Mastering The Art of Bold DecisionMaking (GymCon Day 3) Pt. 2 Ep 568

In this episode of "The Game," the host shares insights from his journey with acquisition.com, emphasizing the importance of resourcefulness over resources and the power of decision-making in business and personal growth. He discusses the "best case, worst case" sales strategy, highlighting how presenting customers with risk-free options can lead to sales success. He also shares the story of Phil Knight's resourcefulness during Nike's early days as an example of how being resourceful can lead to success, even when financial resources are scarce. The host encourages listeners to vote with their dollars for what they truly value and to make decisions that bring them closer to their goals. He stresses that education is a valuable investment that pays off by bringing one closer to success, and that every self-made millionaire starts from zero, just like anyone else. The episode is a call to action for listeners to be proactive, make empowered decisions, and use the lessons shared to grow their businesses and potentially partner with acquisition.com.

• The speaker introduces a sales technique called the "best case, worst case, close."
• This technique involves presenting two risk-free options to a prospective buyer, highlighting the potential upsides of one option compared to the other.
• The speaker has effectively used this method to close weight loss sales by emphasizing the benefits of taking action versus doing nothing.

"Best case, worst case, let's play it out. Best case, you change your life, you get into amazing shape. Would that be a great outcome? Yes. Worst case, you do this and you don't have that happen, I give your money back, and you just got free six weeks of training."

The quote explains the "best case, worst case" sales technique, where the speaker outlines the potential positive outcome (best case) and mitigates the negative outcome (worst case) to encourage a decision.

• The speaker emphasizes the importance of being resourceful rather than having resources.
• The story of Phil Knight, founder of Nike, is used to illustrate how resourcefulness can overcome financial constraints.
• The speaker suggests that everyone, including self-made millionaires, starts from zero and it is resourcefulness that differentiates successful individuals.

"It wasn't the fact that Phil didn't have the resources, it was the fact that he was resourceful."

This quote summarizes the story of Phil Knight to highlight the importance of resourcefulness in achieving success, using the example of how Knight negotiated with his vendors to cover payroll.

• The speaker discusses overcoming objections in sales, specifically the "special snowflake scenario" where a prospect believes the product is not a fit for them.
• Three strategies are presented: new identity, the pain of change, and hypothetical scenarios.
• The speaker uses stories and analogies to help prospects envision the necessity of change to align with their new identity or goals.

"We vote with our dollars about the things that we care about. That was always my... As soon as someone say, I want to change the thing, I was like, let me tell you a quick story."

This quote introduces the concept of aligning spending with priorities, which is used to persuade prospects that investing in the product aligns with their desired identity or goals.

• The speaker uses a Tony Robbins quote to explain that change occurs when the pain of staying the same exceeds the pain of changing.
• The speaker challenges prospects to consider whether they are in enough discomfort with their current situation to motivate a change.
• The concept of a "thermostat" is introduced, suggesting that individuals have set points for various aspects of their lives, such as fitness or finances, which can be reset.

"When the pain of change is greater than the pain of staying the same, you will change."

This quote from Tony Robbins, as recounted by the speaker, encapsulates the idea that the motivation to change is driven by a desire to avoid greater discomfort.

• The speaker outlines a strategy for handling objections related to the suitability of a program or product, using hypothetical scenarios to isolate and dismiss specific issues.
• By agreeing that the program would be perfect without the specific issue, the speaker redirects the focus to the overall benefits and closes the sale.
• The approach helps uncover deeper fears or concerns that the prospect may have, allowing for a more meaningful conversation.

"If this program had everything that you needed, would you do it?"

This quote demonstrates how the speaker uses hypothetical scenarios to address and overcome objections related to the fit or suitability of a product or service.

• Sales objections are common and can be addressed through tactical approaches.
• The speaker emphasizes the importance of leaving a sales conversation with strategies to increase sales.
• Prospects often defer decisions by citing the need to consult with others (e.g., business partners, spouses, friends, kids, employees, pets).
• The speaker suggests that this deferral indicates a lack of authority or control in the prospect's life.
• To overcome this, the speaker outlines a three-step process to empower the prospect.

"When someone says this, what they say is, that person controls me wherever they point."

This quote illustrates the speaker's view that when a prospect defers a decision, it implies they are controlled by others' opinions.

"Lack of authority is one of the hardest ones to overcome because I don't have control of my own life."

Here, the speaker identifies the lack of authority or control over one's own decisions as a significant obstacle in sales.

• Step 1: Isolate and collapse the foil by asking the prospect what part they think the other party would disapprove of.
• This step aims to reveal the prospect's own reservations rather than those of the absent authority figure.
• Step 2: Highlight the inconsistency between seeking approval and needing support.
• Step 3: Use past agreements and future forecasting to frame the decision as a matter of support, not permission.

"Isolate and collapse the foil. The realization they've already given you permission and the realization that you never needed permission to begin with."

The speaker advises isolating the real objection by distinguishing between seeking permission and needing support.

"Do you think your husband will support you in solving this problem you already said he doesn't approve of?"

This question is meant to shift the prospect's perspective from seeking permission to recognizing the need for support in decision-making.

• The speaker stresses the importance of helping prospects make empowered decisions, even if it does not result in a sale.
• Empowerment serves the prospect and fulfills the speaker's conviction in the value of sales.

"If you can help them make a decision that is empowered, you have served them."

The speaker believes that empowering the prospect to make decisions is a service in itself, regardless of the sale's outcome.

• The speaker interprets "I need to think about it" as a fear of making a mistake.
• To address this, the speaker suggests reframing past decisions and actions to decrease the prospect's action threshold.
• The speaker uses the example of "six inches from gold" to demonstrate the importance of taking action based on past commitments.

"When someone says, I need to think about it, what I want you to translate that into is I need to avoid this decision for fear of making a mistake."

The speaker suggests that when a prospect wants to delay a decision, it is often due to fear of error, not a genuine need for reflection.

"How much has not deciding cost you up to this point?"

This rhetorical question is used to make the prospect consider the negative consequences of their indecision.

• The speaker emphasizes that indecision has costs and encourages the prospect to consider the pain of past non-decisions.
• The goal is to make the prospect realize that avoiding a decision is more expensive than making one.

"So the question is how much has not deciding cost you up to this point?"

The speaker challenges the prospect to reflect on the cost of indecision in their life, framing the decision-making process as a financial consideration.

• The speaker's overall strategy is to peel back layers of objections to empower the prospect.
• The process involves discussing time, value, fit, and authority, ultimately leading to the prospect being in a position of power to make a decision.

"All you have now is just, somebody says, I get all that. I just need to think about it."

This summarizes the end goal of the conversation, where the prospect acknowledges understanding but still hesitates, indicating it's time to address their fear of making a mistake.

• The speaker discusses the importance of acknowledging past pains and experiences in the decision-making process.
• They use the example of a woman who regretted not joining a program years ago and how she let a bad decision prevent her from making a good one later.
• The idea is that past experiences can influence our present and future decisions, often negatively.

"It's crazy to think I had the sales call with you six years ago and I'm kicking myself in the butt for not jumping in your program law."

This quote illustrates a common scenario where individuals regret past decisions and how such regrets can affect their current situation.

• The speaker introduces the "rocking chair close" as a technique to bring a person's focus to their current decision-making process.
• They emphasize the unlikelihood of someone taking the time to deeply consider a decision, suggesting that life's distractions often lead to delayed or non-action.
• The speaker suggests that people need information, not time, to make decisions and positions themselves as a source of that information.

"You don't really think we're going to think about it, right? Because what's going to happen, you're not going to drive out of here, go home, sit in a rocking chair on your porch and be, hmm, am I going to join this program or not?"

This quote is part of the "rocking chair close," a strategy to challenge the prospect's belief that they need more time to think and to encourage immediate decision-making.

• The speaker discusses the importance of considering the future implications of present decisions.
• They introduce the concept of "future casting," where one imagines the positive or negative outcomes of their choices.
• The speaker provides a decision-making framework involving product belief, trust, personal applicability, and financial capability.

"You don't need time to make a decision. You need information. And I'm your source of information."

This quote emphasizes the speaker's belief that information, rather than time, is crucial in the decision-making process, and positions themselves as the key provider of that information.

• The speaker suggests using risk-free closes, such as free trials or money-back guarantees, to facilitate decision-making.
• They address the emotional aspects of decision-making, suggesting that if someone refuses a risk-free option, there may be underlying fears that need to be confronted.

"Can we both agree that you just need to make an informed decision?"

This quote introduces the idea of making an informed decision as a key selling point, implying that trying the product or service is the only way to truly make an informed choice.

• The speaker discusses the value of having decision-making frameworks to guide big decisions and remove emotions from the process.
• They highlight the importance of education in providing context and clarity for making better decisions.
• The speaker encourages a decision-making approach that focuses on whether an option will bring someone closer to their goals, rather than ensuring the achievement of those goals.

"Will this get me closer or further to what I want?"

This quote encapsulates the speaker's decision-making framework, which focuses on progression towards goals rather than expecting a perfect solution.

• The speaker emphasizes the goal of empowering individuals to make decisions by reducing the action threshold.
• They advocate for taking steps that may not be perfect but will lead closer to the desired outcome.
• The speaker reflects on personal experiences where investments did not yield the expected result but provided value that contributed to future successes.

"That single framework has made me more money than anything in my life."

This quote affirms the effectiveness of the speaker's decision-making framework in their personal success, suggesting its potential value to listeners.

• The speaker concludes by discussing the need to strip away excuses and leave the prospect with a clear choice to make.
• They aim to empower the prospect by making them confront their situation and the necessity of making a decision.

"It's just you. It's just your prospect, right? Sitting there barren, naked in the field, forced to make a decision."

This dramatic quote is used to illustrate the concept of leaving the prospect with no other option but to make a decision, highlighting the importance of empowerment in the sales process.

• Kindness is not always about being nice; it can involve tough love to spur personal growth.
• Struggles such as financial hardship or weight gain might be necessary experiences for some individuals.
• Empowering individuals to make their own decisions is critical for their personal development.

"I don't want to be nice. I want to be kind. And sometimes kindness hurts."

This quote emphasizes the distinction between being nice and being kind, suggesting that true kindness may involve delivering hard truths for the benefit of personal growth.

• A sales strategy involves using prospects' objections as reasons why they should commit to the program or product.
• This technique forces prospects to reconsider their excuses and see them as motivations for change.
• The salesperson must be quick to respond to objections, turning them into reasons for action.

"Whatever reason the prospect is telling themselves, you just repeat it right back to them as the reason they should do it."

This quote outlines a sales tactic where a prospect's objection is reframed as the very reason they need the product or service, encouraging a deeper consideration of their initial resistance.

• Prospects should be encouraged to seek resourcefulness over relying on resources.
• People must realize their autonomy in decision-making, not seeking permission but asking for support.
• The role of a salesperson includes providing enough information to empower prospects to make informed decisions.

"Rather than casting their power to circumstances... they then say, I am the one who gets to decide."

This quote stresses the importance of individuals taking control of their decisions and not allowing external factors or other people to dictate their choices.

• Many people avoid decisions to prevent making mistakes.
• The salesperson should help prospects understand that avoiding decisions is a way of avoiding responsibility.
• Providing information is crucial to enable prospects to make decisions they have been avoiding, potentially for years.

"Whenever someone says, 'I need to think about it,' just say, 'I need to avoid this decision in order to avoid a mistake.'"

This quote illustrates the common hesitation in decision-making, which is often rooted in a fear of error, and challenges the salesperson to confront this avoidance directly.

• Investing in oneself yields higher returns than traditional investments like stocks or real estate.
• Education and skill development are incremental processes that contribute to long-term success.
• Recognizing and valuing each step of learning is essential, rather than only acknowledging the final achievement.

"Of everything that I've ever made in my life, the result of investing my own education has gotten me higher returns than the stock market, real estate, or crypto or anything else."

This quote highlights the speaker's personal experience with the value of investing in education and self-improvement over other forms of investment.

• Real business education should be accessible to everyone.
• Recognizing oneself as the source of power and decision-making is crucial.
• Every decision contributes to becoming the person one aspires to be.

"Our mission is to make real business education available to everyone."

The speaker expresses a commitment to democratizing business education, emphasizing its importance in empowering individuals to make informed decisions.

• Learning from others' mistakes is a way to buy time and accelerate progress.
• Strategy involves prioritizing the right actions to maximize the effectiveness of each step taken.
• Being open to purchasing knowledge and experience can be more efficient than learning through personal trial and error.

"How do you buy time? By buying the time other people took to make mistakes that taught them the lessons."

This quote conveys the concept of accelerating personal growth by leveraging the experiences and lessons learned by others, rather than solely relying on one's own journey.

• Not knowing how to achieve certain income levels has an implicit cost.
• Ignorance is likened to a debt that one pays daily.
• Investing in education is presented as a valuable asset that appreciates over time and enhances other assets.

"Ignorance is the most expensive debt that we all pay every day."

The speaker suggests that the lack of knowledge or skills is a significant cost that affects one's potential income and overall success.

• Critical decisions often come with high stakes, such as a do-or-die scenario.
• Taking ownership and implementing knowledge is crucial for progress.
• Embracing opportunities for acceleration is important, as they lead to winning or learning.

"Make the decisions to help yourself implement like crazy. Take ownership."

This quote encourages taking decisive action and assuming responsibility for one's personal and professional development.