April 15, 2025 • 28 mins
Tired of potential clients disappearing after seemingly positive sales conversations? You're not alone. The sales process for digital products—especially high-ticket coaching programs—often feels like navigating a minefield of objections, hesitation, and the dreaded "ghosting."
Sales expert Brooke Greening joins me to reveal her transformative VCA method (Validate, Clarify, Advance) that turns tense sales conversations into authentic problem-solving discussions. Rather than pushing past objections or manipulating prospects, Brooke shows how validation creates immediate trust: "I don't want you to waste your money either" becomes the bridge that connects you with hesitant prospects.
We uncover why ghosting happens (hint: it's about vague next steps) and how to eliminate it by ensuring two critical questions are answered before ending any sales call. You'll discover why "I'll send you a proposal" without specific follow-up plans practically guarantees prospects will vanish. Instead, Brooke teaches exactly how to create clarity that moves sales forward naturally.
For those struggling with consistent sales, Brooke distinguishes between marketing and sales problems, explaining how to identify if you're attracting qualified leads but failing to convert them. We explore the difference between surface-level objections and the deeper motivational challenges that truly drive purchasing decisions, plus when to consider creating "foot in the door" offers to build trust before selling high-ticket programs.
The episode concludes with Brooke's game-changing "Brilliant Byte"—responding to genuine inquiries within two hours—a simple practice that demonstrates your value for potential clients while giving you a significant advantage over slower competitors.
Ready to transform your sales conversations?
Take Brooke's Sales Conversation Assessment through the link in our show notes and start turning objections into opportunities today.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Brooke (00:00):
I would encourage you that when people are reaching
out to you not spammy LinkedInor whatever, but like they've
truly said, hey, I want to talkto you that you respond to them
within two hours.
Alyssa (00:12):
Welcome to Brilliant Ideas, the podcast that takes
you behind the scenes of some ofthe most inspiring digital
products created by solopreneursjust like you.
I'm your host, alyssa, adigital product strategist who
helps subject matter expertsgrow their business with online
courses, memberships, coachingprograms and eBooks.
If you're a solopreneur withdreams of packaging your
expertise into a profitabledigital product, then this is
(00:35):
the podcast for you.
Expect honest conversations ofhow they started, the obstacles
they overcame, lessons learnedthe hard way and who faced the
same fears, doubts andchallenges you're experiencing,
from unexpected surprises tobreakthrough moments and
everything in between.
Tune in, get inspired and let'sspark your next big, brilliant
idea.
Welcome back to another episodeof the Brilliant Ideas Podcast.
(00:56):
In this episode, brookeGreening is an expert sales
coach of building momentum, andtoday we're exploring the best
ways to handle objections, howto tackle the dreaded ghosting
problem and uncover her top tipsfor making more money.
If you're in the phase ofselling digital products right
now, this episode is for you.
Welcome to the show, brooke.
(01:17):
Thank you for being here.
Thank you so much, alyssa.
I'm glad to be here.
It's great to have you here andto shine a light on sales
conversations.
Now.
Some of my listeners are attheir point in their business
where they've created theirdigital products and now it's
time to sell.
But the problem when they getto selling is becoming
comfortable with the salesconversations that need to
happen.
Now the sales conversationsthat I'm referring to are for
(01:40):
businesses who have medium tohigh ticket coaching programs
that they sell and they usuallyhave.
They usually require aconversation before the customer
commits, and so at some pointin their sales cycle they'll
come across sales objectionsfrom their customers.
So my question is how can theyhandle a sales objection and
(02:02):
then turn it into a positiveexperience for that customer?
Brooke (02:05):
A hundred percent.
So, in regards because weactually use a sales framework,
that we work with our clients inregards to the conversations
that they're having, and onepiece of that is being able to
identify the objections, becauseone it's really important to be
able to identify the objections.
I say that because sometimes wethink if we have a sales
(02:26):
conversation and no objectionscame up, then that's great and
they're like, fantastic, they'regoing to buy.
That's probably not the case.
They just didn't feelcomfortable to share that
objection with you.
And then that's usually whathappens when people are getting
ghosted or they keep trying togo back, and it just goes back
and forth and back and forth.
So the very first piece inregards to being able to
(02:48):
identify the objections is youwant to be able to validate.
So we have a three-prong method, we call it the VCA method,
when it comes to objections.
It's validate, clarify andadvance.
And that first piece isactually validating and that is
how you're going to be able tobring value and for your
potential customer to trust you,your potential client to trust
(03:09):
you, because when people startto share their objections and if
we downplay it or if we goaround it or if we say, hey,
it's really not that big of anight, a big deal.
Or we try to like either makethem feel bad for having that
objection, or we try to likehave them visualize how their
life would be if their problemwas solved, because we're hoping
they'll just not remember theobjection.
(03:30):
That's happening, none of thosework, and that is when the walls
are going to go up and that'swhen they are going to say, okay
, no, I don't, I don't want tobe able to move forward with you
, and that's why we, as businessowners and as we're, we have
our clients.
We don't want to have anythingto do with that because we just
manipulating is just not the wayto go and we don't want to have
(03:51):
anything to do with that.
It's our company, it's ourreputation, all of those things.
So the very first piece inhandling objection is actually
just validating it.
That is the very first piece.
So if someone says I don't wantto waste my money, we validate
I don't want you to waste yourmoney either.
If someone says I don't reallyknow if I'm going to get the
(04:12):
return that I'm looking for, wesay the last thing I want is for
you to make an investment withme where you don't get the
investment that you're lookingfor.
All you have to do is validate.
Alyssa (04:24):
I get that.
That totally makes sense.
I love how you explain that.
Now, this whole validatingbecause when I have a sales
conversation and you know theymight be shy or they don't
really want to open up or reallyask the questions that they
really want to ask, does thevalidating help to break down
(04:45):
those walls and help them feellike, oh, it's okay to really
tell them, tell the person thatthey're you know.
If it's if they're selling acoaching program, for example
does validation make it easierfor them to take down those some
of those?
Brooke (04:59):
walls A hundred percent.
And I would say, as we wouldstart the conversation, because
we don't usually hit objectionslike one minute or two minutes
into the sales conversation.
We only get to the objectionsafter we've truly understood
where their problems are at andif we can be able to help them,
that's after that.
That's when the objections comeinto play.
And so you're you're working ontaking that wall down from the
(05:23):
very beginning.
When you're setting theexpectations for them, you're
working on taking that wall down.
When you're establishing therapport, you're taking that wall
down.
When you start having questionsthat are intentional and are
about their business and whattheir frustrations are facing,
you're beginning to take thatwall down.
People's walls go up becausethey're just anticipating to get
pitched.
(05:43):
That's all they're like.
And what's crazy is they'veeven set the call, like they've
even said okay, I know this isprobably going to be
uncomfortable, but my pain pointis so much bigger that I'm
willing to actually talk tosomebody, and so they're just
bracing themselves for theonslaught to hit.
Either we're going to ask maybeone or two questions and then
we just launch into our pitch ofhow great our coaching is, or
(06:05):
whatever the case is, and whenthey realize, as we set that
expectation and establishingrapport, this is not going to be
a regular sales conversation.
This is truly me trying tounderstand what are your needs?
Can I help you?
Great, let's talk about thatinvestment.
If I can't, then let me giveyou other resources.
The whole goal of a salesconversation is to help them
(06:27):
solve their problem and have itbe closer to when they got on
the call with me, whether theywork with me or not, and that's
what I teach my clients andthat's when the pressure goes
off of them and off of thatpotential client.
Because now we're not into thesituation of me trying to
convince you to do something youdon't want to do, you buying
something that you may not need.
No, like you have a frustration, you have a problem.
(06:50):
Let's figure out what that isand then let's talk about how
either I can help you solve itor someone else can.
Alyssa (06:57):
Interesting.
So then it could be tricky,though, when you're in the sales
conversation and now everythingseems to go really well, you're
handling those objections,you're validating, and then at
some point they say, yeah, Ilove what you're doing, I want
to work with you.
You send them that coachingcontract or that proposal, and
(07:17):
then you hear nothing back orthe client says well, they're,
you know, they're excited towork with me.
Like I don't understand whythey're not answering my emails
or my follow-ups.
And then you decide, you thinkto yourself is it me Like is, am
I the problem?
And so there's a lot offrustration around that,
especially for, you know, for myclients and clients and people
who I've talked to.
(07:38):
They just feel very confused bythis, like they completely
ghosted me and like do I?
How many times do I fall beforeI become annoying?
And so what advice do you haveto handle the ghosting problem
that a lot of people face?
Brooke (07:54):
yes, I, I have a method to be able to help with the
ghosting, but if I can just stepback one step, because I think
where the ghosting happens isbecause things were unclear or
they were vague.
So if we go back to theobjections and we say, okay, yes
, we're validating, we don'tjust stop there, because if we
just stop it, then they're goingto be like fantastic you agree
(08:19):
with me off, we go instead of wevalidate and then we clarify
specifically where thatobjection is coming from.
We are trying to figure outwhat's motivating them, what's
driving them from being able tomake that decision.
So then we're going to startasking questions in regards to
what concerns or questions doyou have before we move forward,
so we can start to figure outwhere that is.
(08:41):
Then we're clarifying, becausewe're clarifying not to convince
them to buy from us, but we'reclarifying to truly figure out.
Are they confused about theprice?
Are they confused about howthis is going to help them?
Are they confused about whatthat next step is?
And then, after we clarify,then that's when we would
advance and say, okay, are wemoving forward with what we
(09:01):
originally talked about?
Are we moving forward withsomething that's a little bit
even higher because we'rerealizing you need more support?
Or have we decided that weactually missed it and this
would be a better option andit's more of a downsell?
Or have we just decided this isnot a good fit and let me give
you other resources to be ableto help you as you go on your
(09:21):
way?
After that, then we would gointo explaining next steps, and
that's why things get vague andthat's why people get ghosted,
because they literally just say,hey, let me send you a proposal
or let me send you a contract,and then I'm going to call you
in a week and see if you haveany questions, and that is not
actually a good process.
That's very vague because weneed to know two things, and
(09:45):
this is what's going to help youin regards to if you don't want
to get ghosted.
One, your potential clientneeds to know exactly what they
need to do next to move forwardwith you.
Date and time, that's what theyneed to know.
And then, two, you need to knoware they going to do it?
If so, when?
And if not, why?
(10:05):
If we do not have those twoquestions answered, we will not
be able to move forward and thenthe ghosting will happen,
because we're going to call themand we're going to say, hey,
did you get my contract?
Wanted to see if you have anyquestions.
Miracle of all miracles, theyactually answer the phone and
they're just going to say, yes,I got it, no questions.
Well, now what?
(10:29):
Now we're stuck.
Oh, that makes sense.
That's why you want to say, ok,we need to have these two
questions answered.
So in any sales call thatanyone's ever having, the goal
is not did I win, did we sell it?
Like, did it end?
Did they give me the check?
That's not usually the goal,especially when you're talking
about these higher ticket itemsand they need they're gonna have
(10:52):
to sign contracts, they'regonna have to make decisions.
The next step is just makingsure.
Do they know what they need todo next?
Clearly, so if I say I'm gonnasend the contract, say, hey, I'm
happy to, I'm gonna send youthis contract, you're gonna be
able to review it.
And then when do you thinkyou're gonna be able to sign it?
Like, if we're talking about acontract, if we're talking about
(11:13):
proposal, that's a little bitdifferent and that's when I
would say something along theline of I'm happy to send you a
proposal, but the next stepwould actually be for us to set
up a time right now of whenwe're going to review that
proposal in person, and then wecan go from there.
So now we're not dealing withghosting and we actually know
are they going to do it or arethey not going to.
(11:34):
But if we just leave it vague,that's why it's ghosting.
That's literally what'shappening most of the time,
cause people aren't trying to benasty or whatever the case is.
They're just like there'sreally nothing for us to talk
about.
I don't really know what we'redoing.
So that's why you want to be soclear with what to do next.
Alyssa (11:52):
Oh, I love that.
And I think I've made thatmistake, like early on in my
business, like very like a, youknow, I'm thinking like maybe
2020, 2021, where, you know, Iwas still new to the business
and so I left things kind ofopen-ended and experienced
ghosting myself in it.
I was like what is going onhere?
And I just and you know, as youget better at it, you know, and
(12:15):
you're sending out contracts orproposals or things like that,
you do end up learning that youneed to be very clear on the
sales call or having a salesconversation about, okay, next
steps, I'm going to send it bytonight and then when did you
want to start the project?
So I start asking questions,things like you know, like what
(12:36):
is your timeline for startingthe project?
When are you available?
Let's book your strategy callright now, and then they'll be
like oh, okay, yeah, this is thetime that I'm available.
So it feels like you know, atsome point, maybe they're at
some time later, maybe theirfinances don't work out in the
end and somehow it doesn't workout but to at least try to, you
(12:58):
know, be proactive and like setthose timelines in advance so
that you're not feeling like, ohcrap, I didn't do this, and
like, what is the next step?
And by the time you email themthe contract or the proposal and
they get back to you, then youhave to ask them well, when are
you available?
And it's just this back andforth BS.
(13:18):
Yes.
Like, let's just avoid all ofthat.
Yeah, just completely, and so Imean I've had to learn that
over time in business, but youhave really you know it's good
for almost, because it feelslike you know you're like they
(13:50):
said, yes, everything was good,and then you didn't hear from
them, and so you can cut throughall of that by just using your
method.
Brooke (13:57):
Yeah Well, you absolutely can.
And then the other pieces, likefrom the beginning, if I can
encourage because sometimespeople get ghosted from the
front end, not so much thebackend, but if you are actually
intentional and so say, a leadreaches out to you, if you're
responding quickly within liketwo hours, and if you're
actually making that, if they'vescheduled an appointment with
you, you have automations goingout saying, hey, we've got it,
(14:20):
we're excited to talk to you.
That's really important.
But even if you take that verynext step and give them a call
and say I'm so excited thatyou've been able to set up a
time and talk to them for just afew minutes, that makes it a
lot less likely that they'regoing to ghost you because
they've already started to buildthat relationship with you.
So you can help from gettingghosted from the front end and
(14:41):
on the back end as well.
And if I can just encourage, Iknow a lot of times probably for
your listeners they don't wantto be pushy, they don't want to
come across as salesy, becausethat's not who they are.
They are coaching, they arehelping, they are giving
direction.
But I just want to encourageyou.
You are the leader and so youhave to lead the sales call,
just like you would lead yourcoaching, and they are looking
(15:02):
to you to help them and to guidethem.
And if we do not give themclear steps, we are not actually
setting that best foot forward.
And the onboarding starts waybefore we actually sign the
contract.
We're starting from the firstsales conversation because
they're going to be working withyou and so they are beginning
to know who you are, what yourreputation is, how you just
(15:25):
handle different things, and soby you being direct and helping
them to know these are the nextsteps.
You're not being pushy at all,you're just showing them.
I am here to guide you and tocoach you, and that is what I'm
going to do from the verybeginning of our interaction
together.
Alyssa (15:41):
I think people forget that.
Yeah, I love what you saidabout onboarding starts from the
first conversation, instead ofthem from the first when they
sign the contract and then yougo.
So that makes it interestingbecause now you know if my
listener, if their coach, theirdigital product creator, let's
say, for example, they'vehandled their sales objections,
(16:04):
they're handling the dreadedghosting problems that's all
like resolved, and then, at theend of the day, sales are what
matters.
And so if they're not seeingsales every day, what would be
the first move that you'drecommend to start they make, to
start seeing money coming in?
Brooke (16:21):
Yeah, so I think it's really important to understand
the difference between marketingand sales, because a lot of
times people think that they'redoing the exact same thing and
they're not.
So if you are getting goodleads that are saying like, yes,
I want what you have to offerand I can afford it, that's a
great lead, so your marketing isworking well.
But if you are having to have alot of those in order to close
(16:45):
one sale, that's when the salesare coming in.
That's when we're going to saylet's take a look at what's
going on in your salesconversation, because maybe you
felt like it was a greatconversation, maybe you were
able to overcome the objections,but maybe we missed the actual
problem that they had.
Because if we just hit thefirst level of that surface
level of their problem, we'renever going to actually end up
(17:05):
making the sale, because that'sthe first problem is never
usually the one that actuallymoves people forward.
There are those internalstruggles, those are their
philosophical struggles that aregoing on.
That's what motivates them anddrives them to make a decision.
So that's your first piece,like looking at your sales
conversation and being like whatdid I miss?
Because if I truly hit theproblem that they had and we
(17:26):
were able to overcome theobjections, we should be able to
move forward.
But then the other piece is isit clear to you?
Because if you're having asales conversation and what you
offer or what you do or theproduct or the package or
whatever you want to call it, islike feeling like you have to
(17:48):
reinvent the wheel over and overagain every sales conversation
you have, then I would saythat's where it's happening,
because then if it's not clearto you and you have to reinvent
everything every single time,then they're confused and
they're not wanting to moveforward.
I would highly encouragebusiness owners, especially B2B.
We're very gracious and cordial, so we're just not going to
(18:12):
tell you no, we're not going tosay I really don't think you're
going to be able to solve myproblem.
If it's a nice conversation,they'll probably just be like
that's really interesting orthat sounds great.
How about you send me aproposal and I'll call you if I
have questions?
That is not actually what ishappening in sales.
The other piece I would say isif you have like a big high
(18:33):
ticket item which is amazing, isthere anything that you could
create that could like we callyour foot in the door offer,
because a lot of times peopleare not going to go from zero to
thousands in one conversation.
So then you need to look atwell, how intentional is my
follow-up?
What am I doing to be able tocontinue to keep moving things
(18:53):
forward?
And then also, if you're like,but, brooke, I gotta make sales
this month, then I wouldencourage do we have anything
like an in-the-door offer?
So like, yes, you have your bigcoaching program.
That's amazing.
Is there something where theycould not pay as much to be able
to learn who you are?
Gain benefits where it's notkilling you in regards to what
you're offering them, so thatthen we can do that?
(19:15):
So that's when we're talkinglike our product ladder.
Okay, what are the steps to beable to get to over here?
Alyssa (19:21):
Absolutely.
I love that approach.
It's really helpful to look atyour sales conversation first
and then see where you canimprove on that and then start
building that product ladder.
That is, yeah, I agree withthat, especially if it's very
high ticket.
It's very, very difficult.
You might want to have likethat low to medium ticket and
(19:41):
then start to upgrade themfurther because they need more
support and more one-to-oneintimate support.
So that's where, like, the highticket kind of comes from.
Now, just curious though do youhave, do you follow a script
when you do these salesconversations?
Brooke (19:56):
I do not follow a script .
No, because, um, it's not funwhen they don't follow along and
they say the wrong line.
Then I'm like, whoa, what am Idoing?
But I do create, I did create aservice framework, so it's an
acronym of service, and so it'sset expectations, establish
rapport, recognize the problem,verbalize the value, identify
(20:19):
objections, create urgency andexplain next steps.
That is what I coach my clientsthrough, so that there are
guardrails of how they're ableto have the conversation.
If you don't have any type ofguardrail, that's hard.
Now I say that, but people doreach out to me and say, brooke,
can you please write a scriptfor us?
Because they just don't reallyhave any idea what to say at
(20:42):
that point.
And so I'm happy to give thatas a starting point.
But the goal is to be able forit to be authentic and to be in
your voice, and so that's whythe service framework comes into
play.
Do I write scripts forcompanies?
Yes, cause sometimes they'rejust like, uh, we can't have you
train them about the serviceframework, like we're not ready
(21:02):
to do that yet.
Can you please write us ascript?
So, sure, I'm happy to do that,but it is truly the framework
that helps.
Alyssa (21:15):
You know, what's really funny is that you know I love
scripts, but what I find mostdifficult about following
scripts is that you always gooff trail anyways.
So, like I think it's helpfulto have an outline of things
that you want to touch upon.
Like I write like an agenda ofthings I want to make sure I hit
in my sales conversations, butI can't do a script because I'll
never stick to it, like I'vetried.
I, you know, for it's funnybecause I'm not like type A or
(21:36):
anything.
I'm not a type A person.
But, um, I feel like I can't.
I need to have some kind ofdetailed outline before I even
jump on that, just so I feelconfident that I know what I'm
talking about and the thingsthat I want to talk about with
that person, and it also justmakes sure that I don't forget
anything either.
So I mean, I do agree with,like I think, an outline, just a
(21:58):
few points of things that Iwant to, you know, want to talk
about but then not to be.
But I am not, for like I'm notdown with a word for word script
, I don't know.
I mean, maybe if you're in aphone, like in a call center,
maybe that makes sense, but whenyou're having a sales
conversation it has to feelnatural.
Yeah, and it doesn't feelnatural when you're like cause,
(22:20):
then it's not going to, it's not, it never lines up.
Brooke (22:26):
No, no, no, and I would.
I agree a hundred percent.
So we call that like ourpre-call plan.
So we put the service frameworktogether and then they start
filling out the pieces, like,okay, this is what I can, this
is what I should talk about whensetting the expectation.
This is the homework that I'vedone to be able to establish
rapport.
These are the types ofquestions I want to ask when I'm
recognizing the problem, sothat they're doing that
beforehand, so that they havethose guardrails when they're
(22:48):
walking in, and that's likethat's important, because you
can't wing it.
Like these are very importantconversations.
They're high ticket items.
People are going to tell theycan tell right away if you're
winging it or if you're goingoff of a script.
And again, they're trusting youto guide them and to coach them
, like that's, that's whatthey're looking for you to do.
And so the scripts are notgoing to be helpful in that.
(23:12):
They are helpful in the veryfirst stage when you're trying
to figure out okay, how do Iactually say that?
Cause what happens a lot in mycoaching is I'll say something
and then they're like wait, canyou say that again?
And I'm like well, this is whywe record it, cause.
I don't know if I can justrepeat it verbatim back to you,
but in the beginning people needthings to be able to say, like
(23:33):
to transition from one step tothe other.
So you could have a sentence ortwo in regards to this is how I
set the expectation.
That's a great thing to knowhow to do, but it's not a script
of like well then, if they saythis, then I'm going to say this
and then dah, dah, dah, dah,cause it.
It never goes that way andpeople can read through it and
they're like well, wait a minute, I don't, I don't want to do
that, I agree.
Alyssa (23:54):
I know it's it, yeah, no , it's great.
It's right that learn how tohave a conversation with someone
and answer things on the spot,and it's a good challenge and it
gets you out of your comfortzone as well.
So now it's time for our nextsegment, which is called the
(24:19):
Brilliant Bite of the Week, andI really love this one, because
this is the part of the showwhere you're going to share a
one quick, high impact tip thatmy listeners can put into
practice right away.
So what do you got for them?
Brooke (24:32):
All right.
Well then I will say, becausewe've already kind of worked
through the service framework, Iwould encourage you that when
people are reaching out to you,not spammy LinkedIn or whatever,
but like they've truly said,hey, I want to talk to you, that
you respond to them within twohours, that you make it a goal
to say I am going to reach outto them in that two hour
(24:52):
timeframe and I'm going to talkto them, or I'm going to email
them so that they can, you canstart to move that process
forward, because the longer wewait in regards to responding to
those who are reaching out tous, the harder it is.
So if you just look at it andyou're like, but I got to them
like two days later, well, whoin the world knows what happens
(25:13):
in two days?
I'm a mom, I've got little kidsLike the whole world could blow
up in two days, and so youdon't want to do that and you've
just given your competitor ahuge advantage at that point if
you've not done that.
So you want to show them hey, Ivalue you, I want to be able to
talk to you.
You don't have to go into afull-blown conversation, but you
(25:34):
are reaching out to them to beable to establish that next step
.
Because if you've done that andnow you have a call set up and
ready to go and you've had thisgreat service framework and
you've worked through a lot ofthings and then their competitor
reaches out to them two dayslater, you've given them a very
steep hill to climb to be ableto reach where you're already at
.
(25:54):
So, just you want to be able todo that.
Alyssa (25:57):
No, that's a really great tip, that's amazing.
And so you have a really greatresource called the Sales
Conversation Assessment and thisis going to benefit all of my
listeners and I'm so excited foryou to share a little bit more
about what that is and yeah,just describing, like you know
who it's for and how can theybook.
Brooke (26:18):
Yeah, absolutely so.
The sales conversationassessment is for anyone who's
having to have these high ticketsales conversations and what is
helpful is who's having to havethese high ticket sales
conversations and what ishelpful is it's going to give
you a perspective of whereyou're at.
It gives you thatself-reflection.
So, as I talked about, ourservice framework is setting the
expectations, establishing therapport, recognizing the
(26:40):
problems of your clients,verbalizing the value of what
you do in connection to that,identifying the objections,
creating urgency and explainingnext steps.
So it is a 24 questionassessment, takes about three to
five minutes and it goesthrough each part of that
framework so that you can see,okay, how am I doing in setting
the expectations, how am I doingin establishing rapport.
(27:02):
You can take it, it'll give youa score and then it'll send you
a report, a more detailedreport, for you.
After you do that, if you'relike, okay, now I kind of know
what I could be able to do.
To work on that, I have mysales accelerator lab and that's
a four-week program and that'swhere you can join me and I walk
you through the serviceframework.
(27:23):
We talk about your productladder and all the things you
can be able to do and it's justfour weeks.
It helps you to get thingsmoving so that you can continue
to make more sales.
Alyssa (27:33):
Amazing.
That's great, and so I will putthat link that links in the
show notes of this episode.
So I just want to thank you,brooke, for coming on to the
show today and sharing all ofyour wisdom and all of your
great advice.
I wrote so many notes down, somany notes.
Right now I had to go throughthat and like digest and
categorize because I got so muchinformation.
(27:54):
So that is great.
So thanks so much, brooke, Ireally appreciate it.
Brooke (27:59):
Oh, thank you so much.
It was so great to be with youtoday.
Alyssa (28:01):
I know, and yeah so I'm just excited for this, even for
me, the sales conversationassessment, you know, because
you can always improve, rightLike there's always little gaps
and things that I think canalways be changed, modified, and
so that's really where I thinkthat the sales conversation
assessment would be so good formy listeners, so make sure to
(28:23):
check out that link and foreveryone else, if you're
listening right now.
Thanks, so good for mylisteners, so make sure to check
out that link and for everyoneelse, if you're listening right
now.
Thanks so much for hanging outwith us today and I will see you
next time on another brilliantidea.
Thanks for tuning into thisepisode of Brilliant Ideas.
If you love the show, be sureto leave a review and follow me
on Instagram for even moreinsider tips and inspiration.
(28:44):
Ready to bring your next big,brilliant idea to life?
Visit AlyssaVelsercom forresources, guidance and
everything you need to startcreating something amazing.
I would encourage you that when people are reaching
out to you not spammy LinkedInor whatever, but like they've
truly said, hey, I want to talkto you that you respond to them
within two hours.
Alyssa (00:12):
Welcome to Brilliant Ideas, the podcast that takes
you behind the scenes of some ofthe most inspiring digital
products created by solopreneursjust like you.
I'm your host, alyssa, adigital product strategist who
helps subject matter expertsgrow their business with online
courses, memberships, coachingprograms and eBooks.
If you're a solopreneur withdreams of packaging your
expertise into a profitabledigital product, then this is
(00:35):
the podcast for you.
Expect honest conversations ofhow they started, the obstacles
they overcame, lessons learnedthe hard way and who faced the
same fears, doubts andchallenges you're experiencing,
from unexpected surprises tobreakthrough moments and
everything in between.
Tune in, get inspired and let'sspark your next big, brilliant
idea.
Welcome back to another episodeof the Brilliant Ideas Podcast.
(00:56):
In this episode, brookeGreening is an expert sales
coach of building momentum, andtoday we're exploring the best
ways to handle objections, howto tackle the dreaded ghosting
problem and uncover her top tipsfor making more money.
If you're in the phase ofselling digital products right
now, this episode is for you.
Welcome to the show, brooke.
(01:17):
Thank you for being here.
Thank you so much, alyssa.
I'm glad to be here.
It's great to have you here andto shine a light on sales
conversations.
Now.
Some of my listeners are attheir point in their business
where they've created theirdigital products and now it's
time to sell.
But the problem when they getto selling is becoming
comfortable with the salesconversations that need to
happen.
Now the sales conversationsthat I'm referring to are for
(01:40):
businesses who have medium tohigh ticket coaching programs
that they sell and they usuallyhave.
They usually require aconversation before the customer
commits, and so at some pointin their sales cycle they'll
come across sales objectionsfrom their customers.
So my question is how can theyhandle a sales objection and
(02:02):
then turn it into a positiveexperience for that customer?
Brooke (02:05):
A hundred percent.
So, in regards because weactually use a sales framework,
that we work with our clients inregards to the conversations
that they're having, and onepiece of that is being able to
identify the objections, becauseone it's really important to be
able to identify the objections.
I say that because sometimes wethink if we have a sales
(02:26):
conversation and no objectionscame up, then that's great and
they're like, fantastic, they'regoing to buy.
That's probably not the case.
They just didn't feelcomfortable to share that
objection with you.
And then that's usually whathappens when people are getting
ghosted or they keep trying togo back, and it just goes back
and forth and back and forth.
So the very first piece inregards to being able to
(02:48):
identify the objections is youwant to be able to validate.
So we have a three-prong method, we call it the VCA method,
when it comes to objections.
It's validate, clarify andadvance.
And that first piece isactually validating and that is
how you're going to be able tobring value and for your
potential customer to trust you,your potential client to trust
(03:09):
you, because when people startto share their objections and if
we downplay it or if we goaround it or if we say, hey,
it's really not that big of anight, a big deal.
Or we try to like either makethem feel bad for having that
objection, or we try to likehave them visualize how their
life would be if their problemwas solved, because we're hoping
they'll just not remember theobjection.
(03:30):
That's happening, none of thosework, and that is when the walls
are going to go up and that'swhen they are going to say, okay
, no, I don't, I don't want tobe able to move forward with you
, and that's why we, as businessowners and as we're, we have
our clients.
We don't want to have anythingto do with that because we just
manipulating is just not the wayto go and we don't want to have
(03:51):
anything to do with that.
It's our company, it's ourreputation, all of those things.
So the very first piece inhandling objection is actually
just validating it.
That is the very first piece.
So if someone says I don't wantto waste my money, we validate
I don't want you to waste yourmoney either.
If someone says I don't reallyknow if I'm going to get the
(04:12):
return that I'm looking for, wesay the last thing I want is for
you to make an investment withme where you don't get the
investment that you're lookingfor.
All you have to do is validate.
Alyssa (04:24):
I get that.
That totally makes sense.
I love how you explain that.
Now, this whole validatingbecause when I have a sales
conversation and you know theymight be shy or they don't
really want to open up or reallyask the questions that they
really want to ask, does thevalidating help to break down
(04:45):
those walls and help them feellike, oh, it's okay to really
tell them, tell the person thatthey're you know.
If it's if they're selling acoaching program, for example
does validation make it easierfor them to take down those some
of those?
Brooke (04:59):
walls A hundred percent.
And I would say, as we wouldstart the conversation, because
we don't usually hit objectionslike one minute or two minutes
into the sales conversation.
We only get to the objectionsafter we've truly understood
where their problems are at andif we can be able to help them,
that's after that.
That's when the objections comeinto play.
And so you're you're working ontaking that wall down from the
(05:23):
very beginning.
When you're setting theexpectations for them, you're
working on taking that wall down.
When you're establishing therapport, you're taking that wall
down.
When you start having questionsthat are intentional and are
about their business and whattheir frustrations are facing,
you're beginning to take thatwall down.
People's walls go up becausethey're just anticipating to get
pitched.
(05:43):
That's all they're like.
And what's crazy is they'veeven set the call, like they've
even said okay, I know this isprobably going to be
uncomfortable, but my pain pointis so much bigger that I'm
willing to actually talk tosomebody, and so they're just
bracing themselves for theonslaught to hit.
Either we're going to ask maybeone or two questions and then
we just launch into our pitch ofhow great our coaching is, or
(06:05):
whatever the case is, and whenthey realize, as we set that
expectation and establishingrapport, this is not going to be
a regular sales conversation.
This is truly me trying tounderstand what are your needs?
Can I help you?
Great, let's talk about thatinvestment.
If I can't, then let me giveyou other resources.
The whole goal of a salesconversation is to help them
(06:27):
solve their problem and have itbe closer to when they got on
the call with me, whether theywork with me or not, and that's
what I teach my clients andthat's when the pressure goes
off of them and off of thatpotential client.
Because now we're not into thesituation of me trying to
convince you to do something youdon't want to do, you buying
something that you may not need.
No, like you have a frustration, you have a problem.
(06:50):
Let's figure out what that isand then let's talk about how
either I can help you solve itor someone else can.
Alyssa (06:57):
Interesting.
So then it could be tricky,though, when you're in the sales
conversation and now everythingseems to go really well, you're
handling those objections,you're validating, and then at
some point they say, yeah, Ilove what you're doing, I want
to work with you.
You send them that coachingcontract or that proposal, and
(07:17):
then you hear nothing back orthe client says well, they're,
you know, they're excited towork with me.
Like I don't understand whythey're not answering my emails
or my follow-ups.
And then you decide, you thinkto yourself is it me Like is, am
I the problem?
And so there's a lot offrustration around that,
especially for, you know, for myclients and clients and people
who I've talked to.
(07:38):
They just feel very confused bythis, like they completely
ghosted me and like do I?
How many times do I fall beforeI become annoying?
And so what advice do you haveto handle the ghosting problem
that a lot of people face?
Brooke (07:54):
yes, I, I have a method to be able to help with the
ghosting, but if I can just stepback one step, because I think
where the ghosting happens isbecause things were unclear or
they were vague.
So if we go back to theobjections and we say, okay, yes
, we're validating, we don'tjust stop there, because if we
just stop it, then they're goingto be like fantastic you agree
(08:19):
with me off, we go instead of wevalidate and then we clarify
specifically where thatobjection is coming from.
We are trying to figure outwhat's motivating them, what's
driving them from being able tomake that decision.
So then we're going to startasking questions in regards to
what concerns or questions doyou have before we move forward,
so we can start to figure outwhere that is.
(08:41):
Then we're clarifying, becausewe're clarifying not to convince
them to buy from us, but we'reclarifying to truly figure out.
Are they confused about theprice?
Are they confused about howthis is going to help them?
Are they confused about whatthat next step is?
And then, after we clarify,then that's when we would
advance and say, okay, are wemoving forward with what we
(09:01):
originally talked about?
Are we moving forward withsomething that's a little bit
even higher because we'rerealizing you need more support?
Or have we decided that weactually missed it and this
would be a better option andit's more of a downsell?
Or have we just decided this isnot a good fit and let me give
you other resources to be ableto help you as you go on your
(09:21):
way?
After that, then we would gointo explaining next steps, and
that's why things get vague andthat's why people get ghosted,
because they literally just say,hey, let me send you a proposal
or let me send you a contract,and then I'm going to call you
in a week and see if you haveany questions, and that is not
actually a good process.
That's very vague because weneed to know two things, and
(09:45):
this is what's going to help youin regards to if you don't want
to get ghosted.
One, your potential clientneeds to know exactly what they
need to do next to move forwardwith you.
Date and time, that's what theyneed to know.
And then, two, you need to knoware they going to do it?
If so, when?
And if not, why?
(10:05):
If we do not have those twoquestions answered, we will not
be able to move forward and thenthe ghosting will happen,
because we're going to call themand we're going to say, hey,
did you get my contract?
Wanted to see if you have anyquestions.
Miracle of all miracles, theyactually answer the phone and
they're just going to say, yes,I got it, no questions.
Well, now what?
(10:29):
Now we're stuck.
Oh, that makes sense.
That's why you want to say, ok,we need to have these two
questions answered.
So in any sales call thatanyone's ever having, the goal
is not did I win, did we sell it?
Like, did it end?
Did they give me the check?
That's not usually the goal,especially when you're talking
about these higher ticket itemsand they need they're gonna have
(10:52):
to sign contracts, they'regonna have to make decisions.
The next step is just makingsure.
Do they know what they need todo next?
Clearly, so if I say I'm gonnasend the contract, say, hey, I'm
happy to, I'm gonna send youthis contract, you're gonna be
able to review it.
And then when do you thinkyou're gonna be able to sign it?
Like, if we're talking about acontract, if we're talking about
(11:13):
proposal, that's a little bitdifferent and that's when I
would say something along theline of I'm happy to send you a
proposal, but the next stepwould actually be for us to set
up a time right now of whenwe're going to review that
proposal in person, and then wecan go from there.
So now we're not dealing withghosting and we actually know
are they going to do it or arethey not going to.
(11:34):
But if we just leave it vague,that's why it's ghosting.
That's literally what'shappening most of the time,
cause people aren't trying to benasty or whatever the case is.
They're just like there'sreally nothing for us to talk
about.
I don't really know what we'redoing.
So that's why you want to be soclear with what to do next.
Alyssa (11:52):
Oh, I love that.
And I think I've made thatmistake, like early on in my
business, like very like a, youknow, I'm thinking like maybe
2020, 2021, where, you know, Iwas still new to the business
and so I left things kind ofopen-ended and experienced
ghosting myself in it.
I was like what is going onhere?
And I just and you know, as youget better at it, you know, and
(12:15):
you're sending out contracts orproposals or things like that,
you do end up learning that youneed to be very clear on the
sales call or having a salesconversation about, okay, next
steps, I'm going to send it bytonight and then when did you
want to start the project?
So I start asking questions,things like you know, like what
(12:36):
is your timeline for startingthe project?
When are you available?
Let's book your strategy callright now, and then they'll be
like oh, okay, yeah, this is thetime that I'm available.
So it feels like you know, atsome point, maybe they're at
some time later, maybe theirfinances don't work out in the
end and somehow it doesn't workout but to at least try to, you
(12:58):
know, be proactive and like setthose timelines in advance so
that you're not feeling like, ohcrap, I didn't do this, and
like, what is the next step?
And by the time you email themthe contract or the proposal and
they get back to you, then youhave to ask them well, when are
you available?
And it's just this back andforth BS.
(13:18):
Yes.
Like, let's just avoid all ofthat.
Yeah, just completely, and so Imean I've had to learn that
over time in business, but youhave really you know it's good
for almost, because it feelslike you know you're like they
(13:50):
said, yes, everything was good,and then you didn't hear from
them, and so you can cut throughall of that by just using your
method.
Brooke (13:57):
Yeah Well, you absolutely can.
And then the other pieces, likefrom the beginning, if I can
encourage because sometimespeople get ghosted from the
front end, not so much thebackend, but if you are actually
intentional and so say, a leadreaches out to you, if you're
responding quickly within liketwo hours, and if you're
actually making that, if they'vescheduled an appointment with
you, you have automations goingout saying, hey, we've got it,
(14:20):
we're excited to talk to you.
That's really important.
But even if you take that verynext step and give them a call
and say I'm so excited thatyou've been able to set up a
time and talk to them for just afew minutes, that makes it a
lot less likely that they'regoing to ghost you because
they've already started to buildthat relationship with you.
So you can help from gettingghosted from the front end and
(14:41):
on the back end as well.
And if I can just encourage, Iknow a lot of times probably for
your listeners they don't wantto be pushy, they don't want to
come across as salesy, becausethat's not who they are.
They are coaching, they arehelping, they are giving
direction.
But I just want to encourageyou.
You are the leader and so youhave to lead the sales call,
just like you would lead yourcoaching, and they are looking
(15:02):
to you to help them and to guidethem.
And if we do not give themclear steps, we are not actually
setting that best foot forward.
And the onboarding starts waybefore we actually sign the
contract.
We're starting from the firstsales conversation because
they're going to be working withyou and so they are beginning
to know who you are, what yourreputation is, how you just
(15:25):
handle different things, and soby you being direct and helping
them to know these are the nextsteps.
You're not being pushy at all,you're just showing them.
I am here to guide you and tocoach you, and that is what I'm
going to do from the verybeginning of our interaction
together.
Alyssa (15:41):
I think people forget that.
Yeah, I love what you saidabout onboarding starts from the
first conversation, instead ofthem from the first when they
sign the contract and then yougo.
So that makes it interestingbecause now you know if my
listener, if their coach, theirdigital product creator, let's
say, for example, they'vehandled their sales objections,
(16:04):
they're handling the dreadedghosting problems that's all
like resolved, and then, at theend of the day, sales are what
matters.
And so if they're not seeingsales every day, what would be
the first move that you'drecommend to start they make, to
start seeing money coming in?
Brooke (16:21):
Yeah, so I think it's really important to understand
the difference between marketingand sales, because a lot of
times people think that they'redoing the exact same thing and
they're not.
So if you are getting goodleads that are saying like, yes,
I want what you have to offerand I can afford it, that's a
great lead, so your marketing isworking well.
But if you are having to have alot of those in order to close
(16:45):
one sale, that's when the salesare coming in.
That's when we're going to saylet's take a look at what's
going on in your salesconversation, because maybe you
felt like it was a greatconversation, maybe you were
able to overcome the objections,but maybe we missed the actual
problem that they had.
Because if we just hit thefirst level of that surface
level of their problem, we'renever going to actually end up
(17:05):
making the sale, because that'sthe first problem is never
usually the one that actuallymoves people forward.
There are those internalstruggles, those are their
philosophical struggles that aregoing on.
That's what motivates them anddrives them to make a decision.
So that's your first piece,like looking at your sales
conversation and being like whatdid I miss?
Because if I truly hit theproblem that they had and we
(17:26):
were able to overcome theobjections, we should be able to
move forward.
But then the other piece is isit clear to you?
Because if you're having asales conversation and what you
offer or what you do or theproduct or the package or
whatever you want to call it, islike feeling like you have to
(17:48):
reinvent the wheel over and overagain every sales conversation
you have, then I would saythat's where it's happening,
because then if it's not clearto you and you have to reinvent
everything every single time,then they're confused and
they're not wanting to moveforward.
I would highly encouragebusiness owners, especially B2B.
We're very gracious and cordial, so we're just not going to
(18:12):
tell you no, we're not going tosay I really don't think you're
going to be able to solve myproblem.
If it's a nice conversation,they'll probably just be like
that's really interesting orthat sounds great.
How about you send me aproposal and I'll call you if I
have questions?
That is not actually what ishappening in sales.
The other piece I would say isif you have like a big high
(18:33):
ticket item which is amazing, isthere anything that you could
create that could like we callyour foot in the door offer,
because a lot of times peopleare not going to go from zero to
thousands in one conversation.
So then you need to look atwell, how intentional is my
follow-up?
What am I doing to be able tocontinue to keep moving things
(18:53):
forward?
And then also, if you're like,but, brooke, I gotta make sales
this month, then I wouldencourage do we have anything
like an in-the-door offer?
So like, yes, you have your bigcoaching program.
That's amazing.
Is there something where theycould not pay as much to be able
to learn who you are?
Gain benefits where it's notkilling you in regards to what
you're offering them, so thatthen we can do that?
(19:15):
So that's when we're talkinglike our product ladder.
Okay, what are the steps to beable to get to over here?
Alyssa (19:21):
Absolutely.
I love that approach.
It's really helpful to look atyour sales conversation first
and then see where you canimprove on that and then start
building that product ladder.
That is, yeah, I agree withthat, especially if it's very
high ticket.
It's very, very difficult.
You might want to have likethat low to medium ticket and
(19:41):
then start to upgrade themfurther because they need more
support and more one-to-oneintimate support.
So that's where, like, the highticket kind of comes from.
Now, just curious though do youhave, do you follow a script
when you do these salesconversations?
Brooke (19:56):
I do not follow a script .
No, because, um, it's not funwhen they don't follow along and
they say the wrong line.
Then I'm like, whoa, what am Idoing?
But I do create, I did create aservice framework, so it's an
acronym of service, and so it'sset expectations, establish
rapport, recognize the problem,verbalize the value, identify
(20:19):
objections, create urgency andexplain next steps.
That is what I coach my clientsthrough, so that there are
guardrails of how they're ableto have the conversation.
If you don't have any type ofguardrail, that's hard.
Now I say that, but people doreach out to me and say, brooke,
can you please write a scriptfor us?
Because they just don't reallyhave any idea what to say at
(20:42):
that point.
And so I'm happy to give thatas a starting point.
But the goal is to be able forit to be authentic and to be in
your voice, and so that's whythe service framework comes into
play.
Do I write scripts forcompanies?
Yes, cause sometimes they'rejust like, uh, we can't have you
train them about the serviceframework, like we're not ready
(21:02):
to do that yet.
Can you please write us ascript?
So, sure, I'm happy to do that,but it is truly the framework
that helps.
Alyssa (21:15):
You know, what's really funny is that you know I love
scripts, but what I find mostdifficult about following
scripts is that you always gooff trail anyways.
So, like I think it's helpfulto have an outline of things
that you want to touch upon.
Like I write like an agenda ofthings I want to make sure I hit
in my sales conversations, butI can't do a script because I'll
never stick to it, like I'vetried.
I, you know, for it's funnybecause I'm not like type A or
(21:36):
anything.
I'm not a type A person.
But, um, I feel like I can't.
I need to have some kind ofdetailed outline before I even
jump on that, just so I feelconfident that I know what I'm
talking about and the thingsthat I want to talk about with
that person, and it also justmakes sure that I don't forget
anything either.
So I mean, I do agree with,like I think, an outline, just a
(21:58):
few points of things that Iwant to, you know, want to talk
about but then not to be.
But I am not, for like I'm notdown with a word for word script
, I don't know.
I mean, maybe if you're in aphone, like in a call center,
maybe that makes sense, but whenyou're having a sales
conversation it has to feelnatural.
Yeah, and it doesn't feelnatural when you're like cause,
(22:20):
then it's not going to, it's not, it never lines up.
Brooke (22:26):
No, no, no, and I would.
I agree a hundred percent.
So we call that like ourpre-call plan.
So we put the service frameworktogether and then they start
filling out the pieces, like,okay, this is what I can, this
is what I should talk about whensetting the expectation.
This is the homework that I'vedone to be able to establish
rapport.
These are the types ofquestions I want to ask when I'm
recognizing the problem, sothat they're doing that
beforehand, so that they havethose guardrails when they're
(22:48):
walking in, and that's likethat's important, because you
can't wing it.
Like these are very importantconversations.
They're high ticket items.
People are going to tell theycan tell right away if you're
winging it or if you're goingoff of a script.
And again, they're trusting youto guide them and to coach them
, like that's, that's whatthey're looking for you to do.
And so the scripts are notgoing to be helpful in that.
(23:12):
They are helpful in the veryfirst stage when you're trying
to figure out okay, how do Iactually say that?
Cause what happens a lot in mycoaching is I'll say something
and then they're like wait, canyou say that again?
And I'm like well, this is whywe record it, cause.
I don't know if I can justrepeat it verbatim back to you,
but in the beginning people needthings to be able to say, like
(23:33):
to transition from one step tothe other.
So you could have a sentence ortwo in regards to this is how I
set the expectation.
That's a great thing to knowhow to do, but it's not a script
of like well then, if they saythis, then I'm going to say this
and then dah, dah, dah, dah,cause it.
It never goes that way andpeople can read through it and
they're like well, wait a minute, I don't, I don't want to do
that, I agree.
Alyssa (23:54):
I know it's it, yeah, no , it's great.
It's right that learn how tohave a conversation with someone
and answer things on the spot,and it's a good challenge and it
gets you out of your comfortzone as well.
So now it's time for our nextsegment, which is called the
(24:19):
Brilliant Bite of the Week, andI really love this one, because
this is the part of the showwhere you're going to share a
one quick, high impact tip thatmy listeners can put into
practice right away.
So what do you got for them?
Brooke (24:32):
All right.
Well then I will say, becausewe've already kind of worked
through the service framework, Iwould encourage you that when
people are reaching out to you,not spammy LinkedIn or whatever,
but like they've truly said,hey, I want to talk to you, that
you respond to them within twohours, that you make it a goal
to say I am going to reach outto them in that two hour
(24:52):
timeframe and I'm going to talkto them, or I'm going to email
them so that they can, you canstart to move that process
forward, because the longer wewait in regards to responding to
those who are reaching out tous, the harder it is.
So if you just look at it andyou're like, but I got to them
like two days later, well, whoin the world knows what happens
(25:13):
in two days?
I'm a mom, I've got little kidsLike the whole world could blow
up in two days, and so youdon't want to do that and you've
just given your competitor ahuge advantage at that point if
you've not done that.
So you want to show them hey, Ivalue you, I want to be able to
talk to you.
You don't have to go into afull-blown conversation, but you
(25:34):
are reaching out to them to beable to establish that next step
.
Because if you've done that andnow you have a call set up and
ready to go and you've had thisgreat service framework and
you've worked through a lot ofthings and then their competitor
reaches out to them two dayslater, you've given them a very
steep hill to climb to be ableto reach where you're already at
.
(25:54):
So, just you want to be able todo that.
Alyssa (25:57):
No, that's a really great tip, that's amazing.
And so you have a really greatresource called the Sales
Conversation Assessment and thisis going to benefit all of my
listeners and I'm so excited foryou to share a little bit more
about what that is and yeah,just describing, like you know
who it's for and how can theybook.
Brooke (26:18):
Yeah, absolutely so.
The sales conversationassessment is for anyone who's
having to have these high ticketsales conversations and what is
helpful is who's having to havethese high ticket sales
conversations and what ishelpful is it's going to give
you a perspective of whereyou're at.
It gives you thatself-reflection.
So, as I talked about, ourservice framework is setting the
expectations, establishing therapport, recognizing the
(26:40):
problems of your clients,verbalizing the value of what
you do in connection to that,identifying the objections,
creating urgency and explainingnext steps.
So it is a 24 questionassessment, takes about three to
five minutes and it goesthrough each part of that
framework so that you can see,okay, how am I doing in setting
the expectations, how am I doingin establishing rapport.
(27:02):
You can take it, it'll give youa score and then it'll send you
a report, a more detailedreport, for you.
After you do that, if you'relike, okay, now I kind of know
what I could be able to do.
To work on that, I have mysales accelerator lab and that's
a four-week program and that'swhere you can join me and I walk
you through the serviceframework.
(27:23):
We talk about your productladder and all the things you
can be able to do and it's justfour weeks.
It helps you to get thingsmoving so that you can continue
to make more sales.
Alyssa (27:33):
Amazing.
That's great, and so I will putthat link that links in the
show notes of this episode.
So I just want to thank you,brooke, for coming on to the
show today and sharing all ofyour wisdom and all of your
great advice.
I wrote so many notes down, somany notes.
Right now I had to go throughthat and like digest and
categorize because I got so muchinformation.
(27:54):
So that is great.
So thanks so much, brooke, Ireally appreciate it.
Brooke (27:59):
Oh, thank you so much.
It was so great to be with youtoday.
Alyssa (28:01):
I know, and yeah so I'm just excited for this, even for
me, the sales conversationassessment, you know, because
you can always improve, rightLike there's always little gaps
and things that I think canalways be changed, modified, and
so that's really where I thinkthat the sales conversation
assessment would be so good formy listeners, so make sure to
(28:23):
check out that link and foreveryone else, if you're
listening right now.
Thanks, so good for mylisteners, so make sure to check
out that link and for everyoneelse, if you're listening right
now.
Thanks so much for hanging outwith us today and I will see you
next time on another brilliantidea.
Thanks for tuning into thisepisode of Brilliant Ideas.
If you love the show, be sureto leave a review and follow me
on Instagram for even moreinsider tips and inspiration.
(28:44):
Ready to bring your next big,brilliant idea to life?
Visit AlyssaVelsercom forresources, guidance and
everything you need to startcreating something amazing.
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