38:00Jason Fladlien · Tutorial
The $50K/day Skill AI Can NEVER Replace
A play-by-play teardown of one closing keynote: the exact cadence, soundbites, and engineered spontaneity behind a $50K-a-day speaker's stage act.
September 6thThe argument in one line.
A market trusts the seller who names its objections first, because bringing up an excuse signals you already have a solution for it, and that trust has to be earned before any claim will land.
Read if. Skip if.
READ IF YOU ARE…
- You sell anything through a presentation, webinar, VSL, or live pitch and your audience goes quiet at the offer.
- You write long-form sales copy and cannot work out why strong proof and good testimonials still convert poorly.
- You have a cynical or burned-out market that has seen your category pitched many times before.
- You run sales calls and want a structure for handling objections before the prospect raises them.
- You are studying persuasion mechanics and want a real script broken down slide by slide rather than described in theory.
SKIP IF…
- You want tactics for a low-consideration purchase, because this structure is built for expensive, life-changing offers.
- You are looking for traffic, funnel, or ad-buying strategy, since none of that is covered here.
- You need a plug-and-play template, because this is a walkthrough of the reasoning behind one specific script.
The full version, fast.
The opening of a high-converting webinar should spend its credibility budget on objections, not claims. Across the first 13 slides of a webinar that grossed a million dollars a day for eight days, the presenter makes exactly one claim, that this will be the best presentation the viewer has ever seen, then immediately asks how is that for hype and spends the following slides listing roughly 20 objections the market already holds. Undercapitalized. No time. No skills. Scared. Burned before. Because a market assumes anyone willing to name a problem has a fix for it, the objection stack buys trust that later claims can draw against. Claims start only after the audience has agreed to stay open-minded.
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00:00 – 00:52
01 · The promise
Sets up the teardown by naming the result the webinar produced and stating that the technique transfers to any selling vehicle.
00:52 – 04:35
02 · Slide 1: set the frame, then puncture it
Claims this will be the single greatest webinar ever done, then immediately asks how is that for hype, converting the claim into an objection the presenter raises himself.
04:35 – 08:15
03 · Slide 2: know their problems better than they do
Claims to have thought about the audience problems more than they have, and explains the difference between making a claim true and finding a truth worth claiming.
08:15 – 13:26
04 · Slides 3 and 4: the universal objection stack
Hits undercapitalized, no time, no skills, and fear of discomfort, then adds overwhelm, indecision, lack of support, distrust of marketers, and confusion. Ten objections in four slides.
13:26 – 16:49
05 · Slides 5 and 6: the personal objections
Shifts from market-wide limitations to objections about this specific presentation, including that the viewer will discount it, over-hype it, or reject it out of existing bias.
16:49 – 20:06
06 · Slides 7 and 8: name the loaded word
Reveals Amazon as the topic, invites the audience to react in chat, and reframes the same opportunity from consumer and opportunity perspectives to add more angles on the problem.
20:06 – 25:25
07 · Slides 9 to 17: the testimonial inversion
Runs six testimonials framed as things that will not matter unless the viewer meets certain conditions, extracting buy-in from proof instead of just admiration.
25:25 – 30:08
08 · The soft claims and the commitment frame
Introduces the first real claims in deliberately hedged language, closes by asking only for open-mindedness, and states the transferable advice.
Lines worth screenshotting.
- Across the first 13 slides of a webinar that made a million dollars a day, only one real claim is made.
- Whoever controls the frame controls the conversation, and a presenter starts with inherent authority to set it.
- Say the hypey thing, then immediately ask how is that for hype, and you steal the objection before the audience can form it.
- There are two ways to be the best ever, and narrowing the topic until you are the only one in it is the easy one.
- Most sellers make a claim and then try to make it true, when the stronger move is to find a truth and claim it boldly.
- Markets assume that anyone willing to raise an objection must already have a solution for it, whether or not that is true.
- Bringing up an objection does not obligate you to answer it in that moment, and answering too early costs you attention.
- State a limitation more aggressively than the audience feels it, and they will argue themselves down to a smaller version of it.
- Tell someone their time is severely overleveraged and they think it is not that bad, which is the point.
- Objections are not chopped down in one swing, they are chipped at across the whole length of the communication.
- Six testimonials shown as things that will not matter to you buy more belief than six testimonials shown as proof.
- Invert the testimonial by saying it does not matter if you see people doing these numbers unless you meet these conditions.
- Letting the audience express a negative reaction in chat makes them more receptive to what you say next.
- The more perspectives you hand someone on their own problem, the more insight they can reach on their own.
- Objections should be voiced harshly and claims should start soft, so the presentation ends on strength rather than limitation.
- The close asks only for open-mindedness, and every market will agree to open-mindedness.
- If you do not surface a bias, anything you teach against that bias gets rejected before it is considered.
Spend the opening on objections, not claims
WHAT TO LEARN
A market that has been pitched before will discount anything you assert, so the opening minutes are worth more spent naming what they already believe against you.
02Slide 1: set the frame, then puncture it
- Whoever sets the frame first controls what the rest of the conversation is measured against, and a presenter holds that advantage by default.
- Pairing a bold claim with your own cynical reaction to it removes the audience ability to use that reaction against you.
- A superlative promise only survives if you shrink the topic until you are the only thing that fits inside it.
03Slide 2: know their problems better than they do
- Doing the research first means the bold claim is just reporting a fact, which is why it comes out without needing to be psyched up.
04Slides 3 and 4: the universal objection stack
- Around 20 objections raised in the first few minutes, against exactly one claim, is the actual ratio in a webinar that sold a million dollars a day.
- Overstating someone limitation makes them argue it down to a smaller size, and they end up defending the milder version themselves.
05Slides 5 and 6: the personal objections
- Objections about your specific presentation matter as much as objections about the market, because an unaddressed bias rejects the lesson before it is heard.
- Naming an objection is not a promise to solve it right then, and resolving it early spends attention you could have kept.
06Slides 7 and 8: name the loaded word
- Letting an audience voice a negative reaction, in chat or on a call, makes them measurably more receptive to the response.
- Adding perspectives on the same problem, such as consumer view versus opportunity view, gives the audience more angles to reach their own insight.
07Slides 9 to 17: the testimonial inversion
- Framing testimonials as results that will not matter unless conditions are met keeps the proof and adds a commitment the viewer has to accept.
- Showing six testimonials in the first few minutes inverts the usual pacing, where proof is saved for after the pitch.
08The soft claims and the commitment frame
- Ending on claims rather than limitations means the audience last impression is the upside, which is why claims come last and stay soft.
- A close that asks only for open-mindedness gets agreement from every market, and agreement is the thing you actually needed.
Terms worth knowing.
- Frame
- The set of expectations that governs how a conversation is interpreted. Whoever establishes it first controls what counts as reasonable, credible, or off-topic for the rest of the exchange.
- Mind reading
- Saying out loud the thought you believe your audience is already having, usually a doubt or an objection, so it is on the table rather than working against you silently.
- Objection stacking
- Listing many audience objections in sequence, early, without resolving any of them. The volume itself signals research and builds trust before claims are introduced.
- Radical candor
- Stating a limitation more bluntly and more severely than the audience would state it themselves, which typically prompts them to argue for a milder version of it.
- Commitment frame
- A close that asks the audience to agree only to a very small thing, such as staying open-minded and drawing their own conclusion, which nearly everyone will accept.
- Breaking the fourth wall
- Stepping outside the performance to tell the audience how the performance works. In selling, it means explaining your own technique while using it, which reads as confidence rather than manipulation.
- Setting a frame overtly
- Telling the audience directly what you expect to happen, rather than steering them toward it indirectly. Recommended for anyone not yet skilled at covert framing.
Things they pointed at.
00:06productThe Amazon opportunity webinar (Rapid Crush)
13:35personJim Rohn (major in the minors)
16:49productAmazon
Lines you could clip.
01:16
“Whoever controls the frame controls the conversation.”
02:11
“I say, I believe what you will witness today is the single greatest webinar I have ever done. And then I say, how is that for hype?”
05:26
“You can either make a claim and then make it true, or you can take a truth and figure out the best way to claim it as such.”
10:32
“When you have radical candor with a market, they are more likely to disagree with the exaggerated position you take and right size it.”
14:12
“Just the fact that you are willing to bring up an excuse that everybody else is silent about gets you immediate rapport.”
20:18
“We merely have to bring up the fact that this is an objection and that we will resolve it later.”
23:52
“Most people say, look at all these great people. I say, you cannot be like these great people unless you do this thing.”
Word for word.
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There is a secret hidden in a webinar I wrote that did $1 million per day for eight days straight. Once you understand this secret, which I expose in public for the first time ever, it will make you better at everything that you sell. It will completely shift your attitude of what is possible in your own business, and it will naturally violate every rule you've been taught because you can't get an exceptional result unless you are...
the exception now everything i will teach you in this video comes direct from 13 key slides within the webinar but the secrets apply just as well to any marketing vehicle you use to make the cash register ring because once you understand the secret i'm about to reveal it will instantly become clear on the exact shift you need to make to sell anything to anyone let's dive in now this is slide one of the webinar and in this slide we do something immediately called setting a frame which most people don't understand and let me show you the frame that we set I say let me set your expectation for today's webinar so you can set frames covertly or you can set them overtly if you're not super skilled at this I recommend doing it overtly and just literally tell them here is what I expect to happen today on the webinar that we have so whether it's a webinar sales call interaction with a VC guy to get money whoever controls the frame controls the conversation.
Now in webinars and mass market one -to -many type of communication, it's really easy to dictate the frame because as a presenter, you already have inherent authority. So immediately I come out and say, let me set your expectation for the webinar. Now I do something very subtle here that is super duper effective, super easy to do, but most people never even consider it because they don't think it's possible.
I say, I believe what you will witness today is the single greatest webinar I have ever done. And then this is the key portion here.
I say, how is that for hype? And the larger thing that I'm doing in this webinar, and I do this with all the clients that I consult with and all the marketing campaigns that we design, everything where there's big money on the line, is I'm immediately creating or bringing up or surfacing objections.
And this is what I do that's fundamentally different than almost everybody that you study, see, and try to model, and then you wonder why we get better results, right? So I'm immediately, when I'm making a claim, I'm counter -punching it. I am stealing the frame from the client, if you will, because their initial reaction when you say something hypey is to think, that's hype.
And so we mind read. We actually create the thought that's in the head of the audience. We assume it's going to be negative because most audiences that are going to buy something are generally cynical.
They're in pain. And so they look at the world through pain. And so we set the frame.
I'm going to give you the greatest experience ever. And then we say, is that hype? We actually address the objection.
We put it on the table immediately. Now, here's a problem with this model. that a lot of people can't pull off.
This better be the damn single greatest thing that you could ever do. This better be the type of communication that is so completely transformative that people will walk away saying, on this particular subject, with this particular presentation of information, it was in fact the best ever. And there's two ways to be the best ever.
One way is difficult. one way is easy let me show you the difficult way right try to be the best at a super large topic with many competitors many substitutables and try to be everything to everyone and this is what a lot of people do they want to be objective overall best in the market at large a much better strategy is to make the topic so narrow that you're the only one that can fit in it and so therefore by default you are the best so many presentations could benefit better from shrinking down the topic that they're focusing on and then over optimizing the insights for that particular topic to satisfy the frame the criteria of this will be the single greatest experience that you've had in this timeframe when it comes to this subject.
Now, there's an even more powerful lesson that I'm going to show you that extends from this first slide, but this is slide number one of the webinar. Immediate frame that this is gonna be the greatest thing ever, and then immediately mind reading the objection that is likely to occur when you make such a claim. Now this is slide two and it goes like this.
It says, I've mulled over and thought about your problems and challenges more than you have over the last year. The second thing I say is my hope is if I know your struggles better than even you know them, I can provide you better solutions to them than you can get anywhere else. And what have we done here?
The first thing we have done is focused on what is most important. And in any market who's considering buying anything of significance, I'm not talking about going and shopping at Walmart for bread, right? I'm talking about life -changing, big investments to change life type of opportunities.
The number one perspective in which your audience will view it is through challenge, problem, constraint, limitation, excuse. So you meet them where they're at before you take them to where you wanna go. Now, I said I've mulled over and thought about your problems and challenges more than you have in the last year.
Now, there's two ways to solve a problem. And this is super fascinating as a strategic problem solver in and of itself and applicable to any marketing model, campaign, whatever you want to run in that. You can either make a claim and then make it true.
By the way, most don't even make it true. Unfortunately, they just make the claim, right? Or you can take a truth and figure out the best way to claim it as such.
And one of the huge advantages that I have in the markets I play in is this is already true. The model in which I try to make the most money possible is to outthink and out obsess my competition as it relates to the problems my market faces, or I do this for clients. And so when a client has me come and sell for them on stage or in person at their events, I charge them $50 ,000 a day, and that includes travel.
So if I have to travel there the day before, deliver it the day of, and then travel home the next day, that's $150 ,000 bill that my client is due, plus travel, plus hotel stay, and all that other stuff, right? This is a significant investment. But what they get for that investment is I will spend 20 to 30 hours examining just that room.
There might be 75 people in that room. I will know all 75 people by name. I will understand their needs.
I will do research. And this is where AI can actually help you on the specifics that they have. And I will incorporate it into my presentation because I'm going to pay six figures for three days of work.
So the clients generally won't do that kind of work, but they will hire specialists like me to do that kind of work. Now, for the people you serve, especially if you're starting out. You should absolutely know their problems better than they know them.
Now, it's not enough to just know their struggles. It's just not enough to have done the research. You have to make them aware of it.
So you do it in reality, and then you claim it boldly. in your marketing and one of the issues that a lot of people have with following this strategy specifically the way i'm describing it right now is they get uncomfortable by being so bold being so confident if you will some people even mistake this as arrogance which i'm willing to risk i would rather be seen as arrogant and aggressive and assertive than timid and weak and from a poor position from a frame perspective so you do it And then you will automatically, as if reporting the weather, not emotionally having to psych yourself up, but as an extension of having done the work, it will be easier to claim it boldly to your markets.
And keep in mind context here. This is only slide two of the presentation. and so we have a lot of time to back up our claims throughout the rest of the presentation we have a lot of runway to create the drama immediately to say this will be different and then we just have to pay it off now here's what i do on the next slide that is critically important and this is the real game changer that a lot of people just don't do in their communication when they're selling so on the very third slide of this webinar I immediately go after the excuses.
I say, you are undercapitalized. Now, this was written about 11 years ago. If I would say it today, I would say, you don't have that much money.
And the second thing I hit him with is, your time is severely overleveraged. I would say today, more plainly, I would say, you don't have time to even do the things you want to do. The third thing that I say is, you don't possess the skills or the abilities.
And today I'd say, you don't think you have what it takes in order to make this work, even though you want it to work. And then the last thing that I stay here is you're scared to get out of your comfort zone. And this is true internally for every single market that's ever existed.
People want to do something, but they're afraid to feel uncomfortable why they do it. So within three slides, I've already bought up the problem of you think this is hype. And now I've already hit them with two, three, four.
We're on five objections. We've already brought up five issues, objections, limitations, whatever you call them in the first three slides and really in the first minute of the presentation. Now, I do something a little subtle here.
I don't know how much this really matters at the end of the day, but I'm already starting to chip away at the foundation of their excuse. I say, here are the challenges you think get in your way. I didn't say that these actually get in your way.
I said, here are the challenges that you think. get in your way so there's a little bit of subtleness here so a lot of objections a lot of limitations aren't solved just like that they're like a tree you chop down you chip around the edges you chip around the foundation you chip chip chip chip chip and then it crumbles eventually through the lifestyle of the communication but i've already said you don't have money you don't have time you suck at the thing you want to be good at and you're afraid to even try that's basically what i said and i find when you have radical candor with a market They are more likely to disagree with the exaggerated position you take.
and right size it so when you say you're under capitalized they they think i'm not that broke when you say your time is severely over leveraged or when you say you don't feel like you have time to do anything it's like it's not that bad and when you say you don't possess certain skills and abilities they say i'll show you and when you say you're scared to get out of your comfort zone they think hmm maybe it's not so bad to get out of my comfort zone maybe comfort isn't as comfortable as i think it is so we are undermining again.
We are chipping away, but we're laying it on the table very boldly. We are aggressively and directly attacking the weakness, attacking the constraint immediately. Now we're on slide four.
So if you thought the objection stopped on the first three slides, they didn't. I say plus if I had to guess, you have more opportunities placed in front of you than you can consider, much less take advantage of. So more opportunities placed in front of you.
So this is Shiny object syndrome. This is overwhelmed.
Then I say you often let little things get in your way and you're afraid to make the wrong decisions. So this is paralysis analysis. The next one goes support from others for what you're trying to do isn't what you would like it to be.
So this is the whole support issue. People generally who are struggling feel isolated. The next one is most marketers do not have your best interest in mind when they're trying to solve your problems.
This means they've been taken advantage of in the past. And then I say you face confusion and conflicting information on a daily basis. So 6, 7, 8, 9, 10.
We have hit 10 major objections across four slides in the first couple of minutes of the webinar. I have only made one major claim. And the claim was, this is going to be the best webinar you've ever experienced in your life.
And then I've immediately went in and attacked the excuses, the limitations, the constraints, the objections, and I've covered 10 of them right now. In today's language, because back then I thought I couldn't be as aggressive, that this was the limit of aggression. Not true.
Today I've discovered you can even take it further. Instead of saying you have more opportunities placed in front of you than you can consider, much less take advantage of, I would say you are overwhelmed with possibilities of what you could do in your business. Instead of saying you often let little things get in the way and you're afraid to make the wrong decisions, I just say you're afraid to make wrong decisions so you make no decisions.
So I've improved the localization of the language. I've learned to say it better. I've learned to take a more active voice.
But that is really not that important. What is important is the structure and the text. and the structure and the technique is set the frame immediately and then aggressively bring up every possible excuse that your audience could ever even consider.
before you even get into the good stuff. So if you think about it like this, it is, this is, all of these are universal objections of almost any market. More opportunities placed in front of you.
So people typically have, you know, overwhelm. There's too much for them to consider. A person who doesn't have a plan yet is open to too many plans and therefore they follow no plan.
So this is a universal. You can bring this up in every market. People all the time who struggle with anything, they major in the minors, which is a Jim Rowe quote.
And so it's like, you have to make them aware of, this is your limitation, this is your limitation, this is your limitation, this is your limitation, this is your limitation. Now, every market believes that if you bring up the limitation that you have a solution for it.
So they feel whether it's true or not, markets react this way. If he's willing to bring up the issue, he has a solution for the issue. So even if you brought these up and never resolved them, they are more likely to trust you.
Just the fact that you're willing to bring up an excuse that everybody else is silent about gets you immediate report. But also, we will solve all of these by the time we're done. Otherwise, how could it be the best one ever?
And we should only create solutions based upon the problems that the market has, which you should have figured out and obsessed over and learned more intimately than any other competitor in your market. Now here's where a little tonal shift goes. I say, with that in mind, I'm nervous you'll discount what I'll show you today.
You'll think it's not worth replacing things you've already attempted to do to achieve your goals, and you will be unfairly prejudiced. towards it today. So these are more objections that are interpersonal.
So I brought up universal objections to the market, things like time, things like money, things like lack of support, doubt and skills, fear of making the wrong choice, that kind of stuff. Now I'm bringing even more specific objections in terms of you'll discount what I show you today. Because often happens in markets, when they hear something and they have a bias towards it, they'll think it's not as good as you say it is.
Or they'll think you are over -hyping it. Or they'll think, hey, I've tried something like this before and it didn't work, so therefore this won't work. So I'm bringing it up that this specific issue of me teaching it to you, this is an objection you'll have.
And now this is another one. And this is what I've discovered is that people that are looking for solutions, they're typically not monogamous. They will go to anyone, anywhere.
They will follow people they don't like. If they feel like those people have an advantage that they can get, that they can't get even from people that they love. And then this last one is unfairly prejudiced towards it.
Here's the thing about every single market you will ever sell to. If you don't address the biases, whatever you teach them, they will immediately reject. If you address the biases, then they will at least be open to hearing a solution that doesn't align to what they already believe.
But if they have a belief, And you don't bring this up, whatever you say in that belief will be rejected. But if they have a belief and you can set a frame that can you be open to the idea that maybe there's something other than what you already believe that can help you, then you will get so much more purchase.
You will get so much more buy -in. So I'm setting the stage now to reveal the insight, the power. the value what i'm going to teach them on the webinar here today now the next slice is prejudice i said i'm going to utter and this was hidden right here i said i'm going to utter one word and i want to share an immediate reaction to that word in the chat box and then i reveal amazon so this was like the sixth time that we had sold this particular business and the first five times it kept getting bigger and bigger and bigger and we made millions and millions and millions of dollars with it but markets tend to saturate over time and as they advance they tend to have more biases and the competition starts to attack you from the sidelines they say don't do this do that instead this sucks this is better so I brought this up because I knew the problem of the market.
The problem of the market is I missed out on the gold rush. I missed out on the opportunity. I'm too late to the party.
There's only scraps left over. And so I set it up with a little bit of flair, a little bit of drama. Also, because the media itself allows back and forth communication, chat box, that kind of stuff.
You use the media if you can. But the cool thing is I let the audience tell me how they feel and they will tell me how they feel. Get it out of their system.
and when somebody can express how they feel they're more receptive. to hearing what you will say to them in response. Now, this is a little bit advanced, and I don't know, mostly showing off.
It might not even make a difference to the bigger picture here, but what I do is I have shifted their perspective. By the way, the more perspectives you can give somebody to look at the problem, the more insight they can have. I say now from a consumer standpoint, the feelings might be ease, convenience, and trust, because I'm going to make the case later that Amazon is easier to sell on specifically in 2015.
from the consumer standpoint than any other opportunity they have. And I will make the case that every other model doesn't have the advantage that Amazon has, which people are searching for products that they can one -click purchase and they trust Amazon more than anyone else under the sun. So you can hijack that trust and you can leverage it yourself.
But I'm also putting some space between negative, negative, negative, and offsetting it with some positive as well. So I say now from a consumer perspective, the feelings might be ease, convenience, and trust. And we're only on slide seven at this point.
But then the next thing I say from an op - Opportunity perspective to get rich you may think ah Not another Amazon pitch or you may think it's front -end capital intensive Or you may think the golden days are over or you may think it's good but it's not that good, all right?
So I don't know exactly how many objections. I think we're at number 14, at least on the objections that we've brought up on the first eight slides. And I haven't even really claimed anything specifically about how amazing it is yet, other than it's gonna be amazing.
And I kind of embedded a command here to get rich. I said, you may think to get rich. So there's a little bit of a claim there, right?
But we brought it up here because the market has heard these pitches before. So it's silly to pretend that they haven't. And they have been told that it's too expensive.
So it's silly to pretend that that doesn't exist. And they have been told or they believe that the golden days are over. And so we should mind read.
We don't even have to answer the question right now. We merely have to bring it up. So a lot of persuasive communication is saying the right thing at the right time and the right amount.
So a lot of people, they have this misbelief that if I bring up an objection, I must answer the objection when I bring it up. So therefore, they either don't bring up the objection or they bring it up and they try to explain it immediately. But this is way too soon.
We just merely have to bring up the fact that this is an objection and that we will resolve it later. This will increase, by the way. attentiveness and retention to the very thing that you're selling and what you're teaching upon.
But we have 14 objections in deep on eight slides in just the first few minutes and we really haven't made any real specific claims yet or any promises at this point. The next slide I say, we call these inbuilt biases and if I do not address them upfront, then any attempt to educate you will immediately be kicked out by your brain.
This is a meta move. And the more you understand how to meta communicate to your market, the more influential you can be. in acting there's called breaking the fourth wall where you're supposed to be immersed in the play but maybe the actor will let you know that it's a play at some point during the play they will break out of the scene and they will let the audience in on the joke kind of a thing so this is what i think of when i think about selling is the more i can take the audience behind the stage with me and let them know how the play is written and how the play is delivered the more rapport and connection and the more trust and authority I will display to that audiences.
So I'm literally telling them, this is how you limit yourself. Like if I don't bring up these issues that you have, then anything I can do to help you, you will immediately reject it because you have a bias. Towards it and a market will instantly understand that and they will say wow.
He's already starting to pay off He really does know me deeper than most people know me. He really can predict how I react to things therefore Hmm, maybe I should listen to him Now this one slide has a massive lesson in it That is a corollary to the bigger lesson which is setting the frame and bringing up the objections immediately in this I say it doesn't matter if I can't get you to put these biases on hold for the next 57 minutes Who cares if dot, dot, dot.
So what I've done here is I've set up a frame where I said greatest ever. But if you have these excuses that you can't put on hold, at least, right? This is what we say right here.
Then it doesn't matter how good it is. You will reject it. And this is really what's really cool about this thing is I then rattle off six incredible testimonials.
I show six people like. Six people, six winners who followed this model despite limitations of capital, despite support, despite whatever. I show them one after the other.
I'll give you the kind of cadence of what it looks like. It doesn't matter if you see people like Tom who are doing $150 ,000 a month or people like Sarah who did $50 ,000 in her first month or people like Mario who's already done six figures in the first three months. And then I rattle off six of those.
It doesn't matter if this, this, this, this, this, this, and this. Now, here's the big secret here. how do most people sell testimonials here's how most people sell testimonials they say look at all these great people look at all these great results and that's cool but you say i've seen it before bro this isn't anything that i haven't seen in any other webinar i say it doesn't matter all these great results if now here's what's cool i still get the benefit of showing six testimonials but i get the benefit of Instead of them saying, well, those are people I can't be like, or this is someone I can't aspire to be.
I get them to say, wow, I could be these people under these conditions, but unless I satisfy these conditions, I can't be these people. And so this is advanced psychology. Most people say, look at all these great people.
I say, you cannot be like these great people unless you do this thing. And I get additional buy -in. I get all the benefit of showing the testimonials.
but I get additional benefits that most people don't get out of testimonials. So now we are on slide 17, because I showed you the first 10 slides. The next six slides after that are testimonial, testimonial, testimonial, et cetera.
And then guess what I do? The same thing we've always done. You might be thinking, these are one in 10 ,000 customers.
They already possess assets and advantages that you don't have. You might be thinking, well, that's the gross, but what's the net? Or you might be thinking they did something extraordinary or they've already mined all the gold.
So this is one, two, three, four, five. I don't know where we're at with objections. I think we're at about 20 -ish objections brought up in the first 17 slides, six of which were testimonials.
Most people don't show six testimonials in the entire webinar. We showed them in the first few minutes in seconds. Most people don't bring up 20 objections throughout their presentation.
We brought them up in the first few minutes. Most people make tons of claims early on. We have made almost no claims.
And this webinar, been a million dollars a day for eight days straight. So even when we're bringing up testimonials, I'm attempting to immediately mind read the objection, excuse. issue or limit that somebody will say in response to it or think because of it and then I will call it and put it on the table immediately.
This gains the most amount of trust. Now I can solve all of these problems. I am so confident in my solution because I've done the research on their problem that I believe that despite all of these issues they can still win.
So I've done the preparation and I know I can pull this off confidently. And this is why we get the truth first and then we sell it as opposed to sell something and try to define the truth around it. Like I have done the research.
I know that despite these limitations, because of these limitations, I have put in my calculus the solution to overcome these issues. And now that I have it, I can boldly and confidently bring up the excuses and I can say. with authority that by the time this presentation is over with they will no longer be an excuse and now we bring it home the last one however you are hopefully also thinking maybe it is possible with the right approach maybe if you do just a little bit of what they did you could get a little bit of what they got and maybe just maybe it's worth being open -minded to the opportunity okay Now we start to make the claims.
If you make the claims first and then you bring up the objections, the last thing you're ending on is the limitations. If you bring up the limitations first and then end on the claims, the last thing you're focusing on is how great and incredible it is. But let's look at this.
I didn't say you can win with the right approach. I said maybe it's possible that you can do it with the right approach. I didn't say you will be as successful as these most successful clients.
I said, maybe if you do a little bit of what they did, you can bring in a little bit of what they brought in. I didn't say you absolutely must take an open mind to the opportunity if you were successful. I said, maybe if you consider being a little open -minded to the opportunity, maybe that could help you be successful.
And so the claims are super soft. The objections are brought up very harshly and very aggressively, but the claims start off very gradually, tiny, and then they open up more over time. And then the very last slide of the 13 slides that we've covered here today, I said, maybe that's all I'm asking for you.
Just be open -minded. I said, maybe. Let me show you the process that we've perfected.
for bringing consistent big profits with little to no previous experience, and then you draw your own conclusions. Cool? So really, alls I've sold is the idea that maybe the limitations you think prevent you from winning don't actually prevent you from winning.
And maybe if you're just open -minded, something today could completely change your life. This is the final piece of the communication. We have set what's called a commitment frame at this point.
I'm getting them to commit to... just being open -minded, looking at the evidence, and then drawing their own conclusion. And every market will agree to that.
They'll say, okay, if you can actually solve all these problems I have, and if you even tell me that the result doesn't even have to be amazing, but okay, which is what they think. Nobody thinks they're going to get the best result. Everybody thinks that they can only get 10 % of the best result.
So we've set that part of the frame. Then they say, okay, I will be open -minded. And I know for this market, if I can get them to put their biases on hold for a little bit, I can make the case and I can sell more and I can win more and I can serve more.
And so here's my advice to you. as we wrap up on this video. You need to be bringing up more objections earlier on in your communications to your audiences.
You need to go to the extremes with their problems, limits, and challenges. You need to over exaggerate them and dramatize them to the point where they argue against their own limitations. You need to make the claim smaller initially at first.
And you need to get them to agree to the smallest terms possible. for them to be most open to the evidence that you have that you can help them. And then once they agree to that, show them the model that will indeed make that interaction the single greatest insight and lesson on that interaction.
And if you do that, I promise you, you will outsell everybody in your market.
The Hook
The bait, then the rug-pull.
Thirteen slides from a webinar that sold a million dollars a day for eight days, and almost none of them sell anything. They list reasons the viewer will fail. The claim count across the whole opening is one, and it gets undercut on purpose the moment it lands.
Named ideas worth stealing.
02:11concept
Claim, then counter-punch
Make the bold claim and immediately voice the cynical reaction to it yourself. The audience cannot use an objection you already said out loud.
Steal forAny opening line strong enough that the audience first instinct is to discount it
03:27model
Two ways to be the best ever
- Hard way: compete to be objectively best in a large topic with many competitors and substitutes
- Easy way: narrow the topic until you are the only thing that fits inside it, and over-optimize the insight for that narrow topic
A superlative claim is only defensible if the category is small enough. Shrinking the topic is what makes best ever survivable.
Steal forRescuing any presentation whose promise sounds bigger than it can deliver
05:26concept
Claim it and make it true, or take a truth and claim it
Two routes to a defensible claim. Most sellers pick the first and never finish the work. The second means doing the research first so the boldness is just reporting.
Steal forDeciding whether your headline needs better copy or more homework
08:39list
The objection stack
- Universal market limitations first: money, time, skills, fear of discomfort
- Then situational overwhelm: too many opportunities, indecision, no support, distrust of marketers, conflicting information
- Then objections about this specific presentation: you will discount it, you have tried something like it, you are prejudiced toward it
- Resolve none of them at the time they are raised
Roughly 20 objections raised across the opening slides, sequenced from broad to personal, none of them answered on the spot.
Steal forRebuilding the opening of any webinar, VSL, or sales call script
10:32concept
Radical candor as a right-sizing device
State the limitation more severely than the audience feels it. They disagree with the exaggerated version and settle on a smaller one, which they have now argued for themselves.
Steal forAny objection the prospect has not consciously admitted to yet
22:46concept
The testimonial inversion
Instead of look at these great results, use it does not matter that you see these results unless you satisfy these conditions. You keep the proof and add a qualification the viewer has to accept.
Steal forAny proof block that a skeptical market has seen the standard version of many times
28:05concept
The commitment frame close
Ask only for open-mindedness and a promise that the viewer will draw their own conclusion. Every market agrees to that, which converts a passive viewer into a committed one.
Steal forThe transition from teaching into the offer
How they asked for the click.
VERBAL ASK
29:18advice
“Bring up more objections earlier in your communication, exaggerate the limitations, and start your claims small.”
No offer inside the video. The close is a list of transferable instructions, with the email list link left in the description rather than read out loud.
MENTIONED ON CAMERA
Visual structure at a glance.
