Friday your reps took notes and called it the best training they’d had. Monday a buyer pushed back on a live call, and every one of them did what they’ve always done. Under pressure a person goes back to the old habit, however much they liked Friday. Training holds when the team works it on live deals, with the manager listening, until the new way is the easy way.
Twenty minutes on the phone first. You leave with one format and its price, or a date for the proposal.
Your script works when the rep can read the buyer across from them. Without that, it’s the script you have now. We don’t replace your process. We teach your people to see the moment in front of them, the one where the buyer stops deciding and starts agreeing, and what to say next when they see it. That skill comes from Chase Hughes’s behavior profiling. Chase trained me in it himself, and I train your team.
The founder can already do this, usually without noticing. That’s why the founder closes and the team doesn’t. The work is making it teachable, then working it on live deals until it’s what they do without thinking.
Which one depends on the number the year depends on and how many people have to make it. Twenty minutes on the phone tells us.
In the morning the team learns to spot the second a buyer stops deciding. That afternoon they use it on live calls, with me listening. They leave with one skill they didn’t have at breakfast and a manager who heard it work on a real call.
One live session a week. Between sessions the team uses it with real prospects and brings back what happened, and I fix what went wrong. Six weeks is long enough for the new thing to become the thing they do without thinking.
Three days on site working live deals, where I rewrite what the team says to buyers and train the managers to coach it. Then ninety days of follow-up, because the managers are the ones who make it hold. For a team whose year depends on the number.
Tech startups and Fortune 500 floors are where Sales Team Six started, and the same moment shows up in insurance, home services, clinics and coaching. The buyer’s brain doesn’t know what industry it’s in. If turnover is the real problem, say so on the call: it usually starts in the job post and the first interview, and the same read applies to hiring.
Forty-five minutes to an hour, wherever the audience is. The idea: a buyer who agrees with you hasn’t decided anything, and what makes one decide. Then the audience watches it happen to a real person in real time, so they believe it before I ask them to use it. A smoker of thirty-plus years quit on stage. Which demonstration fits depends on who’s in the room, which is why the talk starts with a twenty-minute call.
I speak mostly to people who have to get a yes from someone: sales teams, founders, advisers, leadership groups. The idea is the same for all of them. The examples change. The full evening adds an hour of questions and dinner with the team, where people ask what they wouldn’t ask from a seat in the audience.
Who has to say yes, by when, how many people, and what the last training changed. You leave with one format and its price, or a date for the proposal.