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Maverick Persuasion Module One

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I'm Paul Mascetta and welcome to Maverick Persuasion.

What exactly is Maverick Persuasion?

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

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

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



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

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

When I was growing up, my family taught me the importance of staying in school and getting a good education. The truth is I never got a good education. I barely graduated from high school. I was always a C student. School was not something I was passionate about.

I was told how important it was to have a good job. Eventually, I found myself in sales and became very successful. And after years of dominating sales in multiple markets — and learning what works in real life situations



and what doesn't — I realized I wanted to become an entrepreneur. I wanted to refine and create a formula that people could use to gain access to resources, to opportunities, to relationships, to money, to wealth — just as I have — using nothing more than influence and persuasion. I realized the value of the art of persuasion at a very young age. I've studied it and refined it and now I want to pass it onto you.

PERSUASION VERSUS MANIPULATION

Persuasion and manipulation aren't the same things, but they're very closely tied together. The difference between persuasion and manipulation is the intention of the person practicing the manipulation or persuasion. The one clear element of separation between the two is intention, and you need to recognize the difference between the two in order to question your own motivation as to the use of persuasion.

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



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

THE MANIPULATOR

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

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



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

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

A POSITION OF AUTHORITY

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

The concept of authority in sales has become a very popular theme as the use of social media has developed. Entrepreneurs market products to lists of followers on places like Facebook. These lists develop organically when



people recognize they share common interests or common beliefs.

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

The second group of people is the manipulators: inauthentic people who use their expertise to get whatever they want from someone. It's a short-term solution, as the victim eventually figures it out.

The third category is the person who learns how to use influence and persuasion in a systematic way. They use their natural talents in order to position themselves at a higher level of power and authority.

BECOMING PERSUASIVE

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



DRESSING THE PART

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

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

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

Boy was he wrong. He didn't understand that in order to effectively persuade someone, one of the first steps is to dress conducive to the environment. Most of the time the environment dictates the behavior. You behave differently at a funeral than you do at a wedding. You can be surrounded by the same group of people in both of those



environments, but you're going to behave differently. You'll behave differently at a rock concert than at a library.

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

THE POWER OF VOICE

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

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



environment. You need to appear comfortable in your own skin.

THE POWER OF POSITIONING

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

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

THE TRANSFER OF POWER

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

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



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

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

Of course, it depends on what you're asking for. But that transfer of power — that transfer of credibility — reduces the time it takes you to reach your goal of persuasion. It's a very important tool and can be done either in person or through testimonials from other people.

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



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

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

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

That is what is meant by the transfer of power. You might not know, at this point, who you can reach out to for a transfer of power. At least I have given you something to start thinking about.



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

I'll see you in the next video.



Before we get into the material, I want to tell you something about me that you might not know.

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

We had been out all night. It was actually around nine o'clock in the morning when I started to drive home and I was exhausted. As I was driving home, I fell asleep behind the wheel of the car.

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

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

Maverick Persuasion Module Two

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

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

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

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


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

That's how I segued into the fitness business. From there, I moved into bigger sales positions including corporate sales positions in Midtown Manhattan. Then I went onto corporate sales management (managing clubs and managing employees) and got about as high as I possibly could at the club level.

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

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


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grew up as best friends. We both applied ourselves and today we're growing our businesses.

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

What is my point in telling you this story? I didn't like where my life was and I decided to do something about it. I used the relationships I had built with other people to help me take my life to the next level. And if you look on an even deeper level, you can see that I had access to many of these opportunities because my best friend owned a publishing company that publishes some pretty big names.

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

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


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allowed me to form partnerships with all these clients and persuade them to help me build my business.

When you look at the grand scheme of all of these different events that took place — they really are based on relationships and based on persuasion — and I'm living proof of the power of persuasion. __________

The story I just told you leads me to one of the most effective tools you can use in persuasion and we call it masterful storytelling.

MASTERFUL STORYTELLING

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

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


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the 20 percent of mastery of persuasion is the art of masterful storytelling.

CONNECTING TO THOUGHTS AND BELIEFS

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

CREATING A STORY WITH A PURPOSE

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

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


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

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

GAINING ATTENTION

The first part of the process is to gain attention. You could be telling the greatest story in the world or have the greatest product or service in the world — but if you can't get someone's attention, it's a waste of time.

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


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

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

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

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


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

Now, the goal is to increase a person's desire. You have to layer the story in such a way that the person draws their own conclusions as to the meaning of your story. Remember — the most effective way to persuade someone is to make them persuade themselves.

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

STEP 1 KNOW YOUR STORY

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

STEP 2 KNOW YOUR LISTENER

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


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but I tell different versions of it depending on my audience and the point I'm trying to get across. In this case, the context that formed the basis of the story was the importance of forming relationships.

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

STEP 3 LAYOUT

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

STEP 4 THE STORY STRUCTURE

Now we move into the story structure. Again, I'm going to give you a very basic but wickedly effective formula to tell your story.

GAIN ATTENTION WITH A POWER STATEMENT


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

PROVIDE BACKGROUND

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

ENGAGE EMOTION

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


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LAYERING THE PROOF

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

ANSWER QUESTIONS

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

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


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you are going to question how I managed to do it — so I answered the question for you in the story.

GIVE ENOUGH INFORMATION

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

GIVE OPPORTUNITY

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

TELL YOUR STORY

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


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

SALES LETTERS

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

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

THREE STORIES

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


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

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

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

Again, people are very receptive to stories. I gave you the specific process to follow. You gain their attention, you get them engaged, you spike their desire and then you layer in your proof, your benefits and any magical things you can. But to get there, you have to first craft your story.



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

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

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

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

There are three ways that someone generally finds one of my businesses online. Perhaps they heard about me from someone else. Maybe they found me on YouTube. Maybe

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they're familiar with my content so search for my products by name or using the keywords "persuasion" or "influence."

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

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

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

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


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person felt like it might be something they could benefit from. They might not be in serious need of a solution to their problem. They might just like what I have to offer.

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

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

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

Most of the time, it happens through a process, a cycle. Again, here's my stick figure. This is the potential customer and here is my offer. And I've tried all kinds of different offers. I've tried free reports and free videos. Right now, I'm


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

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

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


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

What is the best way to pre-frame?

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

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


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All of you are red-hot leads in Internet marketing. You're on my list. You've purchased at least one product. You're a buyer. You've invested your money.

Then you have warm traffic. Warm traffic usually comes from a joint venture partner — someone has referred you.

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

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

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


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

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

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

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

I want you to start thinking about what your unique selling proposition is and how you can begin to establish yourself


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as an expert and differentiate yourself from anyone else. The first step is to determine your area of expertise. Once that is defined, you research, study, and refine your knowledge to the point where you can teach it to others.

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

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

My goal in life is not to seek out the people who disagree with me and try to change their minds. My goal is to find the people who already believe in the power of influence


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

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

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

One of my good friends, Dr. Joe Rubino, came down to see me in New York about two weeks ago. Joe's dental practice was one of the top 1 percent of the most successful dental offices in the United States.

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


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eventually positioning himself as an expert that many people now follow.

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

Online forums are an excellent way to share your expertise, build credibility and form relationships. Find the forums that focus on the specific niches in which you want to position yourself and begin having conversations. Get your name out there.

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

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


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

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

The next step is taking the e-book and turning it into an audio program. You can just read the book aloud. You can sell recordings of your interviews. You're putting content out there to pre-frame and to establish yourself as the


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

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



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Welcome back. In this video, we're going to start talking about reformatting and changing people's belief systems.

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

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

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

Now, if you want to win an argument — that's fine. But if you want to eventually persuade this person to do something for you and you want to create a relationship

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where that continues to happen — you have to learn the systematic way to do this. If you just challenge them, you're going to create a wall of separation between the two of you.

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

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

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


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TYPES OF BELIEFS

AUTOMATIC BELIEVING

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

BELIEF PERSEVERANCE

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

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


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

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

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

It's rarely necessary to get people to change completely or to move them to take some action in order to change a belief. The goal should actually be to create a new belief. You want to move them just enough to where they can accept your belief along with their own beliefs.

Again, the hardest beliefs to change are those that rely on faith — and lack of proof. You want to present the new idea


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or desired outcome in the position of an expert and use evidence to support that position. There are a couple of ways to connect your audience to your idea.

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

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

The third way to present a new belief is to do it from up here. When you do it from up here — you've already identified similar beliefs. You're coming to them from an elevated point of view and from an elevated status.

UNDENIABLE PROOF

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


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you're going to have the easiest time persuading someone to change their beliefs.

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

Once they've accepted your idea, I suggest you reward them — perhaps through a series of steps. Maybe you can make them part of an exclusive group. Maybe you can give them access to special information that few people have.

1. You present yourself as the expert2. You determine what is important to the person whose belief you're trying to change3. You determine what is congruent to current beliefs in relation to your idea4. You present evidence 5. You identify an area of frustration or confusion around the issue6. You reward the behavior

Again, when I'm trying to attract new customers, I don't target people that think persuasion and influence is coercive and evil — or even a waste of time. Obviously, that is not a good strategy. I want to start here where I know that they have some level of belief that what I am offering can


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

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

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

Once you achieve your goal of getting the person to believe in you by purchasing a product, your must keep the lines of communication open as you create more products and


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services to help reinforce the new belief. In this case, that ability to influence and persuade others is a good thing.



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Welcome back.

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

MOTIVATIONAL TRIGGERS

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

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

OBLIGATION AND CONCESSION

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

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

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

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


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my products into the hands of others and get them engaged in it, they're going to get some results from it — and if they get results from it, they're probably going to buy something from me later in the future.

Claude Hopkins was a scientific genius who, one hundred years ago, figured out many of the principles of marketing and advertising we use today. In his book, Scientific Advertising, he talks about why he created the coupon.

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

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


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

The beauty of reciprocity is that the seller can control the entire process. They can decide what gift to give and what they want from others in return. CONTRAST AND CONCESSION

This becomes even more powerful when we bring contrast or concession into the equation. Contrast increases your chance of gaining compliance through a series of steps where the person is comparing one offer to another offer.

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


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

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

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

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


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that said no to his proposal of $250,000 was the person who didn't hear the initial proposal.

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

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

1. You have to create value2. You have to present something that's going to help people3. You have to ask for their compliance

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



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Welcome back. I'm Paul Mascetta, and I'm happy to have you here with me. In this video, we're going to talk about the motivational triggers of commitment, consistency and proof.

CONSISTENCY

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

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

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

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inconsistency. You would now be inconsistent with what you said you were going to do and what you really did.

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

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

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


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belief systems were eventually reformatted which led them to comply.

Commitment and consistency are tied together — but consistency leads to continued behavior and continued behavior often results in compliance. And compliance is what we're after in the game of influence and persuasion.

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

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


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people who consistently write down their goals are far more likely to achieve them.

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

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

There are three key rules to gaining commitments from people:


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1. They should be active2. They should be public3. It must involve some effort from that person.

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

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

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


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

Here's what's happening. First of all, they've gotten you to make a commitment. Whether or not they change the commitment or they change the details of the deal, they've got a commitment from you. That's the first thing.

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

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

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


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also based on two things — commitment and consistency. Consistency leads to continued behavior and continued behavior leads you to compliance.

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

The third trigger is proof. The proof trigger translates to this: if something worked before, it will probably work again.

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

What if you don't have factual proof? You move to the second type of proof — social proof. Most people are persuaded by the actions of others, as long as those actions are governed by something in their interest. That's social proof.


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

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

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

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


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

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

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


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THREE RULES OF SOCIAL PROOF

1. Larger and bigger is better

The larger the group of people supporting a particular venture, cause, endorsement, product launch — the better. The more people support something, the more another will stand behind that same venture, cause or endorsement.

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

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

3. The position has to be clear

There has to be a clearly stated reason why people are gravitating toward one particular movement, product, cause, or endorsement. Is it the cheapest? Is it the fastest? Is it the most reliable? Is it the most durable?

This ties into what we talked about in a former video — the USP or unique selling proposition. That has to be stated clearly. The better you can explain why a majority of


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people are interested in your offer, the easier it will be for your target to understand why they should be interested in your offer.

The three emotional triggers again are: (1) commitment — get people to commit to things publicly and willingly (2) consistency — get people to ultimately comply with what is asked of them and (3) introduce evidence — in the form of hard evidence or social proof.

I will see you in the next video.


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Welcome back. In this video, we're going to explore two more motivational triggers — the liking trigger and the authority trigger. Let's start with the liking trigger and talk about how exactly that works.

THE LIKING TRIGGER

People are more likely to comply with people they like.

As I stated before, people will still comply with you under certain circumstances even if they don't like you — but convincing someone to do something is much easier and much more effective if someone does like you. You can think of it like this: a fair deal plus liking equals master salesmanship.

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

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

GETTING PEOPLE TO LIKE YOU

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PHYSICAL ATTRACTIVENESS

I've spoken about the importance of grooming and making sure you're dressed conducive to the environment.

SIMILARITY

Similarity can be related to interests, hobbies, or sports. Today one-third of the world's population has a Facebook, Twitter or LinkedIn account.

GET PRECONCEIVED INTELLIGENCE

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

GET REAL-TIME INTELLIGENCE

When that's not an option, gather what we call real-time intelligence. You gather real-time intelligence by


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observation. How does the person dress? What kind of makeup do they use? What cultural trends do they follow? Take a look around their office or home. Are there family pictures? Sports memorabilia?

H I G H L I G H T T H E S I M I L A R I T I E S A N D A V O I D T H E DIFFERENCES

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

BUILD RAPPORT - MIRRORING AND MATCHING

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


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

BUILD FAMILIARITY

Another way to create rapport is through familiarity. People are more likely to comply with those who are familiar to them — with whom they feel closer and more connected.

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

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

THE ASSOCIATION TRIGGER


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

People also feel closer to others when they eat together, because eating is a blissful experience — a nourishing experience the body enjoys. Your mind automatically associates good feelings when you share a meal.

None of these triggers is going to work if someone is totally repulsed or the relationship is not one that's likely to work. In this case, should you have the opportunity to sit down with someone over a good meal, (and make a pitch or presentation), that person will be more likely to find the experience enjoyable because they're performing an act that their body and mind finds enjoyable. You're creating a connection.

A COMMON GOAL

Another way you to build familiarity, rapport and a common association is to work towards a common goal. The beauty is this is it transcends culture, creed, religion, race and any other differences you may have with that person. Working towards a common goal eliminates dividers and you're less likely to notice the differences. AN OVERVIEW OF THE LIKING TRIGGER


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⋅ Present yourself well — including being well dressed⋅ Do research⋅ Gather intelligence⋅ Highlight similarities⋅ Avoid differences⋅ Create rapport through mirroring and matching ⋅ Find a common goal.

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

THE AUTHORITY TRIGGER

The actor Robert Young sold Sanka (decaffeinated coffee) for years on television ads. His TV persona was that of a doctor. Because of that, people trusted what he had to say. He created a sense of authority and people trusted him because of his perceived status.

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


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

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

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

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

Once you establish yourself as an authority, you need to exploit that. You somehow need to make clear your title,


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rank or accomplishments. If that's not an option, then try to use the transfer of power — where someone who already has a relationship with the person you're trying to influence gives you an endorsement.

Authority doesn't always work when dealing with hardcore skeptics. People attempting influence and persuasion tend to avoid skeptics because they believe skeptics are the hardest people to persuade and don't make decisions easily. Part of that's true and part of that isn't true.

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

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


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

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



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Welcome back. In this module, we're going to discuss the most powerful motivational trigger of all — the scarcity trigger.

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

We’ve talked throughout this program about the 80/20 Rule (the minority creating the majority of results). This relates directly to scarcity except with scarcity it's more like 95/5 — in most cases 95 percent of scarcity comes from making only 5 percent of something limited.

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

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The second email is more specific and gives a deadline of when the product is going to be taken off the market. The sales will start to increase slowly.

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

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

Why do diamonds cost so much money? Because they are perceived as being scarce — and that's how effective and powerful scarcity can be. Diamonds actually aren't rare at all. It's the perception they're rare that makes people want them more.

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


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

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

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

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

You can manufacture scarcity. Things that are assumed to be difficult to possess become perceived as better to possess — the link between availability and quality — such as diamonds. As something becomes less available, we attribute a greater sense of quality to it.


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

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

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

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


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the equation. This is the reason auctions work so well. Competition has been introduced into the equation, which magnifies the scarcity trigger.

Scarcity also brings us back to social proof — that when we see other people doing something, it automatically creates acceptance in our minds that what those people are doing is acceptable and perhaps we should be doing it.

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

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

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


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Now you have a vision of a phone ringing off the hook. You see operators trying to deal with too many calls and a huge demand for the product. That creates social proof and introduces the concept of scarcity through competition.

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

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

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


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

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

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


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

It's called the GRIPS method. The GRIPS method is five different steps, and in this module, we're going to review Step 1 and Step 2.

THE GRIPS METHOD

The five steps of the GRIPS method are listed below:

G Gather intelligenceR Reduce resistanceI Initiate controlP Position yourselfS Sustain that position

GATHERING INTELLIGENCE

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

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

It's no different for you. If you intend to walk into a situation where you need to persuade someone, it will help you tremendously if you gather some sort of intelligence about that person beforehand.

There are two kinds of intelligence. The first (and best) kind is pre-acquired intelligence - intelligence you gather before you meet or interact with someone. You find out as much as possible about the person or the company before you make your pitch — and before you utter one single word to them.

I mentioned this in an earlier video. Social media is huge right now. One-third of the population has a Facebook account. Lots of people have Twitter accounts and LinkedIn accounts. We are living in the age of information.

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


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

If that is not an option — if there is no pre-acquired intelligence to be found — then you move onto what we call "real-time intelligence." Real-time intelligence is when you find things out about this person by observing them in real time. You want to observe their verbiage and their body language. You want to observe certain things around them. If you happen to go to their office, look for family pictures. Look at the books they read. Look for sports memorabilia. Look for anything that might give you an insight as to what this person's personality is like. Take note of their clothing.

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

Now it's time to ask some power questions — one of the most effective tools for gathering intelligence. The power questions cover the first two aspects of the GRIPS method — to gather intelligence and reduce resistance.


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

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

Most people don't want you to solve their problems. What they want you to do is provide them with a mirror image of themselves so they can figure out their problem on their own. Keep that in mind as we go through this.

THE POWER QUESTIONS

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


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IMPLICIT QUESTIONS

1. Does this person have a problem or an opportunity? Is there an issue you can resolve or is there an opportunity you can legitimately provide for this person?

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

3. Are they currently dissatisfied with whatever it is they're doing to either solve this problem or what they've been doing in the past to capitalize on opportunities?

4. Do they trust you? Have you built up enough credibility? Have you built up enough rapport? Have you used the transfer of power we talked about earlier?

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


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As I said before, people really don't want you to solve their problems. What they want you to do is provide them with just enough insight to where they can look inside themselves and discover the solution on their own. Instead of showing off your intelligence, show others how intelligent they are. And instead of providing analysis, use synthesis and look at the big picture.

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

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

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


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

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

EXPLICIT QUESTIONS

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

2. Do you mind if we start over? You want to use this one when the conversation starts off badly, is unproductive or


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becomes emotionally charged. It's going in a direction you don't like it and you feel like you're veering off course.

3. Why do you do what you do? Use this question when you want to understand the other person's motivation or you want to help them reenergize their vocation.

4. What has given you the greatest fulfillment in life? Use this question when you want to build a more personal connection. Again, people love to share things about themselves. When you really want to build a personal connection with someone, ask them this question, because they're not going to have a problem telling you.

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

6. Is it a yes or no? Use this question to find out whether someone is fully committed, and to draw out doubts or hesitations.

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


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you want to help someone reconnect to their passions and aspirations.

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

9. What did you learn? You want to use this question anytime someone is sharing an experience or when mentoring or coaching someone else.

10. Can you tell me more? Use this question as a prompt to get people to go deeper.

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

12. What is the most difficult question you've ever been asked? This is the one you ask when you want to know the other person's character.

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

14. How do you see me as a leader (or a colleague, friend, parent). Use this one when you want to discover if those close to you actually understand you.


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

16. If the circumstances were turned around, how would you like to be treated? Use this question when someone asks you for counsel concerning a difficult situation.

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

18. Why do you want to do that? Why? Be careful how you use this one, because it can sound critical or condescending. Use it when you want to get to the root of a problem.

19. What decisions do we need to make today? What have we decided today? These questions will determine the action steps people need to take after a meeting.

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

21. What's the most important thing we should be discussing today? Use this question when making a sales


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pitch — and in update meetings with a client, a boss or when talking with your spouse.

The following are some of the top questions from Peter Drucker (the world's foremost pioneer in management theory) to be asked of corporate and nonprofit boards:

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

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

Questions prompt thought. The minute you ask someone a question, you're automatically beginning to create rapport with them. You're now in an interaction with them. Then there are two things you need to do that are going to trump


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everything else — going back to the 80/20 rule in that interaction to highlight your similarities and avoid your differences.

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

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

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


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

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



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Welcome to the tenth and final module of Maverick Persuasion. I hope you have gotten a lot out of this course.

In Module 9, I introduced the GRIPS method, which stands for gather intelligence, reduce resistance, initiate control, position yourself and then sustain your position. In this module, we'll cover the second part of the equation.

INITIATE CONTROL

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

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

Maverick Persuasion Module Ten

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Go back through Module 2 of this program and refine your storytelling skills. Your ability to start with a good story is going to position you to initiate the control that you need to build that rapport — and start utilizing the different techniques, tactics and strategies like authority, scarcity, comparison and social proof. It always starts with a good story.

The next thing you want to do is position yourself to be the person that person wants to say yes to. Realize this — people will allow themselves to be influenced and persuaded by you for one of three reasons:

1. You have a solution to a problem they have2. You provide an advantage or an opportunity to them they don't currently have in life3. Your provide entertainment. They really enjoy being in your company. This usually happens at later stages of the relationship — once you've cultivated rapport with someone and made a connection. Once you've invested time in the relationship, there will come a point where people will want to comply with you because they're entertained by you and they enjoy being in your company. But in the beginning, it's usually for one of these two reasons.

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


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a solution for or are they seeking an advantage because they're currently dissatisfied with something? Do they trust you? And do they own up to the fact they're looking for that solution?

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

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

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


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objections are before you even make your presentation to this person. You want to do that for two reasons.

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

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

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


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implement. It will be my pleasure to answer any of your questions for you." You then answer those questions throughout your presentation.

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

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

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

SUSTAIN YOUR POSITION


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

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

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


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

HAVE AN ENGAGING HEADLINE

Create that pattern interrupt. Get that person's attention. If you don't have the person's attention, everything else is just a waste of time.

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

Remember that the main job of your headline or anything you write is to get the person to read the next line you write. One great resource I use is Breakthrough Advertising by Eugene Schwartz — a world-class direct marketer. The


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

Another great book is Also Kick-Ass Copywriting Secrets by John Carlton. Both of those books are a little on the expensive side — about seventy to eighty bucks — but well worth it because you can use those headlines over and over and adapt them to your business.

IDENTIFY THE PROBLEM

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

AGGRAVATE THE PROBLEM

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

PROVIDE THE SOLUTION


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You don't leave the prospect hanging. You've got their attention. You've identified the problem. You've aggravated the problem. Now you've got to provide the solution. That solution should be in the form of what we talked about before — your unique selling proposition. What makes your product or service different, better and more effective than everything else out there? What separates you from the competition?

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

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

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


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sales letter — sometimes I get stumped and I don't really know where to begin.

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

PROVIDE YOUR PROOF

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

A GUARANTEE

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


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course, it encourages them to try the product and puts all the risk on me.

Many direct marketers don't guarantee their products. They are afraid they're going to start getting all these returns. Truthfully, the increase in sales you get with a strong guarantee always outweighs the sales you lose from people who cash in on the guarantee and take their money back. If your product is worth it and if you deliver a solid piece of good content, you never have to worry about that. You can guarantee your product for life and I can guarantee you that you are always going to make more money, your bottom line is always going to be stronger and you're always going to bring in more than you lose as a result of people cashing in on the guarantees.

CALL TO ACTION

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

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


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have to have a strong call to action that tells the person what to do: Click the Order Now Button, Click the Add to Cart Button, Click the Link if you're interested in this offer.

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

FUTURE PACING

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

Your next call to action should be logic-based. This should point out all the logical reasons why the person wants to buy your product. Maybe it's the cheapest. Maybe it's the most effective. Maybe it's the most time-tested. Maybe it's the one that's used by everyone else in the world.


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FOLLOW-UP

Last is the follow-up through upsells, cross-sells and trying to sell people other things that are going to benefit them — and that also increases your bottom line.

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

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

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


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

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

That wraps up the entire GRIPS method. Just to summarize.

STEP ONE

Gather intelligence. Find out as much as you possible can about your target.

STEP TWO

Reduce resistance. You want to naturally lower that resistance that people organically have when they think they're about to be sold.

STEP THREE


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Initiate the control. Utilize all the triggers you learned: liking, authority, social proof, scarcity, storytelling — utilize those to initiate control.

STEP FOUR

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

STEP FIVE

Sustain your position by staying in contact, providing value and remaining unpredictable so you always have their attention.

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


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always here to help you, and I look forward to working with you again.

I'll talk to you soon.

[End]


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