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Use DISC to Make the Sale

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>> Welcome back to another great lecture at IIN. I am Eric Barron, your resident DISC behavioral expert for this session. And I am very fortunate to be joined with Michaela Rowland from IIN. Welcome, Michaela. >> Thank you. Hello. >> And the focus of today's lecture is all about the closing and utilizing everything that you've learned about the DISC behavioral styles and walking people through the process and actually getting them to hire you and buy from you. So we're going to go through some of the most commonly used closing techniques, we'll probably end up doing some role play, right? >> Okay. >> Some rejections and rebuttals. >> Sounds great. >> But before we do that, I want to just give you two quick tips because you can do everything right, you can go through your Health History, you can take your mental checklist of who these people are and really think that you've delivered information the way they want to receive it and really connect it with them, and they may still not buy from you. So what that means is they simply may be the right person but at the wrong time. So the question is what do you do with that person. So the one quick tip I want to give you is and I really want you to ensure that you really take care of your database. What do you do with that person if they weren't going to buy from you today? So number one, you've got to have a database. Number two, you need to know what to do with it. A lot of times we call it in the business world different types of drip campaigns. And the one tip I want to give you regarding your drip campaigns as it relates to DISC, it's not a one-size-fits-all. You know, a lot oftentimes is, you know, I hear from people, "I send monthly newsletter," but that monthly newsletter is a one-size-fits-all, you really kind of need to know who you're talking to, and what's important to people. You know, some of the people whether they're high Ss and Cs on more about the facts and the figures and the data and new studies that have come out. If they're more north, like we've talked about previously, it's much more about the lifestyle, and the results, and the fun of working together. So really you should adjust your drip campaigns accordingly to the people that you're reaching out to. Might sound difficult, it's really not that much, I just don't want you to send a one-size-fits-all follow-up campaign 'cause your database is so critical to your future success as a Health Coach. So tip number one, follow up, put together really, really, really meaningful and valuable drip campaigns. So second tip I want to give you is really watch the words that you use. And I just want to give you a quick tip about two words, cost versus investment. And I just want to get your feedback. You work with obviously your Health Coaches day in and day out. >> Yes. >> And we've talked about it, you know, off camera a lot that, you know, this organization is so invested in not just educating your Health Coaches but ensuring that they get their businesses up and running and that's the purpose of courses like this. >> Definitely. >> So when you talk about cost versus investment, which do you think is, I guess, maybe more user-friendly word to utilize in talking to prospective clients? >> Definitely investment, it has a warmer tone, it's not as harsh. When you say cost, I think of numbers, and money, and things that, you know, a lot of people don't like talking about. >> Right. It's almost an obstacle for doing business. >> The red flag. >> Right, and oftentimes, I'm assuming, most of the Health Coaches that are watching this are going to, you know, one of your most commonly asked questions is, how much does this cost? So you must have to slow it down and reframe it, right? Reframe it which is part of handling objections 'cause it's kind of an objection, how much does this cost. You know, an example of reframing would be, "Well, Michaela..." Michaela, assuming she is a prospective client. Well, based upon what you want to accomplish and so you want to lose, you know, it sounds like you want to lose 50 to 60 pounds over the next 6 to 9 months, to achieve those goals, your investment is going to be roughly about $2,000. Does that work for you? So once again, it's just reframing these words to be, I guess, less threatening. >> It's a good way to describe it, yup. >> And it's just going to increase your connectivity with your clients. So two quick tips, great follow-up program, and number two, watch the words that you use and how it affects your relationship with your prospective clients. So now that we've gone through a few of the quick tips, let's get into some of the meat-and-potatoes of this lecture and talk about some of the most commonly used closing techniques that you could start implementing today into your business. >> Great. >> Sound like a plan? >> Perfect. >> Great. So let's start with something that may sound a little bit unauthentic to you when it's kind of the flattery complimentary closing technique. So give me an example of why someone may... And I know there's many reasons why someone may hire a Health Coach. >> A good example is somebody who maybe has their daughter's wedding during the summer and they want to lose some weight. >> Okay. So how would I frame that out from a flattery in a complimentary perspective? Maybe it would sound something like this, "Michaela, I could only imagine, can you imagine in June when you are walking down that aisle and there are relatives that haven't seen you in years go, 'Oh, my God, she looks great.' How are you going to feel?" >> Oh, so I see what you did there, you made the client visualize what they would look like. >> Oh, sure. I mean, let's be honest. I mean, this process oftentimes may not be fun, right? I mean, to get them to lose a certain amount of weight, hopefully some of it will be enjoyable, but it's going to hard work, right? >> Definitely. >> I mean, I'm assuming that's, you know, that's part of their reservation. But if you could literally visualize the outcome and say, "Wow, look what others are going to be saying about you." Let alone how you're going to feel, you're basically taking them to the finish line. That's definitely a process of getting them to buy from you and moving them through that final stage of the process. So we call that the flattery close or the complimentary close. Another specific example might be repetition. So sometimes there's what's called a repetition close, where you're simply reinforcing, reinforcing, reinforcing. For example, you just go back to the other example of losing X amount of weight before this person's... Their children's wedding. You would say, once again you being the prospective client. "Michaela, I just want to reinforce why we're here. We're here because in 4 months from now, there's going to be 300 people, many of you who you have not seen in years. And you want to feel and look great at your daughter's wedding, that's why we're here." >> Okay, so you're tying it back into like the primary objective as to why they are sitting in front of you. >> Hundred percent. >> That makes sense. >> I mean, I would assume that everyone sits with a Health Coach because they have a goal and a purpose in mind. Now as we talked about in our previous lecture, some people enjoy more about the process, some people are more specifically forget process just get me to the finish line and let's talk about results. But you need to constantly frame and reframe the result of how great it's going to make you feel, what it's going to do from you from whether it's a relationship, whether it is an external type of feeling like, "Hey, wow, I want them to see me where I feel and look great." So you have to constantly repeat, repeat, repeat, and reframe their goals until and eventually they go, "You know what, Michaela, you're right." So in a way you might say this is wearing them down, but don't forget, they're hiring you to wear them down. >> Right. >> This is not a win-lose, right? You're never going to get into a relationship with one of your clients where it's a win-lose. Every relationship is a win-win, it just oftentimes needs repetition and reinforcement. >> Okay. >> And particularly, as we discussed earlier, the south the Ss and Cs who are slower to make decisions need that repetition and reinforcement. Try it on, right? Try it on for size. How does it feel? Whereas the north, the Ds and the Is may be much quicker to make decisions and may even be much more of a risk taker. So once again, the south, try it on, repetition, reinforcement gives them a lot more comfortability in making the right decisions. >> Okay. >> Okay. So we had... Okay, go ahead, please. >> So tell me a little bit about the north, you know, what type of closings are they're mostly likely to agree to? >> Agree to? So what's important to high D and the driver, and directness, and about the bottom line, and about results, don't beat around the bush. I mean, many of you out there, I'm sure as Health Coaches, have a wonderful story, and you're very proud of how you've gotten here, and you're very proud of IIN, and you want to share about your credentials and about the journey and about the process. Many of your clients don't care. They just want to know how quick, how fast, how much. So what we call that? We call that the direct close, it's simply asking for the business. Many people have a problem asking for the business because they fear rejection. Many people want to be asked for the business. So Michaela being my prospective client again is, "Michaela, we've out on your goals, I've told you we could start on Monday, it's going to cost you $2,500, to get started, I need $1,250 today, the other $1,250 we could spread out over the 6 months, and I'd love to get started, can we do that?" >> I see what you did. So it's fast, it's to the point, it's almost like they're just ready to jump in right now. >> They just want to get started. Oftentimes, particularly when you think about the high driver, it is being direct and potentially giving them an option because the other thing that you need to consider with people that are high Ds is they like being in control. >> Okay. >> So instead of necessarily telling them what to do, it could almost be what I consider to be a combination of direct and an alternative close, you can almost combine the two, direct and alternative. "So, Michaela, how does this sound? We have two choices that are really in your best interest. We could both will start on Monday, one is a six-month plan, one is a three-month plan, one costs X, one costs Y. If we take the three-month plan, the results are going to look like this, if we take the six-month plan, the results are going to look like this. How would you like to get started?" >> Okay, so you're still a fast close, but you're just being a little bit more flexible with the options. >> I am being flexible because there are certain behavioral styles that like to feel like they are making the decision. >> Got it. >> You have some of these other behavioral styles that just are fence sitters, they're begging for you to make the decision for them, not the high driver. So if you're thinking about a high driver, I'm thinking a combination of direct and alternative 100%. >> Okay. >> Okay. Let's use another quick example here. There's something called a hypothetical close. Hypothetical is, "Okay, Michaela, everything I've outlined to you in the previous, you know, 10 or 15 minutes, if this were to take place month in and month out, can we get started on Monday?" >> Yes, I like that. >> So she's so easy, right? It should all be this easy. No, but seriously, it's you putting together hypotheticals, instead of just asking for the business, you're reinforcing the process, and you're saying hypothetically, "If this were to happen, would you buy from me?" You're not going to frame it like that, but that's basically what you're doing. That's basically setting it up, it's allowing you to reinforce all the benefits that you've brought to the table and put it in a real hypothetical situation. And what are they going to say at the end? Of course, they're going to say, "I'd love that. When can we start?" It's a hypothetical close. Let's talk about an adjournment close. There's certain people that you're just not going to close them today. That doesn't mean you should forever walk away. So what I'd like to do with those people is recognize the apprehension, ask some really good questions. For example, let's assume I sense some hesitation from Michaela. I might just be very forthright and say, "You know what, Michaela, I sense some hesitation. What else can I provide you with that would help you along the process, and I'll put it together, and then let's make another appointment to meet next week?" >> I bet that helps suit them and kind of takes little bit of the stress out of the situation. >> Oh, you could totally... Right. I mean, right on. I mean, you could totally see someone sitting they're going, "Ah!" >> The relief. >> "I'm so happy you asked me that." "I would love to learn a little bit more about X, Y, and Z. If you could send that to me and we can meet next Tuesday for lunch, I'd really appreciate that." So you just have to really recognize when certain people, particularly the south, the Ss and the Cs that are slower through the decision making process, need more information to process what's about to take place. So be aware of that, be empathetic to that, and say, "You know what, Michaela, you know what, I sense this, how about I send you this, and we reconnect next Tuesday?" what's typically known as the adjournment close. Questions about that? No? That was a no. Okay, so one of the last closing techniques I want to introduce today is also a good transition into how to handle objections. And this closing technique I love to call authentic empathy, right? It's walking in someone else's shoes and being extremely relatable. So as we relate this to some of the more common objections. I would assume one of the more common objections is over the cost. Or the investment in hiring a Health Coach. >> Yes. >> Okay, so realize not every question is an objection. That's a quick tip. Where I need you to isolate what's a true objection and what's simply a question. Let me give you an example. So let's assume you object to paying $2,000. And you ask me... I don't know, what would you ask me, you object to paying $2,000? >> Maybe I want to pay, you know, $1,000. >> Right. You want to pay half. She thinks I'm only worth half, but in all seriousness, right? Let's assume, "Hey," someone is going to say, "I can't afford $2,000. I mean, I can only afford $1,500 or $1,000." Your simple answer can be, "Well, for this program, it costs $2,000." That they weren't giving an objection, they were simply asking if you can reduce your price. The answer to that question can simply be, "No, I can't. If we want to achieve these goals over the next six months and if we're going to meet weekly or whatever your program may entail, the investment is $2,000." So the answer is, "I'm sorry, I can't." >> So sometimes it's just okay to say no. >> It's okay to say yes or no. Now if they follow up with, "Why can't you?" That's an objection. A why is an objection, it's not a question. So then maybe I need to in all fairness elaborate. "Well, in order to do this for $1,000, we'd have to cut our sessions down to twice a month versus every week. Whatever it may be, it would obviously dilute the program." So if you're diluting the program, obviously the odds of achieving their goals... >> Right. >> The risk is greatly increased. So you have to always bring it back to what they're here to achieve, and they're investing in themselves, and they have to spend X to get Y, right? I oftentimes frame this as input versus output, right? And what I deliver and what I'm delivering to you is clearly worth $2,000. So once again, if it's a question, it could simply be yes or no. If it's an objection that entails more of a why, then you may have to get a little bit more granular and reinforce why they're here, okay? So, once again, distinguish and clarify objection versus question. Now the other quick tip I wanted to talk about in regards to authentic empathy and handling objections is... Let's actually do a role play. >> Okay. >> Okay. So I'm the Health Coach, you're the prospective client. >> Okay. >> Michaela, I'll be very direct. You know, we've gone through everything, I've gone through your goals, and we've gone through the Health History, I'd love to get started with you this Saturday, how does that sound for you? >> It just seems like it's going to take a lot of time, and I'm really busy with work. >> So here's the key with handling almost every objection, it's staying curious. You don't need to answer that objection, you need to stay curious. And this relates specifically to authentic empathy. And the two favorite words that you should memorize is, "I understand." Right? I understand, once again, as it relates back to authentic empathy. I'm going to sit here and say, "You know what, I understand. Well, you really described really hectic work schedule. I mean, how you even do it all, it's unbelievable, it's really amazing, and I really appreciate your concerns about moving forward. >> So it's the reliability. >> Hundred percent. But then I reframe, again, going back to their goals. "But just so I'm clear 'cause I really want to make sure I heard you correctly about how important losing these 30 pounds is for you and how dramatically your life would change over the next six months once we achieve those goals. It's important to you, correct?" >> It is. It's really important to me. >> So I just want you to... Let's just kind of think about forward think for six months from now if you really got down to as we said 120 pounds, how would life be different for you? >> It would be great. >> Right, and once again, I'm putting Michaela on the spot. But once we go through all the things in her life that would change relationship-wise, energy-wise, how would it even really create a much better work-life balance and work even more efficiently at work. So once again, bringing it back to the result saying you understand, you're empathetic, and reframe. That's how almost every objection should be handled. And that's what I consider to be authentic empathy. So let's talk about some of the most common objections that Health Coaches get. Give me a handful of them. >> Money. I can't afford it. >> Can't afford it. Give me another one. >> Time. >> Time commitment. >> Too busy at work. >> Too busy at work. Too busy in life. Are those probably the two most common? >> I would say they're two pretty popular ones. Fear of failure. >> That's interesting. "What happens if I put myself through this and my cholesterol is still 300? >> Exactly. >> Like, "Wow, what do I do then?" No, I get it. It's so interesting, fear of failure, time commitment. I'm sorry. Please go ahead. >> Another one is, you know, diet that they truly don't feel that they need the support. >> "I could do it on my own." >> Exactly, yes. >> Interesting. Okay. So when we talk about objections, let's clarify one important thing first that not every question you get is an objection. >> Okay, tell me more about that. >> So let's assume you are at that final stage where you're saying, and obviously Michaela is my prospective client. "Michaela, the investment in this program, not cost, is $2,500 over the next 6 months. And we can get started this weekend." How does that sound? >> It's too much money. >> Too much money. So tell me what would be an amount that... So it sounds like you want to do this stuff, correct? >> Oh, absolutely. >> Okay, 'cause we have a specific goal here. I want to make sure I heard you that you have that wedding in June. >> Yes. >> And when you walk down that aisle, you need to be 30 pounds lighter. >> Yes, that's my goal, 100%. >> So it's not an option not to accomplish that goal. >> I have to. >> Okay, so, Michaela, what do you think would be a number that you say works for you at this time? >> Out of $2,500, I could probably do half. >> Okay. For this program that I've designed for you, it's impossible for to do it for half the money 'cause I really don't... That means we would have to cut back half the sessions. And if we cut back half the sessions, there's no way we'll achieve our goal of 30 pounds by June 5th. So all I did was reinforce the program and reinforce the outcome of the program and saying this is what you're spending that money on, and then literally putting it back in her plate. We've talked about earlier a repetition close. >> Yes. >> And saying, "Okay, how does that sound?" You know, once you reinforce it a second or third time, Michaela may self-realize and go, "You know what, it is okay." So that question wasn't necessarily a question, it was just merely an objection that you kind of had to say no to, particularly if you want to help her achieve her goals. So now if we put it back and I say, "How does that sound?" You might say... If you say, "You know what..." There's two ways that's going to go, you're either going to say, "You know what, I do need to spend the money for me to achieve these goals," or you're going to push back again and... >> Say no like that doesn't work for me. >> That doesn't work for you. And here we go with authentic empathy, "I understand. I really understand that if you would spend this money right now, might put some strain in other areas of your life. I really understand, and I really respect that. In order to accomplish this goal over the next four, five months of you being 120 pounds on June 5th, there's no way we could scale down this program, just impossible. So I need you to decide, you know, what your priorities are. I can't do that for you. I'm not going to spend your money for you. I'm just saying that I completely understand what you're going through, I completely understand that that in order to spend this money, something else, you know, may have to give and maybe have to be sacrificed, and you have to determine if that sacrifice is worth the commitment of achieving this goal of literally walking down the aisle with your son June 5th at 120 pounds. That's not for me to decide." So once again, you're reframing, being empathetic, being understanding, being sincere, but at the same time, letting them make the decision, and then being silent, so a really good way to handle certain objections. Once again, you can't force them to buy from you, you can't. But what you also can't do is to water down the service and the value that you provide to this relationship. There are certain times as much as you want to work with Michaela, you're going to have to walk away. That's okay too. It's okay to say, "You know what, Michaela, it would be unfair to you for me to put a program together at $1,200. It just won't work for either one of us." So maybe this is where you back up and you give them some time. We call that earlier the adjournment close and say, "Is there anything else I can provide to you that would help you make this decision an easier one?" So you can almost combine multiple closes and say... 'Cause you don't want to be pushy, right? You want to be authentic and say, "Wow, this is going to be a win- win relationship." So this is a time for you to go and say, "Well, I've done everything I possibly could, maybe it's time to give this person some space." And or say, "What haven't I provided, what haven't I done?" So just simply ask and say, "Hey, Michaela, what else can I provide you? What else can I provide you that's going to make this decision an easier one for you to make 'cause I think we both agree that we're going to have fun together or the next four months, like, wow, we already know what the next four months going to look like and how exciting that June 5th is going to be." >> So you're giving them more options. >> Hundred percent. And give them a little space to breathe. >> Right. >> Right, because if they're not ready to make a decision today, it doesn't mean they're not to make a decision tomorrow. >> Got it. >> Okay, so, Michaela, it was great having you join me today for this lecture. >> It was great having you here. >> And let's summarize some of the things we just talked about, specifically as it relates to the D, I, S and C. >> Okay. >> And the different types of things they need to make decisions. Or the things that they prefer to hear in order to make informed, educated decisions. So when you think about a dominant personality style... I think one of the closing techniques we talked about was being direct. >> Yes. >> Right. >> Just to the point. >> To the point. >> I think we also talked about, and correct me if I'm wrong, in regards to these people also like to be in control. >> Yes. >> So not necessarily force fit an option, maybe given two options. >> Right. >> Right? If we do this, it's this. If we do that, it's that. >> Still direct, but a little bit more flexible. >> Very direct which you prefer. So you're still letting them be in control and make a decision, but you're moving things along the process a lot quicker. >> Okay? >> Yeah. >> So that's the high drive or the high-dominant personality style. >> What about the south? What about the... >> Well, let's not leave the north yet. Let's not leave the north yet. Let's talk about the high I, which we didn't talk about that much today to be quite frank in regards to closing techniques. High I, the high influencer. So they are right... The high I is north, and they're east, right? So they still like things fast. Like a high driver, but they like things a little bit warmer, right? They're more people-focused versus task-focused. >> Right. >> So they're more interested in more human connectivity, right? So keep it light, right? We use the word early in one of the earlier sessions, keep it fun. >> Yes. >> Right? So it's got to be a fun process, do not overwhelm them. I think one of the examples we even gave earlier in regarding the Health History is I think it may be a mistake to send a high I a Health History to fill out. >> That will just turn them off. >> Oh, my God, they're going to get that in their email and they're going to be like, "Thirty-two questions? Are you kidding me?" However, they'd be more than happy to chat about it whether it's in-person over a cup of coffee or over Skype, and you could take those notes. So it's not that they don't want to fill it out, it's just overwhelming for them to possibly take the time and thoughtfulness to write things out. So getting people to the closing table that are high Is, keeping it light, keeping it fun. And what also is another quick tip for a high I is to recap things in writing because even if you have a verbal agreement with them, they're going to need some reinforcement and accountability. And the best way to account for that is to probably send a follow-up email because they may have misheard you because they had so much fun interacting, they really don't pay a lot attention to the details. >> Got it. >> Right? That sounded like fun, "Oh, my God, I have to do those nine things. Oh, I didn't get all that." So really kind of follow up an outline and reinforce what's going to take place to make them accountable. Very, very important. So high Ss. You're their guide, really, right? I think we mentioned this in one of the earlier videos. >> Yes. >> Step by step. >> They really want you to handle the process for them. >> And hold their hand. I mean, I think one of the words we use was an accountability partner. >> Yes. >> Right? And one of things you have to also remember about the high S is they really are fearful of change, they will change, but they will change much more slowly. And if they don't like you and they don't trust you, they will not buy from you. Very interesting because go back to the northwest and think about the high driver, they don't need to like you or trust you, right? "You're going to get me 40 pounds less in 3 months? How quick, how fast, how much? Oh, I love you. Next?" The S needs to connect with you in a much more personal level, they need to like you if they're going to do business with you, so don't forget about that. You're their step-by-step guide throughout the process to make this process less scary. That's what we need to focus on. High C, which in one of the early videos, once again, we learned that Michaela at work is a little bit more methodical... >> Definitely. >> And a little bit more task oriented. >> Yes. >> So the high C, we talked about facts, figures, these people are super analytical. For many of the Health Coaches out there that we mentioned or high Is and Ss, and even for Ds and Is like myself, high Cs are hands down the most mysterious of the bunch, they're the least emotional of the bunch. And because they're the least emotional, you may think they're the least interested, not the case, they're just processing differently. So when you think they're not interested, they're simply thinking. So don't be turned off by that lack of emotional response. So what are we feeding a high C, less emotion, more process driven, right? And frankly because they think there's a lot of a risk involved in making these decisions even if you provide the facts, the figures, the supporting documents, the test results, the surveys, they still may want to take a little nibble before they take a big bite. So I oftentimes recommend with some of my clients if you're working with a high C which may be the most difficult of the four, put a pilot program together if that's possible in what you're recommending. You could say, "You know what, before we really commit to one another, maybe we could spend the next 30 days together in a handful of sessions, and you can kind of get a taste of what I'm talking about, and then you can decide if you want to move forward." >> So they don't have to commit, you know, on the spot. They have a little bit of time to think about it. >> Hundred percent. And that would probably work well that pilot test program for the south in general, the Ss and the Cs. >> The slower kind of thinkers. >> More methodical approach. >> Right. >> Slower decision makers, fear of change, not necessarily you're risk taker... If you can kind of give them a sample of... That's possible to give them a taste of what you're talking about, it will make the process of closing them and moving them through the sales cycle a lot easier. Sound good? >> Sounds great. >> Sound like a plan? >> Sounds like a plan. >> Thanks everyone for joining us. And really a special thanks to Michaela Rowland from the IIN staff for joining us today. >> Thank you. The information was great. >> Awesome. Have a great day.

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Posted by: integrativenutrition on Jul 2, 2018

Use DISC to Make the Sale

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