Then you respond with another question. So repeat, approve, and respond. “What can I do to help?” “I already took care of it.” “You took care of it, great. What have you done to solve the problem?” “ I hired an attorney.” “ You hired an attorney, good for you.” Now, here’s where you upswing when you're confused. “At this point, what does your attorney think he can do?” See, “At this point, what does your attorney think he can do?” They're going to say, “Well, we’re thinking about filing bankruptcy.” “Bankruptcy, interesting.” See bankruptcy interesting. Not “Bankruptcy, all right!” Because bankruptcy is not all right. They not excited to have bankruptcy or to be in bankruptcy. The same thing you have to watch when you start repeat, approve, and responding a lot. You’ll put your foot in your mouth, because it will just become a reaction. You’ll always repeat. You’ll always enthusiastically approve. And you’ll always respond with another question. “How did you happen to get in this situation?” “My spouse died.” “Your spouse died, great.” And you’ll think, “Oh my gosh, what did I just say? What am I going to do now?” In that situation you just pack your goodies up and leave, because you're not getting your foot out of your mouth there. What you have here, folks, is you have a lot of little techniques that I give you here tonight that I want you to start practicing on. And I want you listen back to this call as much as you possible can. Because there's some information here that’s critical.
I’ll give you one more bit of advice here. Appreciate, respect, and agree. Write that down. Appreciate, respect, and agree. Always appreciate, respect, and agree with your clients. They're called agreement sentences. All right. You always want to agree with them.
Now, let me give an example. Always start with agreement. Let me start with that first. Always start with agreement. It's easier to get people to agree with you if you agree with them first. It's easier to get people to agree with you if you agree with them first. “I don’t want to sign over my deed to you.” “I totally understand. You know what, signing over your deed is a big decision, isn’t it?” See what we’re doing? We’re agreeing with him. And they go, “Yes.” Now what do we do when we’re getting them to say yes. “So, what I think I hear you're saying,” which is a level shift, “What I think I hear you're saying, is you want to stay in control of your situation don’t you?” And that also, now, is feeding into them making the right decision. What we did here, we appreciated, respected , and agreed. With agreement. And then we went right into a level shift. “What I think I hear you saying is this, which is you want to stay in control of your situation, don’t you?” Don’t you is an assumptive tag phrase that we talked about earlier tonight. Now, let me show you how we can do this. “Tom, when you decide tonight to work with me, I'm going to show you how you stay in control, okay?”
Tom:
Okay.
Bill Twiffer:
Now, here’s the thing. I just used “When you decide tonight to work with me” I just used embedded commands in there and I also used an assumptive tag phrase with, okay. So see all this stuff we’re talking about is intertwined all the time in your language. And when you start learning how important this stuff is. The business becomes so simple. It really does. So always start with agreement. Use phrases like, “I can appreciate that.” “You know I'm curious.” Another one, “I can respect what you are saying.” Another one, “I agree with you and I know how you feel. However I was wondering.” What you do is you start everything with agreement.
Now, I want you guys to write three or four of these numbers down, real quick. 500 percent, 350 percent, 1.2 per 10, that’s 1.2 per 10, and 7.6 per 10, 7.6 per 10. Let me ask you something, folks, let's just say your getting ready to go on your first airplane ride. Your first airplane ride. And you're going to go to Hawaii. You live in Chicago, you're going to Hawaii. You're all excited. You think, “Man I've never flown in an airplane before. This is going to be so great.” And the next thing you know you go walking down the tarmac. You're getting ready to get on you find out the 747, the big two story. You're all excited, your like, “Holy cow, my first time on a plane, I can't believe it.” And you come walking into the airplane and the first thing you see is the pilot standing there with his hat on. His cap. And you go over to him and you go, “Oh my gosh, this is great. This is my first time in the air. Flying on a 747.” He goes, “Me, too.” Now all of a sudden you think, “Oh what did he mean, you too?” What happens is you say to him, “Have you ever flown before?” “Oh, yeah, I've got a crop duster. I'm from Iowa. But remember when all the bankruptcies were going on and all the strikes they were having for the pilots? They just called me up. They said anybody with some experience come on aboard.” So he says, “This is my first flight. Gosh this is going to be fun. This is a big plane, isn’t it.” And you go, “Holy cow, what about like wind shear?” He holds up his little book, there, you know, his manual and he goes, “Page 37.” And you go, “Your just going to read it out of a book if you have wind shear?” And he goes - and then you say to him, “What about lightening strikes?” He goes, “That’s page 63. Lightening strikes not a problem.” Now do you get on the plane or - do you get off the plane or do you stay on? You get off. Here's the thing, that pilot armed himself just like 99 percent of investors do. They don’t learn their script. They don’t learn what to say. They don’t learn their checklist. They don’t learn anything about objection handling. And they go out there and they just bounce their way through the deals and they just blow through the numbers because they don’t put deals together because they're in their own way.