Speaking Sessions
Speaking Sessions
TRANSFORMATIVE Leadership and High-Ticket SALES Secrets with Kayvon Kay
Unlock the secrets of high-ticket sales success with Kayvon Kay, a pioneer in the industry, as he shares his journey from struggle to earning $25,000 a month. In this episode, Kayvon reveals the key to mastering sales calls, perfecting timing, and delivering the right message. Learn how to sell outcomes rather than features, and discover the power of influence, emotional connection, and confidence in making a lasting impact on potential clients.
Kayvon also dives into leadership in sales, offering strategies for fostering independence and creativity within teams. By setting clear objectives and empowering others, leaders can move from micromanagement to inspiration. This episode is packed with actionable insights on addressing customer pain points and building a value-driven business that resonates with authenticity. Tune in to elevate your sales and leadership game.
NOTABLE QUOTES
"A high-ticket salesperson understands human psychology, understands what the sale really is." – Kayvon
"In life, everything you want is a sale, everything you get is your commission. It's just up to you how you like to look at it." – Kayvon
"People buy one thing and it is a better version of themselves." – Kayvon
"Sales is a direct transference of energy and connection." – Kayvon
"If you are confident in your product, there's an automatic… assumption of the competence or the capabilities of whatever that product or service will provide." – Philip
"It's not about your content on stage, it's about the emotion you give people when you're on stage." – Kayvon
“Good leaders will make the employees come up with their ideas." – Kayvon
"It's not a lack of resources, [it’s] lack of resourcefulness." – Kayvon
"[In business], if you have the exact same type of people, y'all aren't needed." – Philip
"Always be connecting." – Kayvon
"The clarity [of communication] comes from your clarity." – Kayvon
"If you are comfortable, you are not growing." – Kayvon
"When you sell and you speak and you lead from conviction, that is when you become powerful and that's not something you can teach." – Kayvon
"You should be ultimately convicted that that thing is going to work and change somebody's life." – Philip
"If I create core values on my own and then I want my leaders to get behind them, but they didn't feel like they're part of them, they're not going to push them." – Kayvon
RESOURCES
Kayvon
Website: https://www.kayvon.com
Instagram: https://www.instagram.com/kayvonkay
LinkedIn: https://www.linkedin.com/in/kayvonkay
Facebook: https://www.facebook.com/kayvonkayy
YouTube: https://www.youtube.com/channel/UCJbD2Rn5Xz9JCtNY7LChYZA
Philip
Digital Course: https://www.speakingsessions.com/digital-course
Instagram: https://www.instagram.com/iamphilipsessions/?hl=en
TikTok: https://www.tiktok.com/@philipsessions
Linkedin: https://www.linkedin.com/in/philip-sessions-b2986563/
Facebook: https://www.facebook.com/therealphilipsessions
What's going on, guys? Welcome back to another episode of the Speaking Sessions podcast. I got Kayvon Kay here. He is the mastermind behind sales strategies that don't just work but revolutionize. Growing up in a tough town, he didn't just overcome obstacles, he used them as a stepping stone to greatness, training over 30,000 sales professionals and skyrocketing a business to $38 million swiftly. Kavon makes sales exciting, authentic and, above all, highly effective, and in today's episode we are going to dive into practical tips so you can learn how to communicate intricate ideas as well as non-intricate ideas effectively to your team, intricate ideas as well as non-intricate ideas effectively to your team and in sales conversations. But before we get into all that, kayvon, welcome to the show, thank you so much for having me.
Speaker 1:Yeah, of course, so glad to have you here. It's always interesting to see people in different parts of the world, different sides of the country, if you will. Obviously, you're in Canada, but still there on the West Coast, part of North America, the continent and everything, so it's always good to have different, unique perspectives of people. So give us a breakdown. I mean, 38 million, is that US dollars or is that? Yeah, that was actually yeah that was US dollars.
Speaker 2:That was that was an interesting time, that was that was in 2018, 19. And that and that was. You know, I tell people in business sometimes it comes down and we know this it comes down to sometimes just the right message, the right offer, right time and a little luck and all those things kind of lined up for us. So, uh, essentially what we did was it was the. The whole business was built off, it was a training program around sales and how to become a high-ticket closer. So there was this world that a lot of people do not and knowing more of your space. I bet you there's a lot of people listening that don't know the world that I live in, which is called this high-ticket space, and it's basically coaches, consultants, service providers. When you think of influencers, you think of all these people selling you how-to or this will make you that and whatever it might be business opportunity, business improvement. There's a world where these influencers and these coaches have high ticket offers, high ticket $5,000, $10,000, $15,000, $25,000, $50,000. And this is basically for knowledge or access or business services, and they drive leads, qualified leads, to a book call, those book calls. Usually people think they're actually speaking to the team of these influencers, but they're actually outsourced or sometimes in-house sales reps, and that's our expertise. So I was showing everyday people who wanted to make an extra five, ten, fifteen, twenty five thousand dollars a month how they can do this, you know, from their laptop, not having to build an amazon store, figure out how to do affiliate marketing or do all these things as a business owner. So I always called it like an entrepreneur, so you have all the luxury of an entrepreneur but you don't have the pains of the entrepreneur and and thus you're a bit, you're kind of an intrapreneur, yeah. And so we created we, we, we show, we showed a select few people of this and we started working with them and they started getting the same results that I got.
Speaker 2:Like now, previous to doing this, I was a failed business owner. You know he failed many times, right, like I've failed, I don't even know how many times now, but at that point I was a failed business owner trying to figure it out. And then I had a mentor who said, hey, you're not a marketer right now, you're a salesperson. Go be a salesperson. And then he pointed me in the direction of high-ticket sales and, because of my sales background. Within 30 days I was earning $25 grand a month.
Speaker 2:Wow, I went from running teams trying to figure out how to do marketing Facebook ads, funnels, email marketing, integration systems, all that stuff burning money, burning, burning, burning to nothing and just picking up the phone, having 45-minute conversations and getting paid handsomely for it. So next thing, you know, he said do you think we can teach that? To which I said hell, yeah, we can. Little did we both know? 18 months later we had done over $30 million. We did $8 million in one hour. We had a big live event where we had about 300, 400 people show up and we did a pitch there, $30,000 offer, live from stage, and that was about $8 million. We had at that point, 15,000 students. It was wildfire. But as anything happens, when you grow that fast, you scale too fast like that and you don't have the infrastructure and you the most important, you as the business owner and the leader, are not ready for that type of success. You'll do everything you can to burn it, crash it and blow it up. That's kind of what happened, yeah.
Speaker 1:Well, incredible story there. We're not going to talk about the downfall of the business, so to speak, if you will, but this whole high ticket sales things I know, I've heard that there's probably been other people, I appreciate you saying you know 5, 10, you know obviously a lot of money. Uh, would say probably about 5,000. Where's that threshold, if you will, where people start talking about high ticket sales?
Speaker 2:I would say maybe not, yeah, no, no. I mean some people might talk about high ticket sales at $2,500. Uh, that one is that one. To me it's. It's an interesting one because at $2,500, you got to ask the question is can I sell that without a salesperson or can I sell it with a salesperson? $5,000, there's only a 1% of the people that know how to have create the authority for themselves, create the awareness, create the trust, the authenticity that someone's actually willing to take their credit card out for $5,000 over a webinar. But it's done and I've seen it done, but very little. So usually around that I would say three, four or five grand is when you're going to involve a sales. You know a sales team, a setter, a closer or something, right, yeah, someone actually in either gets into the sales process. I'll just say that Gotcha.
Speaker 1:Okay, okay that, yeah, thanks for clarifying that and kind of setting the stage there. So when we talk about and we don't normally say low ticket sales, so just sales versus high ticket sales, what is, like that one distinguishing factor, if you could say one thing that differentiates a high ticket salesperson from a non high ticket salesperson?
Speaker 2:Well, there's many, but if I were to say the difference is, a high ticket closer or salesperson, let's call them understands the human psychology, understands what the sale really is. And the sale isn't me pushing you, it's not jordan belford's straight line system, it's not sitting there used car salesman style, the 80s style salesperson. It actually is the most important. It comes from a consult of selling. So it comes from the ideology that there is a pain that my prospect has and there is a promised land they want to go to. And my job as a salesperson is to guide them from the pain. First discover the pain and go deep in that pain and then bridge them to what that. I call it the promised land, but people call it the future state. Right To the future state of what, the ideal, what success looks like that to them and then connects them to the value that you can bring.
Speaker 2:Now normal salespeople are going to sell features and benefits Real closers, real connectors, real leaders. They don't sell features and benefits, they sell the outcome. They sell the result of. Even as a leader, you're always selling. Here's the thing In life you're either selling or someone's selling you Another way. I say this in life, everything you want is a sale. Everything you get is your commission. It's just up to you how you like to look at it. I like that.
Speaker 1:Leaders, you're always selling, you're selling your ideas.
Speaker 2:You're selling your. That You're always selling. You're selling your ideas. You're selling your vision. You're selling the mission. You're selling the impact Every single day. You are selling your people on leading them. And now you have this terminology called selling. And that's the problem, is the word selling has this negative connotation to it. It's almost disgusting. It's become this word that's icky and gross and grotesque, but the reality is that's what you're doing. So if you don't like to say selling, you can say influencing. If you don't like the word influencing, you can say impacting.
Speaker 1:So talk to us through this psychology here and I agree with you there that you've got to get used to it. It is selling. We're selling ourselves, especially as leaders. We're selling ourselves when we're selling a product, really at the end of the day, because people have to trust in us to pull out that credit card, whether it's $10 or $10,000. They are still trusting us because, hey, we could just take the money and never deliver anything. But talk to us about that psychology and I want to put some context here.
Speaker 1:People and I've been guilty of saying this myself that well, it's easier to say, let's say, a deck that costs $10,000 versus a coaching program that costs $10,000. Because the deck, when it's done, you can see that when you're selling a coaching program, you don't see something physically most of the time, unless if it's fitness coaching, then obviously there's that physical aspect there, but my speaking coaching or business coaching or even sales coaching, you don't see it. So there's nothing there tangible to hold. So a lot of times and again I've been guilty of saying this well, it's easier to sell something that's tangible versus the pixie dust thing. So to speak non-tangible selling.
Speaker 1:So talk to us about the psychology behind that that we can get out of that way of ourselves.
Speaker 2:I love it. And first I would go against you. I think it's harder to sell physical products than it is to sell digital and services, because I know I know the end result right. So an end result of a deck okay, a deck is great, you see it. But then what happens? What do you get from it? Nothing, it just sure. Sure, okay, maybe adds a little value to the house, but after time, what do you get from it? You actually got to pay any ass. Now you got to. You got to restain that deck. You got to take care of that deck. Sure, after a while, I just go. It is just like when you buy a new car after a year, you don't give a shit anymore. You're over it. You want the next greatest gadget.
Speaker 2:People buy one thing and it is a better version of themselves. So even when they buy that deck, they're not buying that deck because they want to sit on that and get the sun. That's like the surface level shit that most salespeople try to sell on. What they're actually buying is a better version of themselves they're buying the fact that now they have this deck, that deck mix, makes them feel like they're a better person, like they're. They have something to show to their friends. It's all about their deepest desires, their ego, all of that right emotional and that's why people will buy on emotion. And then they think about it on logic, they justify on logic.
Speaker 1:Man Go ahead.
Speaker 2:Yeah, I was going to say so. When you say that, deep, deep psychology is very simple, is people are buying a better version of themselves. So when you talk about these services pixie dust well, if it's pixie dust to you, it's going to be pixie dust to them. I want to be very clear on that, and I know you're saying that lightly, but it's very important that whether you're a leader, whether you're a salesperson, you're a business owner, you are a direct reflection of the results.
Speaker 2:The results you get are a direct reflection of you on the inside, meaning, if you have a belief that you're not good enough, or your service isn't good enough, or you have a belief that no one wants your service, or have this belief that it can't, it's not better than your competitors, your prospects will believe that too, your people will believe that too, and they will all project that out to the world, out to the energy of the world. And then you'll never get what you actually want and wonder why. It's not about the marketing, it's not about the words, it's not about how great your product or what your features is. It's all comes down to the belief, because your beliefs will dictate your actions and those actions will dictate energy and the energy is everything in sales. Sales is a direct reflection of a direct, sorry transference of energy and connection.
Speaker 1:I actually recorded this probably about a month ago or so an episode talking about confidence creates, or your confidence shows your competence, and so I think it's the same thing in sales If you are confident in your product, there's an automatic, just assumption of the competence or the capabilities of whatever that product or service will provide. Then because of your confidence in that product and same thing with speaking, if you come up confidently I mean you could be spitting out lies left and right. We kind of joked about the recent debate and everything, but because of the confidence that they put behind that message, there's still people that believe that.
Speaker 2:I always say this to people who are starting out speaking, because I've done a lot of speaking, coaching myself, and I've been, you know, done a lot of speaking myself and and one of the things I always say you go to the best conference. You've ever gone to the best speak you ever you've ever gone to ask. I always ask them tell me the top three things you remember. They taught you, uh, uh, uh. They taught me leadership. Oh really, oh, okay, what else? Uh, uh, to be a good leader? Uh, no, they didn't teach you anything. You know what they did. They made you feel fucking good. That's what they did.
Speaker 2:You don't people ever go to I don't know if you know, but people go to tony robbins events and you're like, oh, what did you learn? And they come back and they'll be like oh, I, I learned everything. Like I, I, I learned everything. I feel so fucking good. Yeah, you feel great because that's that's what he does. He makes you feel really good. But what did you actually learn? Yeah, why am I saying this? Is because it's not about your content on stage. It's about the emotion you give people when you're on stage. Remember, people never forget, like they'll never remember what you say, then people say oh, they'll remember how you say it. No, no, no, people don't remember what you say or how you say it. The deep. The platinum rule is people always remember how you made them feel.
Speaker 2:Again, emotional goes back to the emotion yeah, so on these calls that I have that are selling pixie ducks.
Speaker 2:I love that you said that, so I'm going to keep bringing that up, right I'm I'm selling them an emotion of how they're, how they feel about me, that know like trust me, but also I'm getting them to feel what it would be like if they got to their future state. So we're talking about the deck. Well, what about a business service that helps someone? In this case, we have some clients that, like, help people go organically on social media to a million views in 30 days. Well, what would that actually look like for your business if that were to happen? Who do you become as a business owner when that happens? Who do you have to become in order for that to happen?
Speaker 2:Oh man, that's so good right there, Because the business owner you're speaking to today is not man that's so good right there, Because the business owner you're speaking to today is not the one that's going to get a hundred million views tomorrow.
Speaker 1:Yeah.
Speaker 2:Because if I was talking to that guy, he would already have that.
Speaker 1:Yeah.
Speaker 2:So we're not. We're not just selling uh, you know, pixie dust. We're selling the true transformation. But I can't say it's transformation, because nobody wants transformation. I can't say to you what you're going to get, because it means nothing.
Speaker 2:Here's a key in sales and leadership Even even when giving out ideas or you're wanting your team to do things, those who plan the battle plan. Do you know? You heard that. Plan the battle, like you know, win the battle right.
Speaker 2:So it's the same thing is, when you say something, it means something. When they say something, it means everything. What is that? What am I saying? Is, when you get your employees to think good leaders will make the employees come up with their ideas, make them feel like the employee came up with the idea, not the leader. So, instead of leader coming top down, it was the employee saying this is what we need to do, but yet it was the leader directing that the entire time. That's the difference between good and poor leaders. That's what I personally still am working on. I would never sit here and say I've mastered that. That'd be a lie, but it's something I've gotten way better at and I continue to grow on into.
Speaker 2:And sales, it's the same thing. I can't. I can't tell them how they're feeling. I can't say this is what's going to happen. They got to tell me how it feels, they got to tell me how it's going to work. And that's why we I tell people you come from a consult of a doctor frame kind of mindset.
Speaker 2:It's not me saying you're going to sell this, we're going to do this, we're going to do that mindset. It's not me saying you're going to sell this, we're going to do this, we're going to do that. No, no, no, what do you think it's going to be? Like, suppose I had I don't know the solutions. I just say we, we started working with together and we started doing x, x, x, x, so that you can get y, y, y, y. What do you think happens next? And that's the same as anything, no matter what level of business. That's what like this sales framework that I'm giving here indirectly. Here is what the framework is If you want to make impact and, as a result, you make your sales and, as a result, you make your commission.
Speaker 1:So, man, so much there to unpack. I want to go back to the leader here. I know you said you're still figuring this out.
Speaker 2:Oh yeah.
Speaker 1:I would love for you to start helping us understand, as a leader, how can we start to communicate with our team in a way that makes it feel like, and not just makes it actually gets them to start doing things on their own. It actually gets them to start doing things on their own because a lot of times and I've seen this as I've led people myself that they come to me to ask the question and I'm always trying to coach them and get them to think on their own and let them know as well, like, hey, you can make a decision, I'm going to back you up, I'm not just going to be like you suck.
Speaker 2:Get out of here, you're fired. Yeah, so it's empowering You're talking about. In one way is empowering? So one of the things that we do at my company is I don't give away tasks anymore. I give away projects and outcomes. So I I give. If I need something done with my team, I tell them here is the outcome I need not, here's what I want you to do.
Speaker 2:I did this in the beginning and it actually it failed. You know what happens here. There's really negative. What happens here is you start cutting your, your, your, your team's legs from underneath them and you don't know you're doing this, but it's this, it's the death by a thousand paper cuts. And every time you just go oh no, I'm going to do it. Oh, I'll do it. Oh, you're doing it wrong here. They start losing their voice, they start getting complacent. That's when they either leave, that's when you only get 30% of output out of them, and then they start being miserable and they start resenting you and they start really messing up the business.
Speaker 2:I learned that the hard way because I was so controlling, I wanted everything done perfectly and then I realized what do I actually really want? Do I want it done perfectly, or do I just want the end result. So, instead of saying, go, do this task, it is, here's the outcome I'm looking for, here's what we need to achieve the result of, and then you give them the power to go figure it out and you say to them man, I'm here to help you, but you need to figure this out, be resourceful. It's not a lack of resource, uh, resources, lack of resourcefulness, yeah. So that's one way that we learned how to do that.
Speaker 2:Another way, too is I mean, especially at the like director level, like at the higher important levels like you got to hire people better than you. I was always hiring peter I. What I realized in my business, too, when I was first growing I was hiring people that were not as not better than me. So if you look at the collective group, the collective group was only as good as I was. That's bad news bears. You know what I mean. Like that doesn't work. You want people that are. If I'm going to bring in a marketer, I'm bringing a marketer that's 10 times better than me. If I'm bringing a copywriter, I'm bringing a copywriter that's 10 times better than me. If i'm'm bringing in a sales manager, I'm bringing a better sales manager than me, even though I do sales management. I need a collective group, needs to get better and raise the bar.
Speaker 1:Yeah, yeah. And you just can't be spread thin like that either. I can't remember I feel like I heard it on Dave Ramsey podcast, but I think it comes from somebody else that says you know, if you and your wife are exactly the same, one of you is not needed in that relationship. Exactly Right, I like that. Yeah, that's a good one, but same thing in the business. If you have the exact same type of people, y'all aren't needed.
Speaker 1:I understand it's a little bit easier to work with people similar to you, but they don't need to be literally exact copies of you, because then, yeah, you get no better, the company can't grow.
Speaker 2:I'm a big football guy and I know America knows football right. So I always say this the Patriots, the legacy team. If they had a bunch of Tom Brady's do they win the Super Bowl?
Speaker 1:No.
Speaker 2:They don't right. It's curating the best team. As a leader, your job is to curate the best team for the individual, for the task or the opportunity or the outcome you're looking for and understanding. It's like you're the coach, right? And then it's about how you get them inspired and it's about how you get them to lead themselves so that you're not always having to push them. They're pushing themselves right. And how you do that is you've got to create culture.
Speaker 2:Culture is everything, and people say to me to me, well, I don't have a culture. That is a culture. Just like not making decisions is a decision. It's usually a bad decision too. So culture is a massive one. So our culture that we've created here at the Sales Connection today now is the culture of we're in the business of helping winners win more, and I'm looking for the athlete DNA types of people, and these are actually athletes, people who know how to win and lose, people who know that the greatest gifts you get is when you've lost the game. One of the biggest ones I always say is you're the type of person who rather lose the game and know you left it all on the field, nothing else to give. Then you won the game, hold up that championship, but know inside there was more you could have given. You have the discipline, the fortitude, the resilience. You're not a snowflake. I hate saying that You're not a snowflake. You understand there's probably going to be harder days than the good days, but that's life.
Speaker 1:And would you say those are the characteristics that both salespeople and leaders need? Yes, have you found that to be the the characteristics that both salespeople and leaders need? Yeah, you found that to be the best characteristics?
Speaker 2:yeah, definitely salespeople yeah, those people have a resilience, they have a different mindset, right, they, they're not afraid to hear. No, they, they know they're like. I go say imagine you're, so you're in baseball and you're a batter like I'm not. I'm not big, you know, uh, an expert in baseball, but I know that they lose, like they miss the ball 80% of the time. 80% of the time they miss the ball, that means if all you did was your job, 20%. You go to the NLB. You know what I mean. You become a professional baseball player If you just hit the ball. 20%. That's the same thing as sales.
Speaker 2:That whole idea of always be closing, it's a bullshit concept. It's an old, outdated concept. I will say abc, but always be connecting, yeah, always be connecting to yourself, like that. Always be connecting to your prospect. Always be connecting to your products. Always be connecting to your higher self hell, yeah, every day. But always be closing. No close ice to an eskimo or rubbers to a monk, what? Why they don't need that right and that that's the thing I like, I like. So I always tell people I don't sell everybody, I sell the right somebody and I go to bed every night feeling really good about it because I'm changing lives and I get to be in that power. When you're really good, you get to choose that power.
Speaker 1:You get to choose it for them so going to what we're we're gonna talk about in here, I mean a lot of stuff, but when it comes to that leader really trying to communicate these intricate ideas, these sometimes as business owners small business owners especially we've got this new idea. It's the hottest thing ever. How do we get the team on board to start going with us on this journey? Hopefully, we're not doing this every day where we've got some new hot idea the thing is, you don't want the yo-yo effect, right?
Speaker 2:the yo-yo effect is what will kill the team dynamic too. Um, so a you know how to effectively clear. Like you know, lead the team is first is having effectively have a clear objective. If the objective is not clear, then the messaging won't be clear. If the true North Star isn't clear, then the messaging won't be clear. So the objective actually has to be super clear. What are we trying to achieve? Who are we trying to achieve this for? How are we going to achieve this and when will we get there? And, the most important, how will we know KPIs? How will we know we're on track of getting there? That's part of the clear communication. Most business owners don't even have that clarity out for themselves. They don't know that. Another one I see business owners saying the same. They talk for half an hour and they could have said the same thing in 10 minutes.
Speaker 1:Five minutes, two minutes or just in an email right.
Speaker 2:Just in an email. Absolutely, meetings kill momentum. Meetings, absolutely. There's so much studies showing that. Now that meeting meetings kill momentum, I love, uh, is it? Uh, was it. I think Elon Musk has a rule that I heard recently that if you're up at a meeting and you don't feel like you're getting value at that meeting, you're allowed to leave, and it's an indication to the person running the meeting if they're running a proper meeting or not.
Speaker 2:So imagine I'm running a meeting with you, I'm running a meeting with my leaders and all of a sudden, people are just dropping off. That's an indication you're probably not having the proper meeting right. But let's go back to the clear communication a little bit more of that. The clarity comes from your clarity. The clarity comes from the clear North Star and how you're going to get there, who's it for what you're going to do. Most important, the KPI, the tracking of it. How do we know we're going to be on track? What happens if we get here and we're not on track? All of that needs to be so crystal clear on how you communicate to it.
Speaker 2:And KISS, I always say KISS, keep it simple, stupid. You don't need to overcomplicate it. But then it's repetition. You got to continue. Continue, daily and weekly, the same message over and over. So much so so that, as the person who's delivering the message, you're so sick of it. You're so sick of it that you're just like. I can't believe. I have to say this again. You got to continue doing it and that's like one of the hardest ones as leaders. You're like I said this. How many times you got to continue saying it. You got to continue saying it until they start saying it back to you.
Speaker 1:Yeah, yeah, which goes back to the culture, the core values, if you will. I kind of always lump those together within each other that if you're not constantly repeating those things, people won't remember them, or it turns into that flavor of the month kind of thing, or okay, that was cool. Oh, okay, leader went on, we're not talking about that anymore. Okay, no, big deal, I'll go, I'll regress back and I forget exactly how it said. But essentially we it's like another.
Speaker 1:There's like kind of two different ways we rise to the level of our preparation, but then there's also one, uh, something along the same lines, like, unless if we raise our bar, essentially we're always going to go back to whatever that natural state is, and so, as we're trying to build this culture, it's like we're exceeding that natural state of being. But if we don't make that now, the new bar, because we didn't spend enough time on it, then we're going to go back to where we don't talk about it, and I can't think of that exact quote or phrase that's talked about with that. But yeah, we're always going to go back to the natural state of being instead of pushing forward.
Speaker 2:So we have to Well another way of saying it. We always resort back to our comfort zone. That, yeah, so we need to get comfortable being uncomfortable.
Speaker 1:Yeah.
Speaker 2:Like if you're comfortable, you ain't growing. I'll tell you that much. If you are comfortable, you are not growing. It's an indication of growth. So you got to continue again to being uncomfortable. Get your, get your team to also understand being uncomfortable is all about growth.
Speaker 2:I think the clear communication also comes from within. Truly like again, I know we're being a little high level here, but that's the reality is is is, if I'm not clear internally, crystal, I'm talking crystal, absolutely clear. I'll tell you in sales, I call it the three Cs. I have certainty, I have clarity, I have conviction. You don't have conviction without the other two.
Speaker 2:So am I absolutely certain on what I'm doing, where I'm going, why I'm going there? Is it absolutely clear of what this is, who it's for, the who, the what, the how, the when and when? Those two are so apparent. You have something called conviction, and when you sell and you speak and you lead from conviction, that is when you become powerful and that's not something you can teach. That's when you become powerful and that's not something you can teach. That's something you become and you become and you believe that as a result of the things before, as a result of being absolutely clear and absolutely um and and certain on what it is you're trying to achieve and why yeah, and that conviction is such a strong thing as well, and and obviously, if we're we're selling product, we're not going to necessarily die for it.
Speaker 1:But that's what I think of when I think of conviction something that you're willing to die for, or selling high ticket sales if you will, but you should be that ultimately convicted by that thing, that that thing is going to work and change somebody's life. I want to go back real quick, I want to bring us up and then I got a little sidetrack with this great conversation, but I think this will help us with the high ticket sales you were talking in the psychology. You were talking about that one client and feel free to use this same example or another one but you talk about that client within 30 days would help you get to one million views, and I couldn't help but think about how it's like, oh, like that. That would be awesome. But then you mentioned like, yeah, you need to know what's that going to do for you, what's that going to do for your business, how is that going to do for you, what's that going to do for your business, how is that going to work exactly?
Speaker 1:And those are questions that then I was already kind of thinking of. And then you just spat them out. So I had to fully form those thoughts in my head. But that's exactly kind of where my mind went, Like OK, that's cool. And then it's kind of like well, how much is that? And if somebody would be like that's $10,000, then the next thing would be like okay, well, one I've never been there, so I don't know if I can do that.
Speaker 2:Two I don't really know how that's actually going to help my business and three like okay, once we're done with our 30 day program, am I going to go back to 10 views per video? Or what Love it? Here's what I love right there. So that's what would happen. So you have all those objections. That's all resistance, that's all internal emotional behavior that's coming up. Thoughts, fears, objections that are coming up because we didn't do the sales process and I just said to you I sold you like some one line thing, but I didn't actually do the sales process. The sales process would have eliminated that Because the sales process, I would have said I would have asked all those questions. I would have asked questions at the beginning of telling me a little bit of your business. And then I want to know are you working currently trying to get organic traffic? How long has that been going on for? How is that working? What's the result of that? Have you tried any other services to help you do that? How was it? What didn't work there?
Speaker 2:Once I get all the deepest pains, what's it preventing you from, what's it stopping you from? Three levels of pain? Very important, it is very important. You guys get this, no matter what. Again, sales leadership, selling your wives, your husband, your kids, your employees, anything. Understand three levels of pain. Number one is surface level. Most people sell or try to speak on surface level. Number two is financial, business financial level. Number three, the most important, personal level. So let's just do this quickly, right, mr Business owner? Right, like, as a result of you having trouble, say, generating leads organically. Okay, that's fine, but I can't do anything there, okay, well, what's the impact it's having financially on the business? How long have you been investing into trying to create some organic strategy but it's not quite working? How many dollars have you invested? What are you leaving on the table by not doing this? What about the third level, most important, as a result of the business not being able to crack this organic code and you not being able to potentially sometimes pay the bills or get a consistent income of stream like stream of income? How's all this making you feel? How are you sleeping at night? Or is this keeping you up? Does your wife know about this? Does your husband know about this? Personal, personal, more emotional.
Speaker 2:Then you bridge them to what I call the promised land. Well, suppose we can fix this. What does success look like to you? Okay, so success looks like this, okay, great. Okay, what else? Okay, great If all what else? Okay great, if all you did was get three, four extra more leads consistently a month. What did that equate to? Or what's your service? Oh, we charge 20 grand. Okay, so you're talking about three, four extra leads or sales. Actually, I should say is a 60, 80 grand extra a month. Oh, okay, what does $80,000 extra to the bottom line of the business look like? Okay, then the most important is consequence.
Speaker 2:But what happens if you don't change this? What happens if you don't figure it out? How long can you keep going before something really breaks? How much money are you leaving on the table as a result of not moving forward? And that's it.
Speaker 2:And then you go into your presentation and close and at that point, the entire time, what I'm trying to do is I'm eliminating your, your ideology of time, your ideology of money, your, your, your ideology or thoughts or negative influence on. Can I do this? You ask that yourself. Okay, well, let me ask you if you had the strategy. And because these guys do scientific, like I'm not going to get into it, because I'm not here to sell it, but like they do a scientific study and they learn everything.
Speaker 2:So imagine if we did what we do, which is our scientific approach, and we look at exactly what's going on in your market and we look at what your competitors are doing and we're looking at exactly what the vital trends are, and we came to you with four or five formats. Are you comfortable doing the exact scripts we're telling you? That's going to get this attention, and are you going to show up the way we need you to show up to do that? Yes or no? Yes, I am Okay, okay, now you okay? Great, because if you say no, then I can't sell you, you're not going to do the work I can't you. You're not going to do the work I can't. I'm not going to sell you, I can't. It's not going to work yeah you get what I'm saying.
Speaker 2:So I'm eliminating all that. So you're going to ask the question do you believe that you're capable of it? This is good. I want to honest do you believe you're capable of it? Because here's the thing we can give you the format, I can give you the script, I can give you all the science behind it. But when you go film that and you don't believe you're capable of it, that still won't work because it's going to come in your eyes, it's going to come in the energy and it's going to not use the video or whatever. The modality content you're using will not work. Even when you're writing copy. It will come with the way you're writing your copy. So I eliminate all these resistance and objections.
Speaker 2:So now it really ever comes to money. The only objection I'll ever get is money. And ever comes to money. The only objection I'll ever get is money, and it's either I really don't have the money or they're saying money but something else, which then I messed up somewhere along the way and I got to figure that out. Usually, when people say I need to think about it, it really comes down to I don't see the value here or I don't have the money. Which one is it? Because it's value. I did something wrong.
Speaker 2:If it's really the money, okay, well, suppose we can break this up into monthly payment plans. We have vendors that opm other people's money. There's money should never be the issue if you want it bad enough, because people will buy what they want if they, even when they don't have money, think about about this. People go buy expensive TVs they can't afford. They go buy expensive cars they can't afford. They go build decks they can't afford. But they do it because they want it bad enough and they'll figure out a way to make it happen. If you value it enough, you'll figure a way to make it happen, regardless of having the money or not. And your job as a salesperson is to ensure that you are creating that value and you're creating that gap, the dip between the pain and the pleasure land.
Speaker 1:Man, so good, and I want you to translate this for our leaders to how they can communicate it, and maybe we use the example of implementing core values into the business. How can they sell that, so to speak, communicate that and get that buy-in from the team for them to be bought in on? Now we're going to live by these core values, which just seems like a bizarre concept when you've never done them before.
Speaker 2:So how would a?
Speaker 1:leader go about doing that.
Speaker 2:Well, a leader needs to get clear on those core values. As I mentioned, right, Clarity is everything. So once you have the, the uh, the core values, then again I mean, I don't know how tactical you're looking at what you're looking for, but like, eventually you've got to get everybody on the same team and the in on the same mission. So you're going to announce it, right, like you're going to do a big announcement and say these are where you know, these are the four core values. Now the great thing is, if you have a big leadership team, you you should get them involved. So again, those who battle I forget, I'm butchering the quote, but it's those who battle or plan the battle, battle the plan. Those who don't plan the battle battle the plan. Meaning, if I create core values on my own and then I want my leaders to get behind them, but they didn't feel like they're part of them, they're not going to push them, they're not going to push them to their people, so get them part of the process so everyone feels like they're part of the process. That's what I did. So everyone felt like they had some say in the core values of the business. Now, obviously, I'm guiding them the way I want it to happen, but I'm giving them the power to have a voice and I'm making them feel like these are their core values. So I'll give you, instead of asking the question, how do you intrigue these, I'll give you even something better of what I did.
Speaker 2:I sat down with my leadership team and I asked them what do they think leadership is to them? And I wrote it down and I said what do you think your best traits are as a leader? And I wrote it down and I said well, here's what I think your best. I think here's what makes you a great leader. And I wrote them down and got their clarity on that. So here's what I believe leadership is. Here's what I believe my traits of leadership is. Here's what my superior, my boss, the owner of the company, believes me as a leader. I then printed that all in a nice canvas beautiful design, all of that and shipped it out to them. And they put it behind their wall, hung it up.
Speaker 2:So I don't need to tell them how to be a leader, because they told me how they need to be a leader. They see it every day. I just again guided them to the destination because you don't want to push, pushing, push leadership is horrible, I did that. Or top down leadership, it's just, it's, it's, it doesn't. I'm not a fan of it. I'm just not a fan of it. I think the best leaders are the leaders that can inspire.
Speaker 2:So how do you, how do you articulate your core values is for first, you get them to be part of the process and then you announce it to everybody and you say here's all leadership. This is all with all of us. And the thing is it's constantly doing it, every single, whether it's weekly or daily. I know a team that does it daily and it's to the point now where he'll just say oh hey, john, what's core value number four? He says it.
Speaker 2:What does that mean to you? He says it Right, and it's just constantly, constantly there, constantly there, and I've seen it work, miraculously. I've seen it work. So it gets everyone on a team mission, just like every football team has a mission. They have a saying Football team I played in university was find a way to win every day. Every day we heard it Find a way, win every day, find a way. And that was just ingrained. Like there's times you're like okay, yeah, but it's ingrained in you, like it's just ingrained in you. That's how you clearly have been, and it needs to be clear, concise, and that's a whole different.
Speaker 1:You know project right, that's oh yeah, oh yeah, yeah I just want to hear some of that psychology behind how you did it, as well as how you actually implemented everything. That's important for for leaders to understand how to continue to do that or how to just even start in the first place. But yeah, you're right, you have to kind of be beating that drum every single day and, yeah, you're going to get annoyed with it. People are going to get annoyed with it, but guess what? They're going to know it eventually, or they're going to get off the ship because they can't stand those core values or whatever Exactly, which is a great thing.
Speaker 2:They're going to get off the ship, and that's okay. And I tell people. So we put together what we call is our brand kit, and it's basically a 10-page document of who we are, where we came from, what we stand for, where we're going, what we're trying to achieve, what we represent, the people we're looking for. And before I hire anybody, near the last stages, I give them this brand document. Usually people use this after they hire somebody. I don't. I give it to them before and I say take a look at this and read this. And I'm going to be honest with you.
Speaker 2:When you go through this tonight and you don't feel something like, you don't feel energized, you don't feel like there's something in that stomach, that your knees start knocking, your teeth start chattering, the hairs on the back of your neck start standing up, type of thing, then just be honest with me and there's no problem, because I'll promise you this. If you don't, this is not the culture for you, and that's okay, because I'd rather know now and you'd rather save your time now, because you can't fake culture. I've tried it. It doesn't work. I've tried it doesn't work. Tried it many times, even as an employee, being at a director level. Faking the culture, yeah, yeah, being part of it, but like you can't fake it. You can't fake conviction, yep, and if you don't have that conviction, you don't have that right energy set. And if you don't have the right energy set, you can't project.
Speaker 2:Clearly, the reason these people that speak on stage and you guys want to be, you want to get on stage and you want to be powerful is because they speak from a state of clarity and certainty and conviction. They're so clear in their goal and what they're trying to achieve in their message that it becomes real, it becomes powerful and they know who they're speaking to, so they don't care who's in the audience not listening to them. They're not speaking to everybody in the audience. They're speaking to the right people in the audience and those are the people that go. Oh my God. Those are the people that stand up and cheer. It's not the content that you're giving in the speech. It is how you make people feel as you're speaking.
Speaker 1:Yeah, man, yeah. So on point with that. Yeah, it's about how you make them feel at the end of the day, and I guarantee that people are feeling pretty great about what you shared here A lot of great content, if they want to be able to see more of this. I love the energy. You have Very excited. Obviously, you love sales. You love talking about this, so if people want to follow you and be able to learn more about this, learn more about you, where's the best place?
Speaker 2:for them to go Kayvoncom, k-a-y-v-o-ncom, very simple.
Speaker 1:Awesome. Well, kayvon, thank you so much for coming on the podcast talking about this, really the psychology at the end of the day behind sales, behind leadership, and how we can communicate what we want to get the buy-in, whether it be selling high ticket or just leading a team to be able to get that buy-in from those people.
Speaker 2:That's correct. Yeah, I'm excited.
Speaker 1:Yeah, thanks, thanks so much.
Speaker 2:Yeah.
