hearing." Okay, something like that. Now here's what I noticed in your script: a couple of different things on how to help get buy-in within the hearing test. So this is not bad; I'm just going to help you re-language it a bit. So what I saw is, "Hey, that’s pretty amazing, don’t you think?" So I think at this point, this comes up after they put the hearing aids in and you kind of test, like, “Wow, I can hear!” Real quick, right? So when you say, "That’s pretty
amazing, don’t you think?" they're going to say, "Yes, yeah, it’s great." So what if I worded it to this: "What do you feel is the biggest difference with your hearing aids in now compared to when you didn’t have those in?" And what does that do in their mind? What do they start to think about now? Okay, what else? So in your mind, what do you feel is the biggest difference with the hearing aids in now compared to when you didn’t have those in? They start to tell themselves what the biggest difference is rather than just,
"Yes, it’s good." See the difference there? Okay, just going to simply re-language some of these questions to give you a different result. What about this: "Wouldn’t it be nice if you could hear like this all the time?" Yeah, see? That's all I’m getting, though. What if I said this: "How do you see your life being different being able to hear like this compared to how it is now? How would it be different for you?" Like being able to hear like you just did—how would it be different? For you, then, it is now. And where did
their brain start to go? Future imagining, imagining how it's going to be different compared to what it is now. See how I'm causing their brain to open up more emotionally? Rather than saying, "Yeah, it'd be really good," see if I'm asking surface-level questions; what can I expect? Surface-level answers. Okay, now what about this one? Let's say you're talking with the spouse. What about this: wouldn't it be nice if they could hear like this all the time? Yeah, it would be nice. I mean, they're going to say no, right? Yeah, it'd be nice. What if I
relanguaged it to this: how would you feel if Dan could hear like this all the time? What would be different for you if Dan could actually hear you? Now, what type of tone did I use? How would you feel if Dan was able to hear like this? Oh man, that would relieve a lot! See, it's all in how I ask the question and the words I'm using. It's the words I'm using, and it's how I'm pacing out the question. It's how I'm using my tone to get a completely different reaction. What if I said this:
how would you feel if he’s able to hear like this all the time? Oh yeah, it’d probably be good—too fast! How would you feel if he could hear like this all the time? Okay, see the difference? Now let's go to step number three, and we're going to end it here. Step number three is eliminating sales resistance, and it's all about neutralizing the hidden sales pressure that's in the conversations that you're having with your potential customers. Now, who in here has heard of the ABCs of closing? Remember we talked about this? Okay, remember that show me
and Nick were talking about—put that coffee down; coffee's for closers, right? Alec Baldwin on the board! Put that coffee down; coffee's for closers. What if I suggested to you that that mantra is how average people sell? If I can get the tone to work here? Yeah, right! You got to get the pink leads! See, top salespeople in your industry and any industry do not view selling as adversarial. It's not you against the prospect trying to win them over so you make money—that's what average salespeople do. In our day and age, top salespeople view selling as
collaborative. It's you working with your prospects, helping them find and solve problems they didn't realize they had. Now, does that mean you get to the end and, like, "Well, get back to me if you're interested"? No, you're not going to close anybody like that! Okay? We have to give—we have to tell them what the next steps are, but we have to view selling as collaborative. Okay? We're problem finding; we're problem solving. Now, what we want to practice more—I’ve talked to you about this before—is we want to practice the ABDs of selling. Now write this down:
that's Always Be Disarming. Everything I've showed you, which this is just a brief overview of what we train people in any industry, is all meant to get the prospects to let their guard down and keep their guard down the entire sales process you are taking them through. Okay, now I want to show you—do you ever get this objection right here? "Hey, can you just tell me how much it's going to cost?" Now, "T, if I'm interested." Okay, who raises their hand if you ever get this? Okay, now once again, did the prospect wake up and
plan that objection, or was that a triggered reaction based off of something we did? Probably our tonality or the questions we asked, which triggered them to react that way. So, when you get this objection, you have three choices. You can just tell them the price without building any gap—so that's not going to work! Right? Oh, that's too expensive. Why would that not work most of the time? Because they have nothing to compare it to! They don’t even know what their problems are, right? They just see cost-based thinking rather than results-based thinking. Now, the second option
that a lot of people do is we try to sweep it underneath the rug. "Oh yeah, I'll go through that later, but I don't even know if I can help you. Let me ask you..." and then you start asking questions, and then you just hope and pray that they don’t say, "Hey, can you just tell me how much it's going to cost?" So the second option doesn’t work that well either, right? We can’t sweep it underneath the rug and hope and pray they don’t bring it up. "Oh yeah, I'll go through that later, but let
me ask you." Because what do we do? We lose trust because they feel like we're hiding the price. So what we want to do is we want to answer it, but we want to answer it indirectly where it makes sense to them why we're asking the questions and why we wouldn’t know what it’s going to cost yet. Because do you really know what it’s going to cost before they go through a hearing aid test? You don’t even know what the real problems are, so how would you even know? So here's what I want to do
here. The first thing I want to do—thank you very much for doing that! Oh my gosh, no, that's really cold. But anyways, it's okay; just wanted to see what you do. Okay? So I want to first agree with them: "Oh yeah, for sure, we'll go through all that. I mean, it really is all going to..." Depend on the results of your hearing test, and that's going to show us the severity of your hearing loss, as well as how your brain processes speech and background noise. Once we understand all those different details, I can go through
all the different options we'd have for our clients. Would that help you if I did that for you? Now, what is that? Do you understand why you wouldn't even know? Because it's all going to depend. Oh, so I agree. First, oh yeah, we'll go through all that with you for sure. Why would I agree with them right there? You don't want to throw it off; you want to let their guard down. Oh yeah, we'll go through all that for sure. I mean, it's really all going to depend on what the results of your hearing test
are. Now, this is just something I threw up here on the plane over here; it's all going to depend on the results of your hearing test. And what else is it going to depend on? Tell me—you don't even have to copy that—just what would it depend on, in your mind? What issues? Issues are lifestyle-related. Vague? I like it, but what is lifestyle? To what does lifestyle mean? Are they active, or do they just watch TV all day? Uh, okay. Would you put that in there, or would you put more about the severity of their hearing
loss, as well as how the brain processes speech and background noises? Would that have anything to do with the type of hearing aid they need? Yeah, what else? I'm just giving you ideas; that's what I'm trying to do. What do they tell you they want? It's okay; that's not bad. It's really going to depend on the results of your hearing test. Comfort could be what type of hearing aid; do you want something over your ear, or in-ear? You could do that, or you could use this. But what the point is, is what does it depend
on? Go ahead; it’s based on how your hearing loss is affecting you. Yeah, it could be the results of your hearing test, like, you know, how you hear background noise and how you process when somebody talks to you. Go ahead, would it be appropriate for us to say their goals? That's too vague—not yet. I would just put something more like this: it's all going to depend on blank, blank, and blank. Once we understand, now why would I say "once we understand"? Why do I emphasize "all"? It suggests there’s a lot to this, and now they
understand why I'm asking the questions in the first place. You see? That helps them let their guard down. Once I understand all those different details, I can show you all the different options we have for our clients. Would that help you if I did that for you? Yeah, sure. No, it would not help me. They're not going to say that because now they understand why you don't know; you see what I mean? Okay, I'm going to show you one more thing. Who in here loses sales to this? You know, I always say this last, even
when I'm going over time. Do you know why? Because when they're like, "Oh, your time's up," everybody's like, "No, keep them up! I lose sales to this!" Okay, all right—who in here loses deals for this? Now, can I ask you a question, though? Is that an objection? Why is it not an objection? Yeah, does a prospect go back after they leave your office and think, "I really need to think this through. Let me get out a Google Excel sheet and write down all the positive things about hearing and all the negative things of hearing, and
then I can compare them"? I'm going to think through this for about three to four weeks. When you tell a salesperson you need to think it over, do you? No, you just tell them that because you have a concern that you don't want to express. So, what is the first thing I have to do to find out what the real concern is? I have to get them to let their guard down. Okay, so I'm simply going to agree. "Oh yeah, not a problem. What's your time frame on getting back to me in the next day
or two, just to see if I'm going to be available for you?" Now, why would I say this rather than going right into the objection handling right there? What does this do to them when they think I'm about to leave? Where does their guard go? It goes down. So if I’m at the office—"Yeah, that's not a problem. What's your time frame on getting back to me in the next day or two, just to see if I'm going to be available for you?"—now they think it’s over, and now they’re okay. So they're more comfortable, right? Because
what do most of you, maybe most salespeople, do? Well, "You said that you need your hearing back! I mean, your hearing is really bad. What do you need to think about?" And what do they do then? They're like, "You're right; I don't know why." No, they get defensive, right? And then it becomes a numbers game again. So, how do we want to avoid that? Just to see if I'd be available for you. It well… let's say the pro, I guess I could call you in a few days. Well, POS, I'm not sure if I'd be
randomly available like that. What I can do, if you have your calendar handy, I can pull up mine and have you book a specific time with me. That way, you don't have to chase me down and vice versa. Would that help? Why would I say that? That way, you don't have to chase me down. Busy—does that raise my status or lower my status? Okay, raises my status. Now, here's the point: I don't plan on needing that second appointment. You know why? 'Cause now I'm getting them to let their guard down. And what I'm going to
do before they get up is say, "Now, hey, before you go, let's say you book the appointment for Tuesday, so it's on the calendar." Now, "Hey, John, before you go, what was it that you were, I guess, wanting to go over in your mind so I know what questions you'll have when we talk on Monday?" "Well, Jeremy, I'm just not sure about…" "Well, Jeremy, it's just a big decision. I'm not sure if I have the money for this." And what did I just find? That it's a money objection! And now, who's there to help them
overcome the money objection? You are! And most of the time, I can help them overcome that right there. And worst case, if I can't, now I have a booked appointment. Do you see what I'm doing? Now, sometimes they might be like, "Well, it's just a big decision." "Oh, well, what do you feel like? What questions do you have about the decision, just so I know what we'll talk about on Tuesday?" "Well, I'm just worried that…" And sometimes you have to probe a little bit off that. But the point is, that's when they start to tell
you their concern. Instead of saying, "What do you need to think about?" I'm just going to re-language it to "What was it that you were wanting to go over in your mind, just so I know what questions you'll have when we talk on Tuesday?" See what I did there? Does that make sense? All right, who in here ever encounters an A-type personality? Those A-type personalities… what are we going to do with them? They don't want to open up to you. You ask questions, and they stay surface level the whole time because you haven't learned tonality
yet. Notice I said "yet." So I can do this: I can stop in the middle of the conversation, "Um, Sally, can I ask you something? Now, this is, you know, off the record. What's the main reason why you might be looking to get hearing aids?" "Can I ask you something?" "Yeah, sure, go ahead." "Now, this is off the record, a safe zone. What's the main reason why you came in today?" What type of tone did I just use? Concern tone. Why? Why would I say, "This is off the record"? What does that do? "This is
off the record. What's the real reason why you might be looking for hearing aids?" If they haven't opened up to you, why would I say "off the record"? Yeah, it's like the journalist: "Hey, this is off the record. I won't say anything about it." It's the same concept mentally, okay? I can say now, "Hey, between you and me, off the record, what's the main issue you're having with your hearing?" Now, if they're not opening up, this is only when I would use this—if they're not opening up. You don't need to use this if they are
opening up; I just want to clarify that. Now, let's say if you can't get them to overcome the "think it over" objection. "Can I ask you something?" "Sure, go ahead." "Between you and I, and you know this is off the record, what's really holding you back from moving forward so you can start hearing your kids again?" Now, what did I just tie in? Them moving forward to what? The end result—they said they want whatever that is: hearing their kids again. Now, why would I do that? That motion! Yeah, I'm tying in them moving forward, paying
attention to the end result of getting what they want. If they can get the funds, they get what they want. If they don't get the funds, they don't get what they said they wanted. It's hard for people to unattach from what they said they wanted. All right, here's what we did: We come to the end; three steps to becoming the trusted authority: become a problem finder and problem solver, not a product pusher; asking the right questions, but at the right time and especially with the right tone. I gave you a few examples of that and
eliminating CESAR. Now you might be wondering, "Okay, Jeremy, what's the next step?" How many of you have mastered human behavior, advanced tonality, advanced questioning, and objection prevention? The last three hours? Probably not hard to do that, right? As the saying goes, you can't teach a kid how to ride a bike in a seminar. So, a couple of things to start on your journey: you're welcome to get our Barnes & Noble bestseller book. It's also a Wall Street Journal bestseller. You can find it in any bookstore. There is a QR code to get that—The New Model:
Selling to an Unsellable Generation. And the last question I want to ask you is: why did you get into this industry? To help people! How can you help people if you don't learn how to communicate with them? I know all of our intentions are good, right? You got into this STR because you want to help people. You might have seen—did you see somebody in your family that might have suffered from hearing loss?—and that drove you to get into this industry. If we can't learn how to communicate, who does that affect? It affects you, but more
importantly, who does it affect at the end of the day? Well, it affects your family, right? Does your family deserve you making more sales? Does it affect the charities you want to donate to? Does it affect the church you might donate to? Do they deserve you making more sales so you can donate more? Does it affect the company you represent that has given you an opportunity? Most importantly, who does it impact the most? Your prospects. Because if they don't buy from you, then what happens? Problems stay the same. Status quo. Nothing ever changes. Now, like
my good friend Bradley, who's the founder of Lightspeed, always says: Is training something you did or is training something you do? It's something you did if you want to play the numbers game, right? But it's something you do if you want to play the skills game. And like my good friend Todd Peterson, who is the former CEO and founder of Vivint—sold to Blackstone for close to $10 billion over the last 10 years—says, "The path to someday I'll do it, one day I'll learn how to sell better, one day I'm going to acquire more skills to
help more people" is the path that leads to nowhere. You see, today is the day you decide what level of this ball game you want to play at. In selling, there's these levels of the ball game, right? You decide which level you play at, but that decision affects—who? Everybody. I always say this: I'm going to leave you with this last thing: Success is simply a choice. Success is simply a choice. Choose well. Thanks for having me out here! I really had a good time the last three nights. And thanks, Jared. Thank you for... now you're
welcome to follow me on Instagram. There's my Instagram handle: @JeremyLeeMiner. You're welcome to follow me on YouTube, wherever you want to. And I just want to thank Jared; we went back and forth the last couple weeks with different questions I was texting about your industry and all those things. You know, you guys, there are some industries that we train where I feel like I just get the hint that they're more in it just to make a bunch of money. And there's nothing wrong with that. You want to have a profitable business, because the more people
you help, the more money you should make. But I really felt like after I met with Jared that you guys were here really for the right reasons. You really want to help these people. Now, you should get paid for that, yes, but I really appreciate the feeling I got from meeting with Jared and some of the team, and just really how they talked about people. So I just wanted to commend you on that. Thanks, Jared. Thanks, everybody, for having me here. *[Applause]*
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