Episode #289-Best Of Episode Brigham Dickinson, Drew Cameron & Weldon Long

Summary

HVAC Masters of the Hustle: Episode #289 - Best Of with Brigham Dickinson, Drew Cameron & Weldon Long

Release Date: September 23, 2024
Host: JDubMoneyMaker

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Introduction

In Episode #289 of HVAC Masters of the Hustle, host Jacob Moneymaker brings together industry experts Brigham Dickinson, Drew Cameron, and Weldon Long for a "Best Of" discussion. This episode delves into the secrets of high-volume closers, the intricacies of leadership within the HVAC sector, and effective sales strategies to propel professionals into the top 1% of the industry.

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1. Leadership and Belief

Brigham Dickinson opens the conversation by emphasizing the critical role of belief in leadership. He asserts that for a team to perform at their highest level, members must believe not only in their work but also in their leader.

• Key Insights:

  • Belief in Purpose: Team members need to genuinely believe in what they are doing.
  • Trust in Leadership: Leaders must earn the trust of their team, making them feel supported and valued.

• Notable Quote:

  "They've got to believe in what they're doing and they believe in you. If those two things are done right, they're going to have a whole lot more success than they've ever had before."
  [00:37] - Brigham

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2. Positivity in the Workplace

Brigham highlights the detrimental effects of negativity within an office environment. He illustrates how a single negative attitude can cascade through an entire organization, ultimately impacting customer satisfaction.

• Key Insights:

  • Contagious Negativity: A negative demeanor from one employee can influence others, leading to widespread disengagement.
  • Positive Leadership: Leaders must cultivate a positive atmosphere to ensure consistent, high-level performance across all departments.

• Notable Quote:

  "It's a trickle effect, and we see it all across the business every single day."
  [04:18] - Brigham

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3. Mental Toughness and Growth

Using a personal anecdote, Brigham discusses the importance of mental toughness in overcoming challenges. He shares a story about his son's wrestling match to illustrate how embracing discomfort can lead to growth and success.

• Key Insights:

  • Embracing Discomfort: Success often requires getting comfortable with being uncomfortable.
  • Preparation: Consistent preparation enables leaders and team members to seize unexpected opportunities.

• Notable Quote:

  "In order to get out of that move, you've got to learn to get comfortable being uncomfortable. You've got to breathe through it."
  [08:24] - Brigham

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4. Avoiding Ego as a Leader

Brigham addresses the fine line between confidence and ego. He warns leaders against allowing early successes to inflate their egos, advocating for continual preparation and humility.

• Key Insights:

  • Confidence vs. Ego: Healthy confidence should not transform into detrimental egoism.
  • Continuous Improvement: Leaders must persistently engage in the practices that lead to their initial successes to avoid complacency.

• Notable Quote:

  "If you begin to inhale those successes, the confidence you once had has morphed into ego."
  [10:05] - Brigham

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5. Activity vs. Quality in Business Operations

Weldon Long (referred to as Wally) contributes by challenging the misconception that increased activity automatically leads to better results. He emphasizes the importance of the quality and effectiveness of activities over sheer volume.

• Key Insights:

  • Quality Over Quantity: Focus on improving the quality of interactions and processes rather than merely increasing the number of activities.
  • Value-Driven Actions: Ensure that every business activity adds tangible value to customer interactions and overall service quality.

• Notable Quote:

  "No, you just need to be better at the activity. It's not the leads or the service calls that you get. It's what you do with the ones that you get."
  [12:06] - Wally

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6. Shifting Mindset: Customer Experience Over Closing Percentages

The discussion shifts to the importance of prioritizing customer experience and connection over merely focusing on closing sales. Jacob underscores how enhancing customer interactions can significantly improve closing rates.

• Key Insights:

  • Emotional Connections: Building genuine relationships with customers can lead to higher satisfaction and increased sales.
  • Continuous Engagement: Following up on customer interactions helps in identifying and bridging disconnects that may hinder sales.

• Notable Quote:

  "If you change your mindset of this is what my connection percentage is, that's gonna go a lot."
  [12:18] - Jacob

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7. Handling Price Objections: Value Over Price

Wally further elaborates on the concept that customers often resist not the price itself, but their perception of the value associated with that price. He encourages HVAC professionals to enhance their value propositions to address these concerns effectively.

• Key Insights:

  • Value Proposition: Clearly communicate the value and benefits of your services to justify pricing.
  • Comprehensive Solutions: Offer a broad range of options and solutions that address the customer's needs holistically.

• Notable Quote:

  "There's no right or wrong, good or bad. It's either useful or not useful. It either serves or it doesn't serve."
  [15:07] - Wally

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8. Persistence in Asking for the Sale

Drew Cameron shares a compelling story about a former employee, Sam Nevin, to illustrate the importance of persistence in sales. He emphasizes that asking for the order multiple times without being intrusive can significantly enhance closing rates.

• Key Insights:

  • Multiple Attempts: Don’t be discouraged if the sale isn’t closed on the first attempt; persistence can pay off.
  • Creative Approaches: Use different angles or topics to re-engage customers when they hesitate to commit.

• Notable Quote:

  "Nothing that will improve sales results more quickly, even if we're mediocre in the process, than just asking for the damn order a couple of times."
  [19:26] - Drew

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9. Handling Objections and 'Consistency Selling'

Drew introduces concepts from his book, "Consistency Selling," focusing on maintaining consistent communication and handling objections effectively. He uses metaphors such as "walking through a hallway" with "doors" representing potential exit points for customers.

• Key Insights:

  • Objection Handling: Proactively address potential objections by preparing responses and staying engaged.
  • Consistency: Maintain a consistent approach in sales interactions to build trust and reliability.

• Notable Quote:

  "As long as you're in the conversation, you're saying there's a chance."
  [24:36] - Drew

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10. Comprehensive Customer Engagement

Jacob and Drew discuss techniques for maintaining engagement and ensuring that customer interactions remain meaningful. They highlight the importance of relevance and presence during sales calls to effectively address customer needs and objections.

• Key Insights:

  • Relevance: Tailor conversations to align with the customer's specific needs and circumstances.
  • Presence: Stay fully engaged during interactions to better understand and respond to customer concerns.

• Notable Quote:

  "Am I 100% present for this person? And giving them information that's relevant to who they are and how they live and what they desire, the outcome."
  [16:35] - Wally

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Conclusion

Episode #289 of HVAC Masters of the Hustle offers invaluable insights into effective leadership, the power of a positive workplace culture, and nuanced sales strategies tailored for the HVAC industry. By fostering belief and trust within teams, prioritizing customer experience, and adopting persistent yet respectful sales tactics, professionals can elevate their performance and achieve top-tier success in the competitive HVAC landscape.

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Key Takeaways:

• Leadership Matters: Belief in your team and fostering trust are foundational to achieving high performance.
• Positivity is Contagious: Maintain a positive work environment to ensure consistent excellence across all operations.
• Embrace Mental Toughness: Overcoming discomfort and challenges leads to personal and professional growth.
• Value Over Price: Focus on delivering and communicating value to address customer objections effectively.
• Persistence Pays Off: Don’t shy away from asking for the sale multiple times; creative persistence can significantly boost closing rates.
• Consistency is Key: Maintain consistent and meaningful engagement with customers to build trust and reliability.

For more insights and strategies to help you ascend to the top 1% in the HVAC industry, tune into HVAC Masters of the Hustle and embrace the hustle!

Transcript

[Jacob Moneymaker]

This is H Vac Masters of the Hustle with your host, Jacob Moneymaker.

[Brigham]

Looking at the city like I already own it.

[Jacob Moneymaker]

What is up? You are listening to H Vac Masters of the Hustle podcast and here's your host, Jada Moneymaker. And welcome to episode 289. And this podcast is brought to you by Nuva Thermostat. The thermostat that is made by the contractor. For the contractor. The number one goal is branding, but retaining your clients as well. And this is the thermostat that does the job. If you have any questions, reach out to [e-mail] and I have a great episode for you. This is the best of episode of H Vac Masters of the Hustle. We got Brigginsome who's starting off the conversation, followed by Drew Cameron, followed by the legend himself, Weldon Long. Stay tuned.

[Brigham]

They need to believe in what they do. They absolutely have to believe in it. This is the purpose that I was talking about earlier, right? They've got to believe it. In addition to believing in what they're doing, they've also got to believe in you. All right? So as their leader, they've got to believe in their heart of hearts that you're going to, if needed. Right. That you'd be willing to take a bullet for them. When they believe in their heart of hearts that you would take a bullet for them, that you care about them that much, you will see them perform at the highest level. You will see them doing all these things that we were talking about earlier. Naturally. Right. Why? Because they believe in what they do and they believe in you. Right. If those two things are done right. If the leader is doing their job. And what's their job? The leader's job is to create cultures that shape behaviors that produce progress and growth. That's their job.

[Jacob Moneymaker]

Okay?

[Brigham]

So if that's what they do, then they're gonna, they're gonna have a whole lot more success than they've had before, than ever before. More success than they've ever had before. In fact, if you wanted, Justin, I could ask a few questions to our listeners just so they can self evaluate, determine whether or not absolutely as good leaders as they, as they, as they can be or should be. What do you think?

[Jacob Moneymaker]

Absolutely.

[Drew Cameron]

Let's go.

[Brigham]

Let me ask the first question. First question, what is the general impact of your influence in the office? Now, as our listeners consider the answer to that question, let me tell you what I'm getting at. What I'm getting at Here is negativity. Okay, so what do I mean by being negative? Well, when you're negative, it's contagious.

[Jacob Moneymaker]

Absolutely.

[Brigham]

I'll give you an example. So you go in the office, you're like, okay, you're having a bad day, right? The wife yelled at you, or the kids got to school later, Whatever. Something happened, right? So you come in, and the CSR says, hey, boss man, how are you? Fine. Okay. And the CSR is going, what the heck, man?

[Jacob Moneymaker]

I just.

[Brigham]

I just put myself out there. And my boss didn't respond, right? Didn't respond in kind.

[Jacob Moneymaker]

So he, you know what?

[Brigham]

If my boss doesn't care, why do I care? Customer gets on the phone, Hello. Instead of, hey, thank you for calling so much.

[Jacob Moneymaker]

And in the back of your head.

[Brigham]

That you're going, okay, well, that's a little extreme, but it's totally the way it happens, okay? So then the dispatcher gets it from the csr. Dispatcher asks the CSR a question, but the CSR doesn't care right now, right? Why? Because the boss man doesn't care. And so the dispatcher's like, oh, okay, so let's see. The CSR doesn't care. Why do I care so much? Next thing you know, that dispatcher talks to the technician. The technician's like, geez, if that dispatcher doesn't care, why do I care, Right? Next thing you know, technician gives it to the.

[Drew Cameron]

The homeowner.

[Brigham]

Homeowner calls in, ticked off.

[Drew Cameron]

I demand to speak with the owner.

[Jacob Moneymaker]

And the owner's like, oh, my gosh.

[Brigham]

My day can't get better, dude. Who did that?

[Jacob Moneymaker]

And it all started with walking in, bringing the energy, bringing that. That, you know, I mean, at the end of the day, it's a trickle effect, right? And we see it all across the business every single day. When we have the CSR that comes in with a bad attitude. And if they're on the front lines, right, Just like you said, Brighams, we have to make sure that we're. As a leader, right? That we're creating that positive energy in our office every single day, every single morning. Because it goes to the technician, right? Technician puts it on the homeowner, the homeowner, then the technician puts it on the comfort advisor if they turn it over. And it's just a big trickle effect, and we have to be aware of it. And I think that's where we struggle as leaders or managers or owners is we're not aware of the environment that we're bringing inside the office every single morning.

[Brigham]

That's right. So you ever wrestled before, Jason?

[Jacob Moneymaker]

Oh, yes, middle school.

[Brigham]

So mental toughness, right? Guys, I'm a business owner, right? We both run businesses. Yeah, I. I've got 50 employees domestically. I've got 30 employees internationally. I understand the stresses involved in running a business, okay? I understand payroll. I understand what happened with COVID We were all there. We all experienced it. And this mental toughness in the face of adversity is exactly what we're talking about. Because when you just talk about being. Hey, you got to be positive as opposed to being negative. Everybody's heard that a billion times. But the mental toughness behind it is actually what we're talking about. And so what we're getting at here is. Is getting comfortable being uncomfortable. Okay, so let me. Let me explain what I mean by that. And I love that we're using wrestling analogies, because my son, he wrestles, and a year ago, he was wrestling a kid named Dylan Ivy. Now, Dylan Ivey is a freaking stud, okay? I'll tell you, there's one time where Isaac was in a wrestling match with Dylan, and this. This guy's, like, the best in the state. In Isaac's weight class, there's one time where Isaac was trying to crawl off the mat. Right? Right, because when you crawl off the mat outside that circle, it starts over, right? You reset the match. But instead of letting Isaac get off the mat, Dylan Ivey grabs Isaac by the ankle and pulls him back in. I was like, oh, my gosh. This guy is a freaking beast. So anyway, Isaac's in this match with Dylan, and he finally puts him in a pinhole where his knee. Isaac's knee is on the ground. His back is. Is arched up right in the air. And then Dylan's got his arm around Isaac's neck, slammed into the down. The ref could not jump on the mat fast enough to. To. To smack the mat. Pin him. Yeah, exactly. And so.

[Jacob Moneymaker]

And so anyway, he.

[Brigham]

I'm on one knee on the side of the mat, just on the edge of the mat, and Isaac comes and just falls into my arms and start bawling. He's like, dad, I'm so sick of losing. And I sit on the. I sit on the bench with him, and I said, look, son, you gotta understand something if you want to beat Dylan. He's like, yeah, Dad, I want to beat him. And I said, if you even have it. To even have a chance of. To beat Dylan, you've got to get out of that hold. He's like, but, dad, it hurt. I said, I know, I know. I said. I watched it happen, right? I saw it happen. In order to get out of that move, you've got to learn to get comfortable being uncomfortable. You've got to breathe through it. Don't panic and just get out. Just think your way out. That's the only way to do it. What was cool is that later on that year side note, Dylan Ivey gained some weight and was out of his weight class. I said, that's so awesome.

[Jacob Moneymaker]

It's yours for the taking.

[Brigham]

So anyway. So anyway, nothing like a growth spurt, but Isaac was wrestling for third and fourth place in state, and it went to double overtime. Isaac was on bottom. And when you get to double overtime, it's the first one to score, right? Whether you choose top or bottom, first one to score wins. So Isaac chooses bottom. He's in referee's position. And the kid on top did this, like, cross face. Now, you know what a cross face is, but for everybody else, maybe just explain it. Okay, so cross face is when you put your arm across the other person's face and your bicep hits their chin and their nose. All right? The objective is to go across, grab their arm, kind of give him a little shock value. Right? Grab the arm and see if we can't get them in on their back a little bit. And so Isaac, he needed to get up and get out. Now, I took a picture of him after this match was over. He had a big old smile on his face and his teeth were red. Why do you think his teeth were red?

[Jacob Moneymaker]

He got good pop on the mouth.

[Brigham]

He got a good pop on the mouth, but guess what? He got out.

[Drew Cameron]

Nice.

[Brigham]

Okay, so again, he was happy. He was content with his win. Right. But the only reason why he had success is because he learned to be comfortable in uncomfortable situations.

[Jacob Moneymaker]

Absolutely. And I love that story right there. And one thing that you mentioned as well is really getting your culture of your company to really understand that you're willing to take a bullet for them. Right. And talking about that, what are some examples for your company that you stepped up as a leader, Brigham?

[Brigham]

Yeah, I appreciate asking that question. So I. There's one thing. There's a. There's a part of our culture and our. On our team. And. Well, the question. The question I ask myself and the question you should ask yourself is, does your team look up to you or do they just put up with you? Right.

[Jacob Moneymaker]

Good question.

[Brigham]

And that's. As a leader, that's one of the things you've got to consider. And what is it that can make them get to the point where they're just putting up with you. Well, the thing is, let's just call it ego. Okay? Ego is a bad deal. And how does one develop ego? Well, it's first confidence. And confidence is healthy, right? You want to believe in yourself. You want to believe in your abilities. But once you have a few successes and you got to remember what you did to get there, right, all the practice, all the effort, all the sleepless nights, all the hard work, all that stuff comes into play, and then you start having these successes. If you ever get to the point where you begin to inhale those successes, in other words, you feel like that's just who you are. Now in that very moment, the confidence you once had has morphed into ego. Okay, so how do you avoid that? Well, you continue to do what you did to have successes in the first place. You continue to prepare. You continue to practice. And I appreciate you. Let me answer that question. And it's a long answer to your question. But when it comes to preparation, that's kind of what I did to make sure that I was able to win this moment for my team. You see, I didn't even know it was a moment. You don't recognize those moments. But if you're obviously preparing for them, you'll be ready. You'll be able to recognize them and win them.

[Wally]

People seem to think, I got to do more activity to get more results. No, you just need to be better at the activity. It's not the leads or the service calls that you get. It's what you do with the ones that you get.

[Brigham]

Mm.

[Jacob Moneymaker]

I love how you change that mindset right there. Instead of looking at the closing percentages, look at it as a customer experience of connection, right? If you change your mindset of this is what my connection percentage is, I mean, that's gonna go a lot, because then you could follow up after your call. And it's very important, right? When we drive down the street to park down the street, because it's fresh in our mind. What did we do wrong in that appointment, and where did we lose Disconnect where the homeowner didn't understand, because at the end of the day, you guys. If you guys are getting price objections, right, it's not a price objection. It's a value objection. They did not see the value in the price that you were delivering. So maybe if you are in the presentation and you have the opportunity to go back, try to hit back on what you think that you missed or where that Disconnect was. Or something that I've also found that works very well is if you guys have a disconnect and you need more time, fall back on something that you guys talked about that you had similarities in. Right. And it will give you time to reconnect with that homeowner and then ask the order, because now you're connecting with them again. How do you feel about that?

[Wally]

Mr. Drew, you're spot on. And like you say, there is no such thing as a price. Objection. People don't object to price. They object to perceived value or perceived affordability. Right. And so, and so if your value proposition is off, well, then that's like you say, that's there's going to be a disconnect and there's no right or wrong, good or bad. It's either useful or not useful. It either serves or it doesn't serve. And as I said, you. You don't sell anything. And so, you know, when you come back and somebody says, hey, did you sell anything? No, it's. Did the customer choose to buy that they choose not to buy? And if they chose not to buy, why did they choose not to buy? Like you said, was there something that I missed? Was there something that didn't resonate? Was there something that didn't connect, you know, relative maybe to somebody else if they're shopping, as a lot of customers do? And the reason I believe customers, you know, comparison shop is because contractors comparison sell. You know, this is the one thing you know as well as I do, especially on a replacement side of things, that you can't comparison shop this. All the value in what it is that we do is not in the thing. Right. It's not in the box. It's in the design and the installation and then in the configuration of what it is that we do. And then the confirmation and verification once we do the install testing in and testing out on a service side as well. It's the, it's. It's not whether or not the machine functions, it's whether or not it performs right. Because machines have a lot of potential, but they tend not to perform. The average duct system is 57% efficient.

[Jacob Moneymaker]

Yep.

[Wally]

And so are you enlarging the scope of work to include everything that should be considered and let the customer make the choices on everything that should be considered? Or are you just looking at, oh, system's not running bad contact or bad capacitor, quote capacitor quote contactor. Oh, didn't get it. Or are you basically talking about, hey, maybe we should consider you know, rejuvenating. Rejuvenating the electrical system, maybe it should be a replacement. You know what? You know, here's a couple of different things for you to consider, right? Your job is to give them all of the diagnoses, even if you don't do some of that work, right? So, for example, you might talk about reducing the load by adding insulation, even though your company doesn't offer insulation.

[Brigham]

Right?

[Wally]

Be that resource that gives them all the information, all the diagnoses, all of the. All of the options for consideration, even if you don't offer them and then let them choose. Because people choose to buy or they choose not to buy. And again, when you basically start thinking about what did I do right, what did I do wrong that results right and wrong results in guilt and shame, fault and blame. I like to focus in on, did this serve the customer? Was it useful or was it not, or did it not serve the customer? And I focus in on, am I 100% present for this person? And giving them information that's relevant to who they are and how they live and what they desire, the outcome.

[Brigham]

Right?

[Wally]

Because that's what people want. They want the result. They don't want the thing. You don't buy a big screen television because you want a big screen television. You buy because you want to be immersed in the game or the movie.

[Jacob Moneymaker]

Yeah, right.

[Wally]

You bought the immersion experience of the game or the movie. Right. We were watching Avengers, Infinity War last night, was on television. And so I got that on 65 inches. Right? So I'm completely immersed in the movie. I'm immersed in the super bowl over the weekend. I didn't want the big screen television. I wanted to be that experience of being immersed in the game. And that's compelling to me as a consumer. And. And so I bought the thing. I didn't want the thing. I got the thing. I bought the experience. And so going back to where I said about comparison contractors, comparison sell. So customers, comparison shop, in reality, technicians and salespeople, if they were compelling, there would be no comparison.

[Drew Cameron]

I want to respond to something else you mentioned there about sometimes people being afraid they're going to bug the homeowner, they're going to annoy the homeowner. And one of the things I believe to be successful in sales is that you have to want to be liked. It's important to be liked to be successful in sales. But we can't have a desperate need to be liked. Like if we're so desperate for people to like us that we're not willing to ask the tough questions because we don't dare risk them, you know, not liking us, then we're never going to ask the tough questions. And I'll give you a story of a young guy that used to work for me. Great, great young man, named was Sam Nevin. I met him, I don't know, 15, 16, 17 years ago. He's working at a golf course where I used to live. And I got to know him over the course of the summer and eventually wanted to hire him. He had just graduated from college. And when Sam was in high school and college, he was a football player, very successful football player. He was a big man on campus, right? Went to a smaller school, Division 3 school for college, but he was very successful in his college football career. And of course, when you're on the football team and you're the star, you know, then, you know, you're just, everybody's, you know, giving you compliments and wanting to hang out with you. Well, Sam was having a hard time adjusting being out of college where nobody gives a shit, right? This is the real world, and nobody's going to be just fawning over you because you were a quarterback in college. So he goes to Workforce, and I'm telling you, Jason, this guy would walk in the house and people would fall in love with me. Super handsome, super charming, super funny. But he had such a desperate need to be liked. He could never ask for the order or any tough, for that matter. So I worked with him for months, man, and one morning he came into a sales meeting. He says, wally. He says, man, I wanted the best lead I ever went on. Last night I met this old guy. He was. I talked to him for three hours, and he's going to take me fishing this year and hunting next winter. And, man, I thought the guy was going to adopt me, like he wanted to be my new dad. And I'm like, that's awesome, Sam. What did he buy? He didn't buy anything yet. He's still going to think about it. And I said, poor Sammy. Poor, poor Sammy.

[Jacob Moneymaker]

But he's going to buy, I promise, Wally.

[Drew Cameron]

Yeah, yeah. And when he does, he's going to call me, I promise. I said, I'll tell you what, Sam, why don't you just call the guy right now? And he goes, well, no, no, no, he's supposed to call me. I said, don't worry, Sam. I'm not going to ask you to do anything crazy like ask for the order. Just call him and see if he has any questions. And so he calls the guy up, we're in the sales meeting, and he says, hey, Mr. Homeowner, Mr. So and so. This is. This Sam thought I'd just call and see if he had any questions from yesterday. You know what the old guy said? Which one of you. The guy he was at the night before. Poor Sam. He lost his new dad at his job on the same phone call. Because I was done with him at that point. So you got to be willing to ask those tough questions. You got to be willing to be in control, not controlling. It's a big difference. And it's a subtlety that only the.

[Jacob Moneymaker]

Experts really understand, you know, and it's crazy. You know, we're talking about asking for the order, you know, as I do on sites and ride alongs. I mean, you've done this for years and years and years. People will have a beautiful process, right? But they're scared to ask for the order at the end. And it's crazy to me because they'll do a beautiful process. They'll spend, you know, two hours in the home. They'll build a relationship, build a rapport. The customer experience was amazing. They give options. And the homeowner goes, all right, can you email it to me? And they go, okay, yeah, no problem. But never ask for the order.

[Drew Cameron]

That's crazy. It's crazy. Listen, we spend 90 minutes on the first part of the call, right? And if you're in a commission sales role, which your listeners all are, right. For the most part, right? If at the end of the 90 minutes, you are nothing more than an unpaid consultant and a brilliant conversationalist, right? Because you get paid for what you do the last three or four or five minutes, you got to finish the deal. And there's nothing that will improve sales results more quickly, even if we're mediocre in the process, than just asking for the damn order a couple of times. And what I've. What I've taught people for 20 years, as you know, it's like when you're at the end, you don't have to wait, like from the heavens to part and the harps of angels singing to start asking for the order. Anytime you can get your homeowner to agree with anything, you can just then ask for the order. So, for example, let's say you're my homeowner, Jason, and I've asked you for the order a couple of times. You're like, nah, we really got to think about it. And I could just say, so, Jason, what do you think about the way we do our installations. You find that pretty impressive?

[Jacob Moneymaker]

Yeah, absolutely.

[Drew Cameron]

Well, great. With your permission, let's do the paperwork. I mean, you know, I could say, and I'm going to be absurd here, but I'm going to say, jason, what do you think of the color of our trucks? Those. Those nice yellow trucks out there? You like that?

[Jacob Moneymaker]

Oh, they pop.

[Drew Cameron]

Well, great. Let's do the paperwork. My point is, you can ask the homeowner anything, anytime. Once you've got to your closing sequence, you don't have to have some special moment. Ask them any question. Anytime they agree, just say, well, great, let's get you an install date. And you do that two or three times, and one or two things will happen. They're going to say yes or no.

[Jacob Moneymaker]

And you know, what you're saying is asking multiple times. Right. I got creative where I could sit there and I could ask four or five, six times. Business. First off for my listeners, you could ask that many times and not piss off a homeowner, but you got to be creative about it, right? And I was really good at building a relationship in the house where I had such good conversation and rapport with the homeowner. If they said no at the end, I would go back to something that we talked about earlier where we had some type of common ground or common interest to spike something, to spike that emotion. Right? People buy off emotion. I got to spark that connection again and then recircle it and ask for the order again. But I want to let my listeners know that if you guys are only asking for the order one time, you're definitely shooting yourself in the foot with a shotgun. If you're asking two times, you got to continue five times. You go out there today, this week, next week, if you're on a call, count five times. If you've done it five times, then go ahead and pack up and leave. Right?

[Drew Cameron]

Exactly. Yeah. You got to hang in. And I know that's one of the metaphors that you use to stay in the batter's box, you know, and I always refer to it as just keep the conversation going. If I feel there's kind of a lull, and I've asked for the order a few times, I don't seem like I'm going anywhere. I mean, I'll just change the subject for. And I'll start talking about the kids again, the dogs or whatever. Just kind of shift gears for a few minutes and at some point kind of gradually get back into the business conversation and start asking, like, you said something that I know they already Agree with, like, you know, wow, you guys have great guarantees or great installations. So I just asked that question. I mean, you know, you. You mentioned earlier, we have great installations and great guarantees. I mean, you still feel that way? Well, great. Let's do the paperwork. And the key is, is. Is people, when they hear you say you can ask for the order five or six times without being obnoxious or rude or disrespectful. Some people probably just blows their mind. But the reality is it's very, very simple. It's about being creative. It's about being conversational, maybe shifting gears and, you know, talking about something else for a minute and then coming back to that. The key is, as you say, to stay in the batter's box. Because it's just like in life, you can never fail in anything unless you give up. So you can never lose the deal until you get up and walk out. As long as you're there at the table, you're in the batter's box, you're having the conversation.

[Brigham]

Right.

[Drew Cameron]

As long as you're in the conversation, you're saying there's a chance.

[Jacob Moneymaker]

Absolutely. Absolutely. And one thing that I really like training with you, Wally, is you taught me to get my objections out front. Right. Regardless, if you're at the call, we're going to get a yes or a no while we're there on site. Right, Right. And so. So let's talk about that, because I like your metaphor when it comes to battling objections and everything, you know, you. You're walking through a hallway is your analogy, and there's doors that they could escape through.

[Drew Cameron]

Yeah.

[Jacob Moneymaker]

You know, talk about, Talk about those doors and what you mean by those metaphors.

[Drew Cameron]

Yeah, that's. And that's the. That's the whole premise of my book, consistency selling that your viewers can pick up if they want to kind of have a. Kind of a sketch out of a sales process in general. But, yeah, I firmly believe. I mean, listen, for 50 years, and I'm a huge fan of all the legends, right. Just as you are, Tom Hopkins, Brian Tracy, Zig Ziglar. I'm a huge fan of all the legends, right?