A coaching founder fired six of his nine salespeople, locked the other three out of the inbox for 90 days, and found that a written offer doc outsold the whole team.
Posted
8 months ago
Duration
Format
Talking Head
educational
Views
67.1K
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57 · 43
Big Idea
The argument in one line.
Sales calls were a trust tool for a market that no longer exists; now trust is built upstream by content, so a clear written offer plus a weekly deadline can outsell a sales team.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
A coach or consultant who already has paying clients and is tired of spending most of the week on discovery and closing calls.
A founder running a setter-and-closer sales team that produces roughly one new client per salesperson per month.
Anyone selling a high-ticket program who wants a concrete structure for a one-to-two page offer document that buyers can say yes to without a conversation.
A creator with an audience who suspects their offer page, not their content, is the bottleneck and wants a way to tell which one it is.
SKIP IF…
You haven't signed your first five clients yet. The video itself says to do sales calls until you have.
You sell low-ticket products or ecommerce where calls were never part of the funnel.
You have no audience and no content; the system depends on trust already being built before someone reads the doc.
TL;DR
The full version, fast.
Sales calls used to make sense because buyers lacked information and needed a conversation to decide whether to trust the seller. Today trust is formed through content long before anyone reads an offer, and buyers have bought coaching before and resent pressure. The replacement system has three parts. A one-to-two page offer doc built on five elements (promise, guarantee, bonuses, payment plan, urgency) can make a sale on its own. A weekly sold out sequence of themed emails and posts (problem, proof, philosophy, plan) pushes more people to that doc. Content that maximizes time on brand creates the demand that makes the rest work. Judge the system on clients signed per month, not on the close rate of the last step.
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Claims $1.6M a month and a new high-ticket client every 16 hours with no sales calls. Filming outside in the rain with soggy notes.
00:29 – 04:17
02 · Why sales calls stopped working
Three shifts: information asymmetry is gone and trust moved upstream to content, buyers are experienced and resist pressure, and calls were only ever the easiest place to start. The end state is closing schmucks or managing schmuck closers. Proof: 45 clients a month, capped, with 22 refunds for oversubscription.
04:17 – 07:22
03 · Conversion rate vs throughput
A six-step call funnel leaks at every stage and only reports the close rate of the final step. The new two-step path sends traffic straight to the offer doc, so far more people see the offer.
07:22 – 09:03
04 · The only valid reasons for sales calls
Gurus keep teaching calls because they don't know another way. The one legitimate reason: a new offer or new coach should do calls until the first five clients, illustrated by helping Ali Abdaal drop calls after his first cohort.
09:03 – 13:44
05 · The experiment that killed the sales team
Nine salespeople produced nine or ten clients a month because marketing was weak. Six were let go and three were paid for 90 days to contact nobody. Goals were relieved (1 sale), happy (10) and thrilled (30). Month one hit 12, and it climbed to a 45 cap.
13:44 – 15:28
06 · Doc, deadline, demand
The doc makes a sale, a deadline makes sales every week, and demand from content makes it scale. A friend's offer doc reads like a receipt and still sells because his audience is so strong.
15:28 – 19:42
07 · The offer diamond
Product is what they get, offer is the packaging. Buyers weigh perceived risk against reward. Five elements: promise in three phases, guarantee, bonuses that speed results, payment plan, and urgency or scarcity. The goal is a page you can slide across a desk in silence.
19:42 – 23:17
08 · Inside the real offer doc
A walkthrough of the Black Belt doc: the million-a-year promise, phase one's two months of leads, clients and money, who it's not for, the 60-day love it or leave it guarantee, pay plans, and the 10K in 10 Minutes bonus.
23:17 – 26:09
09 · The deadline: sold out sequence
Every week gets a job. The one-week campaign opens with an announcement, themes days on problem, proof, philosophy and plan, links every piece to the doc, and closes with a countdown or spots remaining.
26:09 – 29:20
10 · Demand comes from brand
Going pro with content made the business grow five times faster. Buying tracks time on brand, not time on list, so the job is to get prospects to binge. When a doc underperforms, the problem is upstream.
29:20 – 33:11
11 · Content: volume, value, velocity
Don't chase every platform. Under $30K a month, one short-form channel for reps. Up to about $1M a year, add one long-form channel like YouTube. Then make content useful but incomplete, create desire-based tension, and bridge every piece to the next yes.
33:11 – 34:05
12 · Recap and sign-off
The old sales model fits a world that's gone. Doc, sales process, demand. Offers the hand-drawn notes as a PDF.
Atomic Insights
Lines worth screenshotting.
The sales call was originally a trust verification tool for the buyer, not just a closing tool for the seller.
Trust has moved upstream: by the time someone reads your offer, they already decided whether they trust you, and they are only asking if the offer fits.
There are no high-ticket virgins left; most buyers have already paid for coaching and are more resistant to getting on a call because of it.
Call-based close rates only measure the last step, which hides the prospects lost at booking, no-shows, triage and follow-up.
You can't spend a conversion rate. Throughput, the number of clients signed per month, is the number that matters.
Sending traffic straight to a written offer converts a little worse per view but gets far more people to the offer than a six-step call funnel.
Most businesses don't have a conversion problem. Not enough people ever saw the offer.
Do sales calls until you have signed at least five clients on a new offer, then stop; their real value is learning what to write.
A nine-person sales team averaging nine or ten clients a month is a sign of weak marketing, not weak selling.
After cutting the team and banning follow-ups for three months, a written offer doc sold 12 clients in the first month, more than the whole sales team averaged.
Only two forces decide a purchase: perceived risk and perceived reward. A good offer shrinks the first and makes the second concrete.
Split the promise into a quick result, a better result and the final outcome, because nobody buys a long wait for a single payoff.
Modern buyers value speed over stuff, so only add bonuses that make the result faster, easier or better.
A clear 'who this is not for' section lets the right clients self-select without a call.
If an offer doc isn't selling, the fix is almost never the doc. The problem is usually upstream in demand.
Sales come from time on brand, the minutes someone spends consuming your content, not time on your email list.
A great email, a great reel and a great carousel are the same piece of content in different formats.
Content that gives everything away but creates no tension builds trust without creating demand; aim for useful but incomplete.
A funnel is just a series of easy yeses, and most creators never link one piece of content to the next step.
Takeaway
A written offer can outsell a sales team
WHAT TO LEARN
Once content has built trust, a clear offer doc with a weekly deadline signs more clients than calls, and when it doesn't, the fix is more demand, not better closing.
02Why sales calls stopped working
Calls once solved an information gap; buyers now settle trust through content before they ever see your offer.
Experienced high-ticket buyers resist calls and pressure, so a call step filters out good prospects as well as bad ones.
03Conversion rate vs throughput
Count total clients signed per month, not the close rate on calls, which ignores everyone lost at booking and no-shows.
A two-step path from content straight to the offer gets many more people to the decision point than a six-step call funnel.
04The only valid reasons for sales calls
Use sales calls only to learn: do them for your first five clients on a new offer, then move the lessons into writing.
05The experiment that killed the sales team
A sales team averaging one client per person per month usually signals weak marketing rather than weak selling.
Test a big change with tiered goals set in advance and a clean setup, like banning follow-ups so the result is unambiguous.
06Doc, deadline, demand
A doc can make one sale, a weekly deadline makes sales every week, and demand from content is what scales it.
07The offer diamond
Every buying decision weighs perceived risk against perceived reward; design the offer to shrink one and sharpen the other.
Break the promise into a quick result, a better result and the end goal so buyers see an early win.
Only add bonuses that make the result faster or easier; buyers now value speed over a pile of extras.
08Inside the real offer doc
Spell out who the program is not for so the wrong people disqualify themselves without a conversation.
A short trial window where either side can walk away removes most of the risk of starting.
09The deadline: sold out sequence
Give every week one job: open with an announcement, theme each day on problem, proof, philosophy and plan, then close with a deadline.
Link every email and post in the campaign to the same offer doc; one piece of content can run in every format.
10Demand comes from brand
Prospects buy after enough minutes of your content, so design nurture to make them binge rather than wait.
When an offer stops selling, look upstream at demand before rewriting the page.
11Content: volume, value, velocity
Pick one short-form channel for reps, add one long-form channel later, and skip being everywhere until you have a team.
Make content useful but incomplete with open loops, and give each piece a natural bridge to the next step.
Glossary
Terms worth knowing.
Offer doc
A one-to-two page written document that lays out a program's promise, plan, guarantee, pricing, bonuses and deadline so a buyer can decide and pay without talking to anyone.
Information asymmetry
A market condition where the seller knows far more than the buyer, which once made a live conversation the only way for buyers to evaluate a high-ticket purchase.
Triage call
A short first call in a two-call sales process that qualifies a prospect before booking them for the actual closing call.
Throughput
The total number of clients signed in a period, as opposed to the percentage of offers that close at the final step.
Risk reversal
Any term, usually a guarantee or trial period, that moves the risk of a bad outcome from the buyer to the seller.
Sold out sequence
A one-week campaign that opens with an announcement, runs themed daily content on problems, proof, philosophy and plan, and closes with a countdown or limited spots.
Time on brand
The total minutes a prospect has spent consuming a creator's content, used here as the real predictor of when they will buy.
Brandwidth
The speaker's name for a lead-nurture strategy that tries to increase how many minutes of content a prospect consumes, and how fast.
Open loop
A question or promise raised in content and deliberately left unresolved, which creates tension that pulls the audience toward the next step.
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metaphoranalogystory
You've been told that you need to do sales calls in order to grow and scale your coaching business, but it's just not true. In fact, a year ago, we quit sales calls altogether. And now, because of that decision, we do 1 .6 mil a month on a bad month.
So in this video, I'm going to show you the exact system that we use to sign a new high -ticket client every 16 hours without talking to a single soul. All right, full transparency, I love shooting videos outside, except when it starts to rain. So I've got some soggy notes, but I've also got coffee and karaage chicken.
So this video is going to be a banger. So the rumors are true. The world's different now.
The market's changed. People buy differently. You've got options that you never had before, but most coaches are still stuck selling and marketing the way they sold in 2021.
But it's 2026 and beyond. There's a new game to play. So selling with sales calls made sense before because the market had a real core problem that there was information asymmetry.
In other words, you had knowledge that your prospects didn't. The only way they could get the answers they needed was to talk to you. In fact, the sales call was a trust verification tool.
for them as well as a sales tool for you. They didn't know what was going on. They didn't know if they could trust you.
They didn't know if your stuff was legit. The only way to get that information was to talk to you on the phone or on Zoom or something like that. But those days are gone.
People used to book sales calls to find out if they could trust you. Now, there's still a trust demand, but trust has moved upstream. They find out if they could trust you way before that.
They don't even book a call if they don't trust you. So trust has moved upstream, particularly with content and media. So nobody's going to come to your offer doc going, I wonder if I can trust this person.
They've made that decision beforehand and they look at the offer doc to go, I like this person, but is this offer right for me right now? So the market's changed. Buyer behavior has changed as well.
Because in the old days, we had a bunch of high ticket virgins. They'd never bought coaching before. And so talking to you was new and scary and they needed to like filter you with the conversation.
But the truth is that there's no high ticket virgins anymore. Everyone has talked to someone like you before, bought something like yourself before, had an experience. Usually not a great one, but they know how the dance is made.
That makes them way more resistant to getting on a call, even if it's someone whose stuff they've been following. In the old days, because of the information dynamic and the fact that they didn't know what was going on, you had the power, but that's completely different. Now we've got high agency buyers.
They're already problem aware, they're solution aware, and they're not looking to be sold. They don't like high pressure. They don't like the weird power dynamic that people try to pull, manipulative sales bullshit.
They just want to see the offer and go, does it now my problem? Does it have a promise that I trust and a plan? And can I afford the price?
And they can make their own damn decisions. Shit, man, you've been buying stuff on the internet for years. Why should this be any different?
The third reason that so many coaches still sell with sales calls is because that's how we start. Because when you're getting started, it's the simplest thing. It needs no tech and it's really simple.
Get somebody on the phone, talk to them about your stuff and have them buy. It's simple. Watch very closely.
Simple, but... Sucky. After you've done a few sales calls, you get the process.
I'm really freaking good at them. I've done hundreds of those things. Got really boring really quick.
So if you stick with this, you've got two options. Either spend all of your time closing schmucks on the phone or on Zoom. Kids walk in, hey dad, what'd you do today?
I closed schmucks. I mean, look in the mirror, dude. There's got to be a better way to live.
So many coaches live in the closing schmucks game. Not super fun. The ones who are clever swap closing schmucks for managing a team of schmuck closers.
And so you end up like running a call center, managing dudes, and you trade coaching clients for managing a bunch of dudes who are whiny, the leap, they say the leads aren't good enough, give you a bunch of excuses. You're just hurdling toddlers. It's awful.
I don't know about you, man. I've got better shit to do with my life. Because of the two things we just talked about, trust has moved upstream with content.
And because the buyers are smarter, there's an easier way and a much more scalable way to sell your coaching. It's attract leads, let them read the offer and make their own damn mind up. And they do.
And they will. I almost titled this video how we sign 30 high -ticket clients a month. And I picked 30, even though the number's really 45, because I didn't want to freak you out.
We signed 45 high -ticket clients into Black Belt last month and the month before and the month before. And the only reason it wasn't higher is because we capped it at 45. We had 67 people try to buy and we just refunded the other 22 because we were full.
Thank you very much. Life is good. We don't have a demand problem or a supply problem.
We've just got like enough. Thank you very much. The system just works.
All right, let's get down to business. The number one question I get. about this stuff after like well how does it work and will it work for me is this but don't sales calls convert better isn't the conversion rate better on a sales call i mean yeah it probably does but you can't go to a shop and spend conversion rate you spend money and so only idiots think about conversion rate because the thing we really want to be talking about is throughput is how many clients we sign per month Let me show you what I mean.
Again, think old way, new way. I don't know what kind of call -based funnel you're running, but it probably looks something like this. Imagine a funnel, but we're just going to flip it on the side because that's the way my paper goes, so deal with it.
Six phases. How do people start? Well, they see stuff on socials, or they click on an ad, or they get an email.
Where do we send them? Well, we send them to a call booking page. A chance for them to like book in on this day at that time.
Here's the thing. Sometimes they don't. So you lose dudes.
They book a call. The idea is that they show up for that call. Many people do a one call close.
Others do a two call close. We'll do a two call here. Triage call.
So they book a call and they show up. But sometimes they don't and they leak there too. Let's say that call goes really well and we book the actual sales call.
Sometimes they don't. Sometimes we make an offer. And sometimes it's clear to them that it's not a match.
So you just wasted a bunch of time. When you make an offer and you get a happy client paying you money, sometimes, but just as often, they don't say yes. Every step in the sales process is an opportunity for people to not do the thing that we want them to do.
So everyone designs it for, yeah, it's perfect. Here's the thing. When they talk about conversion rate, this is embarrassing, but it's true.
When they talk about conversion rate, they're not talking about the conversion rate from here to here. They're talking about the last bit. How many people did I offer to say yes?
That number looks really good and really impressive. But let's be honest, dude. You lost most of your dudes before you even got to that place.
Uh -oh. So let me show you the new way. The new way is much simpler, and it's not built on conversion rate optimization for the tiny last step in a long, lengthy, leaky process.
Instead, it goes like this. There's two steps. It starts the same way.
There's socials. They see your content. Or they click on an ad.
Or they click on an email. Where does it send them? It sends them directly to the dock with the offer in it.
There's no leakages along the way. So yeah, this probably converts a little bit less, particularly the first time. But guess what?
It's way easier to get 100 people to see this thing than it is to get 100 people to get to that point there. So you're measuring apples and karaage chicken. They're not the same thing.
Conversion rate is a... vanity metric. And it's important if you're running that to optimize all the steps.
But honestly, your biggest problem right now isn't my conversion rate. You don't have a conversion rate problem. You've got a not enough people even saw your offer problem, which this solves in one move.
Okay.
Let's talk about the gurus. So why are all the gurus still telling you to do it the old way when there's clearly a new, better way? Firstly, because they don't know how.
And number two, they think it doesn't scale and they are dead wrong. So let me get this straight, Tux. Are you saying you think sales calls suck?
Yeah. I totally am. I think there's only three legitimate reasons for doing sales calls.
One, you're a psycho who enjoys the thrill of closing schmucks. Or you enjoy managing schmuck closers. If you've got this far, that's probably not you.
Second reason is actually a legit valid reason. If you're launching a brand new offer or you're a brand new coach, I highly recommend, in fact, I insist that you do sales calls first until you've signed at least your first five clients. That's how you learn your market, sharpen up your offer, and you learn what to say in your marketing and sales materials so the deals close easier from then on.
A couple of months ago, we were in Palm Springs at a boardroom event and I was sitting down with Ali Abdaal, who I love. By the way, you should follow Ali on YouTube. He's amazing.
We helped him design and launch his new program. That's why he came to us. In his first cohort, I think he signed 20 or 30 people and deliberately, he did it on sales calls.
So we could learn. But then it was time to like, he's got a dial. It's working really well.
Yes, it is raining on my shoulder. He's got a dial. It's working really well.
And he's about to do it again. I'm like, why are you doing sales calls? And he just didn't know that you didn't have to.
How many sales calls did you do to get the 30? And he said it was like 45 or 40 or something like that. Maybe 50 calls.
I'm like, did you learn a bunch? Yeah. Great.
Do you think you've learned enough? Yeah, I think so. Great.
Did you enjoy the sales calls? Hell no. Well, let's never do that again.
I showed him what I'm about to show you. Sold out. And sold out and sold out.
45 people a month. It's very easy. Only valid reason for doing sales calls, other than you love closing schmucks, is to learn something brand new.
All right, so let's talk about how to. Honestly, the hardest part about this whole process is the fear you're going to have about giving up the way you've been used to. That was definitely the case for me.
I thought about selling without sales calls for like a year before I pulled the trigger. Let me show you the experiment that got me over the line because I think it'll inspire you and hopefully give you permission to do the same. We treat our business like a lab.
And we're always running experiments. Every experiment follows the scientific method. Usually there's some kind of problem that we're trying to solve, a hypothesis or idea we have, a test that we run, and then we review the results and make some decisions.
Here was the problem. I just wanted on the record that it's dripping on my shoulder right here.
But I'm tough and I'm doing this for you. So here was the core problem I was trying to solve. At the time, like I...
I'd stopped doing sales calls myself ages ago, and I built a sales team. I had the team of schmuck closers. By the way, they're amazing people.
I love every single one of them. They weren't schmuck closers. It was just the model I knew at the time.
We had nine people in sales working really hard. To be honest, the biggest problem wasn't a sales problem. It was a marketing problem.
Because marketing wasn't as good as it frankly needed to be, the sales team had to work overtime. Every time somebody raised their hand or even clicked like on something, they would have to pounce because there just wasn't enough good leads. pre -qualified, pre -sold coming towards us.
So they had to pounce. We had some great months. We had some awful months.
I'm sure you've had the same. If you average it out that year, it's like nine or 10 new clients a month from a team of nine. That's one each.
I'm embarrassed to admit this, but it's the truth. I gotta be honest with you. There was people in the DMs across different channels.
There was triage people who would qualify. There's a closer, there's a sales manager, all of those people. And it wasn't working.
And I think it's because when we thought about what's going on here, this was the problem. We were sales heavy because we were marketing light. We were down here.
Marketing was lame. So we had to work double time down this end of the spectrum. The hypothesis was, what would happen if marketing actually got good?
Because I got good at marketing in the first place because I was terrified of sales. And I figured out way back then and then probably forgot. that good marketing, it's really hard to write on wet paper, just so you know.
The hypothesis was that good marketing makes sales easy and sometimes unnecessary. I can't even spell necessary, whatever. So we decided to run a test.
What would happen if we took the sales team out of the equation for a little bit? So we had nine. Three of them were gangsters.
They were OGs, friends of mine for a long, long time. And we kept three and to the other six, we parted ways. Don't worry, we looked after them.
We got them, helped them get jobs in other places. Nobody was hurt, okay? What do we do with the other three?
Well, for three months, we locked them in a cupboard. They were on full pay, average of their last six months pay or whatever it was for three months on the condition that they didn't talk to a single soul. So not allowed to do follow -ups, not allowed to message anybody.
If somebody reaches out to you, ignore. I wanted the test to be pure. Let's see if marketing on its own can outsell sales.
Well, what happened? Well, we had three goals.
You know, in the Olympics, they have like bronze, silver, and gold. We didn't really have a bronze, silver, and gold, but we did have a relieved, happy, and thrilled. Okay.
So it looked like this. Phase one, we would be relieved if we could sell one person without a sales team. There's one.
This is proof of concept. Oh my God, I'm not crazy. This might actually work.
We'd be happy if we could match the sales team numbers, which is like nine. Or 10. We'll call it 10.
We'd be thrilled if we could get to 30 sales a month because that adds a million a year to the business every single month. No chance, we thought. Probably not.
Maybe. So we ran the test for three months. The very first month, we passed goal number one.
We sold one sales list. In fact, we sold 12. So we beat goal number one and two.
We were both relieved and happy in 30 days. So we matched it. And then we beat it.
And then we beat it by a little. And a little bit more. and then by a lot, and now by a really lot.
I told you before, our numbers went 10, 15 a month, 20 a month, 30 a month. We're at 20 for a little bit, 30 for a little bit. October and November were a bit mental.
45, and then we just capped it there because we're happy. So the results were relieved, happy, and now thrilled. All right, Tux, sounds good.
How the hell do you actually do it? Hopefully now you're convinced that it's worth at least listening to and maybe giving it a go. So let's take these same three steps because there's only three things you need to make the whole system work.
If you want to make a sale, you know, relieved, you only need one thing. You need the doc. This is like the one or two page document which explains how the program works.
You can make a sale this week just like that. If you want to sell more, we want to take the doc and add one move. And we want to add a deadline.
This is how we go from making a sale to making a sale every week. And the deadline is a simple campaign. We'll walk through it in a minute together.
where over the course of the week, we get people excited about the work you do, the problems, the proof, the plan, the philosophy, all the stuff. So they read the doc and say, I want in. But if you want to be thrilled, the thing that really moves the needle is we create demand.
This is where content comes in. To be super honest, I could have made this whole video about the doc, but you'd be so disappointed because the doc is super easy. The better your content is, the more demand you generated.
the less important your doc is. I've got a great friend who honestly, when I looked at his offer doc, because he showed it to me, it read like a receipt. I thought he was just sending me like a list of like the five things that are in the program.
I was like, okay, so that's what's in it. Where's the doc? He goes, no, that's the doc.
I'm like, you sent them that. It's like, yep. I couldn't believe it worked, but of course it worked because he's built a great audience and it sells like crazy.
Good marketing makes sales easy and sometimes unnecessary. So we're going to do the doc, the deadline, and I'll show you how to build demand. So let's talk about your offer doc.
It's your offer. in a document, offer doc. I'm going to sketch it out for you, but I'm using fat pens.
If you want to see a live one, you can study it, tear it down, make your own. I'll put a link in the description below. It'll probably say something like, look at Taki's offer doc here, or something clever like that.
You can have a look. Is that cool? So the first thing we need to understand is the difference between a product and an offer.
Sean, it just passed me a protein bar. Let's have a look.
That's the product. It's what... Your stuff is, you know, the calls and the da, da, da, da, da.
The product doesn't change. If you're under a million dollars a year, you should have one product, not five or six or a tripwire and a thing into that, one. This is your offer.
It's the packaging. It's the wrapping that we wrap your product in. And the truth is that your offer is the most important thing in terms of getting clients, in terms of keeping them and winning and developing a great reputation.
Your product better be damn good. We're not going to talk today about your product. I'm going to assume it's good.
If it's not, come find someone who can help you. I'd be looking for someone barefoot and Australian, but that's just me. Let's talk about your offer.
In order to create a compelling offer doc, we need a compelling offer. Because all we're going to do is take the five ingredients and then pull them onto a page. So your offer is designed to be something that they'll be pumped to say yes to.
There's only two forces which decide whether somebody says yes or they don't. It's perceived risk, perceived reward. Right?
And so our job in the offer is to remove as much of the risk as we can and make sure the reward is clear and compelling and tangible and obvious. Risk stops people from saying yes. Reward makes it more likely.
And if these things are balanced, you can still do okay if you leverage urgency and scarcity, which we'll talk about in a minute. Really though, when we design the offer, our core goal is how do we remove as much of this as we can and how do we go heavy here? So it sells itself.
Your offer only needs five things. And we lay it out. in a diamond.
The things on the left, remove risk. The things on the right, add reward. The thing at the bottom, tips people over the edge.
Let's start with the two most important. On the reward side, the most important thing your offer needs is a promise.
A clear outcome, a result for people to get. Promises usually come in a big happy end result at the end. But if that's all we're selling, stay with me for a long time and eventually we'll get good.
We're not going to sell very many of anything. So we usually break it up into three phases. First, quick result.
Then, better result. Last, happy leave you're after. The wind just blew my page and now I've drawn a red line.
It's my gift to you. On the opposite side, the second big factor, if we're going to remove the risk, is just how do we guarantee it? How do we make it safe for people to buy?
The guarantee. It's basically, if you work with me, we'll get this result. And if we don't, what happens?
I was chatting with a client today called Emma. She's a career coach to women 35 to 55 who are like mid to senior leaders and managers in a company. And her promise is, we'll get you your next job inside 90 days with at least a $10 ,000 pay rise, or we'll work with you for free until we do.
Clear. These two go hand in hand. Promise, but if it doesn't happen, we'll look after you like this.
Next up, bonuses. Bonuses are just reasons to do it. right now.
You don't have to throw the kitchen sink at it. The old days, we used to think that we just throw as many extras as we could, but the truth is people now value speed more than stuff. And so we only want to add bonuses that help them get a result better, faster, or easier than they could do with just the rest of the program alone.
Bonuses. Next on the risk side of things is the payment plan. Are there ways to make it easier for someone to pay the money?
So you probably have a pay in full or an annual. You might also have a monthly or a weekly or a three pay or whatever. We just want to engineer the pricing so it's easy for people to say yes.
And then finally, the final part of your offer is once we've dialed all of these up is how do we add urgency, limited time or scarcity, limited spots to get people to do it now and not wait till later. When these five elements are dialed, your offer will sell itself and it doesn't need a salesperson. In fact, we want it to be so clear and written down that we just like put it on a sheet of paper and slide it across a desk without saying a word and have them pick it up, read it and go, it sounds kind of great.
I'm in. That's what we want. So that's what we did.
And that's what you're going to do. So we take these elements and we put them into the doc, which I'll walk you through in a moment. In fact, if you want to see what they look like in practice, what I would be doing if I was you was like, okay, I get it, but I want to see it.
What did I say that link was going to be called? Take a look at Taki's doc here or whatever it is down there. I want you to read it with this lens.
I want you to be looking for the promise, the bonuses. The payment plan, the guarantee and the urgency and scarcity. They're all real and they're all intentionally put in the dock.
So we take your offer diamond and we stick it in the offer dock. I'm going to show you mine. If I were you, I'd like read through it with a fine tooth comb because you're going to see all of the elements here in detail.
I'll call out a few of the key pieces, but I need you to know that it doesn't have to be written perfectly. The offer itself is doing the heavy lifting. The dock is just how it's written down.
Ours is polished. It's been refined over years. It works like a treat.
But if yours isn't perfect the first time, that's not a reason to not do it. Also, when you first get started, you're probably going to like take one and just like change the word Taki to insert your name here. I get that.
It's way better when you make it yours, but it'll be okay to start. It starts with a promise. First sentence.
Our goal is simple to get you to a million dollars a year in just four days a week. Leads every day, sales every week and clients who stay for years. That's the end result at the end of the process.
Phase one. And phase two, they're a bit further down. I won't go through them all, but let's just go phase one.
Phase one is the first two months of working together. It's two months of leads, clients, and money. They're the three things that most people seem to want.
Nobody's ever complained that we made the money and we weren't super strategic in the first couple of weeks. So the first two months are very tactical, focused on putting enough money in your bank account to more than pay for Black Belt for the whole year and giving you a game plan to scale it up fast. So that's phase one.
Phase two, we'll skip for now. Phase three is it gets amazing and we get people to a million bucks a year and we do it every week. There's another piece that isn't part of the offer doc, but it's really important if you want to attract the right clients without having to talk to them.
A really clear description of who it's not for and who it is for. So this black belt is not for you if you're just getting started and you haven't made a sale yet. It's just not.
If you think all you have to do is manifest and success will come to you, I think motion beats meditation most of the time. If you've already worked with seven other coaches and they're the problem, I don't want to be number eight. And if you want to build a huge team, hustle 24 -7.
And be stuck in meetings trying to manage everything to grow. I'm just not your guy. So there's like who it's not for.
And then there's a who it is for. Okay. Let's scroll down.
So then we go through phase one, phase two, phase three. Guarantee risk reversal. It pays for itself in the first 60 days.
By the end of phase one, we're going to know if we want to keep working together or not. So there's a 60 day love it or leave it period. If something's not right or either of us just isn't feeling it, we just tear up the agreement, walk away as friends.
So there's no risk. I'm just making it safe to start. As long as we're both good, we'll move on to scaling you up in phase two and three for the next 12 months.
Pay plans on there too. Bonuses are right at the bottom. P .S.
As soon as you decide, we'll give you access to a little program we call 10K in 10 minutes. It's a cash injection series. It's six short videos that it takes you 10 minutes to watch, 10 minutes to do and makes you 10 grand.
It's kind of dope. A lot of people, about 30 % of the people who joined Black Belt before their kickoff call have already made, paid for Black Belt for the whole year just because of this. So that's fun.
Urgency and scarcity. Normally it lives up the top. But at the time of this filming, Black Belt sold out in January and in February.
And so we're open for March, but normally it'll say how many spots are left and when the applications close. All right. Remember in the how -to, I said there was three key parts.
We've just nailed your dock. If you pause the video right now and you never did anything else, that'll be enough to sign a client this week.
But I want more than one client this week. I want lots of clients every week. So then we need a deadline.
So we've got a dock. But if you remember, the dock is the end of the process. And what we want to do now is work on how do we get lots of people this week to see it so that some of them buy from you.
There's a lot I could say about this. I'm just going to give you the outline of the campaign that we run. There's other videos on the channel about how to do that.
And I trust you to poke around and find them all. So when I'm planning our marketing, I think about the calendar across a month.
And if an average month... It has four weeks because, you know, calendars and stuff.
I think every week should have a job. Every week we make an offer and we send people to it. What I want to do instead of mapping out the whole month is I just want to zoom in to a week so you know what a campaign kind of looks like.
So let's just pick this week right here. Let's sketch out if we want to make some sales that week, how do we do it? If you want to get more people to see your offer doc so that they buy, all you need to do is run something that we call the sold out sequence.
It's a one week campaign and it looks like this. I'm going to show you the full thing. You don't have to do it all.
Just take the bits which work for you. Often people will ask when you say this on this day and this on this day, are you talking about emails or what do I do for socials? It's the same content.
A great email is a great Instagram reel is a great carousel. It's the same stuff. Every campaign starts with an announcement.
Just a little note that says, we're about to open up the doors to this program. Keep an eye out. And it closes with either a countdown timer of there's 24 hours to go and then it's done.
Or there's three spots to go. There's two spots to go. There's one spot to go, depending on how you're playing.
So what do we do in between? Well, that's where the fun comes. I like to look at my offer through four different lenses.
And I theme one day about each of them. First up, I like to talk about the problems and pains. that people experience and will continue to experience if they don't get this stuff sorted.
That's day one. The next day is proof. Tell the story of a client who's done really well because of the thing that you're offering.
Next up, your philosophy. We're just going to highlight the old, bad, dumb way of doing things and your new, cool, better way, just like we did at the start of today's video. I like to do that on day three, but you can put it wherever you want.
Lastly, the plan. What are the steps? How do we implement the stuff?
What do we do if we work together? Do you want to see one of these campaigns? Make sure you get my emails because you'll see these regularly.
See it in action. So that's the full menu. You don't have to do all of these pieces.
Well, I do, but you do you. Each one of these pieces at the end, whether it's a piece on social or an email, has a link to that beautiful golden dock that we just talked about before. We run this for a week.
We sell out every time. And now we go from like a dock that makes us sale or a sale every now and again to sales every week. We call this the sold out sequence.
And that, my friend, is the deadline piece. We can sell one. Now we've got a system that we can sell many all the time.
If we want to ramp it up and have a ton of fun, that's where demand kicks in. I'd like to dedicate this next bit to the scale bros who say you can't do big numbers without sales calls. Of course you freaking can.
Here, with demand. Let me show you how it's done. If you want to scale it up, the thing that's missing is demand.
Most people have lots of supply and not very much demand. The thing that I learned last year is that demand... comes from brand you know it's true because it rhymes um so here's what i mean compared to a year ago our business is literally growing five times faster five times more clients every single month joining and staying than 12 months ago all because exactly 12 months ago i made a decision to go pro with my content i'm here shooting this video for you in the rain and the wind and all the stuff and i'm not doing it because i want to get famous on the internet or become an influencer i'm doing it because i want to be influential here's the key idea that everything comes back to you see some people talk about uh running ads with a tripwire offer so they can liquidate the ad spend quickly i've never been very good at that game i'll just be honest the way i used to run things was people would opt in and then i'd nurture them and over time eventually they get to the point that they'd buy and some people would buy really quickly some would take weeks some would take months some been on my list for years and then finally decided it's the right time i was focused wrongly on time on list in other words if they stay in the pot long enough eventually some of them will cook
It's true, but I missed what was actually happening. What was really happening, it wasn't about how long they were on my list. It was about how much time they spent, time on brand.
How many minutes they spent consuming my content. And so when I realized that it wasn't how long they were on the list that actually made a difference, it was how much time they spent consuming. Once I figured out that it was about time on brand, not time on list, we reoriented our whole lead generation and lead nurture strategy to focus on how do we get people to...
consume more of our content faster because binges are bias. We call this whole strategy brand width. There's a video somewhere on my channel about how to do it.
If you want to go deep, go there or look out for the updated version coming out in a couple of weeks. I define brand width as the number of minutes somebody consumes of your content. And our job is to get them to consume more of your stuff much faster.
So it doesn't take years anymore, but we can get them there in days or weeks, not months or years. So if you've ever tried to sell with a dock and it hasn't gone exactly how you wanted, The answer is almost never the doc.
We can look at that and make any tweaks in 10 minutes. That's easy. The problem is almost always upstream.
I could talk about this stuff for days, but we don't have days. We've got one YouTube video. Let me just say this.
You can get a lot of things wrong. Good content covers a multitude of sins. My friend Sharan says that fame is the most efficient business model.
Remember earlier, I told you about my friend whose offer doc reads like a receipt. I mean, literally, it just reads like an itemized list of the five or six things you're going to get. One line per thing.
And that's it. No promise. No, none of that stuff.
Yeah. Why does that work? Well, it shouldn't, but it does because he's got a massive line of people queuing up to work with him because of the content he's put out.
Lean into that. The biggest mistake I see coaches make with their content is trying to be on all the platforms all the time. It's just the wrong strategy.
Unless you're at an eight -figure business, but we are, and I'm only on Instagram and YouTube, and that's kind of it. I just break down the content strategy. into three phases.
If you're under 30K a month, just do this bit. If you're between 30K and say a mil a year, maybe add this bit. And if you're over, you've got options.
This is what you're supposed to do. There's things about that and I'm not doing it. Three phases.
Phase one, volume. It's about reps. Because when you do the volume, when you do the reps, you learn your voice.
You learn your market. And frankly, you learn marketing. At this stage, I reckon it's just like one times short form platform.
And that's it. Pick the channel that you care about, that you've got an audience with, that you've got an existing audience in. And frankly, the one that you're probably most native to yourself, the one that you go to, that's where you should go.
Next level is about value. It doesn't have to be daily at this stage. It can be if you want to.
But all we're going to do is we're going to do less, but better. The only real tweak we're going to make is we're going to take a short form platform and we'll probably add one long form channel. Highly recommend YouTube.
That'll get you $2 million a year. And if you're lazy or efficient like me, that's all you need for a lot of cash. Phase three, velocity.
This is where you're omnipresent on all the channels all the time, like Hormozy and the big dogs. Cool, you do you. This just comes down to team, tech, and systems.
There's three levels.
I'll just do this one. Pro tip for the Gs. I was talking to an absolute gangster this morning.
His content, his channels are way bigger than mine, but he's new to this coaching space. He's like, you can probably look at my content and see a bunch of things that I could be doing better or that I'm missing out on opportunities. I'm like, like, frankly, dude, you are killing the game.
By the way, I know that you're watching this and I love and appreciate the hell out of you. If you are optimizing for sales, which he's not, there's probably some tweaks I'd make. But he's optimizing for trust.
I think the secret to content, regardless of the platform, is number one, it wants to be useful. Specifically, we're just going to talk about and solve problems that your market has, that you've got an opinion or a contrarian take on. The thing that he's missing is that he's giving away all the secrets.
Awesome. But at the end, he creates no tension. Marketing is the creation of desire -based tension.
So if you want to up the demand that you create, I think like useful, but incomplete is a nice frame. Our job is really to stretch the gap between where people are and where they want to be.
Maybe leave some open loops. The truth though is, when you give freely of your information, most people don't go, thanks, I'm going to implement all of this all by myself. Most people go, that's amazing.
Now I know someone who can help me and they just lean and say, hey, you know that thing you told me? I know that I know how to do it, but can you do it with me? That's where you sign clients.
Maybe, just maybe, open some loops. Third piece. This is a biggie.
Almost nobody does this. We're not posting content for the sake of posting content. Our job is to create content that bridges to our offer doc, to your world, to the next step in your world.
So think about when you post a piece of content, is there a natural bridge to the next step? Because a funnel is just a series of easy yeses. And most of us don't link the yeses together.
On short form, sometimes it's a call to engagement. If we think about invitations. it's usually a low risk next step or a chance for people to find out how to do the next thing with you.
Speaking of which, if this has been useful and you want to know how to implement this whole system and what it really takes to get to a million bucks a year, there's a video. It's called the MDP Meet Old Plant and it walks through the whole thing step by step by step. Could be useful.
The link's down there. So if you get anything from this video, let it be this. The old way, the way we're taught to sell with sales calls is based on a world that doesn't exist anymore.
The market's different. Your buyers are different. You don't need it.
And the only possible reason for selling with sales calls is because you'll want to spend your time taking money from schmucks. So if you hear some guru telling you that the only way to scale is from sales calls, just look them dead in the eye and go, it's my business and I'll do what I want. How do we do it?
There's three steps. All we need is step one, a dock, a simple way to make a sale. Step two, a sales process that gets more people to look at the dock.
And then third, demand. So we can get people to watch your stuff and spend a little bit of time because if they binge, they'll buy. I just realized I've never done...
coloring in on a YouTube video before. If you want a copy of this, I'll just take photos, make them a PDF, and this could be a nice little summary. I'll put a link in the thing below because it might be useful.
So thanks for hanging. It's been really fun. I'll see you in the next one.
The Hook
The bait, then the rug-pull.
The opening claim is blunt: the business quit sales calls a year ago and now does $1.6 million a month on a bad month, signing a high-ticket client every 16 hours without talking to anyone. The rest of the video is the case for why calls stopped working and the three-part system that replaced them.
Frameworks
Named ideas worth stealing.
13:46list
Doc, Deadline, Demand
Doc: a written offer that can make one sale
Deadline: a weekly campaign that makes sales every week
Demand: content that scales sales by building trust
The three parts of selling without calls, each tied to a level of results: relieved, happy, thrilled.
Steal forany high-ticket program that currently closes on the phone
17:04model
The Offer Diamond
Promise (reward)
Bonuses (reward)
Guarantee (removes risk)
Payment plan (removes risk)
Urgency or scarcity (tips them over)
Left side removes risk, right side adds reward, the bottom point creates a reason to act now.
Steal forauditing any sales page or offer document
17:33list
Three-phase promise
Quick result
Better result
The end result they're after
Break the big outcome into stages so the buyer sees a win early instead of a long wait.
Steal forprogram roadmaps and onboarding copy
24:19list
Sold Out Sequence
Announcement
Problems and pains
Proof
Philosophy (old way vs new way)
Plan
Countdown or spots left
A one-week campaign where every email or post links to the offer doc; the same piece works as an email, reel or carousel.
Steal forweekly email and social calendar for a cohort or capped program
12:23list
Relieved, Happy, Thrilled
Relieved: 1 sale without a sales team
Happy: match the team at about 10 a month
Thrilled: 30 a month
Three goal tiers for a business experiment, set before running the test.
Steal forframing any risky business test
27:27concept
Time on brand, not time on list
Prospects buy after they've consumed enough minutes of content, so nurture should push binge consumption rather than wait for list age.
Steal forlead-nurture design and content sequencing
29:48list
Volume, Value, Velocity
Volume: one short-form platform, reps (under $30K a month)
Value: add one long-form channel, less but better (up to about $1M a year)
Velocity: omnipresent, needs team, tech and systems
Content stages matched to revenue level.
Steal forchoosing which platforms to run at your stage
31:58concept
Useful but incomplete
Marketing is the creation of desire-based tension. Solve real problems with an opinion, leave open loops, and bridge each piece to the next step.
Steal forcontent that builds trust and still creates demand
CTA Breakdown
How they asked for the click.
VERBAL ASK
33:00next-video
“If this has been useful and you want to know how to implement this whole system and what it really takes to get to a million bucks a year, there's a video... The link's down there.”
Practices what it preaches: the CTA is a low-risk bridge to the next piece of content, delivered right after explaining that every piece should bridge to the next yes. Earlier soft CTAs point to the offer doc and the email list.
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A tactical walkthrough of the email system behind $600K a month in coaching sales: four commitments, a monthly offer cycle, and a four-part daily campaign structure.
A coach with an eight-figure business argues that empire versus lifestyle is a false choice, and tells how he cut his team from 36 to nine to get the second one.
A coach answers one viewer's question about pitching inside a paid workshop by drawing the exact four-moment structure that lets him sell without souring the room.
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