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I've been teaching sales for 13, 14 years now.

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I've taught a lot of salesmen.

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And I realized that I was missing this one piece.

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I call it the Triple A framework.

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Okay, so basically, there's this gap between

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when someone presents an obstacle,

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which is anything that's not a yes after you've presented price.

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Okay, so if you presented price, they said you want to buy

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and they say anything that's not sure.

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All right, that is an obstacle or technical judgment.

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They said, no, what I realized is the best sales people.

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And I have this as a pro tip in the beginning

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as just like two bullets.

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And I was like, oh my God, this is the whole training.

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And I just, I've been doing it for so long

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and the best sales people do it so subconsciously.

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Like the question of our release, except for those

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that we truly believe in those we never question.

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And so it was like, this is such an unconscious competence

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for me and the best sales people

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that I've never heard anyone teach it.

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But basically the Triple A framework looks like this.

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If you look at a study of the salesmen who closed the most sales,

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do you want to know what they all have in common?

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It's the people who ask for the sale the most times.

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You might think, wait, if somebody asks for a sale a lot,

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that sounds like really douchey.

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Yes, which means there has to have something else

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that allows them to ask more times.

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And so the objective of closing

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should be you asking for the sale as many times

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as you possibly can while maintaining rapport.

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Because if you lose rapport, you can't ask anything, right?

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And so then the question is,

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how do we solve for maintaining rapport?

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So that we can ask as many times as we want

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and say it is forcefully as we can, right?

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How can we cut through the shit?

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And so that is where the Triple A framework comes in, okay?

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So the three A's are ready for it, acknowledge.

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Whatever someone says, hey, I need to think about it.

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Totally understand you need to think about it, right?

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So you're acknowledging what they say.

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Doesn't necessarily mean you need to agree,

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but you acknowledge it.

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Now, there's a couple of reasons we acknowledge first.

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First is when you acknowledge what someone says,

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you build rapport.

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People love that somebody else is listening.

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And when you say back to them what they said,

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they're like, oh, this guy cares, right?

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The second thing is that when you acknowledge

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what someone says, you can take seconds to do them.

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And by taking those seconds, you buy yourself time

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to think about what we're gonna say next, all right?

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So rather than having, and this is where I think

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you lose rapport otherwise,

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it's just someone says, I need to think about it.

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And then you go right into an obstacle overcome.

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It sounds like a sales response.

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But if you say, totally understand you need to think

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about super reasonable, all right?

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So first day is acknowledge.

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Second day is associating.

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So you associate their response with buying behavior, all right?

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So what they thought was a step away from you,

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you actually say, you know, it's funny you say that,

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that actually makes you just like John,

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who I talked to you earlier today,

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who was just like you and he ended up buying blah, blah, blah.

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And so there's three types of associations you can make.

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One is you just make a generically positive association.

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So you just say, that's a smart question.

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That's a great question, super reasonable, blah, blah.

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Things like that, you just say,

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it makes sense that you'd ask that question.

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Okay, that's just a generic positive.

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That's what I would consider the lightest version of this.

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The second version is you talk, you create a foil,

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which is basically you create a fictitious straw man

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or somebody who's just right next to them,

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that's just like them,

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that asks that exact same question, but then bought, all right?

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I like to do two of these.

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So one is either somebody who just bought earlier today

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or you remind me of Janet,

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who I was talking to six weeks ago,

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she had the exact same thing and today,

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she just lost 30 pounds.

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That makes you just like our biggest success stories.

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All right, so you can either associate with buying

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or you can associate with the people

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who get the best results.

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So this works for any type of overcome.

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So if someone says, like, hey, this is a lot of money,

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I say, that's amazing.

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And people are gonna be shocked.

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They're like, what do you mean it's amazing?

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No, it's amazing.

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It's good that's a lot of money

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because it reminds me of Janet.

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So Janet was like, might I share a story with you?

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Yeah, okay, cool.

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So Janet was somebody who was just like you,

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same age, same thing has two kids

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and she said it was a lot of money.

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Do you mind if I share with you what I told her, right?

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Now, so here's the thing, is that when you create a foil,

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you're not saying the hard truth to the prospect.

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You're saying the hard truth to the person next

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to the prospect.

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You're saying the hard truth to the person

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just like them, but not them.

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So then you can be brutal to this fictitious person

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that doesn't exist who's right next.

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And she's like, I said the same thing to Janet,

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but you know what, if I tell you what I told her

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and then she ended up losing all this weight, yes, cool.

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Sure.

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It's actually amazing that it's a lot of money for you

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because it means that you're gonna be more committed.

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The thing is, is that you've always known

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what it takes to lose weight.

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The problem is when you haven't done it, right?

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And so the thing is the fact that this is a lot of money,

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like you've bought things before, right?

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They've tried to lose weight.

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It hasn't worked.

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You told me what this is and this, right?

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It hasn't worked.

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But I don't think you bought something

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that was enough that it would hurt for not to work.

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And so that tells me that you're actually

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gonna be committed to it.

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And so if you're actually committed to it,

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do you have any doubts that if you actually do this,

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you're gonna hit the goal?

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No.

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All right.

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Well, then you should be more convicted than any.

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Again, I'm not telling her, I'm telling her about Janet,

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who's just like her in every way.

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The last way is that you can appeal to authority.

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If you have status, you can then say,

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hey, I had a similar situation.

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I used to believe the same thing.

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You might have I shared something with you

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that a mentor told me, right?

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You can say that, but they have to care a little bit

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that you have status.

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Now, if you're an 18 year old,

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trying to sell 40 year old business owners,

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not gonna work, because they're like,

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I don't give a fuck about your beliefs.

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So what you can then say is you appeal

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to somebody else's, right?

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So you say, it's funny you say that Alex just told me

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this thing this morning, can I share it with you?

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Right?

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So if you have a sales team and you have authority,

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you can train them by saying you can appeal to me.

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I can be dead, right?

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Hey, it's funny you just say that's

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Alex told me this thing this morning,

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might not share it with you, right?

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So I'm just being the messenger.

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I'm not, and he said it, not a value.

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He said it in general, right?

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So in all of these situations,

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we're not insulting the prospect.

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We're attacking the idea that someone else said,

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who's just like them.

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The point and the importance of AAA,

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and then the third A is then you ask, right?

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So then you ask.

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So you acknowledge what they said,

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totally makes sense.

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I understand you say that.

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I think it's really smart, make the association.

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It's just like X, Y, C person,

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and then you say, you might if I share this story, right?

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And then you go make your explanation,

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then you make this, and then you ask for the next sale again.

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And you move on to that to the end.

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That will allow many of you,

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I'd retrained my team on this AAA concept

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and across the board, all close rates went up.

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So I see that as effective teaching is like,

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if you just get up front and you talk a lot

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and then nothing happens,

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then I'm like, well, they didn't learn anything,

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their behavior didn't change.

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But by simply doing this,

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it also allows you to avoid these pitfalls and these traps.

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And so there are trap questions that come up

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that you never want to answer.

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So I'm going into a side question on sales,

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but let's just roll with it.

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A lot of people will ask questions

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that there is no right answer to.

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So let me explain how you know that there's no right answer.

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If you don't know what the right answer is,

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then it's the wrong answer.

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So for example, if someone says,

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well, how many times a week do I get to be on a call

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with you, right, in your community?

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And you're on the phone.

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What do you say?

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Now, an inexperienced salesperson will just answer the question.

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But that allows the prospect

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to determine whether or not your answer

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is up to their standard.

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And then they choose to buy or not.

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No, no, no, no.

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Like a lawyer never asks questions

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that they don't know the answers to.

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The person who's asking the questions

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is in control of the sale.

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And so if they ask you a question,

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that means they have now taken control of the sale,

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which means that they're now selling it.

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No good.

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So instead, when someone says,

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hey, how many calls a week do you have?

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You say, how many were you looking for?

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Hopetito right back to them.

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Because you want to be like smoke.

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You never want to answer questions

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unless you know what the answer is correct.

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Now if they're like, well, I would hope

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that I'd be able to hop on once a week,

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you're like, perfect, we already got that.

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Got that taken care of.

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Now we can move on to the next thing.

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Ready to buy?

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Ready to rock and roll?

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Ready to start on Monday?

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You have an idea on you, right?

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We move forward for the sale.

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And so with each of these,

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you always pivot that way.

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So it doesn't matter what the question is,

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you can always answer a question with a question.

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And sometimes it's as simple as why?

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It's almost always a lot.

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So I'll give you one that used to stump my trainers.

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They'd be like, hey, how many certification

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do you train yourself?

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I'd be like, well, which ones you're looking for?

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Maybe like good, right?

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They'd be like, well, what I can tell you

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is that we have this one, this one, this one,

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and so we have three different certifications

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that I'll cover for this thing.

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What you then do is you ask for the intention

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behind the question.

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So let's say somebody wants a feature you don't have.

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Okay, so let's say they're like,

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how do I get one on one time with you, right?

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Is do I get one on one time?

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This is very common.

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And by the way, anything that someone tries to object to

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that has to do with features

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is actually a preference objection.

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All right, so this is what this means.

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So I used to call them fit objections.

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I've now switched to preference

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because I like it better than it works

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with how I'm explaining this.

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So preference objection basically states

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that I want your outcome my way.

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And so every objection where someone says,

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I don't want to buy your thing

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because I don't get one on one calls with you.

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I don't want to buy your thing

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because I don't get email support.

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I don't want to buy your thing

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because it doesn't have this PDF that I was hoping for, right?

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And so basically it's them saying,

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I have this preconceived notion.

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Your thing doesn't match my preconceived notion.

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And because of that, I will not buy.

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But it really means I got on the phones

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I wanted this outcome, but I wanted my way.

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And my way includes PDF, my way includes calls with you.

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But if you ask for the intention behind the question,

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you don't have to overcome

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or have that specific feature,

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you can answer the intention.

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And so if someone says, hey, I want to have calls with Alex,

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then my team, instead of saying,

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of course, if they asked how many calls with Alex I get,

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they wouldn't say none because then the sales over.

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We say, so what specifically you were looking to ask Alex?

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Or why did you want to ask,

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or like, basically what specifically or why?

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Both of those are kind of the smoke answers

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for how you go to the intention, all right?

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So if someone says, I want to get on,

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I want to get, I want to get calls with Alex.

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Let's say what specifically we were going to ask Alex,

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or why do you want to get calls with Alex?

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Okay, so they said, what specifically?

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Then we would say something like, okay,

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that they say, I want to be able to have somebody

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who can help me with X, Y and Z.

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And it's like, okay, pause.

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If we can have someone who helped you with X, Y and Z,

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or if you had X, Y and Z that we already knew worked,

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because it was already pre-tested,

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would that solve that issue for you?

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Again, I didn't answer the question.

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I just asked if my answer that I'm about to say

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is the right answer.

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Now they say, yeah, that would answer.

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They're like, yes, then we've got that.

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You ready to get started?

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And so for every time you ask,

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you want to ask already knowing if what I'm about to say

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is the right answer before I tell you.

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Now if we did the Y frame on the other side,

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and the person says, I didn't say,

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why do you want to talk to Alex?

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The person says, I want to have accountability, right?

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Or like basically whatever they say,

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you can then solve the problem with the features

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you already have rather than solving it their way.

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Because fundamentally, they have not done this thing

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as many times as you have.

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And if you have a complete product

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that you probably do, or hopefully have, right,

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you've thought through all the things that people struggle with.

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And you've probably thought about

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why you structured things the way you do.

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And so that's also where you can do a little bit of education.

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It's like, it's funny that you say that.

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It was just like Maria earlier asked that question.

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And do you mind if I share with her what I share

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with what I can share with you?

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Which is they say, yes, you can say cool.

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So if, right, so now I've already got permission,

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I reframed, I blocked the tackle that I got before.

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Now I've got all the space.

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Is there so much space I have right now?

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I'm free ball, right?

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I'm in charge, I'm in the driver's seat,

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I'm driving this.

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Accountability, it totally makes sense

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that the concern of yours,

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can I tell you about three different ways

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we do accountability?

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And that's why it actually works much better

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than what you asked for,

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because that's actually what we started with.

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So we started doing it the way that you wanted,

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but we didn't get the outcome you want.

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And so we were like, well, we want the outcome you want.

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And so how do we get that the best we possible?

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So now there's three different ways

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we can provide accountability.

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We do number one, number two, number three.

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And that's the highest likely we've got needs outcome.

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That sound good?

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Great, right?

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And so now we're answering questions

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that we already know the answers to.

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We've already gotten pre-vetted.

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And this prevents anyone from disagreeing with you

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in the sale.

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You never want to disagree with the prospect.

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You want them to agree with themselves, right?

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Because they believe nothing you say

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and they believe everything they say.

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And so the idea is you want them to come to the conclusion.

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And so the only way we can get them to say it

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is that we keep asking questions

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until they say the right answer.

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Not for you to say the right answer.

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Keep being amazing, actually compete in the games,

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go fight when, say the world, do it.