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This episode is a business coaching course that explains how to assume the close.

Results-Focused Training, Tools, and Workshops from Expert Business Coaches.

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Call Center Necessities: 9. Receipt
  • Call Center Necessities: 10. Payment/Credit Card Portal/Terminal
  • Lesson Nugget: When you close, assume the customer is going to pay. Assume the close by giving them two different payment options.
  • Call Center Necessities: 11. Whiteboard and Old and Reliable Markers
  • Lesson Nugget: Create a visible list of Frequently Asked Questions (FAQs) that you review and answer with the team at one time.

[MUSIC PLAYING]

CLAY CLARK: OK. Next thing, receipt. When somebody buys something do they not want a receipt?

AUDIENCE: Yes.

CLAY CLARK: Let's say you were trying to raise investment dollars, they probably don't want to receipt, but they're going to need a contract. They're probably going to need an-- what? If you're going to do financial consulting they're probably going to need like a proposal, or an offer sheet, or a contract, or an invoice. I'm just encouraging you to write this down.

So, now we have payment. A payment portal. You know, when you take someone's payment you can't sound weird. Strung it out there. You can't be like-- so we'd raise money, you can't be like, so, do you want to pay? Doesn't that sound weird? OK. We have to know how to close. OK. So how we're going to close is we're going to say, all right, well do you want that on debit card or credit card? Credit card, OK. Great. Let me type it in here. I'll send you a receipt. That's how you do it.

When you have your accounting service you're going to go, all right, well did you want to go ahead and set up today on debit card or check? How do you want to do it? You're not going to be like, did you want to go ahead and pay? Have you ever been in a restaurant where the waiter's like, are you sure you want to eat here?

[AUDIENCE LAUGHS]

CLAY CLARK: Hi, welcome to Italian restaurant. Do you want to eat here? I guess. Right?

Have you ever had a waiter who kind of asks for dessert in a weak, apologizing way? Have you had it happen? It happens to me all the time. Would you guys have any room for dessert, maybe? Maybe? OK. Right? Or they'll be like, you're probably stuffed, but did you save any room for dessert?

Now, here's a waiter who gets me every time. This guy works up there at Russo's, 91st and Yale. This guy gets me every time. He is the cause of my weight gain. But this guy, he says, hey, guys, tonight we have a house special. It's the yadda yadda. Oh my gosh, people love it. Let me get one for you. If you don't like it it's on the house. How do you say no to the guy? You're like, fine. I'll just eat another-- like 7,000 calories a night, you go there. OK.

So, moving on. Right? So, point 11. The white board. Why do we have a white board? And why do we have to have old and unreliable markers? I don't know. But every time I come up here I get markers that I think progressively get older. Look at this packaging. This is like from 1922.

AUDIENCE: Looks like the '70s.

CLAY CLARK: This was actually-- this was something that Moses carried around with him. He was like, we've got to start writing stuff down, guys. And they're like, well, we've got these markers. So, I've got these old, unreliable markers.

No, but you need markers. And the reason why is because all of you are going to have a question. You're going to have an issue. And every hour we're going to break for about 10 minutes, and any of the issues that you have we're going to answer them all at one time. And why is it important that you always answer all the questions at one time? You ever heard of a thing called FAQs? Frequently asked--

AUDIENCE: Questions.

CLAY CLARK: Boom. We deal with them at one time. It's faster. Cool?

So, real quick. If you're trying to raise money, you're going to notice there's these things called FA--

AUDIENCE: Q.

CLAY CLARK: Yeah. And then if you're trying to start your business, you're going to find that people have this thing called FA--

AUDIENCE: Q.

CLAY CLARK: So, you just write them down. And you figure out everyone asks this question. I might as well make an answer for it, right? Bam. Bam. That's crazy.

[MUSIC PLAYING]

Featured Coaching Excerpt - Notes & Transcript, Part 2
  • The Caller: 1. Has a list of names. 2. Follows the script. 3. Sits at the computer. 4. Has to have a phone. 5. Needs a credit card terminal.
  • Lesson Nugget: When you are hiring callers you need someone with a pulse, someone who is trainable, and someone who is diligent.
  • Lesson Nugget: It is the manager's job to keep the employees in line and make sure that they are staying on task.
  • Lesson Nugget: You have to bring the energy, especially if you are the leader or manager of the office.

[MUSIC PLAYING]

-Moving on. 12-- envelopes. Why do we have to mail something? This is the great digital age. Why do we have to mail-- why do we even have to have someone on our team who mails?

AUDIENCE: It makes it more personal.

-Couldn't Stephanie just email everybody? Why did she have to mail something? Does it make that tangible connection get in the mail? You ever opened up mail and you ever-- who here's ever got a love letter from someone of the opposite sex before, or a letter that at least says something nice? Come on. No? You guys like texting each other I want to break up. You probably already done that. Bunch of millennial jerks, right, just texting their breakups? Point is, old school you broke up on parchment. No, I'm just kidding. The thing is that you guys want to have a personal touch.

If you hand write something and say, thank you for giving, or if you sign it or mail it off, it just feels better, doesn't it? And remember, why are people donating? Because they want to--

AUDIENCE: Feel.

-Yeah. So don't get all worked up. Why do we have envelopes? Now we need a printer. Why do we need a printer? To print stuff that goes in the envelopes, right?

AUDIENCE: [LAUGHS] Yeah.

-Why am I making this list? Because nobody does this. I go in small businesses all across the country-- I'm not kidding. They hire me. They see me in a seminar. They're like, I need to hire you. I go in. I'm like, do you have any printers? No. OK, you gonna get one? I don't know if we need it. OK.

Next thing. Merit-based pay. Oh, this is offensive because we're getting kind of socialist as a country. Merit-based pay. I'm going to give one of you guys $1,000 scholarship. So whoever raises the most money on this is going to get $1,000--

AUDIENCE: Awesome.

- --towards your student loans. I know it feels like it's taking luggage off the titanic because you're paying 30-- how much is it? $30 million a year? How much is it again? 30--

AUDIENCE: $35,000.

-$35,000. Gah. When I went here it was like $17,000 and I was angry. So anyway, $1,000 scholarship. And then every night, whoever does the best, whoever raises the most, I'm gonna give you $50 each night. So at the end we'll get-- so if you're the top dog, Christian, every night-- I think we're here, what, six nights? So how much can he make if he kills it every night?

AUDIENCE: $300.

-And kill in my world is a good thing. Kill, it's like the new-- it's the future of-- it's like the word "sick." It's a good thing. I have a problem. But kill, it's a good thing. So you can make $300 of cash in addition to what you get paid. I'll write you a check. Cool? Now, what if you're like, I'm not going to do that? Then you're going to get paid less. Why? You mean you pay people less who do worse? Yeah. Ha ha. Ha. Ha. This is for some reason offensive in America right now. I don't know what it is. But there's people who should make a lot more than other people based on productivity.

So as you have these big goals and things you want to do, somebody's going to work harder than the other person. I'm just being honest. This is what happened with Teslyn. I got here and I noticed that she was here on the phone calling before other people by like 30 minutes sometimes. And she was like, I'm getting that money. I'm getting that money. I need that money. That's what I need and bam. So I'm telling you, in my office I don't put a bar on the door and I'm like, you can't come in before-- But the thing is, if you want to become successful you can't put limits on what you're willing to do.

Now, I'm going to throw it out for you because I love you guys. I'm trying to help you. And if I wasn't truly in it to win it, we would just be talking about just the call script and we'd be on the phone. And you're like, why would you-- because none of this matters. It's hollow. Have you ever had an Easter egg where you expected to get the Easter bunny, you expected to get a chocolate Easter bunny, you expected-- and you bit into it and you're like, whoa, this thing's hollow. That's how success will be if you don't learn this stuff, OK?

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Lesson Nugget: The manager has to make the work come alive, they have to be the ones who get others excited about the company.
  • Lesson Nugget: The key as a manager is to encourage those who are struggling to become better, not to get frustrated at their shortcomings.
  • Lesson Nugget: Most success comes from hundreds and hundreds of failed attempts of some type. Failure is necessary in order to succeed.
  • Notable Quotable: "If you want to double your rate of success, you have to double your rate of failure."- Thomas J. Watson
  • Lesson Nugget: Mixing administration and calling can kill your momentum. These jobs need to be done separately so that you can be completely focused.

[MUSIC PLAYING]

-What we're going to talk about now is now we know all the stuff we need, right? Now we need to talk about the people we need, and the roles they play, and then we're going into the script itself, OK? So here we go.

The people. You need a trainer. That's one. You need a trainer to run this call campaign. Now if you're starting your own business and you're just like an army of one, by the way, almost every business starts with an army of one. And Richard Branson's book explains how he started a call center. Some of these guys have read it. It's awesome.

But he basically, he and a bunch of students started a newspaper called, "The Student". And he was dyslexic and couldn't write, but they started selling ads to Lloyd's of London and they got Mick Jagger booked as an interview.

They were selling ads to the biggest banks in the world having never actually made a publication yet. So they were selling ads in a newspaper that didn't exist. Awesome.

OK, so here we go. So the thing is, you can do this with whether it's a team of one or two, but you need to have somebody who is a trainer, OK? Or they can be like a Viking, or a life coach, OK? But what does this person have to do? One, they have to be like your accountability partner, OK?

So I'm just telling you, if you start a business, so Christian if you start that business, all you need is you, and yourself, but it might be good to have you and a dude or you and a lady. Your calling, the one of you has to be the accountability person.

What does accountability mean? I have to set the pace. My job is to make sure that I set the pace, and the entire time a phone is in our face. That's what I have to do, cool? All right? So most people put their emotions-- check out this word, this is a fun word. Most people put their emotion in front of the motion. They can't do anything because they're so emotional.

I don't want to make calls. Someone just yelled at me. Somebody just hung up on me. I don't feel like-- my phone won't work. I have bad numbers. Oh god. My job is that we don't-- we get our work down there.

So some of you are going to call and you're going to be like, everyone I call, it's a wrong number. And I'm going to say, I know. That was the list I magically made to make your life horrible.

[LAUGHTER]

And you'll be like, that was not encouraging at all. And I'm like, I know, because I'm your accountability partner and I care not about your emotional state, OK? Second thing. Coach. A coach, their job is to help make you the best you can be, not the easiest you can be. It's not the easiest you can be, but the best you can be.

So anybody here ever lifted weights before and got sore? Obviously, right? You work out, you get sore. If your goal is to not be sore, like have you ever seen those commercials for the no-impact Shake Weight? Does it work? No.

Anybody here ever studied like a boss to really pass a test? I mean you studied and it was tough. But you kind of learn more, usually, when you're pushing yourself. I'm just telling you, the pain is always the prerequisite to the gain. OK? The pain before the gain. So just deal with that, OK?

And the numbers. I'm going to make sure the we're hitting our numbers. So I want you to write this down. Everybody here has to make 100 calls a night.

(SINGING) 100 calls a night, 100 calls a night, oh yeah.

And here's the deal. 100 calls a night, that can happen in five hours. In five hours a typical C-minus caller can make 100 calls in five hours. Now us, we are Spartans, we are a rare breed. We are called people who've never made calls before, except for you.

We are people who don't have our own bias, we haven't formed a union yet. We haven't come up with a list of reasons why we can't do it. So I believe we can make 150 in four and 1/2. Cool?

But there are call centers all across America where people are like, if we can just get everyone to make 40 call tonight, we're just going to be happy-- I'm not going to do that. I had a DJ company I started out of my dorm room. True story. I would come back for my Humanities class. True story, guys. I was up in the 44, EMR North. Bam. Right in there, OK?

I would come in there and I would pick up the phone and I would call in between my classes. I'd have like an hour break in between classes. And in an hour, I could call like, 30 companies and usually get one appointment set. Then I go to my next class, come back. Call. 30 calls. Boom, boom. And I was highly motivated and so therefore I could do it.

We can absolutely-- we've got to have numbers. So real quick, I'm looking for 150 calls a night. Now, you know what? If you guys do your best, I promise you it will all work out. But I will never yell you. I'm not going to attack your character. If you just try the best you can do, if you just put your best effort, I will do nothing but encourage you and help you. But if you don't put your best effort, if you're giving me that 98% stuff, that we're saving some for later stuff, then I'm going to be all over you, OK? So we've got to just make 150 calls a night. I know you can do it.

OK, so callers. OK, moving on to callers. We need callers. Who's that? You. OK? Now what do you need to be a good caller? Well, a pulse, OK? So we need a pulse, I'm going to write that in. A lot of times I think we over complicate this. We need a pulse.

But then the second, we need diligence. And diligence, the word diligence, if we were busting out Webster's dictionary means what? The steady application of effort. OK? Diligence is the steady application of-- diligence is the study application of what?

AUDIENCE: Effort.

-The boom. Right. There it is.

[EXPLOSION]

Boom. Boom, OK? Steady application of-- OK, real quick, there's this word boom I use all the time. I'm going to add a little boom, a little boom here. It's OK. Don't freak out. Boom.

Boom stands for-- I'm going to give it you, write it down-- big, overwhelming, optimistic momentum. Boom. Big, overwhelming, optimistic momentum. If you call people with a little boom, you'll win, OK? You've got to bring the boom. Boom. Awesome. OK? So callers, pulse, diligence, boom.

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