March 28, 2025 • 57 mins
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🔥 Why People Really Buy: Sales Psychology with Wizard of Ads’ Ryan Chute
Connect with Ryan: https://www.ryanchute.com
Follow Ryan on Instagram: https://www.instagram.com/wizardryandchute
If you’ve ever wondered why people truly buy — beyond just price, features, or urgency — this episode is going to flip your perspective.
In this deep-dive conversation, Ryan Chute from Wizard of Ads breaks down the psychology behind buying decisions, how identity and messaging drive conversion, and why most companies are “advertising to survive” rather than building a brand that thrives.
We go deep on the difference between transactional vs. relational marketing, how to create emotional resonance, and the exact science of becoming the business customers trust — and talk about.
If you’re tired of selling with discounts and are ready to build long-term, brand-driven dominance, this one’s for you.
📌 What You’ll Learn in This Episode:
✅ Why buyers are driven by identity, not just needs
✅ The dangerous difference between attention and trust
✅ How to deliver delight and unlock loyalty (without a referral program)
✅ Why advertising is “the tax for being unremarkable”
✅ The science behind oxytocin, dopamine, and buying behavior
✅ What friction is costing your business behind the scenes
✅ How relational selling beats transactional hustling every time
✅ Why most companies are stepping over $100 bills to pick up fives
This isn’t marketing theory — it’s messaging mastery.
You’ll walk away with new eyes for how you sell, lead, and brand your business.
🎟️ Want More of This Level of Insight?
🔥 The Close It Now Relentless Bootcamp is happening May 6–8, 2025 in Boston, MA!
Join us for 3 days of elite training in leadership, sales, systems, and the psychology of high-performance teams. This is where the industry’s top minds get sharpened.
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💡 Final Thought:
🔥 People don’t buy because of what you say — they buy because of how you make them feel.
Want to stand 600 feet above your competition? It starts here.
Let’s go. 🚀
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to Close it now, thepodcast that's revolutionizing the
H Vac and home improvementtrades industries.
Get ready to dive deep intothe world of heating, ventilation
and air conditioning.
We're turning up the heat onindustry standards and cooling down
misconceptions.
And we're not just talkingabout fixing vents and adjusting
(00:21):
thermostats.
It's about the transformativemovement that's reshaping the very
foundation of H Vac and home improvement.
We're the driving force,inspiring top performers who crave
excellence not only in theirprofessional endeavors, but also
in fitness, nutrition,relationships, and personal growth,
proving that we can indeedhave it all.
(00:44):
This is Close it now, whereexcellence meets excitement.
Let's get to work now, yourhost, Sam Wakefield.
Well, welcome back to the show.
Sam Wakefield here.
I am stoked to have this gueston Today.
(01:06):
For all of you watching onYouTube, you get to see See Us in
action.
So make sure if you're like.
And subscribe.
Everybody else, go, go followthe YouTube page.
It's growing, so it's pretty cool.
But also, so let's get intothis, into this guest here a little
bit.
This is somebody that I'veactually followed for a good while.
The.
There's a funny backstorywe're going to.
(01:28):
We'll tell y'all here in aminute that I didn't even know that
I was on this guy's propertyat one point in time.
And it was pretty cool.
So I'll tell that story in afew minutes.
But my guest today, he is theexpert when it comes to ads and marketing.
In fact, not just the expert,some people call him a wizard.
(01:48):
So wizard of ads, this is Ryan Shute.
He is the, you know, all, allof you named the titles, right?
This is, this is.
And so Ryan Chetty is thewizard of ads.
And I'm so honored to have himas a guest today on the show.
Hey, thanks for having me.
I appreciate it.
Yeah, man.
Well, give us a.
Before we get into your backs.
(02:09):
I've teased the story, right?
And it was actually this isthe first.
It's funny because it's thefirst time I told Ryan this before
we started recording years ago.
He just happens to be about 45minutes from where I live and where
his location is.
And I didn't even know.
I didn't even know who the guy was.
I was not really thinking ofabout anything at that level in the
(02:32):
industry at the time.
I was just in the field doing sales.
Right?
I'm sales manager here inAustin and top performer at our Company.
Well, I have a sales call, soI drive an hour to get to where he's
at.
And my sales appointment is inthis neighborhood across the street
from his location.
But I had of course drove anhour, said to use the bathroom.
I was like, wow, I wonder ifthey have a gift shop.
(02:53):
And so I pull into this placebecause there's this crazy tower
that looks really cool andthis almost castle looking Italian
villa sty place.
So I pull in and I go in thegift shop and use the bathroom and
I buy a coffee and you know,grab a couple snacks from the gift
shop and then get a cool tourfrom the person that was there.
And I was like, what is this place?
(03:13):
And she's like, oh, this isthe wizard of ads.
And so I grabbed a couplebrochures and left.
And years go by entering.
Once I open the close, open,close it now.
And I started dissociatingwith people in the different realms.
I was like, oh my gosh, I,I've been to this guy's place, I
didn't even know it.
And so that's the, that's thekind of the crazy story how he crossed
(03:34):
paths and didn't even know wecrossed paths years ago.
It's wild.
So, but let's, so foreverybody that's listening, there's
a lot of people that, so alltypes of different people listen.
We have plenty of people thatare technicians and you know, sales
and comfort advisors andplenty of owners and lots of other
trades too.
(03:54):
You know, H vac is theprimary, but of course home services,
I mean people listen to docars that do irrigation that do California
closets, It doesn't matter.
So the cool part is thisapplies to everybody.
Yes.
So give us a little bit of a highlight.
Real man, who are you?
How'd you get here?
How'd you earn the right to besitting in the seat to, to talk to
(04:14):
the podcast today?
Hit us with, with all that, man.
Yeah, you look, I, I, I'msuper blessed.
I, I, I run an eight figureagency within the wizard of Ads.
I'm, I'm a partner with thewhole group now.
There's 80 of us now doing this.
About half of our business isin, in the home service space.
(04:36):
The other half lives in retailand, and car sales and gosh, professional
services.
There's, there's like avariety of different categories that
we, that we work in and Ifocus in on essential home services.
I really kind of zoned in oneverything from plumbers, electricians,
H vac technicians, garagedoors, the things where The, a real
(04:58):
relational customerrelationship is, is, is valuable.
And for the last seven yearsor so I've been really just working
hard in that space to want tolearn it and understand it, but also
to, to come up with the, thestrategies that work best for a particularly
hard thing to market.
(05:20):
You know, home services is notabout, you know, it's not like Lululemon
pants where you get to, youknow, feel good and make your ass
look fabulous.
This is, this is absolutely, I mean.
I know mine looks great andwhen I wear them.
Exactly, right, yeah, I meanthat's, you know, that's why I get
them.
But it, it's, it's not thatway for a hot water tank.
(05:41):
Right.
And as fabulous as our hotwater tanks make our butts look,
it's, it's really hard toconvince people that that matters.
So it's a hard thing to marketand I love that it was a hard thing
to market because that meansthat we have to do something quite
different.
It's a bigger average ticket.
(06:01):
There's lots of competition.
There's all kinds of likefactors at play where we need to
stand out and not just bedifferent because everyone's different.
Right.
We need to be distinctiveamongst the different.
And wizard of has reallyearned that, that, that position.
You know, Roy Williams, the OGwizard of ads, like godfather of
(06:22):
of W has built all of thesebuildings with his beautiful wife
Penny, and a chapel, dulcinea,which has 1100 free weddings a year.
And that, that tower that youSaw is a 16th century Spanish tower
that Penny and Marley Porterbuilt together.
A famous architect who'sreally affected most of that campus.
(06:46):
18 acres of not for profittraining area for, for businesses,
small businesses learning howto market their companies.
And we see a lot of schoolscome in, pretty much all the schools
that you could imagineuniversities and colleges and all
the big companies that youhear all doing that stuff.
So I've been a part of that,that world for, for quite a long
(07:09):
time and, and really justdeeply understanding all of the,
the things that stand out fromwhat I grew up learning.
I grew up in, in retail, Igrew up in furniture and car sales,
telecommunications, door knocking.
And it was transactional,super transactional.
(07:30):
Everything's the grind,everything was such hard work and,
and frankly, you know, I wasambitious and, and I was a bit of
a goon when it came to runningcampaigns and strategies and, and,
and staff.
I was, I was caused a lot offriction in, in business because
that's what I learned.
Right, you grew up, you know,my, my family Business and around
(07:51):
other leaders who, you know,act like it's, you know, the industrial
revolution and we're allworking in a factory and.
Right, right.
And it, and it becomes this,this transactional thing, this survival
thinking.
When I, when I really startedto get my head wrapped around what
matters, I realized there's awhole universe above me.
(08:13):
There's this whole opportunitythat, that I never even realized
existed.
Like most of the people inhome services, right, really good
operators with really goodintentions, doing really good work,
busting their butts, workingso hard, grinding it out, paying
Google too much money andpaying for transactional stuff too
(08:33):
much and too many offers andtoo much commoditization and too
much of that same energy beingthrown towards employees and customers
and Geez, I, I just, that wasa, it was a, it was a, it was a revolutionary
moment for me.
It was, it was transformational.
And so much as I, I realizedwhen we start to abandon some of
(08:56):
those kind of survivalist typethinking and move into a relational
world, the world becomes muchmore abundant and healthy and, and
prosperous and, and frankly, easier.
Yeah, I love this part of theconversation and where, where you
went with this.
And I had a suspicion thatthis was, you know, a big part of
(09:17):
where your head is at andwhere your mindset is around and
for everybody that, that'slistening, you know, Ryan and I have
not had the opportunity toreally, you know, discuss any of
this beforehand.
You know, we, we've been inthe same circles and know of each
other, but really kind ofmeeting for the first time in a podcast,
which is always kind of aweird but fun thing to do.
(09:38):
But you know, so much of whatwe talk about on this show is having
the abundance mindset, notliving from the place of scarcity,
living from that place that,you know, what you focus on, you
find and what we really, whereour energy goes, that is what we
attract.
Right.
And we attract who we are.
And so I love that we've kindof gone down this way a little bit.
(10:01):
So unpack that a little bitfor us and how it applies to, you
know, to, to what we'retalking about.
We're talking about marketing,we're talking about ads and this
kind of thing.
It seems at first glance kindof this big dichotomy of like, oh,
that can't be the same thingthat it.
Does integrate, but it's allof the same thing.
(10:21):
Because one of the things thatI thought I was going to come into
the wizard of ads and be atrainer, I was going to go in and
I was going to helpsalespeople sell better.
And I had spent a lot of timebuilding up a company out in Australia
doing that thing and wasincredibly success at it and thought,
well, let's just repeat that,but do it for myself this time.
And, and I came to realizethat what this industry needed was
(10:44):
not a pain relief for asymptom, but to resolve the, the
wounds and traumas of theleaders in their mindsets so that
they could be better leaders.
And when we, we have betterleaders, we reduce friction.
We reduce friction in our, inour culture, we reduce friction in
our buying experience.
(11:05):
And the best buyingexperiences and cultures are the
best brands.
Got lots of good stuff to talkabout, right?
Absolutely.
As a guy who's not coming froma copywriting creative standpoint
with, you know, all of theabstract thoughts and genius that
comes with, with creativeminds, I come from a very structural,
(11:25):
operational, sales, analyticstandpoint and, and I can piece the
two things together and, and,and, and beautifully attach the art
that is essential for a brandto the science that is, is critical
for success.
(11:46):
And all of that combinedtogether is, is chaos.
And most people think thatchaos is chaotic, it is random, when
in fact chaos is beyond comprehension.
And that's proven with theMandelbrot set.
This is, this is amathematical formula that teaches
you about fractals.
Now go onto YouTube and you gofractal zoom.
(12:09):
You're going to go and findsome really cool pictures of a fractal.
And a fractal is basicallyjust a thing that kind of looks like
paisley.
And you zoom in on it, zoom inon it and you'll start to see that
it is incredibly complex, butalso repetitious.
Yeah, the patterns start torepeat, right?
Exactly.
And when we start to realizethat that is communication and that
(12:31):
communication is associatedand attached to inextricably to the
true laws of nature andphysics and, and biology and psychology
and sociology and all of thesemultiple disciplines.
What we realize is the thingthat we're trying to teach people
in training is the same thingthat we're trying to, the same mechanisms
(12:53):
and tools we have to use toadvertise to them.
Repetition, frequency, astrong message, a singular message,
instead of a broken messagespeaking to one person, not to a
whole bunch of differentpeople, to resonate more.
And then we get into somecrazy, weird, weird conversations
(13:13):
at the Wizard Academy aboutthings like resonance and, and, and,
and vibration and frequencyand all of the things on how it affects
us positively and negatively.
And then, then I meet my, mynow friend Lisa Nichols, who was
in the secret, the, the movieand the, and the breakout book and
then has gone on to be a 10time best selling author with people
(13:35):
like Jack Canfield and ofothers who talks exactly about this,
this abundant mindset, thislaw of attraction.
Not the woo woo nonsense butthe actual kind of science and energy
of it.
Yeah.
And she's, and she's livedthat life.
(13:56):
And, and, and weirdly enoughher stories, which are all of our
stories in different ways are,are the same things that we tell
in our brand.
Which is one of the mostunexpected things for me.
When, when I first got to thewizard partner group in 2017 as,
as an official partner there,there was, I thought I was going
(14:20):
to come in and just likehere's how we make deals and, and
make offers and you know,build a thing and you know, do all
this stuff and it's like.
No, no, no, forget about allthat nonsense.
You're getting distracted withthe, you know, stepping over $100
bills to pick up five dollar bills.
Right.
And it, it was revolutionarybecause you start to realize what
(14:42):
people actually pay for andthere's nothing there to touch.
It's not tangible.
Right.
This is so good.
So good.
It, it's what for everybodythat's been listening to the show
for a while, you know, this isthe, the same thing said a different
way because we talk so muchabout how, you know, it doesn't matter
(15:03):
what the thing is.
It could be, you know, an HVAC system, it could be a water heater,
it can be a garage.
It doesn't matter.
The thing, there's two thingspeople buy.
Number one is the transfer of enthusiasm.
And that's proven by anytimesomebody brand new steps onto a sales
team and they sell everythingat first, but the more that they
learn, their sales go down.
(15:24):
Why is that?
Because now they start to,they stop just selling from their
excitement about what they'redoing and they start trying to give
details.
So that's step one.
The other thing that peoplebuy is, has nothing to do with the
thing or the services.
Everything to do with how ismy life going to be different once
I have it.
So you're excited about it andhow's my life going to change?
(15:44):
Yeah.
Period.
Hard stop.
That's it.
That's what people want.
This is so cool that it's likewe have the same message here, you
know, understanding those dynamics.
Well, here's what I've, I'vecome to learn in life.
Incredible amount of people inthe universe, including myself, are
putting things into the, intothe world.
(16:06):
And a whole bunch of them arenonsense to fit their own narratives,
right?
Like you know, what a missionstatement is and you know, all this
stuff, core beliefs andvalues, you know, and what that actually
means.
And I'm, I'm like the average4 year old who asks 437 questions
a day, right.
I'm just really want to know why.
So.
And I just keep going downthat rabbit hole.
(16:27):
I have attention deficit, soI'm really good at hyper fixation.
And what it boils down to isthat human, the human brain is designed
to forget for one.
The human brain is designed tocope for another, right?
And the human brain isdesigned to look for negativity four
(16:48):
times out of 5 or 80%.
Sorry, it would be what it'dbe 80, 80% of the time and 20 of
the time for reward.
And reward is very often toNEGATE the, the 80%.
Right?
So we're talking about an 80,20 rule here.
These are all laws of nature.
We've heard of them, we talkabout them, they're, they're talked
about.
Because there's truth to thatin ways that we can't touch.
(17:11):
So I created Harold themotivation Penguin.
It happened accidentally andyou know the yin yangs, like the
white with the black in it andthe black with the white in it, well
I inverted it and then I, andthen I kind of just squished them
together and then I turned theblacks up together and then it was
like, oh, that's a penguin instantly.
(17:33):
And, and here's why I did isbecause there's, there's 10 things
that matter in motivation.
And when we understand theingredients to motivation, we can
make a much more delicious,much more persuasive message for
the person.
For that person, right?
And everyone's, and everyone'srecipe is different, right?
Some people like chocolatecake and other people like cheesecake
and other people, whatever, right?
(17:55):
But there's good and bad andeverything, right?
And there's stuff that makesyou fat and there's stuff that makes
you, doesn't make you fat.
And there's stuff that's likegot names that you can't understand.
You put that in, they got reddye 17 and like there's ingredients,
right?
So the long and short of it isthat there's internal and external
motivators and then there ispositive and negative motivators,
but they all lead to one spot.
(18:17):
Identity.
Identity.
Everything positive andnegative, external, internal, feeds
the identity.
And when we recognize that andthat externally, pay praise and power.
The things that feed identityusing dopamine as the primary chemical
molecule for the driver, whichmeans it's diminishing in returns
(18:39):
and unsustainable in the long term.
Right.
But always the thing thatcreates anticipation, not happiness,
just anticipation of happiness.
And then we can use thoseagainst a person to weaponize fear,
shame, and guilt.
We've got our negativity weaponized.
Fear, shame, and guilt coming externally.
Bosses being a jerk or takingaway hours or adding hours or whatever
(19:02):
changed.
Our commission structure again.
Structure.
They've taken away yourdignity, they've embarrassed you
in front of the group.
They're like, stuff, right?
All these things.
We can get into the weeds ofit, but at the end of the day, that's,
that's.
I mean, we've already talkedabout half of them.
Then we have the internals, right.
Of identity.
I want autonomy, I wantmastery, and I want purpose.
Right.
(19:22):
Three biggest.
Right?
So 10 things.
If you know, as a leader, the10 things that move your people the
most, you can go from being atyrant who's trying to get compliance
and only getting defiance andturn in to an altruistic leader who
inspires their people to betheir best selves because they want
to be the masters with apurpose, that live an autonomous
(19:45):
life, that feel empowered todo the thing because everyone's trying
to get identity.
And I'm not just talking aboutemployees, Sam, I'm talking about
the customers too, and yourkids and your wife and your next
door neighbor.
This is such a good conversation.
And I love that we went off on identity.
You don't probably don't knowthis, but.
But it's just only been twoweeks ago.
(20:05):
I did an entire episode on howyour thoughts create your belief
about yourself.
So who do you think you are?
Your belief create youridentity, and your identity then
creates your outcomes.
So the question is so much notwhat I want, because really the thought
I left everybody with is youdon't get what you want, you get
who you're willing to become.
(20:26):
That's right.
And it like totally marriesthis because it, it really is the
foundation.
So I love that we're extendingit out into not only our only internal
personal growth, but it's sotrue because it is by extension,
that is the same internaleither struggle or striving that
(20:52):
every individual has.
And their belief in theiridentity is wrapped up around who
they think they are.
And if we can speak to that,and okay, are you the type of person
that would say, buy this thingor do this service or whatever, then
we're starting to speak onthat heart level which is so different
than, you know, what mostpeople out there do, which is, oh,
(21:15):
hey, here's a discount, youshould buy it.
Well, why?
Right?
So what?
That's right?
Right now it's 0% for sixmonths or right now it's $1,500 off.
Who cares?
It's, it's not speaking to theheart of anything.
Well, and you've, you've shortcircuited things.
And look, when a leader, whena boss, when an operator who is in
charge of a number of peopleand are feeling frustration, they're
(21:39):
not feeling frustration inthose people, they're feeling the
frustration of what they'renot delivering from themselves, right?
Until they look inward andsay, what am I not delivering for
these people.
But the problem does not liewith your technician who isn't closing
at 30, 40, 50%.
The problem lies in youfacilitating an environment where
(22:01):
he is or she is unable toclose at the minimum baseline conversion,
which by the way, doesn't matter.
Those are just made upnumbers, right?
The things that matter are theactions and behaviors that get them
to meet or exceed goals.
So focus on all of this islanguage, right?
Actions and behaviors arelanguage as much as KPIs are a language,
(22:27):
right?
And when we start to, todelineate those, pull them apart
and say what really mattershere in the realm of communication
and motivation, right?
All of a sudden, those samethings that we hold our people to
from an employee standpoint,when we make it right for our employees,
for example, when we curateour inventory to be much more easy
(22:48):
to purchase through a verysimple system of purchasing, then
we solve that problem for ourtechnician, which solves the problem
for our customer, which allowsthem to buy more at a higher average
ticket, higher profit, faster,and, and everyone walks away happy
and satiated and, and feelinga sense of accomplishment.
(23:11):
But that came from us, theleader, right?
And, and then that tricklesdown because now the guy who just
did that feels like a leader, right?
And, and our job as leaders isto build leaders.
And when we surround ourselveswith leaders, we're sounding ourselves
with, with, with high tides, right?
And high tides raise all ships.
Well, this is exciting becausethis is the whole idea of how do
(23:33):
we take the idea, the notionof law of attraction, and make it
real?
And this conversation isexactly that.
And what I'm writing in mybook called Frictionless is, is exactly
that.
These, these 12 areas wherewe're causing friction and we just
get out of the way of thatreposition it Sometimes it's just
the same thing, different, right?
(23:54):
We're just saying it differently.
It's the same thing.
You, you, you get the resultthat you were struggling for, and
it's usually because you'reholding back on something.
There's some limiting policebelief that you're, you're grappling
with that, that, that hasn'treleased you into abundance, prosperity,
(24:15):
into the thriving mode,because it's, it's a.
With withholding, right?
Oh, this is so good.
And one of the things that Ithink I've learned in the last several
years, and I love how that youdealt with frictionless, I absolutely
100% put me on the pre orderlist because this sounds like exactly
(24:37):
what the things that I love to study.
But one of the things, and itreally emphasizes philosophies and
this idea that I got a whileback is the more that we grow, the
more that we want to besuccessful and the more that we strive
for things.
One of the biggest musclesthat most people don't realize, especially
(24:58):
at the beginning of theirjourney, until they've had this experience
a few times is the ability,the muscle that says no, right?
Our ability to say no to things.
Right.
So that friction is like toremove friction out of our life sometimes
means saying no to things thatin any other world would be a good
(25:19):
thing or maybe it works forsomeone else or these types of ideas.
It's like, okay, even theright thing at the wrong time is
the wrong thing.
So that building the skill notjust to say yes to take on more,
but to become more efficientby saying no to more things.
And we talked about the Paretoprinciple, the 80, 20.
(25:40):
If we can spend 80% of ourtime in the 20%, that, that moves
the needle the most, that'sthe ultimate goal.
You know, I, I see, I seelife, business, any construct like
that, as a flywheel, right?
The reason why Toyota becameone of the most successful car companies
(26:03):
in the world by a lot, wasbecause their motor has 24 less parts
than any other motor in the marketplace.
In its competitive landscape,which one made it more profitable,
made it lighter weight, itmade it less friction.
Right.
It reduced friction, itreduced resistance, it reduced consumption,
and it lasted longer, right?
(26:23):
Because of the things thatthey very purposely didn't put in.
Less parts to break.
Right.
Less parts to break.
Right.
Less parts to rust, less partsto seize up, less parts to slow and
drag things down when you add weight.
Right.
So let's just think about thisfrom a law of nature kind of standpoint.
Mass, weight, physics, tension.
(26:46):
You think about a flywheelthat's got 12 ball bearings in it
and those 12 ball bearingsrepresent the people in your lives,
Right.
If one of those ball bearingsin that flywheel and that in that
ball bearing spinner getsbigger, now the whole flywheel's
off.
Right.
If one of the parts ismisfitting or my channel for where
the bearings are too wide ornot tight wide enough.
(27:09):
All of these things affectyour business.
Well, this is your business,but it's also your life.
And it's also all these otherthings that you have going on.
And, and when we start torecognize that it's made up of these
simple constituent parts.
Now you can focus on the partand either get the bearings all the
size or you can get thechannel widened, or you can wear
(27:31):
a sand off the rust.
Right?
Like a rotor on a rotor on a,on a, on a brake.
You can change the brakes, youcan add tension.
Friction and tension aren'tthe same things.
You don't need to createfriction to make something happen,
but you can certainly createtension to make it work better.
Right?
And there's a huge difference.
(27:51):
Like for example, if yourfinance and an accounting department
don't have tension, there's a problem.
If you're marketing and yoursales department don't have tension,
there's probably a problem.
Right?
It's because what I had tolearn as a sales guy was, was that
(28:12):
marketing doesn't say the samethings that sales people say.
And if you try, and if you tryto make marketing act like a salesperson,
your marketing is going to suck.
Right.
And an awful lot of precioussalespeople, including myself, got
awfully butthurt about thingslike that.
And, and, and it was ahumbling moment for me to realize,
(28:34):
wow, when we do a good job inboth areas and stay in our lanes,
it gets real good.
I love it.
So this is a perfect segue,too, to take us to a couple things
that we were kind of highlevel wanting to cover.
But before we do, unpack thata little bit because I'm not sure
if because of my background, Iknow, I understand what you just
(28:56):
said, but I bet there's a lotof people like, wait a minute, what
do you mean by sales andmarketing shouldn't say the same
thing?
I thought this because acommon idea I used to have is that
conversation that language hasto be synergistic in a way that what
they see on the ad needs to bethe same thing the salesperson says.
(29:18):
And so unpack that for us.
Show us the difference there.
And then we can kind of diveinto the.
Where we Were going yeah, ohthis is this.
Now we're getting really intothe weeds of things here and it is
super fun.
At the end of the day,advertising's job is to generate
(29:42):
a process that the world hascalled ADA for a long time.
Aida A is attention.
Getting someone's attention.
I'll tell you right now,getting a person's attention is the
easiest thing in the world to do.
Including today's noisy market.
Absolutely easy to get attention.
Darn near impossible to holdtheir interest.
I ADA Aida right?
(30:03):
To hold their interest isinfinitely more difficult.
Now if I get your attentionand I have a impulse, impulse buy
like Lululemon pants or, or acool little gadget on, on Facebook
or something like that, I canget you and get you sold right now.
Right?
I can push you through thatprocess by impulse.
It's.
It's a throwaway purchase, right?
That's some cost D thedecision to, to work with you.
(30:28):
Not that, not the action ofthe clothes, right?
But the decision that yes,this is the person I'm going to do
business with or buy from.
Right?
And then, and then a which isaction in the traditional system
ADA is, is there for us to understand.
Now if I have a airconditioner it's going to be 10,
15, 20 years before thatperson is, is going to buy my thing
(30:50):
from, from end to end.
We don't know when that personenters our sphere of influence.
And, and that could be ateight years, it could be at four,
it could be one.
We don't know.
But they're all on different paths.
We need to talk to them forthat whole path.
Right?
This is fundamentally one ofthe big problems with private equity
companies who are really justfocused on that three to seven year
window of sale.
(31:11):
Right.
They don't, they, they can'tconcern themselves with the long
game.
They have to concernthemselves with the today sale which
means pulling as much revenueto the opportunity right now as possible.
I respect the situation but atthe end of the day it's broken against
long purchase cycle strategiesand specifically relational purchases.
(31:33):
Now in roofing this would begreat because it's transactional
as heck, right?
There's not really a whole lotof relationship building there and
for those that try to do ittend to struggle with, with, with
with getting the, the meat on that.
Can it be done?
It can.
We've done it.
But a different mindset has toapproach it.
I back up instead of ada,let's look at aided A I D E D right?
(31:54):
I'll get the attention.
I'll hold the interest for aslong as they need the thing or before
they need to purchase the thatinterest period.
When I'm, what I'm building isno like and trust, right?
They're going to get to knowme, okay?
So now I exist, right?
And I go from exist to beingrelevant and I go from being relevant
to, to being a condensed contender.
(32:16):
Right.
Because they now like andtrust me.
Well, how are they going tolike me?
They're going to like me bythe same principles as Tinder, right.
I'm looking for a guy who'stall and handsome with a good sense
of humor and is going to do,you know, up.
We need to be a tall andhandsome guy H Vac company that's
(32:36):
going to have a good sense ofhumor, tell jokes on, on radio ads,
right.
Until such time as we're goingto go out on a date.
Right?
Right.
The date doesn't mean you areclosing the deal here.
We're going on a date.
This is a courtship.
This is not a, a one night stand.
Right?
So we go out and date.
Maybe we do a maintenancecall, maybe we do a demand service
(32:57):
call.
Maybe we get out on a specialoffer or something and we go out
on a date, we have a cup of coffee.
They get to know us and theygo, I'd bring this person back into
my house, right.
I'd trust them around my kidsand my wife and, and, and then we
get to do other stuff.
Now sometimes when that's allshort circuited the relationship
(33:17):
is weird and you usually haveto compromise things in, in, in,
in most cases in our worldit's going to be money to get, get
to close the deal, right?
This is, this is the sameprinciples as prostitution.
So ultimately we have toprostitute ourselves for marketed
leads is what I'm saying is.
And we're right and, and we,and, and that it is a transaction,
(33:39):
right?
Absolutely.
So when we, when we start tolook at the relational constructs
and what relationship are we in?
Are we in a transaction relationship?
Are we in a short term onenight stand relationship where we're
just trying to get somethingfrom each other or are we in something
where we're going to rely onthem, them and accept you even for
the flaws that you have.
(33:59):
Right.
Like you let them down onservice but you made it up by doing
the right thing and so on andso forth.
All of this stuff.
Are you going to be Mr.
Sales Guy every single timeyou show up at my maintenance call
two times a year and justdrive me nuts with the surge protector
I didn't want to buy in thefirst place and never want to buy
again.
Right.
For too much money.
So it gets right all thisweird stuff.
(34:19):
So what relationship are we in?
Decision to be made.
And then we engage.
So action turns to engagement.
Right?
Here's how we win the heartsof our customers.
We do one thing that no oneelse thinks to do and we bake it
right into our operation.
And it's called delight.
Now, delight activates alittle chemical called oxytocin,
(34:41):
the bonding chemical, thechemical of love, the chemical of
loyalty, the chemical ofconnection, the chemical that's going
to have them giving you fivestar reviews and unsolicited referrals.
You, you don't need a referral program.
You need to deliver goodservice that justifies them giving
you a referral.
Right?
Right.
And you do that operationally.
(35:02):
And I struggled with that for20 years in the businesses I ran.
And today I have a number ofdifferent ways that we do that.
But let's talk about how FiveGuys does it.
Five Guys puts a brown paperbag in everyone's hand.
Everyone gets the thing.
You get a set of french friesor some grease on the, on the bag
every single time.
But when you pull out thosefries, man, there's like a who thing
(35:24):
of fries down there, right?
You're getting a whole bunchof fries.
Why?
Because five guys chucks anextra scoop of fries in.
Now this is well known.
They've never announced it,they've never promised it, they never
said that.
That's what they do.
But Five Guys also does not advertise.
Now, because advertising isthe tax you pay for being unremarkable.
And five Guys is remarkable.
(35:44):
That is quotable.
Wow.
Say that again.
Say that for the people in the back.
Pay attention.
Write this down, everybody.
Advertising is the tax forbeing unremarkable.
Puts us on the hook toactually be remarkable.
Right?
Right.
And.
And you're not going to beremarkable until you've done something
(36:05):
that is markable.
Right?
So do something that leaves amark, a positive resonance, a reason
why they should come back for more.
And it's not just doing your job.
Correct.
Now here's the secret to that.
Everyone can do it, andeveryone can do it in their own way.
And you can build it into youroperation so that it's not going
(36:28):
to bleed you out.
Right?
So five Guys throws an extrascoop of fries in with everyone.
What could you do in your HVAC business, your plumbing business,
your electric business, yourroofing business, your garage door
business, what could you do?
That you could do consistentlyevery single time.
That makes them go, well, theynever promised to do that.
(36:50):
By God, they did it.
Wow, that was fantastic.
Right?
That was.
That.
They, they weren't supposed todo that, but they did.
That's when you win it it.
Write a club membership outand write down all the things that
you're willing to do for thatperson and then find one of the things
that you're willing to do forthat person that you might not be
(37:11):
able to do every single time,but you could do some of the time,
but it's a good little one.
Or you could do a littlesomething extra.
For example, you could do adryer vent clearing.
Not a cleaning clearing, justa quick little 20 minutes with the
cheapy thing from Home Depot.
You could do that as part ofyour thing.
Has nothing to do with H Vac.
Right.
It's a dryer vent cleaning.
Right.
(37:31):
You could clean the vent inthe, in the bathroom.
Right.
But you.
If you promised it and youdidn't do it, you're a jerk.
Right?
Right.
But if you don't promise it,you do it it.
You're an amazing person.
Yeah.
So it's this awesome bonus.
Find the thing that you can doeither on a semi, regular or regular
basis consistently and deliver it.
(37:52):
Hide it in your policy.
Do not advertise it, do notpromise it, do not show it, but do
it.
And that's how you deliverdelight every single time.
You've just created anenvironment where you instantly bonded
with your client chemicallywith the chemical oxytocin.
Now you have to tell them thatyou did it after it's done.
(38:13):
Right.
But you have to throw it awaycasually as though it's no big thing.
Oh, by the way.
Right.
Just wanted to let you know Inoticed your, your bathroom vent.
I know it's not connected toyour H Vac, but it was a little dusty
and stuff, so I just took itdown, cleaned it up and stuff.
While I was here, I noticedthat the battery is getting a little
bit low in the garage door opener.
I just, I just swapped thoseout for you.
I just wanted you to know.
Right.
(38:34):
How much are you for?
No, no, nothing.
Nothing for that.
That's silly.
No, you, you, you, you, youget us in when, when it's something
important that you know, thisis just batteries.
I had some in my truck.
Right.
You give them love.
You already knew you weredoing it, right?
You just give them love.
You're just beingsituationally aware, observant for
that thing that you've alreadypre planned because you know that
it shows up every time youstep over the threshold and it's
(38:56):
relevant to your industry,whatever category you're in.
Oh, this is so good.
And this is actually such agood springboard into you know what
I hear a lot of times,especially in the last three, four,
five years, it's this 20 yearcycle of all these roll ups and acquisitions
and stuff.
Well since 2020 it's beeneverybody knows in the trades this
(39:17):
monster roll up PE groups andprivate equity and all these different
places buying up these companies.
So the question always comesin, oh my gosh, they have an endless
supply at the bottomless pursewhen it comes to spending.
For we can't compete with SEO,we can't compete with the amount
of money they can put intomarketing dollars.
(39:38):
So how does this carry intothat conversation for the hundreds
of thousands of, tens ofthousands of contractors across the
country that are competingagainst that?
And at the same time,everybody that's with PE group, listen
up because this is importantfor you too.
Well, being a Canadian and,and our prime minister being the,
(40:01):
the unspoken offspring ofFidel Castro, allegedly we have an
affinity towards our goodfriends over in Cuba.
And one of the people that wepay attention to is Che Guevara.
Now Che Guevara wrote a bookcalled guerrilla warfare.
I think 60s is, is when hewrote it after the, the, the Cuban
(40:25):
situation and, and before hedied in Bolivia.
And he, he wrote about all ofthe kind of key tactics that a guerrilla
rebel force has to do incomparison to a standing army.
And one of the things that youhave to do when you're a guerrilla
rebel force is you have to getthe side, on the side of the community.
The local community is goingto hide you, they're going to feed
(40:46):
you, they're going to, they'regoing to take care of you, they're
going to protect you.
And you have to be loved bythe community.
Now most standing armiesaren't loved by the, the locals.
Now they're going to go outand spend some money and, and, and,
and kick up the ruckus in thebars and, and eat the food and all
those things.
But while that has value in itand, and it's, and it's overt and,
(41:10):
and very apparent theguerrilla rebels are behind the scenes
doing things that arecollecting resources and building
up a, a movement, a feeling, acompulsion, what's in just against
the, the big that's out there.
So remember we're talkingabout essential home service companies
(41:33):
here still.
This is the exact samesituation that we're dealing with.
You've got to go to ground,you've got to go to grassroots, and
you've got to get yourmembership assigned to you, not by
asking them for stuff, but bygiving first.
My friend Brian Brushwood is a.
Is a wizard of ads partner and a.
A famously successful magician and.
(41:54):
And content creator on YouTube.
Has a number of platinumthings for being amazing.
And he told a story to us onceabout being a busker as a young man.
And.
And he was out on the streets,and he was.
He was trying to talk loud anddraw a crowd, and it was just repelling
(42:15):
people.
They were just kind of like,walking to give him a wide berth
and, you know, staying awayfrom him.
And he's.
He's wondering, why the heckcan I get it?
You know, people that stir upand come in, and I can have a big
thing, and then they'll allpay me a buck, and I'm, you know,
I'm going to be rich.
Well, he.
He's sitting there one day,and there's a.
There's another magician justdown the street, and he's just quietly
sitting there playing with hisdeck of cards.
And he's got a little bunny, areal live bunny, and a hat in front
(42:37):
of him.
And he's not even payingattention to the bunny or the crowd
or anyone.
He's just messing around withhis cards.
And invariably, invariably,either a little kid or a woman shows
up and says, can I.
I.
Can I pet your bunny?
And he goes, well, of course.
Go ahead.
And they always pet a bunny.
He goes, you know what thatmeans, right?
That means that you got topick a card, okay?
(43:01):
They pick a card and they'redoing a trick.
Well, you got to remember that card.
Hey, you, you, and you.
Can you make sure sheremembers that card?
Take a look at the card, make sure.
Now, he's got four people, right?
He assigned people to the job, right?
Right.
Then that crowd draws a crowd.
Draws a crowd, draws a crowd.
He has that, and he makes abuck from everyone and he sells his
thing.
So if we look at this circle, right?
(43:23):
The average home servicecompany says, this is who I am.
Buy my.
Right.
I don't know if I'm allowed tocuss, but maybe.
I said we're good.
My stuff.
Yes.
Yeah, I'll just throw thelittle E on this one.
What our magician friendtaught us was, here I am.
Pet my bunny.
(43:46):
Get a little fun for pettingmy bunny.
Buy my shit.
Right?
Well, the in between there islike, pet my bunny.
Draw a card.
Collect a crowd, they collecta bigger crowd.
Now buy my shit.
Boom.
What works better?
One's relational journey,one's relational, one's transactional.
(44:08):
Transactional, relational.
Life, business and reality isa world of duality, Sam.
It's always going to be asituation of that or this.
It's a spectrum.
You're not in black or white,but you're somewhere in the gray.
And you have to decide whichdirection you're going to go.
Are you going to gorelationally or go transactionally?
(44:29):
That's going to decide anddetermine whether or not you're going
to be successful, profitable,and build a legacy, or whether you're
going to grind it out yourwhole life making a living.
And I do not care if you makea few million dollars selling your
business to private equity.
That didn't make you a genius.
(44:49):
Right.
Money isn't the definition of success.
Correct.
Happiness, health, and wealthof yourself and the people that you're
in charge of, that you'vetaken charge of, that you are responsible
for.
Right?
Which includes your employees,your family, and your community.
That is success.
(45:12):
Now, if you make a wholebucket load of money doing it, congratulations.
That's the ice.
That's the ice.
100%.
Yeah.
That's the, you know, thethicker the icing, the sweeter the
cake.
That's it.
But the whole.
I agree with this so much, andit's the foundation of.
Of truly everything.
One of the things we talkabout on here so, so, so, so much
(45:34):
on close it now is work tobecome someone worth buying from,
right?
Work to have a business worthdoing business with.
And when we can do that, andthat's just kind of an umbrella term,
a way to encompass all of thisin the same place.
But, you know, and it has todo with that relationship.
It has to do with.
With being that person.
(45:56):
That is the connector.
Even if, say, we build arelationship with somebody in a house,
and because I've lived this, Ican speak very directly to it.
When they call you back, sixmonths, three months, a year later,
year and a half later, man.
Do you know anybody that does chimneys?
Do you know anybody that does brickwork?
Do you know anybody that does driveways?
(46:17):
Something completely unrelatedbecause they know you're someone
worth doing business with,you're going to know other people
worth doing business with.
When you become that personand you're that connector, that's
when you get calls yearslater, oh, thank God.
I'm so glad you still havethis number.
I don't even know what you'redoing now.
(46:38):
We Call that the guy, Right?
Everybody has their guy.
If you're the guy, you've done it.
Right, Right, right.
And as a practice, as anindividual, you can do that.
As a practice, you can buildthat energy.
As a business, it becomes muchless connected.
Right.
So you have to find ways to.
(47:00):
To maintain the connections.
You have to find ways.
And what is connection?
But.
But a biological function ofdopamine and oxytocin, predominantly.
Now, I am oversimplifyingdeeply to demonstrate the point that
once, until we get dopamineand oxytocin, right, we don't need
to fart around with all theother stuff.
(47:21):
We just don't.
What we need to understand iswhat is the basic ingredients to
make this delicious.
And if, until we make thisdelicious, we're wasting our time
with all the other stuff.
Just.
No, no different than thepositive and negative.
External internal motivators,demotivators and anti motivators.
Fear, shame and guilt are aninternal motivator as much as they're
(47:45):
an external motivator.
We are motivated, which is whyI've coined the term anti motivation.
We are motivated bynegativity, Right?
Negativity absolutely.
Kicks our butts into action toget things done.
Anticipation, the dopamine,the anticipation chemical, not the
happy chemical, theanticipation chemical kicks us into
(48:07):
action, but it doesn't keep usin action.
Oxytocin does.
Right.
So if we're going to have ourcustomers do the same, our employees
do the same, ourselves do thesame, and our kids to do the same,
we got to kick in some of that oxytocin.
We've got to get them offtheir butt, but we have to keep them
moving when we do.
And how do you do that?
(48:27):
By creating a system thatmanufactures more of the oxytocin,
which is internally triggered motivations.
Right.
The things, the drivers thatmake people feel satiated, fulfilled.
Right.
Why they feel that way?
Because you're shootingoxytocin into their blood.
Right.
And that's the win.
You're doing other stuff.
Yes.
I'm oversimplifying, but let'sjust get to the basics, right?
(48:51):
Do these 10 things, right?
To drive identity.
Make everyone feel right withthe world and their place in it.
No matter what their title.
Titles are irrelevant.
Right?
Right.
The thing that matters is howthe person feels not just with themselves,
but with the ones they lovethe most and within their greater
tribes.
(49:11):
And they want to feel thatthere's a path upwards.
If they don't, they've eithergot to do something else or they
disengage this is so good.
I would love to keep thisconversation going.
We are, we're getting close torunning out of time here.
Before we do, I would love totell us a little bit more about what
(49:33):
all is it.
How do you help the homeservices companies?
Right.
Give us a couple things, takeus through some of the services that
you offer, and definitely giveeverybody how to get in touch with
you as well.
So for everybody listening, ifyou want to know more, you want to
learn more about wizard of Adsand how Ryan works with companies,
(49:54):
definitely dive in.
And man, and leave us with oneof the things this podcast is known
for is just about every singleepisode, as often as we possibly
can, we give everybodysomething they can implement immediately
that will help move their needle.
So I'd love for you to drop anugget or two on people that are
(50:15):
in that place of like they'refiguring this out or maybe they're
are already further down the road.
But what's something thatcould help drive them forward in
this thought process and howto structure some of their messaging
and just all the differentthings or anything that you want
to want to add?
Because yeah, no, absolutely.
We had a lot of different things.
And it's all so many things.
Well, and you know what?
(50:35):
A lot of people kind ofwondered, they walk away going, what
the heck does Ryan actually do?
Well, Ryan looks at this froma perspective that stands far outside
of the marketing department.
You know, David Packard fromHewlett Packard once said, if marketing
is far too important to beleft to the marketing department.
And it's true.
Because marketing isfundamentally all aspects of communication
(50:57):
of, of who you are.
The reputation of your brandis determined by the people that
you put in charge in the frontlines of it.
And that requires you to havea commander's intent that is clear
and followed at all times.
So if I'm going to leaveanyone with anything, I'm going to
say to empower your people,figure out how to help people win
in a trustworthy and gratefulman, and to decide what that means
(51:20):
to you and then decide whatthat means to you and what you'll
punish yourself with when itdoesn't get done.
And you will have the secretsauce to stand at 600ft above your
competition.
And that's the firstfoundational piece that we can put
into a brilliant, brilliant brand.
It does not need to be three things.
(51:40):
It just needs to be one.
And that represents all theother stuff.
McDonald's doesn't have toadvertise that they sell chicken
nuggets.
Every single time they run anad, they just have to keep on singing.
Yep.
Right.
That's the science and the artthat goes along with the anchoring
that holds it into place.
(52:00):
We know the science, but wealso know how to artistically execute
on the science.
And that's what wizard of Adsdoes best.
Three big things.
One, get the strategy right.
Based on the thinking thatgoes through my head.
Right.
And the teams that I puttogether that execute on those, on
those, on those strategiescollectively, we all train on it.
(52:22):
There's brilliant partnersacross the, the channels.
I'm blessed to have themworking across many, many different
clients for me.
The second is that we writethe creative that moves people because
if we can't get emotion, wecan't build a brand.
All we can do is keep onputting the bricks of brand impression
(52:45):
into the back of the brainwith, with no semblance of order.
Right.
Until we get the mortar ofemotion, we can't build the house
that is going to be your brandfor long term, profitable activation
where people will pay you morefor the same thing that you can buy
down the street from 100 otherpeople for less.
Yep, right, exactly.
(53:06):
And 100 is probably pretty low number.
And the third thing that we dois something that we've been very,
very blessed to do and that'sto buy media nationally in the billions
of dollars a year.
That allows us to get about 27cents on the dollar for media buys,
which is infinitely pays forus 10 times over, but more importantly
(53:28):
allows the little guy to go upagainst the private equity giant
that has great big deeppockets and willing to outspend you
all day on Google but hasn'tgot a clue how to run a brand and
is not committed to a longterm strategy.
You want to win this game.
You want to beat thecompetitor down the street.
We don't spend a lot of timehanging out with private equity guys
(53:49):
because we don't fit on a, ona spreadsheet real good.
Right, right.
And for some reason they can'tfigure out the basic math of what
we, what we deliver.
And we're really okay with that.
And, and we are okay with thatbecause we really like a single operator
that's brave enough to make abold decision that's going to have
them stand 600ft above the,the, above the crowd and then deliver
(54:12):
on those promises and care fortheir employees and their community
the way that the essentialhome services space should run.
Love it.
So, so, so good man.
Well, how did, how do we getin touch with you?
Where Drop some contact infofor us.
Yeah, two easy places.
Ryan shoot.com or wizardry andshoot on socials.
Wizardry and shoot on socials.
(54:32):
And one more time, Ryan shootdot com.
Ryan shoot dot com.
Perfect.
I'll make sure these are inthe liner notes, everybody.
So don't roll off the roadnear drive time University here.
Trying to make a note, but absolutely.
Thank you so much for being onthe show today, man.
This has been definitelyenlightening as well as it is, like,
(54:56):
valuable because this is aconversation that so many people
ask me about.
And I just.
I mean, I'm a sales, I'mmessaging, I'm all the things.
But when it comes to thisworld of it, you know, that's why
we hire experts.
You know, instead of being a.
You know, we've always heardthe term jack of all trades, master
of none.
(55:16):
That means that you're only medi.
You're living the 80% life.
You're only mediocre in a lotof things, but who wants to be mediocre,
right?
So that's for everybody listening.
Find the people that are thespecialists in the things that you're
weak in and just compress timeby hiring a specialist.
And so I'm so grateful that wehad the wizard on the show today.
(55:36):
I'm grateful for being here.
You know, I really appreciateyour time.
I love your work and, and Itruly believe that.
That we win this game byserving others and, and helping everyone.
High tides raise all ships 100%.
100%.
I love it, man.
Well, everybody make sure togo check out Ryan Shoot.
Ryan shoot dot com.
That's R Y A N C H U T E dot com.
(56:00):
And then.
Or of course, wizard Ryanshoot on all the social medias, go
follow him.
He does some really, reallyfun stuff on social, if you will.
If.
If nothing else, go follow himfor the sake of getting ideas that.
And you can see boots inaction of these ideas that we talked
about today in practical application.
(56:20):
So you can, you know, really see.
Okay, okay, I understand nowwhat he was talking about.
This is starting to make sense.
Sense.
So do your homework there.
Also, follow the experts.
Success leaves clues.
Do what the experts do to getthe results they get.
And when you start to adoptthose habits into your life, amazingly
enough, so many of the resultsstart to follow because we have the
(56:43):
same habits and take the same action.
So that is easy, easy way tofind success.
We just have to be willing todo it.
So remember, everybody,success happens at the speed of implementation.
So thanks for being on theshow today, Ryan, for everybody out
there.
You know what?
You know how we end this?
Go be someone worth buying from.
(57:06):
You've been listening to theClose it now podcast.
Our passion is to dive headfirst into the transformative movement
that's reshaping the veryfoundation of H Vac and home improvement
improvement.
And at the same time, coveringfitness, nutrition, relationships
and personal growth, provingthat we can indeed have it all.
(57:26):
We hope you've enjoyed the show.
If you did, make sure to,like, rate and review.
We'll be back soon, but in themeantime, find the website@closeitnow.net
find us on Instagram at thereal.
Close it now.
And on Facebook, CloseItNow.
See you next time.
Welcome to Close it now, thepodcast that's revolutionizing the
H Vac and home improvementtrades industries.
Get ready to dive deep intothe world of heating, ventilation
and air conditioning.
We're turning up the heat onindustry standards and cooling down
misconceptions.
And we're not just talkingabout fixing vents and adjusting
(00:21):
thermostats.
It's about the transformativemovement that's reshaping the very
foundation of H Vac and home improvement.
We're the driving force,inspiring top performers who crave
excellence not only in theirprofessional endeavors, but also
in fitness, nutrition,relationships, and personal growth,
proving that we can indeedhave it all.
(00:44):
This is Close it now, whereexcellence meets excitement.
Let's get to work now, yourhost, Sam Wakefield.
Well, welcome back to the show.
Sam Wakefield here.
I am stoked to have this gueston Today.
(01:06):
For all of you watching onYouTube, you get to see See Us in
action.
So make sure if you're like.
And subscribe.
Everybody else, go, go followthe YouTube page.
It's growing, so it's pretty cool.
But also, so let's get intothis, into this guest here a little
bit.
This is somebody that I'veactually followed for a good while.
The.
There's a funny backstorywe're going to.
(01:28):
We'll tell y'all here in aminute that I didn't even know that
I was on this guy's propertyat one point in time.
And it was pretty cool.
So I'll tell that story in afew minutes.
But my guest today, he is theexpert when it comes to ads and marketing.
In fact, not just the expert,some people call him a wizard.
(01:48):
So wizard of ads, this is Ryan Shute.
He is the, you know, all, allof you named the titles, right?
This is, this is.
And so Ryan Chetty is thewizard of ads.
And I'm so honored to have himas a guest today on the show.
Hey, thanks for having me.
I appreciate it.
Yeah, man.
Well, give us a.
Before we get into your backs.
(02:09):
I've teased the story, right?
And it was actually this isthe first.
It's funny because it's thefirst time I told Ryan this before
we started recording years ago.
He just happens to be about 45minutes from where I live and where
his location is.
And I didn't even know.
I didn't even know who the guy was.
I was not really thinking ofabout anything at that level in the
(02:32):
industry at the time.
I was just in the field doing sales.
Right?
I'm sales manager here inAustin and top performer at our Company.
Well, I have a sales call, soI drive an hour to get to where he's
at.
And my sales appointment is inthis neighborhood across the street
from his location.
But I had of course drove anhour, said to use the bathroom.
I was like, wow, I wonder ifthey have a gift shop.
(02:53):
And so I pull into this placebecause there's this crazy tower
that looks really cool andthis almost castle looking Italian
villa sty place.
So I pull in and I go in thegift shop and use the bathroom and
I buy a coffee and you know,grab a couple snacks from the gift
shop and then get a cool tourfrom the person that was there.
And I was like, what is this place?
(03:13):
And she's like, oh, this isthe wizard of ads.
And so I grabbed a couplebrochures and left.
And years go by entering.
Once I open the close, open,close it now.
And I started dissociatingwith people in the different realms.
I was like, oh my gosh, I,I've been to this guy's place, I
didn't even know it.
And so that's the, that's thekind of the crazy story how he crossed
(03:34):
paths and didn't even know wecrossed paths years ago.
It's wild.
So, but let's, so foreverybody that's listening, there's
a lot of people that, so alltypes of different people listen.
We have plenty of people thatare technicians and you know, sales
and comfort advisors andplenty of owners and lots of other
trades too.
(03:54):
You know, H vac is theprimary, but of course home services,
I mean people listen to docars that do irrigation that do California
closets, It doesn't matter.
So the cool part is thisapplies to everybody.
Yes.
So give us a little bit of a highlight.
Real man, who are you?
How'd you get here?
How'd you earn the right to besitting in the seat to, to talk to
(04:14):
the podcast today?
Hit us with, with all that, man.
Yeah, you look, I, I, I'msuper blessed.
I, I, I run an eight figureagency within the wizard of Ads.
I'm, I'm a partner with thewhole group now.
There's 80 of us now doing this.
About half of our business isin, in the home service space.
(04:36):
The other half lives in retailand, and car sales and gosh, professional
services.
There's, there's like avariety of different categories that
we, that we work in and Ifocus in on essential home services.
I really kind of zoned in oneverything from plumbers, electricians,
H vac technicians, garagedoors, the things where The, a real
(04:58):
relational customerrelationship is, is, is valuable.
And for the last seven yearsor so I've been really just working
hard in that space to want tolearn it and understand it, but also
to, to come up with the, thestrategies that work best for a particularly
hard thing to market.
(05:20):
You know, home services is notabout, you know, it's not like Lululemon
pants where you get to, youknow, feel good and make your ass
look fabulous.
This is, this is absolutely, I mean.
I know mine looks great andwhen I wear them.
Exactly, right, yeah, I meanthat's, you know, that's why I get
them.
But it, it's, it's not thatway for a hot water tank.
(05:41):
Right.
And as fabulous as our hotwater tanks make our butts look,
it's, it's really hard toconvince people that that matters.
So it's a hard thing to marketand I love that it was a hard thing
to market because that meansthat we have to do something quite
different.
It's a bigger average ticket.
(06:01):
There's lots of competition.
There's all kinds of likefactors at play where we need to
stand out and not just bedifferent because everyone's different.
Right.
We need to be distinctiveamongst the different.
And wizard of has reallyearned that, that, that position.
You know, Roy Williams, the OGwizard of ads, like godfather of
(06:22):
of W has built all of thesebuildings with his beautiful wife
Penny, and a chapel, dulcinea,which has 1100 free weddings a year.
And that, that tower that youSaw is a 16th century Spanish tower
that Penny and Marley Porterbuilt together.
A famous architect who'sreally affected most of that campus.
(06:46):
18 acres of not for profittraining area for, for businesses,
small businesses learning howto market their companies.
And we see a lot of schoolscome in, pretty much all the schools
that you could imagineuniversities and colleges and all
the big companies that youhear all doing that stuff.
So I've been a part of that,that world for, for quite a long
(07:09):
time and, and really justdeeply understanding all of the,
the things that stand out fromwhat I grew up learning.
I grew up in, in retail, Igrew up in furniture and car sales,
telecommunications, door knocking.
And it was transactional,super transactional.
(07:30):
Everything's the grind,everything was such hard work and,
and frankly, you know, I wasambitious and, and I was a bit of
a goon when it came to runningcampaigns and strategies and, and,
and staff.
I was, I was caused a lot offriction in, in business because
that's what I learned.
Right, you grew up, you know,my, my family Business and around
(07:51):
other leaders who, you know,act like it's, you know, the industrial
revolution and we're allworking in a factory and.
Right, right.
And it, and it becomes this,this transactional thing, this survival
thinking.
When I, when I really startedto get my head wrapped around what
matters, I realized there's awhole universe above me.
(08:13):
There's this whole opportunitythat, that I never even realized
existed.
Like most of the people inhome services, right, really good
operators with really goodintentions, doing really good work,
busting their butts, workingso hard, grinding it out, paying
Google too much money andpaying for transactional stuff too
(08:33):
much and too many offers andtoo much commoditization and too
much of that same energy beingthrown towards employees and customers
and Geez, I, I just, that wasa, it was a, it was a, it was a revolutionary
moment for me.
It was, it was transformational.
And so much as I, I realizedwhen we start to abandon some of
(08:56):
those kind of survivalist typethinking and move into a relational
world, the world becomes muchmore abundant and healthy and, and
prosperous and, and frankly, easier.
Yeah, I love this part of theconversation and where, where you
went with this.
And I had a suspicion thatthis was, you know, a big part of
(09:17):
where your head is at andwhere your mindset is around and
for everybody that, that'slistening, you know, Ryan and I have
not had the opportunity toreally, you know, discuss any of
this beforehand.
You know, we, we've been inthe same circles and know of each
other, but really kind ofmeeting for the first time in a podcast,
which is always kind of aweird but fun thing to do.
(09:38):
But you know, so much of whatwe talk about on this show is having
the abundance mindset, notliving from the place of scarcity,
living from that place that,you know, what you focus on, you
find and what we really, whereour energy goes, that is what we
attract.
Right.
And we attract who we are.
And so I love that we've kindof gone down this way a little bit.
(10:01):
So unpack that a little bitfor us and how it applies to, you
know, to, to what we'retalking about.
We're talking about marketing,we're talking about ads and this
kind of thing.
It seems at first glance kindof this big dichotomy of like, oh,
that can't be the same thingthat it.
Does integrate, but it's allof the same thing.
(10:21):
Because one of the things thatI thought I was going to come into
the wizard of ads and be atrainer, I was going to go in and
I was going to helpsalespeople sell better.
And I had spent a lot of timebuilding up a company out in Australia
doing that thing and wasincredibly success at it and thought,
well, let's just repeat that,but do it for myself this time.
And, and I came to realizethat what this industry needed was
(10:44):
not a pain relief for asymptom, but to resolve the, the
wounds and traumas of theleaders in their mindsets so that
they could be better leaders.
And when we, we have betterleaders, we reduce friction.
We reduce friction in our, inour culture, we reduce friction in
our buying experience.
(11:05):
And the best buyingexperiences and cultures are the
best brands.
Got lots of good stuff to talkabout, right?
Absolutely.
As a guy who's not coming froma copywriting creative standpoint
with, you know, all of theabstract thoughts and genius that
comes with, with creativeminds, I come from a very structural,
(11:25):
operational, sales, analyticstandpoint and, and I can piece the
two things together and, and,and, and beautifully attach the art
that is essential for a brandto the science that is, is critical
for success.
(11:46):
And all of that combinedtogether is, is chaos.
And most people think thatchaos is chaotic, it is random, when
in fact chaos is beyond comprehension.
And that's proven with theMandelbrot set.
This is, this is amathematical formula that teaches
you about fractals.
Now go onto YouTube and you gofractal zoom.
(12:09):
You're going to go and findsome really cool pictures of a fractal.
And a fractal is basicallyjust a thing that kind of looks like
paisley.
And you zoom in on it, zoom inon it and you'll start to see that
it is incredibly complex, butalso repetitious.
Yeah, the patterns start torepeat, right?
Exactly.
And when we start to realizethat that is communication and that
(12:31):
communication is associatedand attached to inextricably to the
true laws of nature andphysics and, and biology and psychology
and sociology and all of thesemultiple disciplines.
What we realize is the thingthat we're trying to teach people
in training is the same thingthat we're trying to, the same mechanisms
(12:53):
and tools we have to use toadvertise to them.
Repetition, frequency, astrong message, a singular message,
instead of a broken messagespeaking to one person, not to a
whole bunch of differentpeople, to resonate more.
And then we get into somecrazy, weird, weird conversations
(13:13):
at the Wizard Academy aboutthings like resonance and, and, and,
and vibration and frequencyand all of the things on how it affects
us positively and negatively.
And then, then I meet my, mynow friend Lisa Nichols, who was
in the secret, the, the movieand the, and the breakout book and
then has gone on to be a 10time best selling author with people
(13:35):
like Jack Canfield and ofothers who talks exactly about this,
this abundant mindset, thislaw of attraction.
Not the woo woo nonsense butthe actual kind of science and energy
of it.
Yeah.
And she's, and she's livedthat life.
(13:56):
And, and, and weirdly enoughher stories, which are all of our
stories in different ways are,are the same things that we tell
in our brand.
Which is one of the mostunexpected things for me.
When, when I first got to thewizard partner group in 2017 as,
as an official partner there,there was, I thought I was going
(14:20):
to come in and just likehere's how we make deals and, and
make offers and you know,build a thing and you know, do all
this stuff and it's like.
No, no, no, forget about allthat nonsense.
You're getting distracted withthe, you know, stepping over $100
bills to pick up five dollar bills.
Right.
And it, it was revolutionarybecause you start to realize what
(14:42):
people actually pay for andthere's nothing there to touch.
It's not tangible.
Right.
This is so good.
So good.
It, it's what for everybodythat's been listening to the show
for a while, you know, this isthe, the same thing said a different
way because we talk so muchabout how, you know, it doesn't matter
(15:03):
what the thing is.
It could be, you know, an HVAC system, it could be a water heater,
it can be a garage.
It doesn't matter.
The thing, there's two thingspeople buy.
Number one is the transfer of enthusiasm.
And that's proven by anytimesomebody brand new steps onto a sales
team and they sell everythingat first, but the more that they
learn, their sales go down.
(15:24):
Why is that?
Because now they start to,they stop just selling from their
excitement about what they'redoing and they start trying to give
details.
So that's step one.
The other thing that peoplebuy is, has nothing to do with the
thing or the services.
Everything to do with how ismy life going to be different once
I have it.
So you're excited about it andhow's my life going to change?
(15:44):
Yeah.
Period.
Hard stop.
That's it.
That's what people want.
This is so cool that it's likewe have the same message here, you
know, understanding those dynamics.
Well, here's what I've, I'vecome to learn in life.
Incredible amount of people inthe universe, including myself, are
putting things into the, intothe world.
(16:06):
And a whole bunch of them arenonsense to fit their own narratives,
right?
Like you know, what a missionstatement is and you know, all this
stuff, core beliefs andvalues, you know, and what that actually
means.
And I'm, I'm like the average4 year old who asks 437 questions
a day, right.
I'm just really want to know why.
So.
And I just keep going downthat rabbit hole.
(16:27):
I have attention deficit, soI'm really good at hyper fixation.
And what it boils down to isthat human, the human brain is designed
to forget for one.
The human brain is designed tocope for another, right?
And the human brain isdesigned to look for negativity four
(16:48):
times out of 5 or 80%.
Sorry, it would be what it'dbe 80, 80% of the time and 20 of
the time for reward.
And reward is very often toNEGATE the, the 80%.
Right?
So we're talking about an 80,20 rule here.
These are all laws of nature.
We've heard of them, we talkabout them, they're, they're talked
about.
Because there's truth to thatin ways that we can't touch.
(17:11):
So I created Harold themotivation Penguin.
It happened accidentally andyou know the yin yangs, like the
white with the black in it andthe black with the white in it, well
I inverted it and then I, andthen I kind of just squished them
together and then I turned theblacks up together and then it was
like, oh, that's a penguin instantly.
(17:33):
And, and here's why I did isbecause there's, there's 10 things
that matter in motivation.
And when we understand theingredients to motivation, we can
make a much more delicious,much more persuasive message for
the person.
For that person, right?
And everyone's, and everyone'srecipe is different, right?
Some people like chocolatecake and other people like cheesecake
and other people, whatever, right?
(17:55):
But there's good and bad andeverything, right?
And there's stuff that makesyou fat and there's stuff that makes
you, doesn't make you fat.
And there's stuff that's likegot names that you can't understand.
You put that in, they got reddye 17 and like there's ingredients,
right?
So the long and short of it isthat there's internal and external
motivators and then there ispositive and negative motivators,
but they all lead to one spot.
(18:17):
Identity.
Identity.
Everything positive andnegative, external, internal, feeds
the identity.
And when we recognize that andthat externally, pay praise and power.
The things that feed identityusing dopamine as the primary chemical
molecule for the driver, whichmeans it's diminishing in returns
(18:39):
and unsustainable in the long term.
Right.
But always the thing thatcreates anticipation, not happiness,
just anticipation of happiness.
And then we can use thoseagainst a person to weaponize fear,
shame, and guilt.
We've got our negativity weaponized.
Fear, shame, and guilt coming externally.
Bosses being a jerk or takingaway hours or adding hours or whatever
(19:02):
changed.
Our commission structure again.
Structure.
They've taken away yourdignity, they've embarrassed you
in front of the group.
They're like, stuff, right?
All these things.
We can get into the weeds ofit, but at the end of the day, that's,
that's.
I mean, we've already talkedabout half of them.
Then we have the internals, right.
Of identity.
I want autonomy, I wantmastery, and I want purpose.
Right.
(19:22):
Three biggest.
Right?
So 10 things.
If you know, as a leader, the10 things that move your people the
most, you can go from being atyrant who's trying to get compliance
and only getting defiance andturn in to an altruistic leader who
inspires their people to betheir best selves because they want
to be the masters with apurpose, that live an autonomous
(19:45):
life, that feel empowered todo the thing because everyone's trying
to get identity.
And I'm not just talking aboutemployees, Sam, I'm talking about
the customers too, and yourkids and your wife and your next
door neighbor.
This is such a good conversation.
And I love that we went off on identity.
You don't probably don't knowthis, but.
But it's just only been twoweeks ago.
(20:05):
I did an entire episode on howyour thoughts create your belief
about yourself.
So who do you think you are?
Your belief create youridentity, and your identity then
creates your outcomes.
So the question is so much notwhat I want, because really the thought
I left everybody with is youdon't get what you want, you get
who you're willing to become.
(20:26):
That's right.
And it like totally marriesthis because it, it really is the
foundation.
So I love that we're extendingit out into not only our only internal
personal growth, but it's sotrue because it is by extension,
that is the same internaleither struggle or striving that
(20:52):
every individual has.
And their belief in theiridentity is wrapped up around who
they think they are.
And if we can speak to that,and okay, are you the type of person
that would say, buy this thingor do this service or whatever, then
we're starting to speak onthat heart level which is so different
than, you know, what mostpeople out there do, which is, oh,
(21:15):
hey, here's a discount, youshould buy it.
Well, why?
Right?
So what?
That's right?
Right now it's 0% for sixmonths or right now it's $1,500 off.
Who cares?
It's, it's not speaking to theheart of anything.
Well, and you've, you've shortcircuited things.
And look, when a leader, whena boss, when an operator who is in
charge of a number of peopleand are feeling frustration, they're
(21:39):
not feeling frustration inthose people, they're feeling the
frustration of what they'renot delivering from themselves, right?
Until they look inward andsay, what am I not delivering for
these people.
But the problem does not liewith your technician who isn't closing
at 30, 40, 50%.
The problem lies in youfacilitating an environment where
(22:01):
he is or she is unable toclose at the minimum baseline conversion,
which by the way, doesn't matter.
Those are just made upnumbers, right?
The things that matter are theactions and behaviors that get them
to meet or exceed goals.
So focus on all of this islanguage, right?
Actions and behaviors arelanguage as much as KPIs are a language,
(22:27):
right?
And when we start to, todelineate those, pull them apart
and say what really mattershere in the realm of communication
and motivation, right?
All of a sudden, those samethings that we hold our people to
from an employee standpoint,when we make it right for our employees,
for example, when we curateour inventory to be much more easy
(22:48):
to purchase through a verysimple system of purchasing, then
we solve that problem for ourtechnician, which solves the problem
for our customer, which allowsthem to buy more at a higher average
ticket, higher profit, faster,and, and everyone walks away happy
and satiated and, and feelinga sense of accomplishment.
(23:11):
But that came from us, theleader, right?
And, and then that tricklesdown because now the guy who just
did that feels like a leader, right?
And, and our job as leaders isto build leaders.
And when we surround ourselveswith leaders, we're sounding ourselves
with, with, with high tides, right?
And high tides raise all ships.
Well, this is exciting becausethis is the whole idea of how do
(23:33):
we take the idea, the notionof law of attraction, and make it
real?
And this conversation isexactly that.
And what I'm writing in mybook called Frictionless is, is exactly
that.
These, these 12 areas wherewe're causing friction and we just
get out of the way of thatreposition it Sometimes it's just
the same thing, different, right?
(23:54):
We're just saying it differently.
It's the same thing.
You, you, you get the resultthat you were struggling for, and
it's usually because you'reholding back on something.
There's some limiting policebelief that you're, you're grappling
with that, that, that hasn'treleased you into abundance, prosperity,
(24:15):
into the thriving mode,because it's, it's a.
With withholding, right?
Oh, this is so good.
And one of the things that Ithink I've learned in the last several
years, and I love how that youdealt with frictionless, I absolutely
100% put me on the pre orderlist because this sounds like exactly
(24:37):
what the things that I love to study.
But one of the things, and itreally emphasizes philosophies and
this idea that I got a whileback is the more that we grow, the
more that we want to besuccessful and the more that we strive
for things.
One of the biggest musclesthat most people don't realize, especially
(24:58):
at the beginning of theirjourney, until they've had this experience
a few times is the ability,the muscle that says no, right?
Our ability to say no to things.
Right.
So that friction is like toremove friction out of our life sometimes
means saying no to things thatin any other world would be a good
(25:19):
thing or maybe it works forsomeone else or these types of ideas.
It's like, okay, even theright thing at the wrong time is
the wrong thing.
So that building the skill notjust to say yes to take on more,
but to become more efficientby saying no to more things.
And we talked about the Paretoprinciple, the 80, 20.
(25:40):
If we can spend 80% of ourtime in the 20%, that, that moves
the needle the most, that'sthe ultimate goal.
You know, I, I see, I seelife, business, any construct like
that, as a flywheel, right?
The reason why Toyota becameone of the most successful car companies
(26:03):
in the world by a lot, wasbecause their motor has 24 less parts
than any other motor in the marketplace.
In its competitive landscape,which one made it more profitable,
made it lighter weight, itmade it less friction.
Right.
It reduced friction, itreduced resistance, it reduced consumption,
and it lasted longer, right?
(26:23):
Because of the things thatthey very purposely didn't put in.
Less parts to break.
Right.
Less parts to break.
Right.
Less parts to rust, less partsto seize up, less parts to slow and
drag things down when you add weight.
Right.
So let's just think about thisfrom a law of nature kind of standpoint.
Mass, weight, physics, tension.
(26:46):
You think about a flywheelthat's got 12 ball bearings in it
and those 12 ball bearingsrepresent the people in your lives,
Right.
If one of those ball bearingsin that flywheel and that in that
ball bearing spinner getsbigger, now the whole flywheel's
off.
Right.
If one of the parts ismisfitting or my channel for where
the bearings are too wide ornot tight wide enough.
(27:09):
All of these things affectyour business.
Well, this is your business,but it's also your life.
And it's also all these otherthings that you have going on.
And, and when we start torecognize that it's made up of these
simple constituent parts.
Now you can focus on the partand either get the bearings all the
size or you can get thechannel widened, or you can wear
(27:31):
a sand off the rust.
Right?
Like a rotor on a rotor on a,on a, on a brake.
You can change the brakes, youcan add tension.
Friction and tension aren'tthe same things.
You don't need to createfriction to make something happen,
but you can certainly createtension to make it work better.
Right?
And there's a huge difference.
(27:51):
Like for example, if yourfinance and an accounting department
don't have tension, there's a problem.
If you're marketing and yoursales department don't have tension,
there's probably a problem.
Right?
It's because what I had tolearn as a sales guy was, was that
(28:12):
marketing doesn't say the samethings that sales people say.
And if you try, and if you tryto make marketing act like a salesperson,
your marketing is going to suck.
Right.
And an awful lot of precioussalespeople, including myself, got
awfully butthurt about thingslike that.
And, and, and it was ahumbling moment for me to realize,
(28:34):
wow, when we do a good job inboth areas and stay in our lanes,
it gets real good.
I love it.
So this is a perfect segue,too, to take us to a couple things
that we were kind of highlevel wanting to cover.
But before we do, unpack thata little bit because I'm not sure
if because of my background, Iknow, I understand what you just
(28:56):
said, but I bet there's a lotof people like, wait a minute, what
do you mean by sales andmarketing shouldn't say the same
thing?
I thought this because acommon idea I used to have is that
conversation that language hasto be synergistic in a way that what
they see on the ad needs to bethe same thing the salesperson says.
(29:18):
And so unpack that for us.
Show us the difference there.
And then we can kind of diveinto the.
Where we Were going yeah, ohthis is this.
Now we're getting really intothe weeds of things here and it is
super fun.
At the end of the day,advertising's job is to generate
(29:42):
a process that the world hascalled ADA for a long time.
Aida A is attention.
Getting someone's attention.
I'll tell you right now,getting a person's attention is the
easiest thing in the world to do.
Including today's noisy market.
Absolutely easy to get attention.
Darn near impossible to holdtheir interest.
I ADA Aida right?
(30:03):
To hold their interest isinfinitely more difficult.
Now if I get your attentionand I have a impulse, impulse buy
like Lululemon pants or, or acool little gadget on, on Facebook
or something like that, I canget you and get you sold right now.
Right?
I can push you through thatprocess by impulse.
It's.
It's a throwaway purchase, right?
That's some cost D thedecision to, to work with you.
(30:28):
Not that, not the action ofthe clothes, right?
But the decision that yes,this is the person I'm going to do
business with or buy from.
Right?
And then, and then a which isaction in the traditional system
ADA is, is there for us to understand.
Now if I have a airconditioner it's going to be 10,
15, 20 years before thatperson is, is going to buy my thing
(30:50):
from, from end to end.
We don't know when that personenters our sphere of influence.
And, and that could be ateight years, it could be at four,
it could be one.
We don't know.
But they're all on different paths.
We need to talk to them forthat whole path.
Right?
This is fundamentally one ofthe big problems with private equity
companies who are really justfocused on that three to seven year
window of sale.
(31:11):
Right.
They don't, they, they can'tconcern themselves with the long
game.
They have to concernthemselves with the today sale which
means pulling as much revenueto the opportunity right now as possible.
I respect the situation but atthe end of the day it's broken against
long purchase cycle strategiesand specifically relational purchases.
(31:33):
Now in roofing this would begreat because it's transactional
as heck, right?
There's not really a whole lotof relationship building there and
for those that try to do ittend to struggle with, with, with
with getting the, the meat on that.
Can it be done?
It can.
We've done it.
But a different mindset has toapproach it.
I back up instead of ada,let's look at aided A I D E D right?
(31:54):
I'll get the attention.
I'll hold the interest for aslong as they need the thing or before
they need to purchase the thatinterest period.
When I'm, what I'm building isno like and trust, right?
They're going to get to knowme, okay?
So now I exist, right?
And I go from exist to beingrelevant and I go from being relevant
to, to being a condensed contender.
(32:16):
Right.
Because they now like andtrust me.
Well, how are they going tolike me?
They're going to like me bythe same principles as Tinder, right.
I'm looking for a guy who'stall and handsome with a good sense
of humor and is going to do,you know, up.
We need to be a tall andhandsome guy H Vac company that's
(32:36):
going to have a good sense ofhumor, tell jokes on, on radio ads,
right.
Until such time as we're goingto go out on a date.
Right?
Right.
The date doesn't mean you areclosing the deal here.
We're going on a date.
This is a courtship.
This is not a, a one night stand.
Right?
So we go out and date.
Maybe we do a maintenancecall, maybe we do a demand service
(32:57):
call.
Maybe we get out on a specialoffer or something and we go out
on a date, we have a cup of coffee.
They get to know us and theygo, I'd bring this person back into
my house, right.
I'd trust them around my kidsand my wife and, and, and then we
get to do other stuff.
Now sometimes when that's allshort circuited the relationship
(33:17):
is weird and you usually haveto compromise things in, in, in,
in most cases in our worldit's going to be money to get, get
to close the deal, right?
This is, this is the sameprinciples as prostitution.
So ultimately we have toprostitute ourselves for marketed
leads is what I'm saying is.
And we're right and, and we,and, and that it is a transaction,
(33:39):
right?
Absolutely.
So when we, when we start tolook at the relational constructs
and what relationship are we in?
Are we in a transaction relationship?
Are we in a short term onenight stand relationship where we're
just trying to get somethingfrom each other or are we in something
where we're going to rely onthem, them and accept you even for
the flaws that you have.
(33:59):
Right.
Like you let them down onservice but you made it up by doing
the right thing and so on andso forth.
All of this stuff.
Are you going to be Mr.
Sales Guy every single timeyou show up at my maintenance call
two times a year and justdrive me nuts with the surge protector
I didn't want to buy in thefirst place and never want to buy
again.
Right.
For too much money.
So it gets right all thisweird stuff.
(34:19):
So what relationship are we in?
Decision to be made.
And then we engage.
So action turns to engagement.
Right?
Here's how we win the heartsof our customers.
We do one thing that no oneelse thinks to do and we bake it
right into our operation.
And it's called delight.
Now, delight activates alittle chemical called oxytocin,
(34:41):
the bonding chemical, thechemical of love, the chemical of
loyalty, the chemical ofconnection, the chemical that's going
to have them giving you fivestar reviews and unsolicited referrals.
You, you don't need a referral program.
You need to deliver goodservice that justifies them giving
you a referral.
Right?
Right.
And you do that operationally.
(35:02):
And I struggled with that for20 years in the businesses I ran.
And today I have a number ofdifferent ways that we do that.
But let's talk about how FiveGuys does it.
Five Guys puts a brown paperbag in everyone's hand.
Everyone gets the thing.
You get a set of french friesor some grease on the, on the bag
every single time.
But when you pull out thosefries, man, there's like a who thing
(35:24):
of fries down there, right?
You're getting a whole bunchof fries.
Why?
Because five guys chucks anextra scoop of fries in.
Now this is well known.
They've never announced it,they've never promised it, they never
said that.
That's what they do.
But Five Guys also does not advertise.
Now, because advertising isthe tax you pay for being unremarkable.
And five Guys is remarkable.
(35:44):
That is quotable.
Wow.
Say that again.
Say that for the people in the back.
Pay attention.
Write this down, everybody.
Advertising is the tax forbeing unremarkable.
Puts us on the hook toactually be remarkable.
Right?
Right.
And.
And you're not going to beremarkable until you've done something
(36:05):
that is markable.
Right?
So do something that leaves amark, a positive resonance, a reason
why they should come back for more.
And it's not just doing your job.
Correct.
Now here's the secret to that.
Everyone can do it, andeveryone can do it in their own way.
And you can build it into youroperation so that it's not going
(36:28):
to bleed you out.
Right?
So five Guys throws an extrascoop of fries in with everyone.
What could you do in your HVAC business, your plumbing business,
your electric business, yourroofing business, your garage door
business, what could you do?
That you could do consistentlyevery single time.
That makes them go, well, theynever promised to do that.
(36:50):
By God, they did it.
Wow, that was fantastic.
Right?
That was.
That.
They, they weren't supposed todo that, but they did.
That's when you win it it.
Write a club membership outand write down all the things that
you're willing to do for thatperson and then find one of the things
that you're willing to do forthat person that you might not be
(37:11):
able to do every single time,but you could do some of the time,
but it's a good little one.
Or you could do a littlesomething extra.
For example, you could do adryer vent clearing.
Not a cleaning clearing, justa quick little 20 minutes with the
cheapy thing from Home Depot.
You could do that as part ofyour thing.
Has nothing to do with H Vac.
Right.
It's a dryer vent cleaning.
Right.
(37:31):
You could clean the vent inthe, in the bathroom.
Right.
But you.
If you promised it and youdidn't do it, you're a jerk.
Right?
Right.
But if you don't promise it,you do it it.
You're an amazing person.
Yeah.
So it's this awesome bonus.
Find the thing that you can doeither on a semi, regular or regular
basis consistently and deliver it.
(37:52):
Hide it in your policy.
Do not advertise it, do notpromise it, do not show it, but do
it.
And that's how you deliverdelight every single time.
You've just created anenvironment where you instantly bonded
with your client chemicallywith the chemical oxytocin.
Now you have to tell them thatyou did it after it's done.
(38:13):
Right.
But you have to throw it awaycasually as though it's no big thing.
Oh, by the way.
Right.
Just wanted to let you know Inoticed your, your bathroom vent.
I know it's not connected toyour H Vac, but it was a little dusty
and stuff, so I just took itdown, cleaned it up and stuff.
While I was here, I noticedthat the battery is getting a little
bit low in the garage door opener.
I just, I just swapped thoseout for you.
I just wanted you to know.
Right.
(38:34):
How much are you for?
No, no, nothing.
Nothing for that.
That's silly.
No, you, you, you, you, youget us in when, when it's something
important that you know, thisis just batteries.
I had some in my truck.
Right.
You give them love.
You already knew you weredoing it, right?
You just give them love.
You're just beingsituationally aware, observant for
that thing that you've alreadypre planned because you know that
it shows up every time youstep over the threshold and it's
(38:56):
relevant to your industry,whatever category you're in.
Oh, this is so good.
And this is actually such agood springboard into you know what
I hear a lot of times,especially in the last three, four,
five years, it's this 20 yearcycle of all these roll ups and acquisitions
and stuff.
Well since 2020 it's beeneverybody knows in the trades this
(39:17):
monster roll up PE groups andprivate equity and all these different
places buying up these companies.
So the question always comesin, oh my gosh, they have an endless
supply at the bottomless pursewhen it comes to spending.
For we can't compete with SEO,we can't compete with the amount
of money they can put intomarketing dollars.
(39:38):
So how does this carry intothat conversation for the hundreds
of thousands of, tens ofthousands of contractors across the
country that are competingagainst that?
And at the same time,everybody that's with PE group, listen
up because this is importantfor you too.
Well, being a Canadian and,and our prime minister being the,
(40:01):
the unspoken offspring ofFidel Castro, allegedly we have an
affinity towards our goodfriends over in Cuba.
And one of the people that wepay attention to is Che Guevara.
Now Che Guevara wrote a bookcalled guerrilla warfare.
I think 60s is, is when hewrote it after the, the, the Cuban
(40:25):
situation and, and before hedied in Bolivia.
And he, he wrote about all ofthe kind of key tactics that a guerrilla
rebel force has to do incomparison to a standing army.
And one of the things that youhave to do when you're a guerrilla
rebel force is you have to getthe side, on the side of the community.
The local community is goingto hide you, they're going to feed
(40:46):
you, they're going to, they'regoing to take care of you, they're
going to protect you.
And you have to be loved bythe community.
Now most standing armiesaren't loved by the, the locals.
Now they're going to go outand spend some money and, and, and,
and kick up the ruckus in thebars and, and eat the food and all
those things.
But while that has value in itand, and it's, and it's overt and,
(41:10):
and very apparent theguerrilla rebels are behind the scenes
doing things that arecollecting resources and building
up a, a movement, a feeling, acompulsion, what's in just against
the, the big that's out there.
So remember we're talkingabout essential home service companies
(41:33):
here still.
This is the exact samesituation that we're dealing with.
You've got to go to ground,you've got to go to grassroots, and
you've got to get yourmembership assigned to you, not by
asking them for stuff, but bygiving first.
My friend Brian Brushwood is a.
Is a wizard of ads partner and a.
A famously successful magician and.
(41:54):
And content creator on YouTube.
Has a number of platinumthings for being amazing.
And he told a story to us onceabout being a busker as a young man.
And.
And he was out on the streets,and he was.
He was trying to talk loud anddraw a crowd, and it was just repelling
(42:15):
people.
They were just kind of like,walking to give him a wide berth
and, you know, staying awayfrom him.
And he's.
He's wondering, why the heckcan I get it?
You know, people that stir upand come in, and I can have a big
thing, and then they'll allpay me a buck, and I'm, you know,
I'm going to be rich.
Well, he.
He's sitting there one day,and there's a.
There's another magician justdown the street, and he's just quietly
sitting there playing with hisdeck of cards.
And he's got a little bunny, areal live bunny, and a hat in front
(42:37):
of him.
And he's not even payingattention to the bunny or the crowd
or anyone.
He's just messing around withhis cards.
And invariably, invariably,either a little kid or a woman shows
up and says, can I.
I.
Can I pet your bunny?
And he goes, well, of course.
Go ahead.
And they always pet a bunny.
He goes, you know what thatmeans, right?
That means that you got topick a card, okay?
(43:01):
They pick a card and they'redoing a trick.
Well, you got to remember that card.
Hey, you, you, and you.
Can you make sure sheremembers that card?
Take a look at the card, make sure.
Now, he's got four people, right?
He assigned people to the job, right?
Right.
Then that crowd draws a crowd.
Draws a crowd, draws a crowd.
He has that, and he makes abuck from everyone and he sells his
thing.
So if we look at this circle, right?
(43:23):
The average home servicecompany says, this is who I am.
Buy my.
Right.
I don't know if I'm allowed tocuss, but maybe.
I said we're good.
My stuff.
Yes.
Yeah, I'll just throw thelittle E on this one.
What our magician friendtaught us was, here I am.
Pet my bunny.
(43:46):
Get a little fun for pettingmy bunny.
Buy my shit.
Right?
Well, the in between there islike, pet my bunny.
Draw a card.
Collect a crowd, they collecta bigger crowd.
Now buy my shit.
Boom.
What works better?
One's relational journey,one's relational, one's transactional.
(44:08):
Transactional, relational.
Life, business and reality isa world of duality, Sam.
It's always going to be asituation of that or this.
It's a spectrum.
You're not in black or white,but you're somewhere in the gray.
And you have to decide whichdirection you're going to go.
Are you going to gorelationally or go transactionally?
(44:29):
That's going to decide anddetermine whether or not you're going
to be successful, profitable,and build a legacy, or whether you're
going to grind it out yourwhole life making a living.
And I do not care if you makea few million dollars selling your
business to private equity.
That didn't make you a genius.
(44:49):
Right.
Money isn't the definition of success.
Correct.
Happiness, health, and wealthof yourself and the people that you're
in charge of, that you'vetaken charge of, that you are responsible
for.
Right?
Which includes your employees,your family, and your community.
That is success.
(45:12):
Now, if you make a wholebucket load of money doing it, congratulations.
That's the ice.
That's the ice.
100%.
Yeah.
That's the, you know, thethicker the icing, the sweeter the
cake.
That's it.
But the whole.
I agree with this so much, andit's the foundation of.
Of truly everything.
One of the things we talkabout on here so, so, so, so much
(45:34):
on close it now is work tobecome someone worth buying from,
right?
Work to have a business worthdoing business with.
And when we can do that, andthat's just kind of an umbrella term,
a way to encompass all of thisin the same place.
But, you know, and it has todo with that relationship.
It has to do with.
With being that person.
(45:56):
That is the connector.
Even if, say, we build arelationship with somebody in a house,
and because I've lived this, Ican speak very directly to it.
When they call you back, sixmonths, three months, a year later,
year and a half later, man.
Do you know anybody that does chimneys?
Do you know anybody that does brickwork?
Do you know anybody that does driveways?
(46:17):
Something completely unrelatedbecause they know you're someone
worth doing business with,you're going to know other people
worth doing business with.
When you become that personand you're that connector, that's
when you get calls yearslater, oh, thank God.
I'm so glad you still havethis number.
I don't even know what you'redoing now.
(46:38):
We Call that the guy, Right?
Everybody has their guy.
If you're the guy, you've done it.
Right, Right, right.
And as a practice, as anindividual, you can do that.
As a practice, you can buildthat energy.
As a business, it becomes muchless connected.
Right.
So you have to find ways to.
(47:00):
To maintain the connections.
You have to find ways.
And what is connection?
But.
But a biological function ofdopamine and oxytocin, predominantly.
Now, I am oversimplifyingdeeply to demonstrate the point that
once, until we get dopamineand oxytocin, right, we don't need
to fart around with all theother stuff.
(47:21):
We just don't.
What we need to understand iswhat is the basic ingredients to
make this delicious.
And if, until we make thisdelicious, we're wasting our time
with all the other stuff.
Just.
No, no different than thepositive and negative.
External internal motivators,demotivators and anti motivators.
Fear, shame and guilt are aninternal motivator as much as they're
(47:45):
an external motivator.
We are motivated, which is whyI've coined the term anti motivation.
We are motivated bynegativity, Right?
Negativity absolutely.
Kicks our butts into action toget things done.
Anticipation, the dopamine,the anticipation chemical, not the
happy chemical, theanticipation chemical kicks us into
(48:07):
action, but it doesn't keep usin action.
Oxytocin does.
Right.
So if we're going to have ourcustomers do the same, our employees
do the same, ourselves do thesame, and our kids to do the same,
we got to kick in some of that oxytocin.
We've got to get them offtheir butt, but we have to keep them
moving when we do.
And how do you do that?
(48:27):
By creating a system thatmanufactures more of the oxytocin,
which is internally triggered motivations.
Right.
The things, the drivers thatmake people feel satiated, fulfilled.
Right.
Why they feel that way?
Because you're shootingoxytocin into their blood.
Right.
And that's the win.
You're doing other stuff.
Yes.
I'm oversimplifying, but let'sjust get to the basics, right?
(48:51):
Do these 10 things, right?
To drive identity.
Make everyone feel right withthe world and their place in it.
No matter what their title.
Titles are irrelevant.
Right?
Right.
The thing that matters is howthe person feels not just with themselves,
but with the ones they lovethe most and within their greater
tribes.
(49:11):
And they want to feel thatthere's a path upwards.
If they don't, they've eithergot to do something else or they
disengage this is so good.
I would love to keep thisconversation going.
We are, we're getting close torunning out of time here.
Before we do, I would love totell us a little bit more about what
(49:33):
all is it.
How do you help the homeservices companies?
Right.
Give us a couple things, takeus through some of the services that
you offer, and definitely giveeverybody how to get in touch with
you as well.
So for everybody listening, ifyou want to know more, you want to
learn more about wizard of Adsand how Ryan works with companies,
(49:54):
definitely dive in.
And man, and leave us with oneof the things this podcast is known
for is just about every singleepisode, as often as we possibly
can, we give everybodysomething they can implement immediately
that will help move their needle.
So I'd love for you to drop anugget or two on people that are
(50:15):
in that place of like they'refiguring this out or maybe they're
are already further down the road.
But what's something thatcould help drive them forward in
this thought process and howto structure some of their messaging
and just all the differentthings or anything that you want
to want to add?
Because yeah, no, absolutely.
We had a lot of different things.
And it's all so many things.
Well, and you know what?
(50:35):
A lot of people kind ofwondered, they walk away going, what
the heck does Ryan actually do?
Well, Ryan looks at this froma perspective that stands far outside
of the marketing department.
You know, David Packard fromHewlett Packard once said, if marketing
is far too important to beleft to the marketing department.
And it's true.
Because marketing isfundamentally all aspects of communication
(50:57):
of, of who you are.
The reputation of your brandis determined by the people that
you put in charge in the frontlines of it.
And that requires you to havea commander's intent that is clear
and followed at all times.
So if I'm going to leaveanyone with anything, I'm going to
say to empower your people,figure out how to help people win
in a trustworthy and gratefulman, and to decide what that means
(51:20):
to you and then decide whatthat means to you and what you'll
punish yourself with when itdoesn't get done.
And you will have the secretsauce to stand at 600ft above your
competition.
And that's the firstfoundational piece that we can put
into a brilliant, brilliant brand.
It does not need to be three things.
(51:40):
It just needs to be one.
And that represents all theother stuff.
McDonald's doesn't have toadvertise that they sell chicken
nuggets.
Every single time they run anad, they just have to keep on singing.
Yep.
Right.
That's the science and the artthat goes along with the anchoring
that holds it into place.
(52:00):
We know the science, but wealso know how to artistically execute
on the science.
And that's what wizard of Adsdoes best.
Three big things.
One, get the strategy right.
Based on the thinking thatgoes through my head.
Right.
And the teams that I puttogether that execute on those, on
those, on those strategiescollectively, we all train on it.
(52:22):
There's brilliant partnersacross the, the channels.
I'm blessed to have themworking across many, many different
clients for me.
The second is that we writethe creative that moves people because
if we can't get emotion, wecan't build a brand.
All we can do is keep onputting the bricks of brand impression
(52:45):
into the back of the brainwith, with no semblance of order.
Right.
Until we get the mortar ofemotion, we can't build the house
that is going to be your brandfor long term, profitable activation
where people will pay you morefor the same thing that you can buy
down the street from 100 otherpeople for less.
Yep, right, exactly.
(53:06):
And 100 is probably pretty low number.
And the third thing that we dois something that we've been very,
very blessed to do and that'sto buy media nationally in the billions
of dollars a year.
That allows us to get about 27cents on the dollar for media buys,
which is infinitely pays forus 10 times over, but more importantly
(53:28):
allows the little guy to go upagainst the private equity giant
that has great big deeppockets and willing to outspend you
all day on Google but hasn'tgot a clue how to run a brand and
is not committed to a longterm strategy.
You want to win this game.
You want to beat thecompetitor down the street.
We don't spend a lot of timehanging out with private equity guys
(53:49):
because we don't fit on a, ona spreadsheet real good.
Right, right.
And for some reason they can'tfigure out the basic math of what
we, what we deliver.
And we're really okay with that.
And, and we are okay with thatbecause we really like a single operator
that's brave enough to make abold decision that's going to have
them stand 600ft above the,the, above the crowd and then deliver
(54:12):
on those promises and care fortheir employees and their community
the way that the essentialhome services space should run.
Love it.
So, so, so good man.
Well, how did, how do we getin touch with you?
Where Drop some contact infofor us.
Yeah, two easy places.
Ryan shoot.com or wizardry andshoot on socials.
Wizardry and shoot on socials.
(54:32):
And one more time, Ryan shootdot com.
Ryan shoot dot com.
Perfect.
I'll make sure these are inthe liner notes, everybody.
So don't roll off the roadnear drive time University here.
Trying to make a note, but absolutely.
Thank you so much for being onthe show today, man.
This has been definitelyenlightening as well as it is, like,
(54:56):
valuable because this is aconversation that so many people
ask me about.
And I just.
I mean, I'm a sales, I'mmessaging, I'm all the things.
But when it comes to thisworld of it, you know, that's why
we hire experts.
You know, instead of being a.
You know, we've always heardthe term jack of all trades, master
of none.
(55:16):
That means that you're only medi.
You're living the 80% life.
You're only mediocre in a lotof things, but who wants to be mediocre,
right?
So that's for everybody listening.
Find the people that are thespecialists in the things that you're
weak in and just compress timeby hiring a specialist.
And so I'm so grateful that wehad the wizard on the show today.
(55:36):
I'm grateful for being here.
You know, I really appreciateyour time.
I love your work and, and Itruly believe that.
That we win this game byserving others and, and helping everyone.
High tides raise all ships 100%.
100%.
I love it, man.
Well, everybody make sure togo check out Ryan Shoot.
Ryan shoot dot com.
That's R Y A N C H U T E dot com.
(56:00):
And then.
Or of course, wizard Ryanshoot on all the social medias, go
follow him.
He does some really, reallyfun stuff on social, if you will.
If.
If nothing else, go follow himfor the sake of getting ideas that.
And you can see boots inaction of these ideas that we talked
about today in practical application.
(56:20):
So you can, you know, really see.
Okay, okay, I understand nowwhat he was talking about.
This is starting to make sense.
Sense.
So do your homework there.
Also, follow the experts.
Success leaves clues.
Do what the experts do to getthe results they get.
And when you start to adoptthose habits into your life, amazingly
enough, so many of the resultsstart to follow because we have the
(56:43):
same habits and take the same action.
So that is easy, easy way tofind success.
We just have to be willing todo it.
So remember, everybody,success happens at the speed of implementation.
So thanks for being on theshow today, Ryan, for everybody out
there.
You know what?
You know how we end this?
Go be someone worth buying from.
(57:06):
You've been listening to theClose it now podcast.
Our passion is to dive headfirst into the transformative movement
that's reshaping the veryfoundation of H Vac and home improvement
improvement.
And at the same time, coveringfitness, nutrition, relationships
and personal growth, provingthat we can indeed have it all.
(57:26):
We hope you've enjoyed the show.
If you did, make sure to,like, rate and review.
We'll be back soon, but in themeantime, find the website@closeitnow.net
find us on Instagram at thereal.
Close it now.
And on Facebook, CloseItNow.
See you next time.
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