EP. 250 The Best Way to Respond to Objections is with Truth- Truth #13

Speaker A: Foreign. Welcome back. We're on our 30 year countdown of the top 30 truths, and we're on truth number 14, tab. I kind of sound a little bit like Casey Kasem there for those of you that are over.

Speaker B: Oh, it's the countdown.

Speaker A: Yeah. I think you got a little over 50. 50, the 70s. KCK. Well, I mean, a lot of people are into the 70s. Uh, but we're on a countdown now that's not the top number one. We're not counting down to the number one truth like Casey would do on the top 40 songs. But, um, but we are, we're kind of, we're celebrating our 30. We're, we're doing the top 30 truths over 30 years and today. The truth is, I think it's probably the number one thing every seller tells me. Yesterday I just did a ride along with a couple of salespeople and a leader and like, talking about what are their challenges and observing them and watching them talk to the customers. And it's, it's almost always the number one thing is how do I deal with the strong, strong, difficult objection that they face? You know, like yesterday they were meeting with a. They, they were calling on one of their partners and the partner's like, well, I'd use you guys more, but I don't like your designs. You know, like, oh, okay.

Speaker B: Oh, what do I say about that?

Speaker A: You don't like. I don't like our design. So, you know, the customers don't want your product, basically, is what he was saying. And so how do you overcome that? What do you.

Speaker B: Yeah.

Speaker A: Then they, uh, were like, well, service is really good because I don't care about your service, by the way. Your service is bad. Which it wasn't really bad, but it was like they couldn't buy direct. So the people they were getting, I mean, it was just, it was, it was just tough. And I'm watching the, the, the, the account manager just kind of. Well, okay, I'm listening. Uh, you know, how do we overcome that?

Speaker B: Uh, yeah, yeah, it, it is by far. It's one of those. And people, you know, I don't. You probably feel the same way that that organ, you know, reps can have other challenges, but this one seems to be the most felt.

Speaker A: Yeah.

Speaker B: Like, meaning the biggest perceived need they have now, it can be due to some other things, but they feel this one. I get hard questions, I get objections, I get pushback.

Speaker A: Uh, you know, I've tried, I will say tab. Mhm. Um, and there's no way to 100% avoid this. But the better you are in sales, the less objections you get.

Speaker B: Yeah.

Speaker A: Because you, You. You're already ahead of the customer. You've already figured out what's going on. You're not responding reactively to their pushback. You're. You're only recommending and, you know, providing solutions that they need and you know exactly what their concerns are. So the best way to respond to. Objection. We're not going to share this truth. Is eliminate objection. By only making sure that either you're talking to a qualified customer or you've thought through all of what they need. So there is no objections. But that's a perfect world. And we don't live in a perfect world. But the truth today. And we'll have to. We'll definitely. Obviously, we'll unpack this. But the truth today is the best way to overcome an objection. Drum roll, drum roll, drum roll. Uh, is with the truth, tell the truth and that.

Speaker B: So just tell the truth. So just tell the truth. Yeah, it seems very simple.

Speaker A: Uh, yeah. So, yeah. If it. Why is it in the customer's best interest to change their mind? And if you can't answer that question, well, what's the truth? They think something's true that you believe is false. And so you're gonna. Here's what you're missing and why it's in your best interest to change your beliefs. I'm gonna tell you a truth. I'm going to share with you why you're basically wrong.

Speaker B: Yeah.

Speaker A: What you're missing, which is delicate, which is difficult. Yes.

Speaker B: But.

Speaker A: Yeah.

Speaker B: So you're. It's not, you're not trying to. It's not a ca. I mean, I just. I remember being a young salesperson.

Speaker A: Yeah.

Speaker B: Uh, and, you know, I got the. I had my little boxes and it said, when you hear this objection, you're going to give this statement.

Speaker A: Ah.

Speaker B: And I did it. I was a good little trooper. I mean, you can imagine. I memorized it.

Speaker A: You got your script, your playbook, we call it that. Playbook. Yeah.

Speaker B: And I wasn't really thinking about is it true or not. I just knew this is what I was supposed to say. So, I mean, that is. It is a. It's a great way to think about it. You're just. You're not just giving a response. You're sharing the truth. Whether they're sharing like it or don't like it is still the truth.

Speaker A: It's still. It's. It's just. And this is where our confidence comes from, because we're not to Your point? I think a big mistake is a lot of sellers make is they're sharing somebody else's truth. They're sharing the company's point of view. Yeah, they're sharing the company line. This is what they told me in training. They don't know the truth. Top performers, the people that are outsell everybody else, they know the truth. Uh, and either they avoid people that they, that the objection, they can't help them. So they just say, look, I can't help you. You want, you know, like in this case of the guy that we met with, the owner of the business we met with yesterday, if his clientele doesn't desire the product that um, that you know, that the seller provides, they shouldn't be working with them. The truth is you have a certain clientele or is that the truth? The point is they need to know the truth. And if the truth will ultimately is the most compelling thing for both the customer and for the rep. Because when the rep knows the truth, they get passionate. And if they're not passionate about the company's truth. Mhm. They're just memorizing the script. And people believe what you believe, right?

Speaker B: Yeah. That's good. So how, so how do you, how do you determine the truth? I mean, that's like the big question, isn't it?

Speaker A: Well, part of the question, yeah, that, that definitely is a question. I mean, and I think um, that's probably one of the biggest challenges is, is, is is perspective, saying what is the truth? And so the key is, is you go figure that out. Like figure out as a seller, as a leader, even if you're in sales enablement, sales excellence, go, we gotta, what are all the options that the customer has? Not just what are our options, what is in their best interest? And go figure that out. And if you haven't figured that out, you just listen, go work on it, go do the research, do the, and then you know, in this case, if the guy saying my customers, well then let's go figure that out. What kind of customers, what percentage of the market, what is the, you know, and, and you've got to go figure that out. And then you come back with your, your representation of here's what we found is true. And the thing that I think most people miss, you know, there's probably hundreds of people in the organization that if all they do is figure out how to solve certain problems and how to meet the customer's needs. And so you've got a collective group, collective intelligence inside an organization is huge. And so we just Got to tap into that.

Speaker B: Yeah.

Speaker A: Or go look into the market ourselves. Like go do the shopping, go go look at what else out there. Figure out the competition, what's happening. Mhm.

Speaker B: Yeah. So it's, it's the, it's the whole discovery piece. It's like figuring out what's really going on prior to.

Speaker A: Well, the discovery is uh, part of the. Obviously the truth is knowing what the customer really needs. But if you, if you know what the customer really needs, then you got to go look at what the solutions are. All alternative solutions that they have. For example, if somebody says like in our case, one of their objections might be, well, we will just going to do our own training. You know, we provide sales training, we're going to develop our own program. Well, what's the truth about that? Like what could they develop it? Well, I would say yes, you can develop your own training program. The truth is the, your training program, you can develop it. Here's some caveats that you need to be aware of because we've been doing this for a long time. And here's what, here's the truth about that. If it's going to be this type of training, you can develop it. If it's this kind of training, you're going to be 30 years behind me. Right, right. You know, so you've got to say this kind of training you can develop internally or if you have these kinds of people. Here's the situation in which you can develop your own training. And this is the type of training, this is the. But if you want to develop this kind of training or skills training or, and I'm just making things up to answer this question, but right. You know, you got, you got to know that and be able to think through the customers, opportunity, alternatives and share that.

Speaker B: Yeah, yeah, that's good.

Speaker A: The key tab is we got to get. I think, I think it's actually easier to figure out the truth if we're willing to do that. You know, here's all the customer needs that I have. Here's the type of customers I have. Here's the, here's the things, here's the recommendations I can make and what other recommendations can the can or uh, uh, alternatives do they have? The harder thing to do is to get them to listen to the truth.

Speaker B: Ah, uh, okay, okay. So yeah, well, and to your point, it's almost like we've done some discovery and this is where I know like you said, we should get less objections if we do better discovery. We learn everything we can learn. But I mean I think the reason this is so important is that sometimes you did the best you could do, and it was something that just didn't pop up. I mean, you were. It's almost surprising. Uh, like you just said, like, we'll just do this internally.

Speaker A: Yeah, yeah.

Speaker B: You're not.

Speaker A: And so you could say it at the beginning.

Speaker B: Yeah, yeah. And so to your point, I. This is a nuance, and I just. I want you can clarify this, but what I hear you saying is that, that, um, I don't just respond. You know what I mean? I don't just punch a button. And here's a response to that. You know, I'm a trusted partner, right? Hey, you're right. You can do this. Here's where you can do this. Here's where you may not be able to do this. Just let me share some things, some truth here. So it's more that.

Speaker A: Right? Yeah. You have to have the information. Like, you have. You, You. You can. Again, this is. This is one of the tough things about what we do. Sometimes the objection may come up very early in the conversation. You don't have the information to be able to respond. That's fine. But you can. But you still need to know what are the. What are. What are custom. When do customers need what you offer and the type of customers that you serve, and what categories do they fall into, and what are their alternatives? And why. Why. Why would one customer need one solution? Why would one customer need another solution? So you can break that down for them and again, represent all the situations and all the options. And usually given if you narrow in on a certain solution that you offer, it's really not that complicated. Like, in our world, there's just a couple.

Speaker B: Yeah, you're right. I mean, there really are. It's like three or four things that always. And you. The more you. You just constantly learning, you know, you're. You're learning, you're understanding what really goes on. You're seeing where people mess up. You're getting. You're gathering. So I think just being a learner is a big part of this. And it. It's not like they're 25 of them. There's probably to your. There's just a.

Speaker A: It kind of goes back to the analogy we use or example we use. I think on one of our recent podcasts where we're talking to the initial conversation, uh, with FedEx, and their objection, which was valid was, we already have sales training. It's free to me. Why should I invest in your sales training? Okay, so what's the truth. Uh, well, Tab, he's my boss and he told me to tell you that we're better.

Speaker B: There's six reasons why you should never

Speaker A: do it in we're better. And because here's our program, we're going to have these kinds of outcomes and here's what you know, and it's just going to feel. But the reality is, this is what I said to him is that if the program addresses the 18 unique challenges of selling over the phone because your team is totally inside sales, and if it really addresses these unique challenges that the inside sellers face, you should go with that program. That's the truth.

Speaker B: Yeah. Which you're kind of going to, uh. I think you're kind of dancing around this. We really. When you, you, you. And between the two of us, we've seen a lot of sellers in. In this kind of environment where they're getting objects. Questions.

Speaker A: Right.

Speaker B: What do you think is the biggest mistake that sellers make?

Speaker A: I think the biggest mistake is they think it's a logical argument. Okay, so let's say they know the truth. I think, you know the first. I think the biggest challenge, not the mistake, the biggest challenge is they don't know the truth. That's the challenge. And, and so they just think, you know. And so you may even turn that into a mistake and say they, they're telling. They're telling the customer what somebody told them to tell them. And that's probably the number one mistake. The second biggest mistake is when you are trying to change someone's belief, which is what influence is. Influence not is changing beliefs. That's what we're paid to do. In sales, people think one thing is true, and our role is to say that that would. That's actually not what's best for you. This is what's best for you. Otherwise we're just educating, taking orders. Right. So influence is changing people's beliefs for the better. Right. It's not about just. That's manipulation. Manipulation is I'm going to talk you into doing something that's not in your best interest. Influence is saying you're thinking that this is the best path for you. Uh, and actually I'm going to show you that there's a different path. So that's what influence is. Well, when you try to change somebody, they're resistant to change. They don't like change, they're not very receptive to change. So the first thing we've got to do, and I think this is probably the second biggest mistake, is we have to create as we always say it as a fertile soil. We've got to make sure they're receptive to the information where you like, don't. Because if we say you're wrong, let me tell you why you're wrong. You may be right, but they're going to. They're not going to follow you. Because when you tell people they're wrong, they're not going, oh, that's right. That's great. That's, uh, I'm wrong, you're right. They don't like to be told they're wrong. And so that's when you're changing somebody's belief, you're basically saying you're wrong. So we've got to create receptivity first before we deliver the truth. And that's the thing that we sometimes miss. We miss the, uh. I've got to create an environment. I've got to. I'm about to jump into some cold water. We got to warm it up a little bit. Uh, you know, so. Because if the argument begins, influence ends. Right. So then you say what you're going to say and then they say what they're going to say, and then you're not going to win that. So we've got to create receptivity. And the best way to do that is first validate whatever they're saying. Sincerely validate.

Speaker B: Yeah.

Speaker A: In other words, not just hear what they say. We talk about this all the time. One of the most critical skills and influence is validating. So I'm gonna. Hey, you're. Hey, listen. If all your customers are wanting this type of look, we don't have that kind of product. And so therefore I need to help you find that. Either we got to go develop that for you, or we've got to. Or I'll try to help you see it. Or maybe we're just not a fit. But I understand you believe we have this kind of product and that's not what your customers are looking for. And you're also struggling with service. And so that sounds like a very big challenge for you. And that's how we're dropping the ball. And they should say, exactly. And that, ah, now they're more m. Interested than the next thing you say than they'll ever be.

Speaker B: Yeah. And I don't know why, but I. It's so hard for salespeople. And, and it was funny. I got off a. One of my sales people joining and,

Speaker A: um, I. I was on a call

Speaker B: with a customer, a potential customer, and that's what happened. It was an objection. And we And I'm just like, hey, I get it. I mean I. And he just. And I asked him and it, it was great because I mean I, I didn't pull the rope. I just, I'm like, I was curious. I was like, that makes sense. And uh. And I'd feel the same way if, if this is. If this doesn't match up with the criteria that you're trying to do, you're not going to work with us. I would never work with us. It wouldn't make any sense. I get it.

Speaker A: That's a great validation. That's a great. And it was the truth. I would never. That's so good. I would. Versus the uh, feel, felt, found approach. It's like, I understand how you feel. A lot of people felt. It's all formulaic and they've heard it before. And it sounds like a technique. Versus if this is true, that means that we are maybe not a good fit. Maybe we shouldn't work together. That's like, uh, now they're more, they're more likely to figure out how they can work with you than they are now. Not, you know, not, not how to get out of the relationship.

Speaker B: Yeah. I mean it is so true, but it is so count. It is definitely counterintuitive. And that's a big take up. I hope everybody, any rep will take away from. This is just the freedom. I mean it's like I always say, whether you do that or not, they're in control. What do you like to say? Control is just an illusion. Yeah.

Speaker A: Yeah. Ah. I mean. And so you can't make somebody embrace your point of view. Now. You can get them to fake it. You can put pressure on them. And then they're like, okay, that sounds great. I'll let you know. This sounds good. Thank you. And then they'll just whatever. You know, they're like typical salesperson. Yeah. It's so, it's so. And uh, I like to think of a tab as positionally like. I think of it almost as like I'm on their side of the table. I've got kind of my arm around them and like kind of when I'm looking down or looking down the same road, they're doing it together. We're going to figure out what they're seeing and what's best for them. Versus point counterpoint, which creates this debate. And we don't win debates with customers.

Speaker B: Yeah.

Speaker A: I would say the next. The other, um, I'd say the third. And I don't know. I mean everybody's different. So this. It's hard to rank them, but I'd say another huge mistake people make, including myself, is we don't isolate and really determine what the true objection is. Oh, God. That is my biggest weakness. M. Yeah. It's so easy to assume. Well, you don't. You. You guys don't have the right designs. So you're saying none of your customers want the product that we offer. You've got this huge showroom, and no one ever wants any of these products that we offer? No, no, no, no. I'm not saying that. I'm saying that this customer that I'm working with right now, most customers want it. Yeah. Oh, oh, oh.

Speaker B: It's totally different. That's a great example. We've all been there.

Speaker A: That's, uh, perfect. Love it. Yeah, no, just a project I'm on right now. Other projects are great. You know, isn't that.

Speaker B: That's so funny how that works. Yeah. Yeah.

Speaker A: There was another meeting we had where the guy was really telling us some things that were going wrong and how we. He used to get more support and blah, blah, blah. And he went through this list of issues that he had with the company, and I said, so it sounds like you really don't want to work with this company. What I'm hearing you say you really want to cancel this relationship and not work with us anymore. Oh, no, no. This is my favorite product. This is my number one product. This is the product I love the most. Oh, so that's you Completely now. You know what's interesting, Tab, is it's always easier for me when I'm riding along with somebody, because I have no biase.

Speaker B: Yeah, it is. When you're not in the. You're not sitting here going, God, I got to get this deal. I really. I'm really. I can't blow this. You're right.

Speaker A: Or I've heard this before from the last customer. So I think this customer's saying the same thing. M. Or they may have a bias. So they like, oh, everybody wants this now, and we only have that, so they must be thinking that. Well, they may not be thinking. The point is we don't understand their point of view. Validate. Make sure that we. We kind of are hearing what they say. Then we need to isolate. So you're saying it's price. Well, is it really price? Is it not. Is it a value thing? Or is it. You can't afford it.

Speaker B: Yeah.

Speaker A: Oh, no, I think it's worth it. We just don't have a budget. Okay. So that's really the issue. So do you believe. Can you get a budget? Well, we got to talk to that person, but I think we need to do this, and I think it's worth it. Okay, so you don't have a value problem. That person has a value problem. Yes. So now it's a completely different response. I don't need to defend the value. I need. We need to figure out how to get to that person.

Speaker B: No, I, I, I had this. I, uh. Then you were talking about this. I had this. I was working with the. Supposedly the solution decision maker.

Speaker A: Yeah.

Speaker B: And we're going through the whole thing. Everything is looking great. We're kind of pounding through everything, and we're kind of landing on this number. It's just a little bit above the budget that he had. I mean, like, yeah, let's just say it was $250,000. It was like 265, you know, or something like that. But we had full scope. Everything's good. We're ready to go. I mean, I'm like this. We're done. And then he just stops me in the tr. He said, well, this is not within the budget. I said, It's $15,000, you know, and we're. I'm so comfortable. And I'm. I'm like. So I said, do you. So you don't see the value and all the things we just talked about. You don't see the value of throwing an extra 15k in there in order to do X, Y, and Z? He goes, oh, no, I see the value completely. And I said, so what's the problem? And he goes, well, it's. It's not me. It's just I have to go to somebody and tell them it was a system thing. I said, so. But do you. So you understand. You had a commute. Yeah, but it's just. I just.

Speaker A: Yeah.

Speaker B: I said, do you need help with that? He's like, could you do that? I'm like, set up the meeting list. The three of us. Let's get together. I'll talk about it.

Speaker A: We'll.

Speaker B: We'll download it.

Speaker A: We'll get this thing done.

Speaker B: Well, when that happened, Tom, um, this was a couple years ago. Not only did we get the 15, we added an extra, like, 100,000 to the project because we were now meeting with someone who completely was connected to the end game. And that happens.

Speaker A: Yeah. And the key to that, too, is that we've talked about this, but the whole thing is wrapped and dropped the rope. Your tone and everything needs to be like, let's Just look at all the options. Let's figure out what's right for you. Let's make sure I understand what you would understand what you're really saying, because I'm gonna hear. It's difficult for me. You know, we always talk about clear our cash. You know, I've downloaded a lot of information over my 30 years of selling Aslan, and so I'm gonna. My brain's gonna assume that it knows what you're saying. And I am. When I make assumptions, I am wrong. Like, I saw already do this yesterday, and they wrote, they got upset because the customer required a credit of 25 cents.

Speaker B: Really?

Speaker A: Yeah. I mean, wow. Uh, okay. So the customer's like, I can't believe the rep was saying, I can't believe all the stuff that I've done for this customer. And this is not what they said. The customer, internally, all the work we've done for this customer and all the things we've done. And, um, you know, the leader did a great job of listening to the rep and do a good job of validating and all that. But. But I was listening to this thing. Like, what it was happening is they were assuming that. They were like, that was a finger in the eye. Yeah, well, you owe us 25. She's like, why don't I just. I'll go over there and I'll just give them a quarter. You know, like, you know, it was like, it was. She was mad because she was thinking, I can't believe all the things you've done. And who knows what happened there. Yeah, that may have been an automated thing. It might be some junior person who doesn't even. Maybe they thought it was 25. I. Yeah. The point is we don't know, but we. We assume. It is so easy for us to make assumptions because of our experience. And, uh, that is a. That is a really tough thing. So I think if we isolate and narrow that in, that's going to be. That's going to be key. I think another thing tab, and I'll see if you. What you think about this, because I don't know if we talked about this. If you don't know the answer, don't answer. Yeah, like, if, like, if, like. And that's what the. The one of the people I was working with yesterday did is, you know, the guy says, this is what's going on. This is what my customers are doing. This is what the need is, and you guys don't provide it. I. I'd say let's look at that. Let's look at your customer base. Let's look at what's happening. Let's look what's happening in the market. Let's see if there's decline for the. Let's. Let's just go spoil that again. That's true. Drop the rope. If that's true, then we either need to change what we offer you or we don't need to work together. The last thing we need to do is both you and I kind of meet every once in a while and I uh, bring you donuts and you say great. We talk about the kids and that's it. I mean nobody needs to be doing that because our greatest resource is time. Right. So let's not fake it.

Speaker B: Mhm.

Speaker A: Um, and customers sometimes will fake it if they're getting some love or something or it's nice to break up their day or they like you, but it's got to lead to a win for both parties. So yeah, if you don't know, go figure it out.

Speaker B: Yeah, I think that's another one.

Speaker A: In the moment.

Speaker B: I think that's another one of those things that is. I feel like sometimes we feel like that's going to hurt our credibility. We should have all these answers right away. I think it's totally fine. You know, I really. That's, that's a great question. Let's explore it. Let me, let's go do some, do some research. Let me, let me ask a couple of questions. Let me figure a couple of things

Speaker A: out and I'll tell you if, if you'll do that. If you do that,

Speaker B: you uh, it

Speaker A: with, you know, like that's great. Let's go through that just. You immediately have elevated above a salesperson. Yeah. And because sale. What. What the customer thinks. And I've been saying this a lot lately, customers think that you're a rep, you rep your product. They don't want to talk to a rep. Right. They, you know, that's why a lot of times they won't even tell you what the objection is because they don't want to deal with your response. But when they see that you're a partner, you're not repping a product, but you're trying to figure out what they need. You're doing the work. You just elevated in the mind of the customer and you come back and say these are the three areas where I think that we should take a look at it. Because you're right, we're seeing a decline. But I do have an option for you here that I think this might be another solution. That you have, maybe I've considered, and this is the work that I've done. And you still have that drop the rope approach, um, where you're not pressuring them, but you're just trying to figure out what's the best way to serve them. That's the truth.

Speaker B: Yeah, that's. And I think it helps when you, when you. When you're really focused on them. You know, I think a lot of times we think we don't get the full solution. We fail. But I think this feeds into that. I mean, sometimes the full solution isn't what you get to start. You start with a fragment, you start with a piece of. And that's okay. That may be all that makes sense right now. That's okay. Right. Move forward and grow this account. And so it's good.

Speaker A: Well, it's. It's that, ah, if the truth is that we need to fragment and do a small part, that's what you need to be saying. And there's just so much freedom, Tab. And just saying what is best for the customer. I'm in the pursuit of truth, and that's what. Yeah, then you're not talking about me, and I'm not talking about my products and what I need and my commission. I'm the hero of the story. I'm basically saying, this is what you need, this is what we've learned, and this is what I'm passionate about. And that gets to be fun. And people listen to you because you're different. Yeah. You know, versus some, you know, parrot. Good truth, Dom. Um, good truth. So validate, isolate, communicate the truth. That's the best way to respond to a tough question or, uh, an objection. Um, again, if it's early, then it's something we didn't talk about, Tab. This is probably another mistake. And I'll close on this. If objection comes up at the beginning, set it aside. So, like, it's like, well, why should we pay more for you? I know you're really expensive. You got a really expensive solution. You go, don't. That's a trap that made. An intentional trap. Yeah, but don't respond to that immediately. Just say, uh, let me talk a little more about your business, what you're doing, where you are right now. And let's figure out. We'll figure out together. It might be too expensive. It may not be a good fit. Let's try to go through discovery before you answer any questions, because, um, if you just are in the. Get in a reactive response mode, it's gonna be hard for you to. You can't make a recommendation. You're just kind of. You're basically gonna have a lot of. I don't knows. And, well, this. If this is true, then this. And it's difficult. So try to get them to step back, say, well, we'll definitely address that. Let me learn more about you. And then I'll be able to answer. Answer your questions more effectively. Because the answer right now is I don't know. That's good. That happens a lot.

Speaker B: That does. That's, um, a. I see that a ton. So.

Speaker A: Yeah, that's beautiful. Beautiful. And remember the way that we. Our response to those difficult situations. Again, this is not. Our win. Is not in that moment to win the argument. That's what we've got to do. Our win is to get them just to change this adversary relationship, to get in. To lean in and say, what do you think I should do? M. That's the win. And then later on, you're going to win the opportunity or your win is going to be, this is not somebody I need to work with.

Speaker B: Yeah, yeah.

Speaker A: You know, not everybody needs the solution I offer. And this may be some of the people that don't. So. Yeah, again, you're free.

Speaker B: It's good.

Speaker A: Well, thanks for joining us. That's truth number 14. The best way to respond to an objection is with the truth. Um, freeing. It's helpful, it's customer focused, and it works. So thanks for joining us. Um, and stay tuned for truth number 15. Coming to a store near you. I guess that's probably not true. I guess, uh, podcast near you tab. It'd be a podcast. Much better.

Speaker B: Much better.

Speaker A: Uh, Tendo, probably the producer is going to cut that out. Sam.