OK the single mostimportant thing for youguys to think about is forbeing a creative entrepreneuris how to multiply your time.So it's very importantthat you learn the skillset called delegation.There are many management booksabout this thing and the thingsthat I rememberreading and learningfrom my former businesscoach Kay McLarenis this is that delegationis important both to youand the people that work foryou or work with you because ithelps them to grow.So a lot of people thinkdelegation one is justhanding over a task and givingit to somebody without everchecking in, withoutgiving them parametersand without giving them thesupport and tools that theyneed to accomplish theirjob and to be successful.That is notdelegation that's justcalled dumping responsibilitiesand walking away.Many managers dothis incorrectly,so they give a task like, Ineed these storyboards done.They don't tellthem what done is.They don't outlinea clear timeline.They don't ask themif this is somethingthat's within their skillset or if they need support.And they have noagreement in terms ofwhether or not the person feelslike they have the skill setto do this or not.And then when they check inand whenever they do randomly,of course, things go wrong.And then they explode, usuallybecause they're thinking,why did you waste all thistime and money doing whateverit is that you're doing?They feel almost as ifthey're insulted by the factthat the person has wastedtheir time, so to speak.And this is how, oddly enough,many creative directorsthat I've worked with inthe past run their projects.They say, I need somestoryboards for this projectand then they walk awayand then they come back.And they're in thestory's infamous storiesnow about creativedirectors in Hollywoodjust going bananas andripping people's work apartand people leavingthat situation feelingbruised and worse for the wear.So let's talk abouthow to delegateand why you should delegate.First of all, delegation isgreat for the person that'sworking with you foryou because they'regoing to learn a skill setand everybody wants to expandtheir knowledge baseand they want to growin the responsibilities.So by you giving a smalltask to them to do,that's bigger than what they'vedone before, you give themthat opportunity to grow.So the trick is to be able tostretch them, but not stretchthem so far that they break.Now here's typicallywhat I do whenI'm delegating work to people.I try to think aboutthe three or five thingsthat I'm making asa decision as to howI know somethingis going to work,and I try to sharethat with them.I try to be asspecific about whatit is I want them to do, butnot to tell them how to do it.This is key.If you tell peoplehow to do things,you are going to forever bestuck with somebody followingbehind you witha notepad and penasking you to be veryprescriptive of what you want.This shuts downtheir creativity,and it shuts down their problemsolving part of their brain.And it gives youexactly what you want,but not the best of whatthe person has to offer.So there's a key there.So one of the tips that I talkabout in terms of delegationis this is that to realize one,the person that you're givingthe work to mostlikely will neverdo it to in the same wayand the same speed as you.And you need to justbe OK with that,because that's wishing thatthere was a clone of yousomewhere else in theworld and there isn't.And to accept thatsomewhere between 70% to 85%in terms of success in termsof what you would do normallyis considered a homerun because that 80%that they're ableto do, you couldhelp to close that gapthrough art direction,through coaching,through mentoring,and that's what it's all about.So in that last little stretch,you can say, great job,I love what you've done now.Let me sit down withyou and tell youwhat the littletweaks I would havemade to get this tobe something that wecan present to the client.Perhaps it's as simple as maybescaling certain elements down,and in this process,you should do.You should think of yourselfless as a boss and moreof a teacher so that theycan hear what you're sayingand learn to adaptwhat your process isand to be able to seethe world in the same waythat you see it.And then that'swhat you need to do.So if you frame it like thisis what I'm looking for,I'm looking to see what isthe most prominent elementin this design.And I see that clearly.You thought it was thisline, and it's reallythe logo that's mostimportant or vice versa.And then the next thingI'm looking for is x.And then the third thingI'm looking for is why.And you would go down that list.OK another tip I want to sharewith you in terms of delegationis to make sure you have anagreement with that personthat this task can bedone within a lot of time.And you have to give thempermission to say no to you.You have to remember asthe boss or a manager,you hold a lot ofpower over peopleand they're going to beafraid to say to you,I don't know how to do this.I don't have theresources, and Idon't think I can doin this amount of time.So one tip on how to dothis is to say, here'swhat I'd like to have done.Here's the timeline in whichit needs to get done by.Do you feel like this canbe done in this timeline?And it's totally OK tosay to me right now,I cannot do this or Ineed additional help,but it's not going to be OKwhen that deadline comes aroundfor you to tell me at the lastminute I could not get thisdone.And then the reason whyis because we've promisedsomething to the client atthat point and I can't go backto them and tell themwe cannot deliver.So it's importantfor you to tell me,and it's also importantfor you to tell them,I will probably notcheck in on you,but I would like for youto come in and find mewhen you feel like you're stuckto exhaust all the resourcesthat you have available to you.And then and onlythen reach out to me.Cornelia Diana, canyou help me out?Thank you very much.OK, so then you wouldcome and find mebecause I don't liketo micro-manage,I don't want to hover overyou and be constantly checkingin on you.I want you to feel safe toexplore things, things thatmight not work andto kind of findyour way through the designand work it out on your own.But I'm here if you need me.That's my management style,and that's how I delegate work.OK, so let's recap herea couple of things.One, in kind of reverse orderhere is to make sure you givethe person permission permissionto say that I cannot do this.I need help before theyactually get started.So you both have agreement.And that's reallyimportant too, isto tell them what you want toget done, but not tell themhow to get there.Three tell them the style inwhich you'd like to check in.Do you want to check in?Do you want to check in everyhalf hour, every half day,every three days?Or do you want them just to cometo you as on a needed basis?And also, and this is probablythe most important thingis to realize that the personwill never, ever, rarely, ever.I should say never,not, never, ever.The person will rarelyever give you back100% of what you're expecting,and to be OK with that,you need to temperyour expectationsthat this is another personthat's just learning.And this is the benefitof having somebodythat's more junior than you.That is going tocost you less moneyand you're goingto coach them up.So I want you to start thinkingto yourself less as a bossand more of as ateacher or a coach.OK I hope that helpswhoever wanted delegation.If you have any other questions.Talk to me right now and thenwe'll get through this part.Anybody?hey, Chris.So if you delegate tosomebody, you don't tell themhow to do it, but you ask them.To to do the task, andthen when you do checkand it becomes evidentthat they're doing itin a really inefficient way.If you have techniquesthat they could,they could employ thatset of instructions.This this, this, this, this.Have you got anyadvice on how to broachthat subject with them andto push them in the way of.Because no, no,they don't have timeto figure out theirown way of doing it.Now It just needs to be done tohit the deadline for anything,right?I think for a lotof creative people,it's important to let themwork out the problem and to.To fail a littlebit, because if youwere to start thevery beginning,here are some shortcuts.Here's how I do it.Now that's going toregister with themand just to realizethis is a process.So if they wind up doing it ina quote unquote very inefficientway, you have to askyourself, is it worthwhilefor you to tell them toadapt a different process?Is that beneficialto you and to them?And if it is, then Iwould sit down, definitelyand talk to them abouthow to work differently.Now you guys haveseen some videosthat I've been rathernotorious about sayinglearn the keyboard shortcutsis how you have to do it.This how professionalswork, learn your craftand you've seen it.And it's because it's notbecause I want to control them,but because they produceone design within a dayand would take me 10 minutesto do what they've done.So it's horriblyinefficient and the resultsare very self-evident.So then what I would do isthis is the teacher coachmoment where you sit downwith them and you're like,OK, I'm a little surprisedby the results in termsof the time that I'vegiven you and what you'vebeen able to accomplish so far.Take me through your process,and if there's somethingthat I see thatcould use improvementor I'll give you someadvice along the way,I would encourage youto adopt these habits.This is what I'vebeen able to doand from the lens of the person,if you frame it the right wayand have a certain tone toyou, to the way that you'respeaking.I think they're going tolook at this like, wow,so I'm getting paid,I'm doing cool workand my boss is teaching mehow to be a better designer.There's nothingthat would make mehappy to learn allof his or her tricksso I can be much faster,more efficient designer.That's how I would approach it.So a lot of times when I'mwalking by, even though it'snot my project, if Isee somebody strugglingon something like, Ohmy gosh, let me tell youhow to do that super fast.I just learned this new tool.And then they will comeback like, that's awesome.Did you could do this?And sometimes I don't know that.And then pretendlike I do know it,and then I'm like, yeah, ofcourse, I run back to my officelike, Oh my gosh, that'ssomething brand new.Now I'm just kidding.You should just admitlike, oh, wow, amazing.That's what young peopleknow how to do now.OK, super awesome.I mean, with aless cynical voice.OK that's the urban that's thearrogance of the creative typeand a creative personalitywe are inherently,you know, kind oflike, oh, well,why didn't you justdo it this way?But yeah, no.Otherwise you end up withpeople trained for complianceas opposed to creativethinking and problemsolving on their own,but trying to saythat we don't know theanswer and admittingthat we didn't know.It's not something that comeseasy to creative people,especially, yeah,for some people.Doesn't it?How do you go about deciding atwhat threshold you delegates?Because sometimeswe have large tasksbut might take, say,three to five days.It's easy to delegate thosetasks that kind of work,but sometimes it's a smallcost because a 50 minute taskor even an hour, thetask that you delegated,you actually get to spend moretime briefing and reviewing,then you really quickly doit yourself on your computer.How do you?I'm always stuck with that, andsometimes I do get something.I go when you speak either.I got you spoke.Excuse me.Spoken like a trueentrepreneur there.I could do it much faster,much more efficientlythan anybody else.And that's the problem, right?So the measure of successshouldn't be whether or notyou could do it faster or itshouldn't be whether or notit takes longer to explainhow to do somethingto do it yourself.Because think about it, thenthe more you hold on to,the more you become abottleneck for your own companyand you're actuallydiminishing your own worth.This is an exercise that my, mycoach here taught me how to do,and then once I figuredit out, didn't take mevery long that, my gosh, I'mdoing really dumb things rightnow.For example, anything that Ican do that somebody else cando for a much lower cost iswhat the opportunity costis for the company.So if I'm sittingthere and literallyI'm still doing thistoday, sometimesif I'm rotoscoping animage out because I justneed to build a thumbnailfor a YouTube video,I'm going to do it.Now, it would take meprobably just as longto tell somebody,hey, grab this image.Go cut it out, do allthese kinds of things.But then what happens is I'mdoing the work of somebody thatcould probably be workingfor me at minimum wage.So instead of workingon high level stuffinstead of reading a book orgoing out to meet a clientor just giving myselffree space to thinkabout what's coming downthe line, to organize myselfor to maybe work ona social media postor something like that, I'mdoing the work of somebodythat can do the workat a very low level.That's what I'mcosting the company.So just to put a point ora bow on this thing here,you do need to takethe time to explainto somebody in the first time.It's going to be very painfulfor you the second time,a little lesspainful and hopefullyby the third or fourthtime of explainingwhat it is that you want todo on the particular task.The person gets thehang of it and they'regoing to say,gotcha, and they'regoing to be able to do it.And when my, my children,my both, my boys,sometimes they work for me.We go through thesame process and ittakes a really long time.Now, when I'm workingwith my own children,I feel a great senseof love and connectionwith them when I'mdoing this work.And I don't really lookat it in terms of time,but in terms of I'm sharingsomething with them.That's going to help them grow.And these are life skills.This is a learningopportunity, if you will.So if you maybe switchyour lens into like thisis so inefficient, Icould do this so fast.This is stupid.Why is this person so slow?Maybe think of it morein a nurturing mindsetso that you're goingto help them grow.And these people, the good oneswill learn and they will beextremely grateful and loyaltyin ways that you cannotbelieve.And that's worthmore than anythingthat you're going to savein terms of the 20 minutesit takes to do something.All right.So having saidthat, guys, I thinkthat's it for this one part,I've got to end it here.All right.We'll go with that.Ladies and gentlemen.Perfect all right.So I'm going to stopmy camera for a second.Premier hopefully,I'm doing somethingand I just push the button.OK, I'm going toshare my screen again.And now I'm going to move onto retreat and follow and thenfollow it up by prioritizationand what is retreat and follow,so let me go back to Zoom.Stop the share.OK, so far, so good.OK what is retreat and follow?Those of you guys whohave watched the channelor have been partof the group and whowatched some of ourvideos here, youknow what this conceptis about and youknow where it comes from.The term is from.Blair ends his book winwithout pitching or the winwithout pitchingmanifesto reallytalks about retreatingand following.And it's a very simplephrase that reallyis a much deeper concept.And what it's sayingis this is that if youare in that kind of scarcitymindset, that needy attitudewhere you want to close a joband you're very transactional,you're doingyourself a disservicebecause we've all been hardwirednow to know when somebodyis selling or pitching to usthat we have an aversion to it.We almost have thatthis allergic reaction.We want to say noimmediately and youcan test yourselfbecause anybodythat asks you aquestion on the street,whether it's like, hey, what'syour name, where you're fromor are you interestedin this product?Or can you use some help?You know, a salespitch is comingbecause the minute yousay yes, you're not goingbe able to get out of this.You also know that whenyou pick up the phoneand it's one ofthose salespeople,it's also very difficultto get off the phonebecause they ask youquestions like do youbelieve in saving the planet?Of course you're going tosay, yes, that's great.Now they're goingto give you a pitch,so we're going nowcondition that anybodyis asking this foranything, we wantto shut it down and say no.Almost immediately.So the retreat andfollow switches,the kind of powerdynamic in retreating,you're saying I'm notthat interested in thisand don't want tosell you anything.And every time you step back,you gauge whether or notthe other party's interestin following you in the waythat you do this isthat you try to killthe engagement as quicklyas possible and as oftenas possible.Now this seems crazy.This seems crazy.This seems counterintuitivethat you actually want the job.And that's true.You do want the job thatyou would ask them now.Try to kill it.What you're doing nowis you're switchingto a different mindset.You're switchingfrom a needy mindsetto more of determining fit.Is this a good fit for me?Do you have aproblem with solving?Yes, that's excellent.Do you value thesolution to that problem?Yes is this something I'minterested in doing or can do?And those are yeses.This is fantastic.Now you have aproblem that you cansolve that's worthsolving worth meaningthere's a financialamount that'sattached to the solution.And this is something thatyou're interested in doingand are capable of doing.We'll talk moreabout that later.So the answer to all thosethree questions is Yes.Then you begin toengage with the client.So instead of you justimmediately assumingthe answer is yes, thisis the retreat part.So you're going tostep back, you'regoing to see if theclient is a good fitand it's not interviewingthem, but tryingto stop the engagementfrom moving forward.It's very interesting.For example, as arhetoric device.So if somebody comes to youand say, I need a new brand.Can you help me do this?If you try to tell them thatthey don't need a new brand,you make them dig into theposition and argue for the casethat they need a new brandversus like, oh, I wouldlove to help you do this brand.And this is what we do.And I had these kind of clientsand you just talk on and on.So imagine this scenario playingout in your mind for a second.I need a new brand.My response would be.A lot of clientscome to me sayingthat they need a new brand,and sometimes that's true.And oftentimes it's not.Why do you feel likeyou need a new brandand then allow them to talk?That's the first step.See how I'm either takinga neutral to a slightlyretreating position.I'm not leaning in.I'm leaning back.So then they needto tell me now.And this opens a dialoguebecause first of all,it flips the dynamicin their mindbecause they're thinking Iwas going to interview youto see if you're a good fit.Now, all of a sudden,you've got me with a lensand it back on me tellingyou all about my problemsand my hopes, why I'm doingthis, what my motivations areand why I'm calling you.This makes them reactdifferently to you than theywould anybody else, ok?That's the whole retreatand follow technique.And if you want toknow more, I highly,highly recommendthat you read the winwithout pitching manifesto.OK, I'm opening it up to youguys what you guys have to say.No, well, good.Wow!absolute silence.All right.Or did my Mike die?This is one of my favorite onesthat you talk about, actually.I have heard you talkabout it in several videosin different ways.It's a great one.It's solid, man.Bill Ayers has done a great jobof organizing his commandments,and one of them isretreat and follow.Stop pitching, stop pitching,chasing people down.It's not a good thing for you.OK, who wants tohave a question?Otherwise, we'regoing to move on.I think one of the quotesfrom actually a womanwith that pitchingwas speak softlyso that they lean in asopposed to screaming at them.And so or raising your voice.So try to position it suchthat they want to follow youand speak in such a waythat they want to lean in.Paraphrasing, of course.Yeah perfect.Who else was there?I think I did the accidentalretreat in the fall of once.Years ago, I justthought about it.I had a client that Ihad done some work forand she wanted some repeat work.But her husband, who wasnot familiar with me,wanted to see my portfoliobefore we did this.And I thought that thepiece that I did for herwas just a bang up, amazingjob, that great resultsand everything.So I got a little bitof offended by that.I'm like, well, you know,you saw what I can do here,and it's a similar project.So I just decided,you know what?This is going to bea nightmare project,so I'm just goingto leave it alone.And the more I tried topush her away and say,no, I've got somebodyelse you can work with.The more she cameafter me and was like,hey, I'll pay you more,whatever I have to do.So it really went fromthe interview processto the really, reallyneed to work with you.So I just wanted toput that in therethat this really worksretreat and followis something awesome.Right this works inreal life, you guys,if you think aboutit, we're not talkingabout this as a singularphenomenon in a client vendorrelationship.If you just think about it.And we've talkedabout this many timesbefore, which is in real life,if somebody is brushing upagainst you and it'sjust super needy,it could be an animal likea chihuahua or something,just barking up yourleg the whole time.Enough enough already.It's just super annoying.Or your kids like mom,mom, mom, dad, dad,dad, dad all the time.It's like, no, no.But then there's thataloof cat who looks at youbut sits on the couch.Like, if you want to sitnext to me, I'm over hereand you sit down and theyplay with you a little bit,and then they moveto the next spotand it's like, OK, hold on,I'll move over to the next.I'll follow you.And that's how this works.It works in fishing.We've talked aboutthis before, too.You dangle the bait and theway you get the fish to strikeis you kind of take itaway ever so slightly.So it feels like it'sabout to get away.And that slow movementis what causes the fishto strike in a datingsequence if somebody is, like,really just superaggressive around you.It's a massive turnout.But then there's that kindof slightly aloof, confidentperson that's sittingacross from you.You do make some eye contact.They seem open.Their body language isopen, those shoulders backand presses forward and.You know, you find a reason tohave a conversation with themand you find that they'rereally interestingand they're not alwaystalking about themselves.We're not always pitchingthemselves to you.That's the way you getpeople to interact with you.I know.I'm sorry.How do you develop thediscipline to do that yourself.And or have the stones tosay buzzer like buzz off,leave me alone and notbe offensive to peoplethat are like that?And alternatively, on theother side of the fence,how do you have to developthe discipline or techniquesto enacting that behavior ofbeing a little more aloof,being a little more quiet?I can handle that one.OK It starts with this.Chris was sayingthat he was offendedthat the client's husband said,prove to me that this personworth talking to.And he felt offended.Now, if you feeloffended, it's because youhave an expectation of how youwant that transaction to go.So when it is differentthan your visionof how it's supposed to go, itfeels uncomfortable and weird.You've you've heardme say this before.I want to just show up empty.I'm not expecting anything.I'm not expecting to hire me.I'm not expecting themto love me or to hate me.I expect nothing, and soI cannot be disappointed.I'm going to leave myego somewhere else.OK I don't want to walkinto that situation saying,oh, I'm the best or I'm theworst, or I hope they like me.I just want to be just thereand be present and just clearmy mind of all those thoughts.So this is also backed by afundamental belief in what itis that I'm able to do.Now we're not all there,and this is the longerconversation, but I gointo the room thinking,well, if there's an opportunity,I can help somebody awesome.I will do the best thatI can, if not nothing.No problem, but it'sbacked by if this is nota good fit for metoday, somewhere outthere somewhereis somebody who'sgoing to see andvalue me for who I amand what I canbring to the table.So today mightnot be a good fit.Tomorrow we'll bethere, and I alwaysbelieve that even thoughsomething doesn't work today,that's not the endof my life and notthe end of all opportunitiesthat something else will come.And it always does.And that's how youget away from thishas got to be the girl Ifall in love with and marry.This is the clientthat I must close.This is just one momentin many moments in my lifeand a long series of moments.And that's totally OK.So some of us I'msorry, go ahead, Diane.No, I'm asking a questionfor Jason jay, so keep goingand then I'll say his question.OK not forgot.Go ahead.Sorry no, it's not you.My phone was buzzing andthen you asked and I'm like,now it's gone.So you're kind of discussingwhat he wanted to do.He wants to know, wherehas this backfired?So you're coveringthat right now?And then you also last weektalked about saying somethingto a client to call you last.So could you mention that again?Sure well, where's jason?Jason, turn on your mic.I'll talk to you right nowis at work and so is Mike.Or so those are both thethings he wanted to cover.Mike or camera can't do that.OK, OK.So, Dan, I'll play with you.OK play with me.Let's do the dance.All right.Let's dance.So first, the ideathat is backfire.So you guys think this issome kind of crazy strategy.It's not.It's my life philosophy,there's no backfiring.The backfire is like,you want it too muchand you have to want it littlebit less than the other personbecause otherwise yousee the higher ground.So you want to regainthe higher groundin any kind ofrelationship and dynamic.And you can thinkabout this now.Luckily, I'm a parent of tworeally strangely different boyswho have very differentneeds, and I'mable to watch and see ifthese ideas apply to themas they do in real life.And surely they do the boysbecause they know where Istand on many different things.I don't have to dealwith a lot of the BS.Unfortunately, the stuffthat they can get awaywith when mom or grandma'saround, especially even greatgrand grandfather grandpais, there's a problem.So because I kindof where it exists.And in terms of how I'mgoing to conduct myselfin most situations, there's nota lot of question or ambiguity.I just don't likethat gray area.OK, so there's not abackfire because the backfireassumes that all clientsare good for you.And so when itdoesn't work out, youstart to look at yourselfin the mirror and say,well, I must havedone something wrong.That's not the case atall because it didn't fit.Does it mean that it's areflection of who you are?It's just it was not a good fit.Now we don't walk around inlife assuming that every womanor every man that wesee on the street,if they don't fallin love with us.And we're going tolive happily everafter that, that's the end.All and be all.That's not the case at all.So why do we feelthat way with clients?It's another chance encounter.For whatever reason.They saw something, they heardsomething and you guys are nowtalking.That doesn't mean thatit was meant to be.And I think we have to kindof change that mindset, right?You're not going to want tomarry every single personthat you see.You're actually not going toeven want to date every personthat you see.So why would you want to do thatwith every person that calls?We have to change that mindset.So there's no backfiring there.OK, let's talk about trying tokill the engagement in a verycreative way.Now, in the business bootcamp, we talk about this where.It's your responsibilityto know what the top threeobjections are going tobe when a client calls youfor the first time,You need to know.Chances are, if you're livingin a remote location, whatare the top three objections?Well, it's going to be well,how will we work together?Because you're on adifferent time zone,you're very hard to reach.So there's issuesof responsiveness.You need to think about that.Can I trust you becauseI have no recourse?You know, I don't knowwhat the local lawsare in terms of money or thecourt system, the legal system.I don't know any of that stuff.And perhaps a thirdobjection is goingto be do you haveadequate resources to beable to take on a bigproject like the oneI'm going to give you?And if you know that you wantto address that ahead of timeas they call you, I'min a remote location,but I adjust my clock towhen my clients need to work.So if you're on Eastern Standardtime, that's when I wake up.That's when I go to sleep,so I'll sync up with you.So it's never anissue, and you'llnotice that every timeyou reach out to me,you'll get a response fromme within the business hoursthat we've definedwithin 30 minutes.I'm super responsive.And by the way, here'smy cell phone number.You can call meanytime, day or night.24/7 So, you know, thesethings up front nowin the case of aclient who's goingto be a price shopper, somebodywho is going to comparison shopand there's nothingwrong with that.I think a strong position there,if you're really confidentand if you're going to dothe things I tell you to do,even though that'sthe case and you'vebeen losing job afterjob because peopleare price shopping onyou, what you need to dois flip that dynamicbecause right now youseem like one of manyoptions that are completelyundifferentiated, and they'regoing to most likely gowith the lowest bid.This is the only way that youcan win a scenario like thatis to try to be the lowestbid, which eventuallyis going to lead to hellbecause you will make no money.You'll hate your life andyou'll blame the client,even though you willinglyaccepted that project for lessmoney than you're supposed to.So what should you do?So when a Price Chopper appearsat your door, what you shouldsay is, let meguess you probablyneed to talk to severalvendors, and thenthat seems fair tobe able to determinewhat's going to work for you.Before we go anyfurther, what criteriaare you going touse to determinewho you're going to work with?Is it strictly based on money?The lowest price wins?Or is there something else?And when you saysomething like that,you're addressingwhat everybody'sthinking in the room andyou have the guts to say itso instantly.What the persontypically will dois like, well, it'snot always about price.Then you say, then what is it?So you help to doubledown on their logic.So if they think aboutmoney all the time now,they're going to switch thefocus to something else.And you can also say, doyou always purchase or buythe cheapest thing in a marketwhere there's multiple choices?Well, the answer's no.When have you made the decisionto buy something more expensiveand did it live upto expectations?So now you're slowly.This is the embraceand pivot here.We snuck one in.You're embracing theirposition, which is price first,and then you're pivotingout to something that'smuch more important than price.And lastly, you'regoing to say nowthat understand what'simportant to you.Here's what Isuggest that you talkto everybody thatyou need to talk toand then you call me last.If you feel likethose people haven'taddressed that other thing thatmatters to you besides price.So let's say they talk about, Iwant to have an incredible userexperience when I'mworking with a vendorand they've outlinedclearly what that is.Now you've planteda seed in their mindthat this is what'sreally important to them,and it's not price at all.So this is good becausewhen they go out and talkto other vendors, they're goingto be thinking in their mind,this is really important.This is really important.And chances are noother vendor, unless youtalk to somebodyelse in this group,is going to even bring it upbecause they don't even knowthose are the questions to ask.So you created anawareness around somethingthat they didn't know thatthey needed nor wanted,but was there.This is not manipulation.This is helpingpeople to understandwhat it is that they want.So after they reviewall the vendors,they might feelthat longing for youand when they callyou at that point,you know thatpretty much the jobis yours to lose at that point.Because what you don'tunderstand sometimes is thisis that people don't have asmuch free time as you think.So when they call you,they've written and madesome level of commitment.And we'll get more intothe sunk loss bias.They've alreadymade a commitmentto schedule this time insteadof doing something else to speakto somebody, andthey don't normallydo this because they got allthe free time in the world.It's because they'reactually considering youand they've seenenough or heard enough,and they need a little helpgetting across the finishline with you.So that's how you are ableto practice the retreatand follow technique.OK Dan, anything else?He said, amazing,thank you, Chris.OK, so I'm going to stopand start this recordingagain here on my camera.And recording again.OK, I'm tired these aresupposed to be quickand they're not that quick.
