Maverick Persuasion Module One

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 Maverick Persuasion Module One

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 Maverick Persuasion Module One

I'm Paul Mascetta and welcome to Maverick Persuasion.

What exactly is Maverick Persuasion?

Persuasion is the ability to get others to do what you want

them to. That's pretty simple and straightforward. A
maverick is someone who's a bit unorthodox and a bit edgy
— but it works. Maverick persuasion is a process I use to
influence others. I use it in business situations when I need
to close a deal. I use it when I'm negotiating or when I need
to save money. I've used it when I needed to close a sale.

A lot of the influence and persuasion training programs on

the market overwhelm you with information. They teach
you stuff that sounds cool and intriguing. You can talk to
your friends about the psychology of persuasion — maybe.

However, if you ever tried to execute the techniques from

these other programs in a real- life situation, you would fail
miserably. And the two major reasons why this would
happen is because most of what is taught is just too hard to
remember — or if you do remember it, it's just too hard to
execute. It doesn't feel real. It doesn't feel authentic. And
the minute you start coming across as inauthentic, your
ability to influence and persuade others fails because it
becomes obvious — and the anxiety and nervous energy
turns into a bad situation.

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 Maverick Persuasion Module One

I'm not sure if you're familiar with the Pareto Principle (the
80/20 principle). Simply put, it tells us that 80 percent of
results come from 20 percent of our actions. Some form of
the Pareto Principle can be found in almost every single
aspect of our lives. In business, 80 percent of the sales
come from 20 percent of the products. Eighty percent of
sales also come from 20 percent of the customers.

Instead of giving you too many things that will leave you
with no results, I've cherry-picked the best techniques that
will make you an expert at maverick persuasion, because
the ability to influence and persuade supersedes every other
attribute you have in life including talent, knowledge, and
persistence. The ability to influence and persuade others
will create opportunities for you that would not necessarily
be there without this skill. And should you be lucky enough
to have access to resources such as intelligence, knowledge
and persistence, this program will super charge everything
you do in life.

When I was growing up, my family taught me the

importance of staying in school and getting a good
education. The truth is I never got a good education. I
barely graduated from high school. I was always a C
student. School was not something I was passionate about.

I was told how important it was to have a good job.

Eventually, I found myself in sales and became very
successful. And after years of dominating sales in multiple
markets — and learning what works in real life situations

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and what doesn't — I realized I wanted to become an

entrepreneur. I wanted to refine and create a formula that
people could use to gain access to resources, to
opportunities, to relationships, to money, to wealth — just
as I have — using nothing more than influence and
persuasion. I realized the value of the art of persuasion at a
very young age. I've studied it and refined it and now I
want to pass it onto you.

PERSUASION VERSUS MANIPULATION

Persuasion and manipulation aren't the same things, but

they're very closely tied together. The difference between
persuasion and manipulation is the intention of the person
practicing the manipulation or persuasion. The one clear
element of separation between the two is intention, and you
need to recognize the difference between the two in order
to question your own motivation as to the use of
persuasion.

Let me show you what I mean. Here we have the persuader.

He's happy. He's fun. He has the ability to get people to
comply with him. When a persuader talks to someone he
wants to impact, his goal is to gain compliance: to get
through to another person, to get agreement, to influence
that person to his or her way of thinking. A persuader
always wants to create an environment where the target
feels good about the interaction and wants to create a
reciprocal relationship. It's like the gift that keeps on
giving.

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Now, don't get me wrong. This person in the beginning

might be resistant. They might give objections. They might
not be open to even talking to the persuader. The persuader
has to use persuasion techniques and strategies to get what
he needs from this person with the intention of providing
value — providing a win-win situation or something that
enhances this person's life so much that they want to
continue to be persuaded.

THE MANIPULATOR

A manipulator has a completely different set of intentions.

The manipulator only cares about his own needs. I'm going
to draw the manipulator to look a little bit different than the
persuader. I'm going to make him look mean and angry and
shady. The manipulator wants to use all the techniques he's
learned to take advantage of a person. With the exception
of lying and being outright dishonest, the manipulator is
going to use all the same strategies and techniques as the
persuader, but he'll do it from a one-sided point of view.
The difference comes down to intention.

A manipulator uses a strategic process when seeking

victims. He first looks for someone who requires a time-
sensitive solution to a problem. Timing and circumstances
greatly impact a person's desire to have what they want.
Now, sometimes that's a good thing and sometimes that's a
bad thing. People can make irrational decisions.

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The manipulator is also looking for someone vulnerable to

loss. They want the type of victim that can be easily
convinced that the manipulator is a benevolent authority —
someone who is a caregiver, an altruistic person — but an
authority in whatever they do. The manipulator creates a
false façade. They create an inauthentic persona. It's very
easy to sell somebody something when you lie or create the
perception that something is better than it is.

Manipulation is short-term and it's wrong — especially in

business or in sales when money is being transacted
between people. You should always examine your own
intentions before attempting to persuade someone. Are the
techniques I'm about to use to get someone to comply with
me ethical, moral and legal?

A POSITION OF AUTHORITY

The persuader attempts to create an environment of shared

beliefs. A relationship is built. As a persuader, you build
credibility. You have natural attributes and you carefully
create a persona that amplifies those attributes. That puts
you in a higher position and creates power and influence.
People voluntarily comply with your wishes. You become
an authority.

The concept of authority in sales has become a very

popular theme as the use of social media has developed.
Entrepreneurs market products to lists of followers on
places like Facebook. These lists develop organically when

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people recognize they share common interests or common

beliefs.

When it comes to influence and persuasion, there are three

groups of people. The first group pays no attention to these
theories. They don't believe influence or persuasion really
matters in life. They place no value on it.

The second group of people is the manipulators: inauthentic

people who use their expertise to get whatever they want
from someone. It's a short-term solution, as the victim
eventually figures it out.

The third category is the person who learns how to use

influence and persuasion in a systematic way. They use
their natural talents in order to position themselves at a
higher level of power and authority.

BECOMING PERSUASIVE

There are a few steps that need to be taken in order to

become persuasive — you have to look the part, sound the
part and act the part. You want to highlight your natural
self. Sometimes you do this intuitively and sometimes you
need a little bit of help with it. You need to learn how to
project your positive attributes visually. You need to learn
how to talk intelligently about your knowledge, experience,
and creativity — and you need to learn how to act with
confidence.

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DRESSING THE PART

My number one rule is to pay close attention to the way

you dress. If you're going to be in a business setting, aim to
dress 10-15 percent better than you think the person you
want to persuade will dress. If your plan is to persuade
someone in a social environment, you would dress a little
bit differently. Always dress conducive to the environment.

When I was a sales manager, I was operating a big fitness

center in Midtown Manhattan. One time I interviewed a
guy who showed up at the interview in jeans and a t-shirt. I
really liked him personally and he had all the experience he
needed for the job. But I just couldn't get past the fact he
showed up at a job interview wearing a t-shirt and jeans.

I asked him. "Why would you show up at a job interview

wearing a t-shirt and jeans?" He said, "Because I'm so good
at connecting with people that I knew I would make a good
impression on you. I'm not trying to be someone I'm not. I
was sure that if I came in here dressed like this but still
connected with you that you'd still take me seriously and I'd
most likely get the job."

Boy was he wrong. He didn't understand that in order to

effectively persuade someone, one of the first steps is to
dress conducive to the environment. Most of the time the
environment dictates the behavior. You behave differently
at a funeral than you do at a wedding. You can be
surrounded by the same group of people in both of those

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environments, but you're going to behave differently. You'll

behave differently at a rock concert than at a library.

Within approximately four seconds, people will make a

rapid, subconscious decision about you based upon your
appearance. They will subconsciously cross-reference you
to somebody they've met in the past — somebody you
remind them of. And they're going to ask themselves a
question — is this person good or is this person not good?
You're going to have to pass through that subconscious
filter. I strongly encourage you to go into each situation
having the best possible odds on your side. The very first
step is to dress conducive to the environment.

THE POWER OF VOICE

Your voice is a powerful tool. It is amazing how much your

ability to influence and persuade others improves once you
learn how to use your voice correctly. I'm talking about
things like speed, rhythm, modulation and cohesiveness.
These four vocal characteristics will drastically improve
your ability to influence and persuade others.

Most people pay no attention to the way their speech

pattern comes across to others. You don't want to be
abrasive (you'll offend people). You don't want to appear
meek (no one will ever take you seriously). You want to
speak confidently. Again, your appearance is crucial. You
have to be well groomed and dressed appropriately for the

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environment. You need to appear comfortable in your own

skin.

THE POWER OF POSITIONING

One of the most important tools when it comes to

persuading others is what is referred to as the power of
positioning. Positioning will have a huge impact on how
the other party interprets your message. The better
positioned you are before you attempt to persuade them, the
easier it's going to be.

Let's say you're starting here and this is your end goal — to
persuade this person. The processes of positioning yourself
might include meeting the person, building rapport, asking
for what you want and then making the close.

THE TRANSFER OF POWER

Positioning will enable you to move through this process

faster — and there are many different ways to position
yourself. It all depends upon your goal. Is it a business
transaction? Is it a social transaction? The easiest and most
powerful way to do this is called a transfer of power.

When a respected person gives you their vote of confidence

and transfers their power to you — that's a transfer of
power. It ties into the social proof aspect of influence and
persuasion. For example, marketers often take pictures with
celebrities. When prospects see a picture of the marketer

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with a celebrity, it creates a perception of power. This

person is hanging out with Donald Trump or Richard
Branson. He must be important. The perception created by
social proof usually happens deep within the subconscious,
occasionally rising to the conscious level.

Now the right transfer of power can take you from having
to start here and move you all the way up to there. In any
type of situation where you need to persuade someone,
you're going to have to create rapport. You're going to have
to connect with them on some level. Sometimes you can do
it in a few minutes. Sometimes it takes you months of
communication to build up the type of rapport that you
need to ask the person for whatever it is you want.

Of course, it depends on what you're asking for. But that

transfer of power — that transfer of credibility — reduces
the time it takes you to reach your goal of persuasion. It's a
very important tool and can be done either in person or
through testimonials from other people.

If you're in business, you're selling something. And if

you're selling something, you should always be soliciting
testimonials from other people. That transfers their power
to you and influences people who don't know you. If you're
trying to influence and persuade someone of importance,
think of someone they respect — and ask for an
introduction. An introduction from a well-respected
authority will get you closer than anything else to your
goal.

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Here's a personal example of positioning. I'm a professional

copywriter and am currently fortunate enough to work with
Joe Vitale. Joe Vitale is considered one of the pioneers of
Internet marketing. When my partner and I first became
involved with Internet marketing, we really wanted to do
get a chance to do a joint venture with Joe. We wanted to
work with him but we could never get through.

I recently met with him in New York and told him that
story. He asked, "Are you saying I was ignoring you?" I
said, "No. It's not that you were ignoring us. It's that you
were so far above our level at that time that we couldn't get
through. Our presentations and our creative ideas weren't
even getting us past the front door."

We ended up getting through to Joe through a mutual friend

who helped us establish a relationship. One day he said, "I
know a lot of people. Who would you like me to introduce
you to?" We both said, "We know that you're pretty close to
Joe Vitale. Could you introduce us to him?" Instantly an
introduction was made and a relationship was formed. It all
happened from one single introduction.

That is what is meant by the transfer of power. You might

not know, at this point, who you can reach out to for a
transfer of power. At least I have given you something to
start thinking about.

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Persuasion can be used in any area of your life. Now that

we've laid the ground rules, we'll move straight into the
techniques and strategies of maverick persuasion and how
you can apply them to almost any area of your life to
change your life. You can use it to improve your finances,
your relationships, and your ability to access resources and
opportunities you would not otherwise have.

I'll see you in the next video.

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 Maverick Persuasion Module Two

Before we get into the material, I want to tell you

something about me that you might not know.

I almost died about ten years ago. I was literally this close
to losing my life. I had gone out to a nightclub with a bunch
of friends and lost my keys. I asked a friend of mine to
drive me home — which was an hour away — so I could
pick up my spare set of keys and come back to pick up my
car. He thought it was a bad idea, but I insisted.

We had been out all night. It was actually around nine

o'clock in the morning when I started to drive home and I
was exhausted. As I was driving home, I fell asleep behind
the wheel of the car.

I fell asleep on the Brooklyn-Queens Expressway in the

middle lane going about 60 mph. My car first moved from
the middle lane all the way into the left lane. I smashed into
the divider, bounced off it and then woke up. By that time,
my car was out of control. I started going to the right,
towards another divider.

Now, that part of the highway is actually elevated — about

four or five stories above ground level. As I saw the divider
coming at me, I kept thinking, "Wow. I'm going to hit this.
This is the end." I braced myself. My car hit the divider at
an angle and flipped over. I remember I was playing CDs
when the car flipped over and finally stopped. I was upside-
down, the airbags had opened, all the glass was shattered
and my CDs were all over the highway.

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I smelled something burning and immediately panicked. I

thought the car was going to blow up, so I climbed out of
the driver's-side window onto the side of the highway.
Someone had called for an ambulance. As soon as I got into
the ambulance, they asked me if I felt any pain anywhere.

The moment the guy in the ambulance asked me if I was

experiencing pain, it was like a trigger went off in my
mind, and I started feeling intense pain in my hip. Long
story short is once I got to the hospital they did an X-ray. I
had broken a hip. I was in the hospital for two weeks.

The two weeks I was in the hospital gave me a lot of time

to reflect upon what I wanted to do with my life. Prior to
that point, I had regular jobs or I had been in sales
positions. I had worked on Wall Street. Yet none of these
things really satisfied me. They weren't helping me fulfill
my life's journey.

I joined a fitness club to help rehabilitate my hip and it

became a daily ritual. I couldn't really do much else, so
every day I'd go to the gym for a couple of hours and work
out. I became what they call a gym rat — someone who's in
a gym all the time. I really liked the environment. I knew a
couple of the people in sales there through mutual friends.
They seemed to be doing okay financially, so I thought,
"I've worked in sales before. I like this environment. I
wonder what it would be like working in a place like this."

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I approached the manager of the club (who to this day is a

very good friend of mine) and he gave me a job. That was
one of the best jobs I ever had. I was making great money
for someone my age and having a ton of fun. Those of us in
sales were successful. We always exceeded our goals. We
had a great team-building experience. In the whole year I
worked there, I never called in sick. I never came in late. I
really enjoyed working there.

That's how I segued into the fitness business. From there, I

moved into bigger sales positions including corporate sales
positions in Midtown Manhattan. Then I went onto
corporate sales management (managing clubs and
managing employees) and got about as high as I possibly
could at the club level.

In the interim, I continued writing sales copy. Some of my

biggest clients in the self-improvement arena included
Steve G. Jones, Kristen Howe, Mike Litman and my new
client Joe Vitale. It was at that point I realized I no longer
wanted to work at a job. I knew the Internet business
because I had helped my best friend build his Internet
business about ten years before.

My best friend, Frank Mangano owns Statbrook Associates,

which represents Steve G. Jones, Joe Vitale and Patti
Stanger from the Millionaire Matchmaker. Frank owns the
company that publishes their work. Now, Frank and I are
just two ordinary guys from the same part of Brooklyn that

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grew up as best friends. We both applied ourselves and

today we're growing our businesses.

At the time I decided to start an Internet business, I knew

the first thing I needed was a mailing list. What I did to
start growing my list was to barter and make arrangements
with people I was writing sales copy for. I'd come up with
an offer — something valuable that would help other
people — and I asked these partners to promote it to their
lists in exchange for my writing their sales copy at no
charge. During the first year, I wrote between
$40,000-50,000 worth of free ads in exchange for a
recommendation or for some traffic.

What is my point in telling you this story? I didn't like

where my life was and I decided to do something about it. I
used the relationships I had built with other people to help
me take my life to the next level. And if you look on an
even deeper level, you can see that I had access to many of
these opportunities because my best friend owned a
publishing company that publishes some pretty big names.

Where did it all start? It started from a relationship.

Our friend Steve G. Jones was online creating value and

changing the world — doing what he does best. My friend
found him, created a relationship with him and persuaded
him to do business. That opened up an opportunity for me
to persuade my friend to let me write sales copy. That

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allowed me to form partnerships with all these clients and

persuade them to help me build my business.

When you look at the grand scheme of all of these different

events that took place — they really are based on
relationships and based on persuasion — and I'm living
proof of the power of persuasion.
__________

The story I just told you leads me to one of the most

effective tools you can use in persuasion and we call it
masterful storytelling.

MASTERFUL STORYTELLING

Stories have inherent power. Most people are more

receptive when listening to a story than a long list of facts
and figures. Of course, there will be always be a time and
place where facts, figures, proof, benefits and features are
required for whatever you're selling. In the beginning,
however, your goal is to get your prospect in a receptive
frame of mine.

One of the most effective ways to do that is to tell a story.

Why? Because we're hardwired to listen to stories — we
naturally gravitate to them. It goes back to our childhood,
of course. As we mature, we read books. We go to movies.
We start imagining ourselves as one of the characters.
Going back to what I said about the 80/20 rule — part of

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the 20 percent of mastery of persuasion is the art of

masterful storytelling.

CONNECTING TO THOUGHTS AND BELIEFS

The first part of storytelling is to connect with the listener's

thoughts and beliefs — and having as part of the story what
you want them to think and believe. The story has to be
relevant, first of all, to what you want them to think and
what you want them to do. In addition, it has to be
conducive to someone's own timeline within their own
personal story. Let me explain what I mean by that.

CREATING A STORY WITH A PURPOSE

There was a purpose behind my telling you my personal

story. I wanted you to understand the value of relationships,
particularly when it comes to persuading others to help you
reach new heights. I'm a guy from Brooklyn, New York.
There are thousands of stories I could tell you — but those
stories wouldn't mean anything in the context of what we're
talking about here.

You purchased a product — this training program called

Maverick Persuasion. My guess is you purchased it because
you want to be able to persuade people — whether it's to
get a job, form a relationship, get a raise or promotion or to
close a deal. The bottom line is you want to learn how to
use influence and persuasion at the highest levels.

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The story I told you is likely to be relevant to your current

thoughts and desires — because if you weren't looking to
learn how to be persuasive in order to achieve success at
some level, you wouldn't have purchased the program. That
story is most likely relevant to what's most pressing on
your mind at this time.

That story demonstrated how to follow the first two rules of

the storytelling process. Persuasive stories have to be
created with a purpose. You have to have a goal in mind
and you also have to have structure. You have to have a
system in place — because if you don't — then it's more
like telling stories casually over drinks. When it comes to
influence and persuasion, you have to follow a process.

GAINING ATTENTION

The first part of the process is to gain attention. You could

be telling the greatest story in the world or have the greatest
product or service in the world — but if you can't get
someone's attention, it's a waste of time.

Think of it like this. Imagine yourself on train platform

surrounded by a hundred people. How would you get the
attention of all hundred people in order to tell your story?
You would have to do something to make their heads turn.
There are many different ways you can gain attention. The
most powerful one is the NLP pattern interrupt.

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The NLP pattern interrupt is when you force an interruption

of a person's current thought pattern. The person might be
thinking about how much they hate their job or getting their
kids to school or what they're going to make for dinner.
Their concentration is on something else. You want them to
concentrate on what you have to say — so you have to
interrupt their pattern of thought.

In advertising or sales copy, we usually do that with a

headline. My goal as a copywriter is to write a persuasive
message, and the most important part of that is getting a
person to read from the headline to the next line to the next
line — because once they stop reading, you lose them. The
same theory applies to having a conversation with
someone.

Compare someone's thought pattern to driving a car.

They're driving along the road thinking about something.
They're taking a particular path. There you are with your
offer. The first thing you want to do is wave your arms to
get their attention. Now they stop the car and look at you.
Now that you have their attention, you have to keep spiking
their desire to know more.

Do you remember the first thing I said when I told my

story? I said, "I want to tell you a story. You may or may
not know that ten years ago, I was almost died." That is an
attention getter. When you tell someone something like that
— when you tell someone that you almost died — you

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instantly gain their attention. That was my goal when I said

that to you.

Now, the goal is to increase a person's desire. You have to

layer the story in such a way that the person draws their
own conclusions as to the meaning of your story.
Remember — the most effective way to persuade someone
is to make them persuade themselves.

Storytelling comes naturally to some people — they're just

really good at it. For other people, it's a struggle. I get that.
But you can still learn this and you can use it effectively to
persuade people if you follow the rules and the steps that
I'm going to show you.

STEP 1 KNOW YOUR STORY

The most persuasive type of story should come from

firsthand experience. You can tell it in the third person as if
it were about somebody else — but the most effective ones
are those that come from you. You have to know your story,
understand fully its meaning and decide exactly how you're
going to tell it.

STEP 2 KNOW YOUR LISTENER

You should have a good idea of what the listener may be

thinking before you start the story. You need to have in that
story something that will fulfill their needs. The story I told
you is 100 percent true and I've told it a thousand times —

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but I tell different versions of it depending on my audience

and the point I'm trying to get across. In this case, the
context that formed the basis of the story was the
importance of forming relationships.

My goal was to help you draw conclusions by talking about

the power of relationships and how forming the right
relationships can move someone with no formal education
or specific training to becoming a wealthy and financially
free person who's living out their dreams. That's what
almost everyone wants to do and I'm showing you how I
did it —through a story that talks about the power of
persuasion to build influence and create relationships. I
knew my story and I also understood my listener. I knew
what you wanted to hear me say during that story.

STEP 3 LAYOUT

The next thing you want to focus on is your layout, and the
easiest way to do that is to answer these questions: who,
what, when, where and why. Again, you want to answer
each of those questions before you tell the story.

STEP 4 THE STORY STRUCTURE

Now we move into the story structure. Again, I'm going to

give you a very basic but wickedly effective formula to tell
your story.

GAIN ATTENTION WITH A POWER STATEMENT

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It should be shocking. It should be surprising. It should be

something that's going to make a person go, "What? What
did you say?" and want to listen to your answer. I started
the story with a very dramatic statement — telling you I
almost died. That's a good attention getter. Start your story
the same way.

PROVIDE BACKGROUND

The second thing is to provide a background. You want to

provide the audience with an idea of how the story is going
to unfold. If you just jump right into the story and start
rattling off different things that happened, it won't be as
cohesive. In order for the story to flow well, you have to
layer it with background information and context.

ENGAGE EMOTION

The next step in the storytelling process is to engage the

listener's emotions. This is where we start spiking their
desire a little bit. Of course, people can experience any
number of emotions — but the ones that are going to
engage people the most include pain, lust, desire and loss.
Unless you're telling a story that is completely blissful from
beginning to end, you should try to incorporate some level
of pain, lust, desire or loss. The audience should be able to
imagine themselves as a character in the story. You want to
tell this story in a way that's relatable to others.

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LAYERING THE PROOF

The fourth step in the preparation of a story is to begin

layering the proof. You want to include real people and
credible facts. When I started telling you about my
copywriting career, I was very specific. I talked about
people I worked with and mentioned their names. I talked
about clients and personal relationships. These are credible
facts. I didn't just tell you I was a copywriter for a group of
thought leaders. I layered the proof.

ANSWER QUESTIONS

One of the biggest secrets to persuasion is answering

questions you believe your listeners will be asking
themselves. Whenever you tell a story or make a
presentation or attempt to influence or persuade someone
— at some point that person will have objections or
questions. Your job is to identify those questions and be
prepared to answer them.

I used to be rather ambiguous when talking to people about

my transition and how I came up the ranks. I would say I
had been in sales and marketing, and that I had gone on to
become a professional copywriter, and that I had then built
my own publishing business focused on the topic of
influence and persuasion and all things related. That's
rather ambiguous. In the story I just told I was very specific
as to how I got where I am today. Why? Because eventually

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you are going to question how I managed to do it — so I

answered the question for you in the story.

GIVE ENOUGH INFORMATION

Give enough information so the person draws the

conclusion you want them to draw. They should begin to
form an action plan in their minds. I'm telling you this
story. I'm telling you exactly how I got to where I am today
by leveraging relationships. I'm hoping as I tell you this
story that you're formulating a plan to utilize relationships
to change your own life.

GIVE OPPORTUNITY

You want to give the other person an opportunity to tell you

how the story applies to them. Right now, the story is one-
sided because I'm alone in a studio shooting a video. We're
not having a live, one-on-one interaction. But if we were,
this would be the next step in the process. I would give you
an opportunity to tell me how you relate to the story or how
you could use what I told you. The process should work
whether it's done in person, on a website, by email or over
the phone.

TELL YOUR STORY

After all the preparation is done, it's time to tell the story.
The best way to do storytelling is to use your own voice
and gestures to bring that story to life. If I just sat here like

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this and told the story in the same tone of voice without
moving around — you might listen for a while — but when
I really get involved using gestures and projecting my
voice, the entire story comes to life.

SALES LETTERS

A sales letter is the message you see when you land on a

website designed to get you to buy a product or service.
I've written tons of sales letters for different products in
multiple markets. The goal of a sales letter is to get inside
the mind of a customer — to figure out the conversation the
customer is having in his or her own mind and then relate
to them, gain their attention, spike their desire, make the
offer and, hopefully, close the sale.

The best sales letters are written in chunks, and each chunk
is designed to keep the reader engaged. You want to craft
your stories in such a way that each part is directly linked
to the buying process. Each segment of your story is
designed to get them to want to hear the next part of the
story — which will eventually lead into your pitch or lead
into you asking for the sale or whatever it is that you're
looking for.

THREE STORIES

The last thing I want to leave you with is the three stories
that you should always have on hand. If you don't have

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these stories on hand, you should really take the next hour
or two to start thinking about them.

The first story is your story — your personal story as it

relates to the person you're trying to influence. The second
story is your company story. The third story is the story of
your product and service.

Knowing these three stories inside and out is very

important if you have something you want to sell. If you're
using this training program to improve your marketing or
sales, you will succeed a hundred times better if you start
thinking about how to sell your product or your service or
your offer through a story rather than just bombarding
people with facts and proof. All of that is important, but it
comes after the story.

Again, people are very receptive to stories. I gave you the

specific process to follow. You gain their attention, you get
them engaged, you spike their desire and then you layer in
your proof, your benefits and any magical things you can.
But to get there, you have to first craft your story.

I'll see you in the next video.

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 Maverick Persuasion Module Three

Welcome back. I'm happy to have you here with me.

Before I jump into this next video, I do want to take a

second to tell you how much I appreciate the fact that
you're spending your time here with me. I realize that if it
wasn't for you, I wouldn't be where I am today. I wouldn't
have a business. I wouldn't be in a position to make a living
doing do what I love. I really hope you are enjoying this
training and experience as much as I am enjoying
delivering it to you.

In this video, I'm going to talk about the concept of pre-

framing. It's a very powerful concept that is going to help
you immensely in the influence and persuasion game (or
really in any type of situation where you have to be looked
at as an authority or expert). Pre-framing is a powerful
thing.

Simply explained, pre-framing is building layers into an

introduction that slowly attract people to you. The best way
I know to explain this concept is to compare it to taking a
hot shower. When you take a hot shower, you can't start by
stepping into steaming hot water because you're going to be
burned. Yet oftentimes that's the case in situations where
you have to influence and persuade people. I'm going to
give you the exact process I use to form relationships.

There are three ways that someone generally finds one of

my businesses online. Perhaps they heard about me from
someone else. Maybe they found me on YouTube. Maybe

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they're familiar with my content so search for my products

by name or using the keywords "persuasion" or "influence."

The second way someone can find me is through paid

advertising. So, I advertise on Bing, Yahoo!, Google and
Facebook. I target people looking for solutions in the
influence and persuasion field — for any reason. It could
be to improve their sales. It could be to improve their
advertising, marketing, or communication skills. I then try
to build a relationship by sharing with them my content
about my products and services — with the hope that my
products will help solve their problems.

The third way someone can find me is if a joint venture

partner or colleague gives me a referral. They'll send out an
email to their list saying something like,
"Hey, Paul Mascetta has some good stuff. He's a good guy.
He's got a really cool offer. Here it is. Check it out."

In all three of those cases, I start the relationship by giving

away something for free — which we'll get into in the next
video. And there are two reasons I do that. One has to do
with the reciprocity obligation trigger, which I'm going to
get into later. But the second one has to do with the pre-
frame.

Some finds me either because they were looking for me, or

they were looking for a solution I potentially have the
answer to, or somebody they trust did a transfer of power
—someone recommended a free offer that I have and the

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person felt like it might be something they could benefit

from. They might not be in serious need of a solution to
their problem. They might just like what I have to offer.

However, in all three cases, there is some interest — but

I'm not really sure how interested this person is in what I
have to offer. I'm not sure which product or resource is
going to serve them best because I'm not sure what their
needs are. Before I try to pitch or sell something to them, I
have to start building a relationship.

In the process of me building that relationship and that

rapport, I'm going to do a pre-frame — I'm going to warm
them up to the idea of how important my product is if they
want to learn influence and persuasion. Secondly, I'm going
to talk about the reliability of my products in terms of
learning influence and persuasion.

Very rarely does a relationship start off with an immediate

sale. They may want to learn how to influence, persuade,
sell, and use conversational hypnosis — but very rarely will
they come across my website and think, "Wow. I'm so
impressed by what this guy has to offer I'm going to pull
out my credit card and buy something." It does happen
from time to time, but it's rare.

Most of the time, it happens through a process, a cycle.

Again, here's my stick figure. This is the potential customer
and here is my offer. And I've tried all kinds of different
offers. I've tried free reports and free videos. Right now, I'm

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giving away The Code of Influence. The Code of Influence

is the first influence-training program I developed. I've sold
over 10,000 copies of it. It's a great resource that people
will get a lot from, so I give that away for free.

Once this person comes across my offer, I start the next

step in the sequence — the email sequence. The email
sequence helps me engage them. I'm building rapport. I'm
creating a relationship. I'm prompting them to get into the
program because I know it will help them develop
knowledge about influence and persuasion — regardless of
their level of interest. The purpose of the emails is to
educate them in layman's terms — talk to them about the
human psyche, how influence and persuasion works, how
NLP works and other related subjects.

Once a person is put into the email sequence, they're going

to stay there for a while and continue to receive emails.
Now, I've gauged the approximate time in the email
sequence where I believe it's appropriate to ask for a sale.
The email they get will say something like, "I hope you like
all the information I've been sharing with you. I hope you
learned something from it. Now, if you're ready to take
your ability to influence others to the next level, I've got a
great product for you. Click this link and let me know
whether or not it's something you're interested in."
Hopefully, at this point, they're ready to invest their money
into buying my product.

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But before any of this can happen, I have to do the pre-

framing. First, I pre-frame the importance the role of
influence and persuasion will play in their lives. The next
thing I pre-frame is the product or service I have to offer. I
don't just jump in and throw an offer in front of someone's
face and ask them if they want to buy it. Pre-framing has to
happen first.

What is the best way to pre-frame?

It really depends on what you're trying to sell, who you're

trying to influence and persuade and the angle you're
looking to take. The overarching principle that governs the
entire process is something we call "gurudom" for lack of a
better term. And gurudom is another way of saying you've
become a thought leader in your area of expertise. You have
become the trusted expert in your niche, arena, field or
whatever it is that you're claiming to specialize in. You do
this because once you develop your status as an expert, the
bigger your following becomes — and followers are easier
to persuade.

Of course, running a successful Internet business requires

traffic — the life blood of an Internet business. If you don't
have any traffic, you can't sell anything or make any
money. There are different types of traffic. There's warm
traffic, cold traffic and then there's red-hot traffic.

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All of you are red-hot leads in Internet marketing. You're

on my list. You've purchased at least one product. You're a
buyer. You've invested your money.

Then you have warm traffic. Warm traffic usually comes

from a joint venture partner — someone has referred you.

Cold traffic are the people I mentioned before — people

finding me on Facebook or through pay-per-click
advertising. They have no idea who I am. My goal is to
take them from ice cold to red-hot and that's what your goal
should be. You do that by elevating your status to that of an
expert.

If you expect to be an expert in sales, you must come

across as one of the foremost experts in your field —
especially if you're trying to sell something, take part in a
financial transaction or apply what I'm teaching you to
marketing either your products, your services or yourself.
You must create and develop a USP — a unique selling
proposition. The unique selling proposition is exactly that
— it identifies what differentiates you from all of your
competitors. — and the main reason why a potential
customer should choose you over anyone else.

Now, if you have a product — it could be a benefit, a

feature, or the way that the product is delivered — but the
USP doesn't necessarily have to tie into a specific product.
It could tie into what we call a unique process. Maybe your
product or the information you share can be found in other

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places. It's all about the delivery — the way your present
yourself and what you have to offer. Your USP could even
be your personality.

I want to be completely honest with you. The information

I'm sharing with you in this program is not rocket science.
It's known in the field of psychology. Articles have been
published in journals. This information is out there.
Regardless, you still need to determine what your unique
abilities are, and how you position yourself.

My unique selling proposition is made up of two parts. I

believe in condensing the massive amount of research done
in the fields of persuasion and influence. My USP is my
insistence on providing my clients with core principles they
need to know to master influence and persuasion. I don't
sell any filler — but effective and actionable content. I do
extensive research and then filter everything I believe to be
impractical — and I only share what I tested and confirmed
on my own.

The second thing that's unique about what I offer in the

field of persuasion and influence is my delivery of the
content. Yes, there are many videos out there on the topic
— but the feedback from my clients is that part of what I
have to offer is watching me in action and my training
techniques.

I want you to start thinking about what your unique selling

proposition is and how you can begin to establish yourself

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as an expert and differentiate yourself from anyone else.

The first step is to determine your area of expertise. Once
that is defined, you research, study, and refine your
knowledge to the point where you can teach it to others.

Malcolm Gladwell, in his book Outliers, proposed that

mastery of a subject requires 10,000 hours of study. I don't
know about 10,000 hours — especially if you're already
coming to the table with talent or specialized knowledge —
but I would advise you to aim for at least 1,000 hours of
study. I keep track of my time using a spreadsheet. I have
1,000 blocks highlighted and every time I spend an hour
studying something related to persuasion, influence, NLP
or hypnosis, I put an "X" in that block. Keeping track of the
time you spend this way holds you accountable to fulfilling
your goals of becoming a thought leader in your field.

One of the fastest ways to become an expert is to take a

specific position on an issue. The term for this is polarizing
a market — taking such a strong position in your field that
you create groups of people who either love you or hate
you. The ones that love you will follow you and the people
that can't stand you won't believe anything you say. That
can be tough to deal with, sometimes — but when you do
this, you will gain the following that you need to elevate
you to the level of status I'm talking about.

My goal in life is not to seek out the people who disagree

with me and try to change their minds. My goal is to find
the people who already believe in the power of influence

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and persuasion, build a relationship with them, elevate my

status, and then hopefully provide them with the solutions
they're looking for. The easiest way to do this is to polarize
your market.

Another good way to both educate yourself and become

well known in your field is to publish. Begin by writing
essays, articles and white papers. Share information with
others in your field. One of the most effective ways to do
this is through the use of interviews. They're really
powerful and you can use them in one of two ways.

First, interview other experts in fields that are related to

what you do. This enables you to learn just through the
process of conducting the interview. It also creates social
proof and the transfer of power comes into play. You can
also have people interview you. When people interview
you, you will eventually develop a relationship and your
circle of contacts will grow. The transfer of power is
happening and you're beginning to create a following.

One of my good friends, Dr. Joe Rubino, came down to see

me in New York about two weeks ago. Joe's dental practice
was one of the top 1 percent of the most successful dental
offices in the United States.

One day he realized that he wanted to change careers. He

decided to pursue the field of personal development — in
particular, the field of self-esteem. He began researching it,
applying it and sharing what he knew about the topic —

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eventually positioning himself as an expert that many

people now follow.

Joe grows his followers primarily through interviews. He

sets up the interviews and has people interview him about
the topic of self-esteem. And in the process of answering
those questions, he's pre-framing, building rapport and
essentially skyrocketing his status to the point where when
he does ask for a sale, people will recognize him as the
foremost expert in that field.

Online forums are an excellent way to share your expertise,

build credibility and form relationships. Find the forums
that focus on the specific niches in which you want to
position yourself and begin having conversations. Get your
name out there.

Public speaking is another way to build yourself as a brand.

You should speak at trade shows and organizations that can
use your services. And don't worry about being
compensated. The benefit is in creating a reputation for
yourself. You'll gain experience. You'll collect testimonials.
You'll add followers.

Consider writing a book. One of the easiest ways to create a

following or to establish authority is to create an e-book.
You do not have to be a writer to publish an e-book,
especially these days — you can outsource most of the
work.

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Here is one way to start the process of creating an e-book.

Think of between thirty and fifty questions somebody who
wants to know about your area of expertise would ask you.
Think about what you have learned over the years. Let's say
they're starting here and then their goal is to get here. Right
here is someone looking for a solution to a problem. Over
here is the end result. Between the two are all the different
questions you would have to answer in order to take that
person from this point to that point. And think about how
you want to position yourself.

The next step is to have a friend come to your house and

ask you the questions you developed. Record the entire
conversation. Then hire a transcriber and send the recording
to them. Transcriptions are an essential tool to writing an e-
book. The transcriber will create a document for you that,
at the least, puts the recording down on paper. Some
transcribers will edit the document for you and turn the
document into an e-book ready for publishing. You can
have a simple transcription done and edit it yourself, or you
can also hire a professional editor to edit the transcription.
Once that's done, you've got yourself an e-book. All you
have to do is convert it into a PDF and put a disclaimer on
it, if you wish. Writing an e-book is not hard to do and is
important to establishing your credentials.

The next step is taking the e-book and turning it into an

audio program. You can just read the book aloud. You can
sell recordings of your interviews. You're putting content
out there to pre-frame and to establish yourself as the

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expert. You should also write a blog and think about doing
some podcasting.

The bottom line is this: getting your name out there

requires publishing content. Make sure you have your story
straight — as I talked about before — knowing your story,
your product's story and your company's story. Begin
developing your area of expertise. Once you start gaining a
following, the pre-framing and gurudom I talked about will
draw people to you — because of the influence you have
created.

I'll see you in the next video.

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Welcome back. In this video, we're going to start talking

about reformatting and changing people's belief systems.

In the last video, I told you I don't try to persuade or attract

new customers who don't have any interest in what I have
to offer. I don't try to change completely their beliefs. When
I talk about changing people's beliefs, I'm really talking
about just altering those beliefs ever so slightly. The point
is this: All of us have core beliefs and most of us defend
them at all costs — even though many deeply held beliefs
have no factual foundation.

Some beliefs are less rigid and are easier to change. Let me
go back to my trusty stick figures here. Here you are as the
persuader. You want to alter a couple of the beliefs in this
person's mind in order to get that person to say yes to
something. Now there's a couple of different ways you can
do that — but if you start challenging these beliefs (no
matter how unrealistic they are), you instantly create a
barrier between you and this person.

This is the biggest reason why people fail at selling,

influencing, persuading and communicating with people.
Why? Because they fail to use this person's belief system in
a systematic way in order to influence or persuade them.
Instead, they challenge that belief.

Now, if you want to win an argument — that's fine. But if

you want to eventually persuade this person to do
something for you and you want to create a relationship

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where that continues to happen — you have to learn the

systematic way to do this. If you just challenge them,
you're going to create a wall of separation between the two
of you.

First, you need take a closer look at this person's beliefs —

understand why they believe what they do. Of course,
there's different levels of belief. You first have to identify
how deeply held a belief is and then develop your strategy.
And your strategy can be based on one of two things. You
can try to change or alter the belief (it doesn't mean
challenging it) or you can include the belief in your story or
selling process.

When I was managing fifty employees and there was a

problem, I always sat down with the employee and tried to
figure out why they did what they did. For instance, I might
have had an employee who was scheduled to work until ten
o'clock and left at seven o'clock. If I was to just sit him
down and start yelling at him, I might miss the fact that
there was a death in his family or one of his kids was sick.

Sometimes you have to reformat their belief. You have to

create a new belief (that they should have called in to tell
you they had a problem). That the next time something like
that does happen, they have to keep the line of
communication open.

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TYPES OF BELIEFS

AUTOMATIC BELIEVING

How does a belief develop? First, things that can be either

seen or heard are the most believable. This is referred to as
automatic believing. Here's a picture of our brain and here's
all this data coming in. As the brain scrutinizes information,
it filters it — deciding what it wants to keep and what it
wants to dismiss. And for most part, the brain relies mostly
on sight and hearing initially. If I tell you I fell out of a
window — you'll believe it more if you see it happen.

BELIEF PERSEVERANCE

The second type of belief is belief perseverance. Belief

perseverance happens when a person takes an already
accepted belief and runs it through a series of tests to
determine whether or not they want to hold onto it — and
usually they're putting it through these tests because they
want to hold onto it.

We use these perception patterns as a way of filtering the

information using a mental structure referred to as schemas
— to align what we see with our current beliefs. We take
the new information we have and use these mental filters
— these perception patterns — to fit the data that we're
receiving into our current belief system.

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To persuade anyone effectively, you first have to identify

the beliefs of theirs that are congruent to your own position
and then get them to reaffirm those beliefs. During this
process, you must be flexible with your own beliefs — and
start to challenge your own filters — because there's
winning and then there's persuading.

If you want to win an argument or want to get a point

across, that's one thing. If you want to align with this
person's thought process and then tweak it until it gets to
the point where they comply with what you ask — that is
the route you want to take.

Now, realize that change in beliefs usually happen because

of a desire to resolve some sort of an issue. It could be a
personal issue. It could be a financial issue. It could be a
problem with finding a solution (it usually takes place
because of the desire to resolve some sort of an issue).
Perhaps this person has been confronted with something
they weren't expecting and now a belief change is starting
to take place.

It's rarely necessary to get people to change completely or

to move them to take some action in order to change a
belief. The goal should actually be to create a new belief.
You want to move them just enough to where they can
accept your belief along with their own beliefs.

Again, the hardest beliefs to change are those that rely on

faith — and lack of proof. You want to present the new idea

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or desired outcome in the position of an expert and use

evidence to support that position. There are a couple of
ways to connect your audience to your idea.

The worst way to do it is to connect them from down here.

You don't want to try to connect people from down here to
your idea because that's going to be very hard. In this case,
you haven't established any credibility, you haven't pre-
framed and you haven't established yourself as an expert —
or these people aren't interested in what you have to offer
and are never going to say yes to you. That's presenting an
idea from down here.

The second route you can take is to present your idea from
here — where these people are somewhat interested and
may have a need for what you have to offer. The beliefs are
somewhat aligned.

The third way to present a new belief is to do it from up

here. When you do it from up here — you've already
identified similar beliefs. You're coming to them from an
elevated point of view and from an elevated status.

UNDENIABLE PROOF

The easiest way to elevate yourself is through pre-framing

or undeniable proof. Any kind of evidence or undeniable
proof that supports your idea coupled with pre-framing will
automatically bring you up to this level — and this is where

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you're going to have the easiest time persuading someone

to change their beliefs.

Now, if you're still having trouble getting someone to alter

a belief, ask them what they would do if the belief was true.
This allows them to temporarily accept the belief or
suspend their disbelief. And once you get them to do that,
you can then reinforce the idea you're trying to get across
by giving proof.

Once they've accepted your idea, I suggest you reward

them — perhaps through a series of steps. Maybe you can
make them part of an exclusive group. Maybe you can give
them access to special information that few people have.

1. You present yourself as the expert

2. You determine what is important to the person whose
belief you're trying to change
3. You determine what is congruent to current beliefs in
relation to your idea
4. You present evidence
5. You identify an area of frustration or confusion around
the issue
6. You reward the behavior

Again, when I'm trying to attract new customers, I don't

target people that think persuasion and influence is coercive
and evil — or even a waste of time. Obviously, that is not a
good strategy. I want to start here where I know that they
have some level of belief that what I am offering can

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actually help them. The belief that I want to change may

only be skepticism. They may think I don't know what I'm
talking about or that I can't be trusted. They may think I'm a
gangster because I grew up in Brooklyn. Maybe everything
they've studied in the past has been too difficult to apply in
real life or couldn't be used in a practical way. All of these
are preconceived notions people might have about me that,
at some point, have become beliefs.

At this point my job is, through the use of pre-framing and

relationship building, to capitalize on the beliefs they
already have and build from there. I have to identify the
area of frustration or confusion and then create a solution.
And when I create that solution for them, it begins to
change their belief. It doesn't happen all the time, but in
most cases you can take a person who has one particular
belief about something and tweak it into the belief that you
want.

You need to reinforce the belief. You need to continue to

give proof. You need to continue giving testimonials and
rewarding behavior by placing them in an elite group,
giving special offers or access to information not everyone
else has. You need to follow up consistently so they'll
maintain that new belief.

Once you achieve your goal of getting the person to believe

in you by purchasing a product, your must keep the lines of
communication open as you create more products and

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services to help reinforce the new belief. In this case, that

ability to influence and persuade others is a good thing.

I'll see you in the next video.

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 Maverick Persuasion Module Five

Welcome back.

In this video, we're going to start to explore the

motivational triggers you can use to gain compliance. I've
identified around eighteen of them but in respect for the
80/20 rule, I won't overwhelm you with all of them, but
instead identify the top 20 percent that do work.

MOTIVATIONAL TRIGGERS

Every day we are all bombarded with data and information.

If we attempted to scrutinize every piece of information
that comes our way, we would shut down. It is physically
impossible — the human brain doesn't want to do it. So,
what the human brain does is it takes these short cuts called
heuristics. These mental shortcuts save the brain a lot of
time and energy. Instead of scrutinizing every piece of
information coming in, the brain makes subconscious, rapid
decisions as to what information to filter out. It puts that
content in a virtual file cabinet and most of the time it
happens without the person even realizing it.

That's the reason why these triggers work, and that's the
reason why the human mind is wired to react to them. This
means that if you position or do something specifically, you
can cause a reaction in a person's mind without them even
realizing what's happening. What I want to start with are
the triggers that I personally know to be the most effective.

OBLIGATION AND CONCESSION

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Our sense of humanity today goes back to our ancestors

who had to learn survival skills — including how to share
food — in an honored network of obligation with other
people. This dates back tens of thousands of years where
we learned, as a species, to make concessions, obligations
and use reciprocity — to have this constant cycle of giving
and receiving.

Today, people who don't reciprocate are generally frowned

on by society. What do we call these people? We call them
moochers. We call them freeloaders. We call them selfish.
We say they're looking out for themselves. That they don't
think about other people.

It's just human nature. If you do something for someone

and they don't reciprocate — or if you see someone not
reciprocating to someone else — you're going to assign to
them all these terrible labels. That's because we respect, for
the most part, reciprocity and we respect having to
reciprocate when someone does something for us.

Now, people do buy and say yes to people that they like —
but they will still buy from you if you do them a favor first.
And they will still buy from a person that they may or may
not totally like if that person does them a favor first. This is
why free samples work so well. It's partly why I give away
a free product when I'm trying to bring someone new into
my network — because it's my way of getting my
information into their hands. I'm confident that if I can get

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my products into the hands of others and get them engaged

in it, they're going to get some results from it — and if they
get results from it, they're probably going to buy something
from me later in the future.

Claude Hopkins was a scientific genius who, one hundred

years ago, figured out many of the principles of marketing
and advertising we use today. In his book, Scientific
Advertising, he talks about why he created the coupon.

The coupon is basically a reciprocity trigger. You're giving

the customer something that creates the perception that they
are saving something — so you're doing them a favor.
You're going out of your way and doing something nice for
them. And when they have that in their hands, it
automatically sends them into the store wanting to
reciprocate and purchase what you have to offer.

Amway used something called the BUG — a tray with

products that were given to customers as gifts. That is an
example of reciprocity. You're giving the potential customer
something for free. When the time comes for them to buy a
product, they're going to buy the product from you. Why?
Because you gave it to them for free. Secondly, they got to
test drive whatever it is you had to offer. Again, they're
going to feel more obliged to want to comply with you.
Obligation runs very deep in the human psyche. People are
naturally wired to repay when they are given something,
and response rates increase tremendously when free
samples are included.

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Years ago in New York City and other big cities you'd have
guys coming up to your cars at a red light and cleaning
your windshield. The reason why people in New York can't
stand these guys is not because it messes up their car
windows — but because they feel obliged to reciprocate the
favor by handing the guy a dollar. That's how powerful
reciprocity is. Some people will purposely take a different
route just to avoid it.

The beauty of reciprocity is that the seller can control the

entire process. They can decide what gift to give and what
they want from others in return.

CONTRAST AND CONCESSION

This becomes even more powerful when we bring contrast

or concession into the equation. Contrast increases your
chance of gaining compliance through a series of steps
where the person is comparing one offer to another offer.

You give someone a small gift and then ask them to make a
$50 purchase. When they decline the $50 purchase, you ask
them to make a $10 purchase. In most cases, they will
make the $10 purchase because they feel obligated once
you made that concession — and obligated because they're
the ones that caused the concession to begin with. Now, the
original request can't be outrageous and unfathomable. The
negotiation has to be skillful and it has to be customized.
When done in the right way, it works.

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In one case study, a group of college students was asked if

they would spend two years working with juvenile
delinquents. Most of them said no. When asked if they
would do one outing to the zoo with juvenile delinquents,
50 percent said yes. Of course, a two-year program versus a
day at the zoo is a big difference.

When another group was asked if they would do the outing

to the zoo without first being asked if they would work
with them for two years — only 17 percent said yes. More
than double the amount of people agreed to it and complied
when they're first given an offer that seems a little bit more
drastic or a little bit more off the radar — something that
they really didn't want to do.

That's the power of concession. When you make a

concession and you create the contrast in the change or the
offer — the person is going to feel obliged to comply with
you because they feel like they caused the concession. It's
the perception — the contrast and then concession factor.

G. Gordon Liddy came up with several outrageous

proposals during Watergate including spending over $1
million on airplanes — so call girls could nefariously
extract information from prominent Democrats. When he
finally made the concession and proposed $250,000 — it
was easily accepted. The only naysayer was a person who
wasn't present for previous discussions. The only person

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that said no to his proposal of $250,000 was the person who

didn't hear the initial proposal.

The initial concession you make is going to lead to more

commitment, more consistency and more compliance.
Remember - small commitments eventually lead to bigger
commitments. You want to start small and start getting the
person into the habit of complying with you — and that
often happens through making concessions.

There's a very simple three-step formula for this:

1. You have to create value

2. You have to present something that's going to help
people
3. You have to ask for their compliance

Once you've done all your homework, you then ask for the
sale. If need be, you simply make the concession and then
ask again. The formula is that simple — it works every
single time. Always be sure first to create value in order for
the other person to feel the need to reciprocate.

I'll see you in the next video.

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 Maverick Persuasion Module Six

Welcome back. I'm Paul Mascetta, and I'm happy to have

you here with me. In this video, we're going to talk about
the motivational triggers of commitment, consistency and
proof.

CONSISTENCY

Consistency equates to stability in people's lives. It

represents social stability. Consistency can be what's
socially acceptable. When a person's beliefs, words or
deeds don't match everyone else's — that's inconsistency —
and the person is often frowned upon by society. They're
seen as indecisive or even mentally unbalanced. The mind
is hardwired for consistency and doesn't like inconsistency.
The moment you understand that people want to be
consistent in their actions and their words, your power of
influence goes up.

Even when people are undecided about something, they are

usually more optimistic once a decision is made. It's been
shown that people who bet on horses are actually more
confident their horse is going to win once they place the bet
and pass off the money.

Here's another good example. You're at the beach and

someone asks you to keep an eye on their bag while they go
swimming. If someone tried to steal the bag — the
likelihood of you chasing that person is higher than if the
person didn't ask you. If they had asked you to watch the
bag and you didn't try to stop the person, that's

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inconsistency. You would now be inconsistent with what

you said you were going to do and what you really did.

Someone calls you and asks you if you're a charitable

person. You say yes. If they call back, you're more likely to
donate because you already stated that you're a charitable
person and you want to remain consistent with that. A lot of
telemarketers take advantage of this human trait. First, they
start their pitch with, "How are you feeling?" It's been
shown that people who respond positively are less likely to
say no. They're easier to sell to because they won't want to
appear stingy. That's the exact reason why they ask that
question.

Commitment is directly tied to optimism and to future

behavior. We know when someone becomes committed to
something, they automatically feel more optimistic about
that commitment. That commitment also leads directly into
future behavior — into them consistently committing to do
something again if they already said that they would do it
in the first place.

It's been said that the Chinese were able to break down
American prisoners by having them write down what's
wrong with America. By having the prisoners do this
systematically and through continued behavior, they slowly
changed the belief systems of the American soldiers. They
broke the consistency the American soldiers had — into
thinking that Communism wasn't really that bad. Their

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belief systems were eventually reformatted which led them

to comply.

Commitment and consistency are tied together — but

consistency leads to continued behavior and continued
behavior often results in compliance. And compliance is
what we're after in the game of influence and persuasion.

It's been shown that when sales agreements are brought into
the equation in product purchases — a person fills out a
sales agreement and agrees to all the terms and conditions
— they're actually less likely to cancel. It doesn't matter if
the product is better or worse. It doesn't matter if their
experience is good or bad. All of that is out of the equation.
The likelihood of a person cancelling drops. Why? The
person made a commitment — they committed to
acknowledging they knew what they were getting
themselves into. They don't not want to appear inconsistent
by not following through.

This also goes for your life goals — and if you're not
writing down those goals, then shame on you. The
likelihood of you achieving a goal skyrockets the moment
you write it down. Something almost supernatural and
magical happens when you write down a goal.
It's almost as if you're taking it from a place in your mind
— from the metaphysical — and manifesting it into the
physical world by committing to it on paper. The moment
you take that action and make that commitment — you
want to be more consistent in your actions. This is why

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people who consistently write down their goals are far

more likely to achieve them.

Public commitments are probably the most powerful types

of commitments. When I was a sales manager, we'd have
monthly meetings and go over monthly goals. Then we'd
reverse-engineer everything that needed to be done in order
for that salesperson to reach those goals. We'd break it
down to how many sales they needed to make in a day in
order to sell a certain amount in a month. We'd base it on
their close ratio — that they'd have to talk to X amount of
people per day to make X amount of appointments so X
people would show and the salesperson could make X
presentations. As a result, they would close X sales. I
would get them to make their commitments publicly in
front of everyone else in the room.

Why? Because the consistency factor has now become

elevated. People do not want to feel inconsistent about their
actions, their behavior and their words — particularly in
front of other people. Again, it's frowned upon in society.
Others begin to view you as inconsistent. Commitment is
extremely effective in changing self-image and future
behavior. The moment you get a person to commit to
something, they instantly start to change the image they
have of themselves. They want to follow through on what it
is you're asking of them.

There are three key rules to gaining commitments from

people:

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1. They should be active

2. They should be public
3. It must involve some effort from that person.

You can threaten a person. You can blackmail a person. You

can back a person into a corner to force them to make a
commitment — but that's only a short-term solution and
that's not the art of persuasion.

The art of persuasion is when you get someone else to do

what you want them to do willingly — and because they're
doing it willingly, they feel good about it. If they're willing
to do it again and again, you can begin to build a
relationship. The key is getting someone to become
actively committed and, at the very least, it should involve
some effort on his or her part. They have to accept
responsibility for that commitment and want to make that
commitment.

I pride myself on my ability to influence and persuade

people and being a good salesman and good negotiator, but
I hate going to buy a car. The truth is I don't like
confrontation. I like friendly confrontation — like debating
someone— but when I have to argue with somebody, I'm
not happy. And every single time I go to buy a vehicle, it
seems like I run into a problem with either the salesperson
or the finance manager.

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Car dealers have this tactic they use (and they've used it on
me). The salesperson closes the deal. You agree on the
price and on the monthly payment. The salesperson then
tells you they have to confirm the agreement with the
finance manager. They tell you to get into the vehicle and
test drive it.

Here's what's happening. First of all, they've gotten you to

make a commitment. Whether or not they change the
commitment or they change the details of the deal, they've
got a commitment from you. That's the first thing.

The second thing they're doing is creating consistency.

They want you to become emotionally attached to the
vehicle. That's why they have you test-drive it. They take
the license plates off your old car before the finance
manager even finalizes the deal. Seeing your license plates
on the new car creates consistency.

The finance manager's job is get more money out of you,

and he'll usually do that in one of two ways. First, he'll give
you a higher interest rate — supposedly based on your
credit rating. The amount of your payment is going to go
up.

But should you have good credit and he can't change the
terms, he'll try to upsell you on other products for the car
— things like insurance and warranties. He's going to
implement different sales strategies in order to get more
money off you. Everything the finance manager does is

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also based on two things — commitment and consistency.

Consistency leads to continued behavior and continued
behavior leads you to compliance.

If you need to influence and persuade someone, you need

them to make that commitment first. You then need to
create the consistency in that commitment. The more
consistency you create in that person making that
commitment — the more they're going to want to be
influenced and persuaded by you.

The third trigger is proof. The proof trigger translates to

this: if something worked before, it will probably work
again.

There are two types of proof. There's hard proof (evidence

that you bring to the table). Maybe you're asking for
compliance on a deal or access to resources and, in
exchange, that person is going to profit. If you can bring
any kind of proof to the table that shows them what their
return will be, you'll stand a greater chance of influencing
and persuading them.

What if you don't have factual proof? You move to the

second type of proof — social proof. Most people are
persuaded by the actions of others, as long as those actions
are governed by something in their interest. That's social
proof.

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People often do what they see other people do. The reason
television shows play a laugh track is because it triggers the
live audience to start laughing. When you walk into a shop
and see a tip jar filled with money — it's probably the
bartender who put that money in there. Why? Because they
want to create the illusion that other people are tipping
them. That's social proof. People are persuaded by the
actions of others and the actions of others influence our
actions.

Over a million copies sold. The reason you're being told a

million copies were sold is so you'll subconsciously think
that if a million people bought the book, it must be really
good. It's the power of social proof.

You'll see social proof used in Internet marketing during a

product launch. Let's say I wanted to sell a product on
influence and persuasion. I would release three pre-launch
content videos talking to you about the importance of
influence and persuasion and giving you strategies and
techniques you can use. I'm building you up to the final
part of the process where I make an offer and you hopefully
purchase the product.

One of the big reasons why launches work so well is

because when you do them, you usually have joint venture
partners also supporting the launch. They reach out to their
customers on your behalf. There's a Facebook integration
with comments and feedback. This really activates the
social proof trigger in the mind of the potential buyer.

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Once they get to the buy page, they've already been pre-
framed like we talked about before. They see a transfer of
credibility from someone they trust — someone endorsing
you — and that's happening through multiple channels.
That elevates the social proof aspect of it.

Social proof is very powerful — to the point where people

who don't even believe something already accepted (or not
necessarily truly accepted) by a wide group of people will
uphold that norm even if they disagree. They'll keep their
feelings a secret. Even if people incorrectly believe that a
group of other people is conforming to a norm they don't
agree with, they will still agree with it publicly because
they don't want to create a social barrier. They don't want to
break that element of social proof — where everyone
thinks and behaves in a certain way. This is called
pluralistic ignorance.

An emergency is an example of pluralistic ignorance. If

something is clearly an emergency — the likelihood of a
multitude of people getting involved is very high. But if the
emergency is not clear and it's not publicly understood,
then the likelihood is that people will not respond. One
bystander might decide to take action. A group of people
will only take action when something is definite — when
it's something that is "universally" understood. We parrot
the social behavior of the people around us —especially
those that are similar to us.

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THREE RULES OF SOCIAL PROOF

1. Larger and bigger is better

The larger the group of people supporting a particular

venture, cause, endorsement, product launch — the better.
The more people support something, the more another will
stand behind that same venture, cause or endorsement.

2. What's going on has to be identifiable or relatable

If you can't relate to the matter at hand, you're not going to

be interested. I might see 500 people jumping off a bridge
— but that's not going to make me jump. I'm not going to
mimic that behavior because I can't identify with what
they're doing. Maybe they're an adventurous group of
people and I might be the type of person who's influenced
by that. But if I can't identify with the action, it's not going
to work. You have to make sure I can relate.

3. The position has to be clear

There has to be a clearly stated reason why people are

gravitating toward one particular movement, product,
cause, or endorsement. Is it the cheapest? Is it the fastest?
Is it the most reliable? Is it the most durable?

This ties into what we talked about in a former video — the

USP or unique selling proposition. That has to be stated
clearly. The better you can explain why a majority of

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people are interested in your offer, the easier it will be for

your target to understand why they should be interested in
your offer.

The three emotional triggers again are: (1) commitment —

get people to commit to things publicly and willingly (2)
consistency — get people to ultimately comply with what
is asked of them and (3) introduce evidence — in the form
of hard evidence or social proof.

I will see you in the next video.

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 Maverick Persuasion Module Seven

Welcome back. In this video, we're going to explore two

more motivational triggers — the liking trigger and the
authority trigger. Let's start with the liking trigger and talk
about how exactly that works.

THE LIKING TRIGGER

People are more likely to comply with people they like.

As I stated before, people will still comply with you under

certain circumstances even if they don't like you — but
convincing someone to do something is much easier and
much more effective if someone does like you. You can
think of it like this: a fair deal plus liking equals master
salesmanship.

Think about Amway and other products sold through direct

marketing. My wife sells Avon — and she recruits other
people to sell Avon products, as well. The reason Avon
parties work so well is because Avon teaches its
salespeople how to use motivational triggers to get people
to buy products.

The first thing that happens is someone is given a prize.

The reciprocity trigger is being activated. The benefits of
the product are explained. The commitment trigger is being
activated. Everyone at the part is a friend of a friend. That
makes them more likeable. These are social proof triggers.

GETTING PEOPLE TO LIKE YOU

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PHYSICAL ATTRACTIVENESS

I've spoken about the importance of grooming and making

sure you're dressed conducive to the environment.

SIMILARITY

Similarity can be related to interests, hobbies, or sports.

Today one-third of the world's population has a Facebook,
Twitter or LinkedIn account.

GET PRECONCEIVED INTELLIGENCE

Before you attempt to persuade anyone, do some research.

What are their interests? Their hobbies? What sports teams
do they like? What kind of music do they listen to? This is
getting preconceived intelligence about this person.
Gathering intelligence is a priceless part of the persuasion
process. Find out as much as you possibly can about the
person you want to persuade. Preconceived intelligence
enables you to present yourself to someone in the best
possible way.

GET REAL-TIME INTELLIGENCE

When that's not an option, gather what we call real-time

intelligence. You gather real-time intelligence by

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observation. How does the person dress? What kind of

makeup do they use? What cultural trends do they follow?
Take a look around their office or home. Are there family
pictures? Sports memorabilia?

HIGHLIGHT THE SIMILARITIES AND AVOID THE

DIFFERENCES

It's been scientifically proven that people will be more

compliant with people like themselves. That means you
want to try to highlight or accentuate any possible
similarities that you might have with the person that you
want to persuade. More importantly, you want to make sure
you avoid any differences. If you're a Democrat, don't talk
politics with a hardcore Republican. If you're an avid fan of
a sports team, don't talk sports with a fan of a rival sports
team. You want to highlight the similarities and deviate
from the differences.

BUILD RAPPORT - MIRRORING AND MATCHING

The best possible way to build rapport is through the NLP

techniques of mirroring and matching. Mirroring a person
means you do exactly what the other person is doing as if
they were looking in a mirror. If the person has their right
hand on their chin, you want to put your left hand on your
chin — because that's what it would look like if they were
looking at themselves in a mirror.

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You want to match their vocal tone, their pace and their
breathing rate if you possibly can. Pay attention to their
chest area and throat. To match a person means to
synchronize your visual cues with their visual cues. That
will create rapport with them on a subconscious level.

BUILD FAMILIARITY

Another way to create rapport is through familiarity. People

are more likely to comply with those who are familiar to
them — with whom they feel closer and more connected.

In one scientific test, a group of people had pictures of

faces flashed in front of them. When they were introduced
to the people in the pictures, they were more likely to like
the people they saw in the pictures. Why? It's the
familiarity trigger. The brain is already familiar with the
person they're about to meet.

One Internet marketer I know sells products that teaches

men how to pick up women. He suggests that when you do
meet a woman, you walk with her through different rooms
in whatever setting you're in. This creates different
experiences for the two of you to go through quickly and
she becomes more familiar with you sooner. She feels more
comfortable with you. The familiarity trigger is very
powerful.

THE ASSOCIATION TRIGGER

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When someone associates places, times and events with

other people — that will naturally create feelings. If there's
a thunderstorm, you associate that with the local
weatherperson because he or she told you that would
happen.

People also feel closer to others when they eat together,

because eating is a blissful experience — a nourishing
experience the body enjoys. Your mind automatically
associates good feelings when you share a meal.

None of these triggers is going to work if someone is

totally repulsed or the relationship is not one that's likely to
work. In this case, should you have the opportunity to sit
down with someone over a good meal, (and make a pitch or
presentation), that person will be more likely to find the
experience enjoyable because they're performing an act that
their body and mind finds enjoyable. You're creating a
connection.

A COMMON GOAL

Another way you to build familiarity, rapport and a

common association is to work towards a common goal.
The beauty is this is it transcends culture, creed, religion,
race and any other differences you may have with that
person. Working towards a common goal eliminates
dividers and you're less likely to notice the differences.

AN OVERVIEW OF THE LIKING TRIGGER

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⋅ Present yourself well — including being well dressed

⋅ Do research
⋅ Gather intelligence
⋅ Highlight similarities
⋅ Avoid differences
⋅ Create rapport through mirroring and matching
⋅ Find a common goal.

The liking trigger is so important because it's a long-term

trigger. Once you get someone to genuinely like you, it's
much easier to create a long-term relationship — and that
means you can continue to persuade them.

THE AUTHORITY TRIGGER

The actor Robert Young sold Sanka (decaffeinated coffee)

for years on television ads. His TV persona was that of a
doctor. Because of that, people trusted what he had to say.
He created a sense of authority and people trusted him
because of his perceived status.

People's respect for an authority figure can practically

reach the level of following someone off a cliff. In one
experiment, an authority told Group A to administer shocks
to people in Group B if they answered questions
incorrectly. Group A didn't know that the people in Group
B were actually actors. As emotionally challenging as it
was, the people in Group A did, in fact, administer the

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shocks. They did so because they were told to by an

authority figure.

In another case study, a man was introduced to a class of

students as a professor. When those people were asked how
tall they thought that man was, most added two inches to
his height. The man was then introduced to another group
of students as a student. When the students in the class
were asked how tall he was, they didn't add any additional
height. People subliminally and subconsciously reacted to
the authority figure in a different way — in this case by
seeing the authority as taller.

People will follow a well-dressed businessman down the

street even if he's walking in the wrong direction. People
will follow a well-dressed businessman right into traffic.
Why? They subconsciously see him as an authority figure.
People perceive well-dressed figures (particularly
businessmen in a suit and tie) as authoritative figures.

Authority brings respect and acceptance and it can be

packaged in many different ways. It can come from your
title. It can come from a transfer of power (when someone
else with credibility transfers their power to you through an
endorsement or recommendation). Once you achieve the
status of an authority, you need to use it. People will be
more likely to respect you and accept what you have to say.

Once you establish yourself as an authority, you need to

exploit that. You somehow need to make clear your title,

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rank or accomplishments. If that's not an option, then try to

use the transfer of power — where someone who already
has a relationship with the person you're trying to influence
gives you an endorsement.

Authority doesn't always work when dealing with hardcore

skeptics. People attempting influence and persuasion tend
to avoid skeptics because they believe skeptics are the
hardest people to persuade and don't make decisions easily.
Part of that's true and part of that isn't true.

Yes, they can be difficult to persuade, but they do make

decisions easily. They just need sufficient proof to make
that decision. Once they get that proof, they will make a
decision very quickly. If you're dealing with a person that's
naturally skeptical about everything, you have to bring
proof to the table — both social proof and hard proof.
There has to be clear proof in order for them to trust you as
an authority.

When you find yourself in a situation where you need to

change someone's mind, you have to give them a reason
why they should change their opinion. People guard their
opinions and beliefs even if they're irrational or false. A
skeptic might actually believe what you're saying, but may
be so committed to what they previously thought that they
don't want to retract from their former beliefs and, as a
result, be influenced by you.

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At that point, you need to give them a way out. Perhaps

their old belief comes from some sort of misinformation.
That removes the burden and enables them to make an
excuse, essentially, that their incorrect belief was justified.
Make sure you try to provide the skeptic with information
that changes their viewpoint.

The liking and authority triggers are simple, powerful and

the easiest ways to get people to like you. Exploit any
authoritative status as much as you can without being
obnoxious and before you go into an interaction with a
person — because people are more likely to respect you
and accept what you have to say.

I'll see you in the next video.

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 Maverick Persuasion Module Eight

Welcome back. In this module, we're going to discuss the

most powerful motivational trigger of all — the scarcity
trigger.

When something becomes less available, the mind wants it

more. We see this both personally and in business. When
two people meet in a romantic setting and one person isn't
always available, the other person becomes more drawn to
them. When the tables are turned and the unavailable
person becomes more available — that spell of curiosity is
broken. In business, we see this all the time with
countdown timers, restrictions on things, deadlines. I use
them myself, and the reason I use them is because they
work.

We’ve talked throughout this program about the 80/20 Rule

(the minority creating the majority of results). This relates
directly to scarcity except with scarcity it's more like 95/5
— in most cases 95 percent of scarcity comes from making
only 5 percent of something limited.

I run sales almost weekly on my different products and

services and I usually have a 48-hour sale. Within that 48-
hour period, I'll send three emails. Email number one tells
you I have a great product. That creates curiosity and
mystery. Some people come to my website, I show them
the offer and a couple of them buy.

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The second email is more specific and gives a deadline of

when the product is going to be taken off the market. The
sales will start to increase slowly.

With the final email, I've narrowed the window of

opportunity down to a certain time. I've found that
approximately six and a half hours is the best span of time
to end a promotion because it gives those people on the
fence enough time to make a decision about it — but not
too much time.

Eighty to 85% of all sales come in near the very end of the
promotion. That final email usually generates the smallest
amount of clicks — meaning the people that click on that
link are interested buyers. That, my friends, is the power of
scarcity.

Why do diamonds cost so much money? Because they are

perceived as being scarce — and that's how effective and
powerful scarcity can be. Diamonds actually aren't rare at
all. It's the perception they're rare that makes people want
them more.

Scientists refer to this human reaction to scarcity as

psychological reactance - that as opportunities become less
available we lose freedoms we don't want to lose — and we
will try harder to regain those freedoms. When we become
independent at around the age of two years old, we start to
go after things specifically restricted from us. This becomes

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hardwired and layered into our minds. The older we get, the
stronger the effect of scarcity.

The beauty of scarcity is it can be used systematically,

frequently, and diversely when it comes to persuasion and
influence. As long as you actually follow through on your
commitments, you can use the same tactic over and over,
and people are going to react the same way. And because
this trigger is so powerful, it is predictable.

You can diversify how you use scarcity. You can limit
quantity. You can set a deadline. Miami-Dade County,
Florida passed an anti-phosphate law and the result was
laundry detergent being smuggled into the area. It had
become scarce, and everyone wanted it.

The tendency to want something that's been banned

transcends many areas of life. It could be about something
personal, or it could be information or it could be business.
It could even be people. The minute something becomes
restricted or off limits, we want it more, or, at the least, we
want to know more about it.

You can manufacture scarcity. Things that are assumed to

be difficult to possess become perceived as better to
possess — the link between availability and quality — such
as diamonds. As something becomes less available, we
attribute a greater sense of quality to it.

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Then there's the psychological reactance — when

opportunity is less available that interrupts our freedom —
and we don't like that. We always work harder to get back
something that's been taken away from us. Censorship is a
great example. When you censor information, it becomes
more desirable.

When a group of students at the University of North

Carolina was told that a speech opposing co-ed dorms
would be banned, they became more opposed to the idea of
co-ed dorms. When evidence in court is banned, jurors tend
give it more weight.

In a classic case study, three groups of people were

presented with a sales presentation on beef. Group one was
told the best beef was grass fed and organic — the best
possible beef you want to buy. Group two was given the
same pitch, but they were told that the beef was becoming
scarce in the next six months. Group three was told the
same thing as group two but was told the information about
the scarcity of the beef had come from an exclusive source
unavailable to the general public. Orders for the beef from
group three were six times higher than those in group one.

Imagine if you could take a presentation — whether it is in

sales, marketing, advertising or any product — and
multiply the results of the sales by six simply by changing
one thing you talk about in the presentation. That's the
power of scarcity in influence and persuasion. It becomes
even more powerful when you introduce competition into

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the equation. This is the reason auctions work so well.

Competition has been introduced into the equation, which
magnifies the scarcity trigger.

Scarcity also brings us back to social proof — that when

we see other people doing something, it automatically
creates acceptance in our minds that what those people are
doing is acceptable and perhaps we should be doing it.

Scarcity also relates to competition. Competition for an

item elevates it to a level of scarcity. That attaches to the
social proof aspect where a group of people wants this
particular item. We experience the concept of scarcity
whenever we hear advertising pitches such as "back by
popular demand" or "supplies are limited."

Here's a famous case study that redefined how infomercials

and other TV commercials are produced. The end of
infomercials used to say, "Give us a call to order. Operators
are standing by." One sophisticated marketer changed that
to, "If you call and the lines are busy, call back."

That one change at the end of the infomercial broke sales

records. The picture used to be of a group of operators
sitting around waiting for the phone to ring. No scarcity. No
competition. No demand. No social proof. Changing the
sentence to, "If you call and the lines are busy, try back
again" changes the perspective from abundance to scarcity.

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Now you have a vision of a phone ringing off the hook.

You see operators trying to deal with too many calls and a
huge demand for the product. That creates social proof and
introduces the concept of scarcity through competition.

I personally believe that the concept of scarcity is the most

powerful trigger you can incorporate into persuasion tactics
— whether it is personal reasons, business reasons,
marketing, advertising, selling or anything where you're
trying to introduce persuasion tactics. If you take nothing
else away from this training — I urge you to practice using
scarcity for whatever it is you're trying to achieve and it
will multiply your results. Limit quantities. Limit
availability. Give people deadlines.

By the way, deadlines are hardwired into us, as well. Going

back to the psychological reactance theory (the desire for
something increases as its availability decreases) I want
you to figure out how you can either limit the quantity of
your offer, put a deadline on your offer or at least limit the
amount of whatever you're offering. I promise you your
results are going to skyrocket.

Figure out a formula for these offers and then employ the
95/5 rule — where 5 percent of what you're doing drives 95
percent of the results. Once you figure out what's working
best for you, then identify the 5 percent within that 5
percent that accounts for 95 percent of the results. Your
sales will start to multiply exponentially.

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In my case, again, it was that 8:30 email. I figured out that

scarcity works, so putting a deadline on a promotion or a
sale that I run automatically skyrockets my sales. Then I
figured out that if I send an email at 8:30 giving a six and a
half hour window, that's the perfect time — again, because
it's close enough to where the person's going to say, "Okay.
I better do this now because I'm probably going to go to
sleep soon, or I'm going to forget and this is going to expire
soon." But it's not far enough. It's not so far away that
they'll say, "Okay. I'm going to put this off and I'll take care
of it at a later time." It prompts them to take out their credit
card and buy, and that's where I've seen the majority of the
results.

What I've done is taken the 5 percent that's driving the 95

percent. I've taken the scarcity factor and now I've zoned in
on it even more and found the 5 percent within that 5
percent of scarcity factor that drives 95 percent of the
results. And when you do that, you're multiplying your
results by a thousand.

How do you come up with a formula? Start by figuring out

how to introduce scarcity into your offer. Refine it by split
testing it — changing one thing at a time and reviewing the
results. Scarcity is the most powerful motivational trigger
of all, and if you're not using it in any attempt to influence,
persuade, advertise, market or sell —you're doing yourself,
your associates, your company (and your revenue) a huge
disservice.

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I'll see you in the next video.

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 Maverick Persuasion Module Nine

Welcome back. I'm happy to have you here. In this module,

I'm going to cover my personal method for persuasion. I've
only shared this with a few people and I've never gotten
into this level of detail with it, so I'm really excited to share
it with you.

It's called the GRIPS method. The GRIPS method is five

different steps, and in this module, we're going to review
Step 1 and Step 2.

THE GRIPS METHOD

The five steps of the GRIPS method are listed below:

G Gather intelligence
R Reduce resistance
I Initiate control
P Position yourself
S Sustain that position

GATHERING INTELLIGENCE

The first step in the GRIPS method is to gather intelligence.

You have to look at persuasion almost as a game. You have
an end goal in mind and there are certain steps you need to
take — a certain amount of strategies. One of the first
strategies you should implement is getting a person to
comply with you — and to say yes.

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In any game, there is always some level of intelligence

gathering. We see this in professional sports. In
professional fighting, one fighter will watch tapes of
another fighter to get understand his competitor's style.
That's gathering intelligence. The same tactic is used in
professional football.

It's no different for you. If you intend to walk into a

situation where you need to persuade someone, it will help
you tremendously if you gather some sort of intelligence
about that person beforehand.

There are two kinds of intelligence. The first (and best)

kind is pre-acquired intelligence - intelligence you gather
before you meet or interact with someone. You find out as
much as possible about the person or the company before
you make your pitch — and before you utter one single
word to them.

I mentioned this in an earlier video. Social media is huge

right now. One-third of the population has a Facebook
account. Lots of people have Twitter accounts and LinkedIn
accounts. We are living in the age of information.

If you Google someone's name, the likelihood of you

finding even a little information about them is at least 1,000
times higher than it was ten years ago, and it's an incredibly
valuable tool. When gathering intelligence, you want to
find out anything you can about this person — where they
live, what their hobbies are, what their interests are, if they

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have children, what sports team they like. You want to find
all the information you can to get a better picture of what
you're walking into and to keep in your back pocket in case
you need to use it later.

If that is not an option — if there is no pre-acquired

intelligence to be found — then you move onto what we
call "real-time intelligence." Real-time intelligence is when
you find things out about this person by observing them in
real time. You want to observe their verbiage and their body
language. You want to observe certain things around them.
If you happen to go to their office, look for family pictures.
Look at the books they read. Look for sports memorabilia.
Look for anything that might give you an insight as to what
this person's personality is like. Take note of their clothing.

Before you study these questions, I'd like you to keep in

mind the Socratic method of learning and teaching. Instead
of being the expert, you help draw out other people's
experiences and expertise, and you make them feel like the
expert. Instead of assuming the meaning of what they're
saying — ask about the meaning of their words and what
they think they're saying — and be clear about it. Instead of
mandating solutions, solicit the solutions from them.

Now it's time to ask some power questions — one of the

most effective tools for gathering intelligence. The power
questions cover the first two aspects of the GRIPS method
— to gather intelligence and reduce resistance.

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These questions are very effective. They can bring you new
business and help you position yourself as an effective
leader. It will also give you what we call needs exposure —
the ability to figure out this person's desires and needs so
you can craft your presentation around those desire and
needs. Power questions lead to new and revealing answers,
both in your mind and in the mind of your subject.

Power questions will also lead you to a good, old-fashioned

call to action — when you ask someone to buy or comply.
Before asking these questions, you need to identify the
right questions for the particular situation and then refine
those questions accordingly. They lead you to better
answers — also something you can use as effective
artillery. The better quality of answers you receive, the
clearer the data you have on the person you want to
persuade, and the more effective your tactics and
techniques will be.

Most people don't want you to solve their problems. What

they want you to do is provide them with a mirror image of
themselves so they can figure out their problem on their
own. Keep that in mind as we go through this.

THE POWER QUESTIONS

There are two types of questions: those you want to ask

yourself and those you want to ask your target (the subject
or person you want to persuade). Here are the questions
you want to ask yourself.

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IMPLICIT QUESTIONS

1. Does this person have a problem or an opportunity? Is

there an issue you can resolve or is there an opportunity
you can legitimately provide for this person?

2. If this person does have a problem or they're aware of an

opportunity, do they own it? Are they taking ownership
over this problem or opportunity or is it something you're
going to have to make them aware of? If so, that's fine —
but you can't move on with this process until they are made
aware of the problem. You might have to go back and make
that happen.

3. Are they currently dissatisfied with whatever it is they're

doing to either solve this problem or what they've been
doing in the past to capitalize on opportunities?

4. Do they trust you? Have you built up enough credibility?

Have you built up enough rapport? Have you used the
transfer of power we talked about earlier?

If they haven't — that's fine — because part of what we're

doing here is reducing resistance. By nature, people are
resistant — especially when they think someone's making
an attempt to influence them. We can overcome resistance,
but trust and resistance are two different things. I want you
to be clear on whether this person trusts you and if they
don't — what you need to do to make that happen.

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As I said before, people really don't want you to solve their

problems. What they want you to do is provide them with
just enough insight to where they can look inside
themselves and discover the solution on their own. Instead
of showing off your intelligence, show others how
intelligent they are. And instead of providing analysis, use
synthesis and look at the big picture.

Those were the questions you want to ask yourself. Now I

want to give you some specific questions to ask others.
These questions are, for the most part, explicit. They're
direct. There are cases where you want to ask indirect
questions — a question that's disguised to get to the answer
you want without asking it directly.

You do that when you haven't clearly defined what it is

you're trying to get this person to do, defined what your
objective is, or when they're not on the same page as you.
You're trying to gather intelligence out of them, which
leads to the persuasion process.

Here's a personal example. I was friends with someone who

owned the same type of business I wanted to open. I was
trying to figure out what the expenses would be, and I
wanted to know how much he was spending on rent. I
didn't feel I could ask him that directly. I needed the data,
but I wasn't in the persuasion process — I hadn't clearly
defined what I was looking for. I was just looking to get
answers out of him.

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When we walked into his place, I noticed the place heated

up really quickly. I said, "Wow — this place heats up pretty
quickly for such a big place. How big is this place?" He
said, "It's 10,000 square feet." I got the answer I was
looking for by asking the question indirectly or implicitly.
This is the kind of situation where you want to ask an
implicit question.

Now, when you're in a situation where the terms have been

clearly defined, and your subject or target knows both of
you are in a situation where you're making a presentation
and that your objective is to influence or persuade them —
that's when you want to start asking explicit questions.
Here is a list of the questions to ask along with the
appropriate situations in which to ask them:

EXPLICIT QUESTIONS

1. How did you get started? This could be about their

passion, their work, their marriage, their art, their expertise
— whatever it is. Ask this when you want to get to know
them better. You have a bit of rapport with them. You know
a little bit, but you want to know more. Ask them how they
got started. People love to talk about themselves, and they'll
tell you their life story if you give them the opportunity to.

2. Do you mind if we start over? You want to use this one

when the conversation starts off badly, is unproductive or

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becomes emotionally charged. It's going in a direction you

don't like it and you feel like you're veering off course.

3. Why do you do what you do? Use this question when

you want to understand the other person's motivation or
you want to help them reenergize their vocation.

4. What has given you the greatest fulfillment in life? Use

this question when you want to build a more personal
connection. Again, people love to share things about
themselves. When you really want to build a personal
connection with someone, ask them this question, because
they're not going to have a problem telling you.

5. Is this the best you can do? Now, watch your tone when
you ask this question. You ask this question when you want
people to rise to the occasion and do something
extraordinary. To get a child to try a more difficult level of
something. You want to do this when you've already built
good levels of rapport with this person. You are trying to
create that awareness and give them that aha! moment. It's
also a good question to ask yourself when you believe
you've completed a project.

6. Is it a yes or no? Use this question to find out whether

someone is fully committed, and to draw out doubts or
hesitations.

7. What are your dreams? Use this question when you want
to connect and get closer to a loved one or friend, or when

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you want to help someone reconnect to their passions and

aspirations.

8. What do you feel is the right decision for you? Use this
question when the choices are extremely close and when
the decision is highly personal.

9. What did you learn? You want to use this question

anytime someone is sharing an experience or when
mentoring or coaching someone else.

10. Can you tell me more? Use this question as a prompt to

get people to go deeper.

11. What parts of your job do you wish you could spend
more time doing? Use this one when you want to invite a
person to talk about their position and role in an
organization.

12. What is the most difficult question you've ever been

asked? This is the one you ask when you want to know the
other person's character.

13. If you had to write your obituary today, what would you
want it to say? Use this question when coaching or
mentoring a young person who is making career choices.

14. How do you see me as a leader (or a colleague, friend,

parent). Use this one when you want to discover if those
close to you actually understand you.

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15. Can you tell me about your plans? Use this one when
you want to understand someone else's priorities instead of
telling someone what their plans should be.

16. If the circumstances were turned around, how would

you like to be treated? Use this question when someone
asks you for counsel concerning a difficult situation.

17. What do you wish they would do more of? Don't fix the
blame — fix the problem. Use this question when someone
at work complains or when an individual is singled out and
criticized.

18. Why do you want to do that? Why? Be careful how you

use this one, because it can sound critical or
condescending. Use it when you want to get to the root of a
problem.

19. What decisions do we need to make today? What have

we decided today? These questions will determine the
action steps people need to take after a meeting.

20. What is your question? Use this question when

someone says they have a question for you, but then they
don't get around to asking it or when you're asked for
advice, but the stated problem is too general.

21. What's the most important thing we should be

discussing today? Use this question when making a sales

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pitch — and in update meetings with a client, a boss or

when talking with your spouse.

The following are some of the top questions from Peter

Drucker (the world's foremost pioneer in management
theory) to be asked of corporate and nonprofit boards:

1. What is your mission?

2. What are the most important relationships you want to
invest in?
3. What are the essential goals and priorities of those
closest to you?
4. What are your exact expectations of the people around
you?
5. What do they expect of you?

Keep in mind that these questions will not only help you
gather intelligence, but they will also help you reduce
resistance — because when you ask a person a question,
they can't help but answer it. The human mind is wired and
organically predisposed to answer questions. When you do
ask a question (even though certain questions might make
someone uncomfortable) the mind still wants to provide an
answer — even if that answer is "I'm not comfortable
talking about that right now."

Questions prompt thought. The minute you ask someone a

question, you're automatically beginning to create rapport
with them. You're now in an interaction with them. Then
there are two things you need to do that are going to trump

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everything else — going back to the 80/20 rule in that

interaction to highlight your similarities and avoid your
differences.

Once you have gathered intelligence about this person or

learned about them through real-world observation, I want
you take at least two things you've observed and find
something you have in common with them. Then highlight
those things, because that's going to create an intense
amount of rapport between the two of you — especially if
you begin to talk about something that is familiar to both of
you.

We talked about familiarity in an earlier video. Familiarity

is a very powerful thing. The more familiar people are with
something, the more open they are about themselves. When
you create that sense of familiarity about something —
maybe you talk about a sports team that you both like —
that's going to make that person feel good and they're going
to associate you with those good feelings.

More importantly, you want to make sure you avoid any

differences you might have with this person. Anything
you've noticed about them that is completely different from
your belief system and what you stand for, for example,
you need to avoid. Remember that your job is not to prove
them right or to change their mind about something else.
Your job is to get a yes out of them.

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The easiest way to build rapport with someone is to sync

yourself with them physically by mirroring and matching.
You don't want to look like you're parroting them or
mimicking them. You're looking for that common ground in
order to create some familiarity with them that will lead to
associating you with good feelings.

Once you combine mirroring and matching with the

strategic questions that I just outlined, you've completed
about 40 percent of the GRIPS method. You've gathered
intelligence and you're reduced rapport. In the next video,
which is part two of the GRIPS process, I'm going to show
you how to initiate control, how to position yourself, and
then how to sustain that position.

I'll see you in the next video.

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 Maverick Persuasion Module Ten

Welcome to the tenth and final module of Maverick

Persuasion. I hope you have gotten a lot out of this course.

In Module 9, I introduced the GRIPS method, which stands

for gather intelligence, reduce resistance, initiate control,
position yourself and then sustain your position. In this
module, we'll cover the second part of the equation.

INITIATE CONTROL

What exactly does that mean? Does that mean you

interacted with somebody in order to cast a spell on them
and start manipulating their minds? No. What you're doing
is simply taking the knowledge that you've already
acquired in the rest of the training — the knowledge only a
small percentage of people spend their time studying —
and you're going to utilize it to your advantage. And
because you have taken the time to educate yourself and
learn about the natural organic processes of the mind,
you're going to have an advantage over every person you
interact with.

To initiate control, you're going to use any technique, tactic

or strategy that I've already shared with you that you see fit
for a particular situation. You might want to start by using
authority, liking or scarcity — again tapping into those
motivational triggers. If you don't know if those are
conducive to the interaction you're having, then start with a
story.

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Go back through Module 2 of this program and refine your

storytelling skills. Your ability to start with a good story is
going to position you to initiate the control that you need to
build that rapport — and start utilizing the different
techniques, tactics and strategies like authority, scarcity,
comparison and social proof. It always starts with a good
story.

The next thing you want to do is position yourself to be the

person that person wants to say yes to. Realize this —
people will allow themselves to be influenced and
persuaded by you for one of three reasons:

1. You have a solution to a problem they have

2. You provide an advantage or an opportunity to them they
don't currently have in life
3. Your provide entertainment. They really enjoy being in
your company. This usually happens at later stages of the
relationship — once you've cultivated rapport with
someone and made a connection. Once you've invested
time in the relationship, there will come a point where
people will want to comply with you because they're
entertained by you and they enjoy being in your company.
But in the beginning, it's usually for one of these two
reasons.

Again, you want to go back to where you're gathering your

intelligence and where you're reducing your resistance as
we talked about in the last video, and ask yourself those
questions — does this person have a problem that they need

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a solution for or are they seeking an advantage because

they're currently dissatisfied with something? Do they trust
you? And do they own up to the fact they're looking for that
solution?

Once you realize you're able to position yourself, you need

to start thinking about objections. Objections are all the
reasons why they're going to say no to you, all the reasons
why your offer doesn't make sense to them, all the reasons
why it's just not going to work out and all the reasons why
they are not going to comply with you.

When I was in sales, most of the salespeople I met were

afraid of objections. They were good at everything else.
They were good at doing needs analysis. They were good at
doing a presentation. They were good at showing the
features and benefits of the product — but they just
couldn't close people because they didn't know how to deal
with them when the person had an objection.

I actually loved that part of the sales presentation because

to me, that's when we really separate the winners from the
losers — the true salespeople from the order takers. An
order taker is someone who just sits there and takes your
order. The master salesperson is one who moves you from
that place of uncertainty or resistance to that place of
compliance. The only thing standing in the way between
those two things is their objections. The best thing you can
do, as a master of persuasion, is to figure out what those

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objections are before you even make your presentation to

this person. You want to do that for two reasons.

The first reason why you want to do it is so you're

prepared. When the person gives you the objection, you
already know about it. You've prepared a way or a method
to overcome it. You're not going to be nervous when the
person actually hits you with the objection. The second
reason why you want to uncover their objections is that if
possible, you want to try to overcome them during the sales
presentation before it even gets to the point where it's
technically an objection. Let me explain what I mean by
that.

If you know what the majority of objections are in your

presentation — you might uncover the fact that a majority
of people don't buy because of the price or a majority of
people don't buy because they think it's going to be difficult
to use the product or service. If you know that those are the
top objections, then it's really a good strategy to overcome
them under the radar while you're making your
presentation. And one of the most effective ways you can
do that is through what we call the FAQ or the frequently
asked questions.

While making the presentation to your target you could say,

"When I first sit down and talk to people, there's a lot of
frequently asked questions that pop up. People always have
questions like why it costs so much or why the price tag is
so high. Or people ask me if something is difficult to use or

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implement. It will be my pleasure to answer any of your

questions for you." You then answer those questions
throughout your presentation.

Or you can cite the slight disadvantages to your product or

service (because every single product or service does has
disadvantages) — but if you pinpoint them first and then
show how they can be rectified — then you overcome any
objections in the prospect's mind before they actually start
resisting you at the end.

Again, one of the best ways to get to the objections is to ask

questions. When you do proper analysis by asking key
questions (see Module 9), you will be able to respond to
any possible objections a person might have. Then if one or
two happen to pop up that you didn't think of — you can
spend the rest of the presentation figuring out how you
want to overcome them. Again, by the time the end of the
presentation comes, you can effectively overcome any
objections.

The majority of sales are not lost because the person

doesn't understand the objection. It's because they don't
know how to overcome the objection. Once you know what
the objection is, going in, and you figure out a way to
overcome it — when the person objects or gives you that
resistance and you respond to it elegantly and smoothly, it
will lead to a yes.

SUSTAIN YOUR POSITION

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The last part of the equation is to sustain your position.

This is important, and many people miss the mark with it.
People don't follow up, stay in touch or remain the only
logical choice in the mind of their target or customer. They
forget to sustain their position. They get so excited about
the fact that they closed the sale that they forget to sustain
their position. That's the number one reason why future
compliance falls apart.

The two most effective strategies I can give you to sustain

your position are first, be unpredictable. Confidently raise
that level of unpredictability to where you're catching that
person off guard — because unpredictability leads to
getting attention. The more unpredictable you are, the
easier it is for you to gain someone's attention and stay top
of mind.

The second way is to provide constant value. Figure out

ways to constantly provide value in that person's life. It
could be a business transaction. It could be an emotional
value that you provide for them. Maybe you call them on a
monthly basis. Maybe you send them a friendly email.
Maybe you send them something in the mail. Again, email
now is becoming so popular, that when you send something
to someone through snail mail — because it's so rare —
again, there's that unpredictability factor. If you send
something through snail mail, you instantly gain their
attention. I want you to constantly think about how you can
sustain your position with that person.

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I have a little bonus I want to give you. If you are in the

business of selling, marketing or advertising, this will be
incredibly helpful. It's my 10-Step Formula for Selling
Anything — Especially Online. It's a real simple formula,
and it works. I've used it time and time again. My
colleagues use it, and every smart marketer in the world
follows this formula — and here it is:

HAVE AN ENGAGING HEADLINE

Create that pattern interrupt. Get that person's attention. If

you don't have the person's attention, everything else is just
a waste of time.

How do you create the perfect headline? Imagine standing

on a train platform. You want to sell this product or service
to every single person on that platform. What would you
do? You'd start yelling about the product. That would
instantly gain everyone's attention — not make them think
you're crazy — but make them interested in what you have
to say next.

Remember that the main job of your headline or anything

you write is to get the person to read the next line you
write. One great resource I use is Breakthrough Advertising
by Eugene Schwartz — a world-class direct marketer. The

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book came out many years ago. He's got tons of great
headlines in there that I have swiped from him and changed
around.

Another great book is Also Kick-Ass Copywriting Secrets

by John Carlton. Both of those books are a little on the
expensive side — about seventy to eighty bucks — but well
worth it because you can use those headlines over and over
and adapt them to your business.

IDENTIFY THE PROBLEM

You have the headline. You do a little introduction through

text or video. Now you have to identify the problem you
know the prospect is having. You have to show them you
understand. You have to create empathy, sympathize with
them and let them know you understand what they're going
through.

AGGRAVATE THE PROBLEM

In marketing, we call this twisting the knife. You've

identified the problem and now you want to aggravate it.
You want to clearly show this person what they have to lose
or how much worse things can get if they don't address the
problem.

PROVIDE THE SOLUTION

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You don't leave the prospect hanging. You've got their

attention. You've identified the problem. You've aggravated
the problem. Now you've got to provide the solution. That
solution should be in the form of what we talked about
before — your unique selling proposition. What makes
your product or service different, better and more effective
than everything else out there? What separates you from
the competition?

The easiest way to do this is through features or benefits —

listing the features and benefits of what it is your product or
service has. The difference between a feature and a benefit
is that a feature is something your product does. A benefit is
something the product provides to the customer, and these
are two completely different things. If I was listing the
features and benefits of an NLP product, I might say that
the product shows you how to do future pacing — but if a
person doesn't know what future pacing is, they're not
going to understand the value behind that.

If I said, "It will show you how to use future pacing so you
can take the mind of your prospect and have them picture
themselves using your product or service in the future and
that will make them have a bigger desire to want your
product or service, that's a clear benefit. Now the prospect
understands what direct benefit you are providing them.

Here's the tip I want to give you. A lot of times when I'm
crafting a sales message — whether it be a long form sales
copy, whether it be an advertisement, whether it be a video

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sales letter — sometimes I get stumped and I don't really

know where to begin.

To get beyond this, I usually start here — with the features

and benefits. I'll build out this long bullet list of features
and benefits about the product. That gets me into the zone
and thinking about the product — which enables me to
expand from there and write out the rest of the message. I
know many other copywriters use this trick, as well.

PROVIDE YOUR PROOF

You must provide social proof — preferably in the form of

testimonials. You should be showing your prospects
testimonials of other people that have used your product —
proving that it works. If you have solid proof that your
product or service does what you say it's going to do, you
can use pictures and videos. Undeniable proof is the way to
go, but you have to have a proof element in there
somewhere.

A GUARANTEE

A guarantee reduces your barrier to entry. You reduce any

resistance a person has by taking on the risk yourself. I give
a one-year guarantee on all of my products and services.
Most people give thirty to sixty days and some ninety days.
Six months is pretty rare. I give a full year. Why? Because
doing that instantly lowers the barrier to entry. When a
person sees that they have a full year to go through my

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course, it encourages them to try the product and puts all

the risk on me.

Many direct marketers don't guarantee their products. They

are afraid they're going to start getting all these returns.
Truthfully, the increase in sales you get with a strong
guarantee always outweighs the sales you lose from people
who cash in on the guarantee and take their money back. If
your product is worth it and if you deliver a solid piece of
good content, you never have to worry about that. You can
guarantee your product for life and I can guarantee you that
you are always going to make more money, your bottom
line is always going to be stronger and you're always going
to bring in more than you lose as a result of people cashing
in on the guarantees.

CALL TO ACTION

Your call to action is when you ask a person to buy your

product or service. The worst thing you can do is sell from
your heels. The worst thing you can do is have a weak call
to action. I told you everything about it. I think it's a cool
thing. Do you think you'd want to try it out?

You don't ever want to sell like that because your anxiety is
going to be so obvious. People easily pick up on that and
that will make them feel unsure about your product. You

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have to have a strong call to action that tells the person

what to do: Click the Order Now Button, Click the Add to
Cart Button, Click the Link if you're interested in this offer.

The call to action should be fear-based. You should be

incorporating some scarcity into that and showing people
what they could lose. Going back to the problem and
aggravating the problem — that call to action should be
showing the person what they have to lose if they don't
purchase your product or service.

FUTURE PACING

This enables a person to visualize themselves at some point

in the future reaping the rewards and the benefits of what
you have to offer. Perhaps you're selling a product that
shows someone how to make money. Imagine yourself six
months from now not worrying about your bills, having a
business that consistently brings in five figures a month and
enables you to have the time and freedom that you want
with your family to do what you want when you want. You
want to help the prospect visualize themselves reaping the
rewards or solving that problem in the future.

Your next call to action should be logic-based. This should

point out all the logical reasons why the person wants to
buy your product. Maybe it's the cheapest. Maybe it's the
most effective. Maybe it's the most time-tested. Maybe it's
the one that's used by everyone else in the world.

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FOLLOW-UP

Last is the follow-up through upsells, cross-sells and trying

to sell people other things that are going to benefit them —
and that also increases your bottom line.

The first sale is just the beginning of a relationship where

you can make more sales, and the best time to ask a person
to buy more is right after they buy the initial product. You
just bought this product from me. I really think it's going to
help you. I have a more enhanced (or detailed or
personalized) version of the product. I have something I
think is really going to complement this product. If it's
something you are interested in, you can add it to your
order and save some money at the same time. Give them a
good deal — I usually give people a good deal if I'm
upselling a product.

This enables you to provide this person with more content,

more solutions, more benefits and it enables you to increase
your average ticket sale. It enables you to multiply the
amount of money that you're making per transaction. After
that's done, consistently sustain your position and follow up
with these people to see if they need more services or
products.

I'm adding this to the module because I'd be doing a

disservice to you if I didn't — and that's the word testing.
Every single offer you put together — whether a sales offer
or an offer to collect leads — any time you are putting a

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process in place with the hope of gaining a certain result,

you have to test it. You want to test different elements of
your offer. You want to start testing two different headlines.
You want to test the price. Maybe you want to test the
format (a video sales letter versus a long form sales letter).
You want to test different elements so you can optimize and
get the best possible result.

Never test more than one element at a time, because you'll

never be able to figure out what's working and what's not
working. All great marketers test every single step of the
way, because if you don't, you will never realize how much
money you're losing, how much you're leaving on the table
or how much you can optimize your current offer.

That wraps up the entire GRIPS method. Just to

summarize.

STEP ONE

Gather intelligence. Find out as much as you possible can

about your target.

STEP TWO

Reduce resistance. You want to naturally lower that

resistance that people organically have when they think
they're about to be sold.

STEP THREE

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Initiate the control. Utilize all the triggers you learned:

liking, authority, social proof, scarcity, storytelling —
utilize those to initiate control.

STEP FOUR

Position yourself. Take a step out of the box and realize that
if a person is going to say yes to you, it's usually for one of
three reasons. You either are going to provide a solution, an
advantage or entertainment. Again, figure out how to
overcome their objections and be the most logical choice
there is for them to solve their problem or provide that
advantage.

STEP FIVE

Sustain your position by staying in contact, providing value

and remaining unpredictable so you always have their
attention.

I really enjoyed delivering this course to you. I hope you

enjoyed it as much as I did. I look forward to any feedback
or any questions you might have. Just send my support
team an email — [email protected]
and I will try to answer every email that comes my way. I'm

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always here to help you, and I look forward to working

with you again.

I'll talk to you soon.

[End]

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