Totally. You can go so much further than u initially think.

Thanks man. Appreciate u

Always my friend. Can’t go wrong if you’re solving real problems.

Hehe. 😜

So true. So much time and effort wasted

There’s a version out there. They asked me to promote.

@tessiermaurice @bldxctcnqr

I'm 51. If I could go back and tell my 25-year-old self one thing about client meetings, it would be this: Stop being so helpful. I'm not saying be useless. But stop handing a prospect everything he asks for the second he asks for it, like you're working the till at Argos. "Can you send me some information?" If you say yes and nothing else, you've already lost the deal. I learned this the hard way early on. Prospect asks me to send over the full proposal. Pricing, case studies, the lot. I sent it that afternoon. Thought I was being professional, and that being quick and accommodating would win him over. Then came three months of "just reviewing it internally." Then he went with someone else. Took me far too long to realise what I'd done. I wasn't running the deal. He was. Someone always controls the frame on a sales call. If it isn't you, it's him. And you can spot it a mile off. You're giving all the information and getting none back. You're trying to convince him and he isn't budging. He won't commit to a next step. He's stringing you along and you're calling it "nurturing the lead." So here's what I'd tell my 25-year-old self: Agree what happens at the end of the call before you pitch a single thing. "Before we get into it, if we both think this is right for you by the end, shall we book in the next step there and then?" If he says yes, you're running the deal. If he won't commit to that, he was never going to commit to anything. He knows almost nothing about how you work. So he'll follow whatever process you set, as long as you set one. If you behave like his errand boy, he'll treat you like one. Stop being accommodating. Start being the one who decides how this goes.

Cheers tj 💪🫂

Underrated

Totally. If people truly understood they would try harder at it

Get my exact cold call opener that I’ve used to close $2B+ in deals over the last 20+ years: thegeomethod.com/opener?utm_…

The mistake is trying to fix everything at once. If they can identify what's actually holding sales back, they can focus their effort there instead of changing things for the sake of it.

And the biggest mistake is thinking they need to impress wealthy prospects with how much they know or how successful they are. They don't, but just need to focus on understanding the prospect's situation, asking the right questions, and communicating with certainty.

Founders could save themselves a lot of wasted calls by getting this right early. Not everyone who likes the product has a reason to buy it.

Sometimes the objection is a consequence of something the salesperson did earlier in the conversation. They might be trying to overcome resistance that they created themselves. That's why understanding sales psychology matters just as much as learning what to say.

People need to understand that being upfront about price builds more trust than getting someone on a call before they know what they're getting into.

I’ve closed every 6 and 7 figure deal by following the same two-meeting framework: Meeting 1: I don't pitch. Not a single word about what I'm selling. First thing I do is set the rules: "Here's how this works. I'll spend 20 minutes understanding your situation. If I think there's something worth talking about at the end, I'll tell you. If there isn't, I'll tell you that too. Either way, you'll walk away with something useful." Then the fact-find. Except I don't ask questions. I make assumptions. "I'm assuming you've already got X sorted." "I'd imagine Y's in place by now." If he agrees, I move on. If he corrects me, I've found a gap. Every correction is ammunition. By the end I've usually got three or four of them sat on the table. Then I play them back to him: "So from what you've said, you're in X position. You've got a hole in Y. And because of that, Z keeps happening." Pause. "Are you comfortable with that?" He says no. Now I show him the fix in two minutes: - The problem he just admitted. - What closes it. - Why it works. Then, before I leave the room: "Before I send you anything, if this is exactly as I've described, would you go ahead?" Yes, and I book the second meeting and send the details. If he waffles, he gets nothing. "Then there's no point me sending anything over yet. Let's speak when the timing's right." Funny how that one line makes them want it more. Meeting 2: This isn't a second pitch. He made the decision in Meeting 1. Meeting 2 is him checking the small print. He's read the details. He's got questions about how it actually works. I answer them on the spot. Any last objections come out here. I deal with those on the spot as well. Then: "Right. Based on everything we've covered, next step is getting the paperwork signed. Does Tuesday work?" Done. Now look at how your reps do it. Pitch in the first meeting. Send a proposal to anyone who asks. Chase for three weeks. Then tell you the market's slow.

Hahah! I feel ya

Thank goodness right? 🤣