Master Class 1

Watch the Full Video Here: Master Class 1

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All right, guys. The first thing I wanted to cover with because like with brand new people, a lot of a lot of the problems that, you know, you guys see is, you know, mindset and like, how you're actually treating this. Um, so the way I always treated it, like when I decided to actually get serious about this and actually, you know, really move forward in my career, the first thing I did is basically block out some time. I mean, it really is very important to block out the time that you're going to work and treat it like, you know, you clocked in. I used to build cars, so it was a manufacturing plant.

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So if one of my employees was not putting the fender on each vehicle, they probably were not on the line very long. So I really look at it like that. And manufacturing is, you know, a perfect example of a lot of the training that I'm going to do because things have to be put on a vehicle when it goes down the assembly line in a certain order. Otherwise it's completely gets jacked up.

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So basically, you are you know, we're delivering vehicles to customers. It's the same thing as a presentation. It has to make sense to them. The car has to look like a car. The insurance has to look like the insurance, and it has to meet their needs and expectations and also solve their problem. Um, do you guys did want to show a lot of you if you do not have Connect Me voice. Which will look something like this. You definitely want to go over to the Greatest of All Times website. And find that video.

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Right here and it will show you how to set that up, because you you can learn so much about your habits simply by looking at this.

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So let me see here. I'll use really don't matter who I use.

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Let's use map.

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So let's see here. Call recordings. You can pull every recording for two weeks.

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So this show is like every single call that you're making, like as you're dialing. If you can see this right here, this is a good example of somebody who is dialing one after another after another. One minute, no minutes, one minute, six minutes, six minutes. Talking another dial.

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Same thing here. 34, 34, 36. So this is what I want you guys to look at when you're really trying to evaluate yourself and if you're working. So this is nine minutes where a call wasn't made, not saying that every single second will be dialing because you have work to do on the side sometimes and preparing and dealing with, you know, callbacks or emails or whatever you got going. Um, but if you, if you look at this and you see your huge gaps here constantly, then you're probably thinking you're working eight hours a day when you're probably working three.

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Let me see here.

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Mean, you can always pull this up and this will always give you a good example. Like the only way to get really good at this. You know, ask the people that have been here a long time is just to do it, do it. Do it over and over again until until it's just like you'll learn from stupid mistakes and you'll probably make them more than once. And who cares? So because it will happen over and over again. So think a lot of the time, like people are deeply disturbed at the prospect prospect of like of being terrible at something like even temporarily which is the biggest problem for people like trying to get on the phone.

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So when you try something you you're usually very bad and you know it too. So, you know, the easiest way to eliminate that feeling of angst is to quit practicing and do something else. So that's what most of us do. And if you look at this, you will see yourself doing that a lot. Matt will join a little later or I'll send this to him. But he will tell you right now that he used to play like cornhole in his driveway, get a sale, you know, whatever, get 1000 AP, go out to his driveway, tell himself he's going to play cornhole for 15 minutes and he's out there for an hour and a half.

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Anybody else do that? Sometimes? Like, I know I've done it, so I can't be the only one.

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Like start looking. Absolutely.

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You get distracted. You know, I found I got more distracted when I was in the office because, you know, you get a sale or you get a bad call and then, you know, you talk to your people around you for ten minutes about it and then you're kind of just out of it and you got to jump back in and get back into the into the call. And it's just different. Yeah.

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I mean, it's okay to unwind for a second, but really the best. Yeah, the best way. Like, she's not saying don't unwind, but the best way to unwind is to get so good at this that, you know, sales are there, so it doesn't even matter. Like no one call will matter at all. Like, it doesn't matter that, you know, Bob hung up on me After I'm 30 minutes into a conversation, I gave him quotes and he hung up on me. I'll call Bob back once, but I'm not going to think about him all day. It's like, I know. I know what my per hour is and I know I'll hit whatever I'm trying to hit if I put that time in.

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And guys, I know 100% like the new hours. Like when you start something new, it's always challenging, but like a little persistence will generate like huge increases in skill. It's exponential every single time, like. Like the human brain. It's optimized, you know, to pick up new skills extremely quickly. But you have to keep doing them. Like if you don't do them, then there would be no skills at all. It's the same thing with like working one day. Like we've all tried that work today for hours, took a whole day off, you know, tried to pick up the phone.

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Even if we were in a good groove the day that we were working, we are no longer in that groove.

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And thanks for real, quick. Yeah. Is there a customer service in the in the office today?

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There should be a couple down there.

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All right. Thanks. Yeah.

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Zach. Zach's been here a while, so thanks for joining us, Zach.

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All right. And I want to tell you guys a story. I don't know if any of you guys have heard this book go for. No.

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Okay. Even if you guys have not I No, Justin has. He's just not coming off mute. So go for no is a very good example of what we do here because there is an example in that book. Basically they were giving out awards for whoever got the most no's like in their sales presentations for the year. And you know, obviously whoever got the most no's also got the most yeses and was also receiving those trophies as well. And they did a study where they were only allowed they were selling insurance, which even makes it better.

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They're trying to sell life insurance. They went and knocked on people's doors. The only thing they were allowed to say was, Hey, do you want some life insurance? That was their that was their presentation. And they found out because of the sheer volume of doing that, they actually made a lot of sales. So that's what this is for here is like, you know, just imagine if you do that over and over again, but you also have a great presentation.

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And I can tell you right now, guys, I've been in one other sales job. I don't know if anybody else has done that many sales, but this this company has better training and, like cares more about people getting better than any other company I've ever worked with.

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That's a fact. Yeah.

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So, um. So, you know, every presentation that you give, even if they're all like, let's say you get ten no's in a row, you're all one step closer to actually getting a yes. So, you know, for that, like said, they go for no principal is like basically who cares who's next. And it's easy for me to say that now because I did have a little more in my feelings when I first started. But, you know, I think three and a half years is long enough to basically have almost no feelings.

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Like I'm incredulous sometimes if I lose a sale that I thought would be a sale, but I learn from it and move on. It's not to get you know, the key is not to get afraid, but to learn and move on.

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And one of the requests I got, guys, was a rapport, like rapport building. And wanted to ask you guys like, what do you think rapport building actually is?

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And any and all. Yeah. Christopher.

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Making them like you make them want to talk to you. Trust you. Uh, you do that by shooting the shit with them. Just talking about everyday things. Try to find something you can relate with them and like said, you just want them. You selling yourself. And guess that's how you would do that through rapport building.

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Yeah. So really good points there. One word that he said is trust. I'm going to play a video for you guys in a second. But trust is probably more important than even sharing the same interests like don't need. Okay. I had a guy install. I mean, help me fix the sprinkler system and then he took me aside. I mean, I, you know, I'm a Christian, but he took me aside and talked to me for 30 minutes about Jesus, which is like uncomfortable but mean so but didn't care about that. That's, you know, that's whatever. But he fixed everything.

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He set it up. He did more than he needed to do for the price that he charged me. So obviously there was a lot there was good rapport there because I trusted him and that he knew what he was doing. Like he replaced a pipe and fixed it all up for me. But a lot of trust is there's very important.

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Well, thank you for putting that in the GroupMe. But I want to play this video because I am really big on Jordan Belfort, like like how he views things. I mean, the guy was selling like illegally selling crappy stocks to millionaires and they were buying them. Like, obviously he's out of jail and more ethical now than he ever has been. But, you know, The Wolf of Wall Street knows what he's doing as far as how to persuade people. And I want to play this for you and we're going to discuss it for a minute. But it's four minutes. How to build rapport the right way.

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So let's do that.

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Welcome to Sales School.

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JB Here, The Wolf of Wall Street. Time for sales school. Got a great topic for today. Ready for this? It's the difference between building rapport and how you use that to close a sale and wasting your time. Just talking about nonsense, trying to be chummy tongue with someone and it actually backfire on you. Here's the deal. The problem is, is that when you go about building rapport in the wrong way, it means that you're talking about things that are not germane to the actual conversation.

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For example, you walk into someone's office and you see a fish on the wall and you're like, Oh my God, you love fish. I love fish. Spend 20 minutes talking about fly fishing in Montana somewhere, as if somehow that is going to get you into rapport with them. And while it might create some sort of, Oh, he's a nice guy who likes fishing, they'll probably know you're full of shit. But let's just say that you got away with it and you really did like fishing. And the guy really bought into that whole notion. Oh, you just like me, right? Here's the problem. There's something else that sits on top of the straight line, meaning that when you take someone from the open to the close, right, this is your open, this is your close right.

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So you must be in rapport. You must be in rapport in order to influence someone to build certainty as you move them from the open to the close. That's what you're doing. You're building certainty, right? If you're not in rapport with them, then you can't influence. They're just not going to listen to you. They're going to kind of close up and they get to not trust you. So you have to be in rapport. However, there's something else on top, which is you must be perceived as an expert.

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If they don't think you're an expert in your field, that you're shop, you're on the ball. What happens is they will try to take control of the sale. The prospect takes control and once the prospect takes control, it's almost impossible to build certainty. So in other words, you have to build certainty as you move from the open to the close, you are creating massive certainty for the product. They love the product. They trust you. They trust the company that stands behind the product.

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To do this, to build certainty, you have to be in rapport. But if you create that rapport in a way that sabotages your position as an expert, you can't create certainty. So both of these have to be in place at the same time. You can't just create rapport as if he's your friend or she's your friend. Rapport In the absence of you also reinforcing the fact that you're an expert in your field will backfire on you because then the sales starts to spiral out of control.

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They try to take control back from you and you can't accomplish anything. So the real way we build rapport, which is how we do it, and be perceived as an expert at the same time, is we ask really smart questions using certain tonalities that show that we care about the prospect that we understand them, we feel their pain, and then as they respond to our questions, we listen very attentively and very actively like, Aha, yep, I got it.

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And you show that you care, that you understand them and that you get them. It's those little unconscious grunts and groans that build true rapport with someone and simultaneously position you as an expert in your field. If you try to do this by just talking about a sport or something a night out at a club, yeah, you might actually get the person to like you and think you're a good guy or a good girl, but they're going to say, Well, this person's obviously not much of an expert because they're about to waste 20 minutes at a time talking about nonsense.

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So the way we build rapport is by asking smart questions and then listening very attentively as our prospect responds using those unconscious communication, those groans. Mhm. Aha. Yup. Got I and you show us when you're with them you get them, you feel their pain and that you care. That's the secret to building rapport the right way.

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So guys like what did you guys pick up from that? Like, that is super important. Like what rapport actually is.

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Yeah, go ahead and answer most.

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It's asking questions and listening and not actually trying to talk about stories with the client, but making sure that you're moving forward and collecting information the right way and sounding like an expert.

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That's pretty good. That's a pretty good answer. So Justin wrote a close and harmonious relationship in which the groups or people involved share exchange, share and exchange ideas and emotions and communicate well. So that's all true. One thing he did say in which I worry about when I give presentations is that it's not really about them liking you personally. You guys go, you would go fishing together, would go golfing together. You know, you know, like the same sports team.

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None of that really matters to them as much as what Moses just said, that you're an expert, you are going to solve the problem. Like, that's rapport. So if let me I'm going to pull the script out here for you guys because think it's good to look at like what? Like where we're at, like as far as rapport and the spots where you would actually build it.

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Okay, so let's pull this.

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So let's use this script as the example.

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So building rapport here is not talk about the weather for five, ten minutes. If they said, oh, it's raining out here. Rapport is generally like 2 or 3 minutes. If you're going to go off topic that is not germane to selling life insurance, then it should just be like real quick. Oh yeah, it's kind of rainy here, you know? And then here this is rapport. Like everything in this presentation is rapport and getting rid of objections at the same time. So here is rapport. My name is Earnest over here at Senior Life Services.

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I'm calling because you recently spoke with one of our reps about state regulated life insurance programs for Florida. My job is to go over those benefits with you and answer any questions that you have. Let me confirm the information you gave the rep. So that's rapport. You guys might not think it's rapport, but the fact that, you know, you're telling them, I'm an expert, I'm going to confirm your information, and then we're going to go over this together and help you, you know, solve any problem that you have related to life insurance.

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So another report is, you know, we're consulting firm that tells them that we're not looking at one particular company, which is another way to get rid of an objection at the you know, at the end. You're also asking very similar questions. This is where rapport can be built. Of course, you know, beneficiary as your daughter. Is there another person you want to add? Okay. So just your daughter and then guys, like can't skip this part because mean could but this presentation be really long. Um, but you know actively listening is super important I think in no offense to Nathan, but I know he'll be joining us later and you'll hear this.

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Um, yesterday we were laughing about, like he said, how's everything going out there and whatever city? And the guy said, Oh, that's terrible. And he was not paying attention. And he was like, okay, that's amazing. I mean, how do you think that went after that?

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That guy did not like me very much.

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It's like, good to hear. Great.

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It's like I've.

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Responded with awesome because like, I was on my phone not paying attention to nothing. He just said, Right.

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So that's not listening. Usually if somebody tells me things are going poorly, like I usually say, Well, that's not horrible and then move on because at least it shows that I'm listening.

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Because it becomes super important that you're listening. Like if you actually listen to your own calls, you realize when you're not listening because you'll ask a question later that you already asked and had an answer, but you just did not pay attention. Like moving everybody down the straight line is really easy, You know, when

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when you listen to them and go through everything that they need. Uh, Jennifer, you put down here making sure that I am in control of the conversation at every step. That's pretty much absolutely true. Like, nobody can dictate.

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What in what order or anything like like the presentation. It doesn't matter if they say, oh, I just want to quote. I'm not giving you a quote. It's like, I'm not giving you a quote. I won't use the word quote and I'm not skipping forward in this presentation.

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And just adjusting your. Okay.

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Like Justin and I agree on a lot of this, and I'm glad you came by, Justin. I mean, do you get what I'm saying with that? And if you're listening.

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Than a phone. So he's on his phone. He's not actively listening.

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No rambling on. What about fishing and no reason with no goal in mind? Who who has done that? Who's guilty of that? To started thinking that they should talk about whatever because the person likes it.

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Ernie. Blanca.

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Blanca. Yes, that was a good example yesterday. She never stopped talking. And you have to basically you have to stop her.

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Good question, John. So this is also part of like a little bit of fact finding. So rapport building is more like, okay, so you're a consultant firm. You know how you're basically going to ask, is this business to typically handle yourself? I see that you have your beneficiary as your daughter. You can ask what's her name? Okay. She is. She lived close. Yeah. Is there anybody else you want to add?

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Like which one is more responsible? Like, do you want to leave it to them equally or do you want it to be more responsible or to whoever is more responsible? And the reason you ask questions like that is you're educating them and kind of telling them how it's going to go. It's like if I say, well, I got Rebecca and Hailey are the beneficiaries and Hailey does not live in even close to them and is also really irresponsible. It's like, well, let's just put down Rebecca as the primary. God forbid, God forbid, you outlive Rebecca, then Hailey can become the the primary.

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So that's a good way to ask questions. But also, like John, if you want to come after you Like what exactly? Like in what part of the presentation do you mean?

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Because could go through a whole lot of them.

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Well, I just want to know in general, I want to know if I can, like deal with it for the whole entire presentation so that when I get to closing, it's going to be no hesitation. No.

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You say No hesitation.

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Yeah, no hesitation in signing up. Gotch