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I care
and 
I feel your pain
tonality: “I get it,
Bill. I’ve been around the block a couple of thousand times now, and I know that
these things typically don’t resolve themselves unless 
you
take serious action to
resolve them.
“In fact, let me say this: one of the true beauties here is that . . . ,” and now
you’re going to quickly resell the Three Tens, using a concise yet very powerful
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consolidation of the tertiary language patterns that you created for each of the
Three Tens, which will focus almost 
exclusively
on the emotional side of the
equation—using the technique of future pacing to paint your prospect that all-
important pain-free picture of the future, where he can actually see himself using
your product and getting the exact benefits he was promised and feeling great as a
result of that; and, from 
there,
you’re going to transition directly into a soft close
and ask for the order again.
Remember, with the exception of your first loop, in which you deflected your
prospect’s initial objection, your loops are always going to start by answering
whatever new objection your prospect hopped to, using one of the dozens of proven
rebuttals in the accompanying online resource,
III
albeit with a tacit understating
that, no matter how awesome a rebuttal might sound, the only thing it’s going to
do is earn you the right to speak more; it’s what you say 
after
the rebuttal that’s
going to persuade your prospect to close.
Now, at this point, if the prospect sticks to the same objection, then you should
thank them and let them move on with their life. After all, you don’t want to be a
high-pressure salesman and keep running loop after loop after loop after loop.
In terms of the maximum number of loops you can run, from a theoretical
perspective, the number is infinite, but I strongly suggest that you don’t push the
envelope like that. The reality is that you’ll know by your prospect’s demeanor
when it’s time to move on. If they start getting edgy or they’re laughing overtly
because they feel pressured, then you’ve gone too far.
In fact, as soon as you sense that your prospect is feeling even the slightest bit
pressured, you immediately want to pull back and say something along the lines of:
“Jim, please don’t misconstrue my enthusiasm for pressure; it’s just that I know that
this 
truly
is a perfect fit for you . . . ,” and now you have two options.
Option one is to use this as an opportunity to loop 
back
into the sale, yet again,
and give it one more shot—paying very close attention to your tonality and body
language as well as the tonality and body language of your prospect. In your case,
you want steer clear of any unconscious communication that speaks of either
absolute certainty or bottled enthusiasm, and focus on utter sincerity and “I feel
your pain.” In the case of your prospect, you want to focus on both their conscious
and unconscious communication, and if either one signals that they’re feeling
pressured or perturbed in the slightest way, then I would immediately transition to
option number two.
Option two is to use this as an opportunity to get back into rapport with your
prospect so you can end the encounter on a high note, while also setting up the
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possibility for a callback. In this case, you would say something like: “Jim, please
don’t misconstrue my enthusiasm for pressure; it’s just that I know that this 
truly
is
a perfect fit for you.” Then you’d change your tonality to one of utter sincerity, and
add: “So, why don’t we do this: let me email you the information you’re looking
for”—or whatever the prospect’s last objection was—“and then give you a few days
to look through everything and also to discuss it with your wife”—or whatever their
secondary objection was; if there was none, then you’d just omit this—“and then
we can speak again next week, after you’ve had a chance to really get your arms
wrapped around everything. Sound good?” And, from there, you can decide
whether you want to set it up so that you’re supposed to call the prospect back or
the prospect is supposed to call you back.
Which path you choose depends on too many factors for me to give you a
definitive answer without knowing the specifics of your industry; but, if there were
only one factor I could consider above all, it would be what percentage of your
callbacks ultimately end up buying. If the percentage is very low, then for the sake
of time management, I would leave the ball in their court and wait for a callback—
thereby assuring that you only talk to prospects who are truly interested.
On the flip side, if the percentage of callbacks that ultimately turn into clients is
very high, then I would keep the ball in your court and instigate the callback
yourself.
Just one final point with this—and that’s to never forget the ethical side of the
equation, which is that you do not want to use pain to disempower people; you
want to use it to 
empower
people by helping them make good buying decisions, so
they can have the things that they truly need.
I
.
Go to 
www.jordanbelfort.com/tonality
to listen to the tonality.
II
.
Go to 
www.jordanbelfort.com/tonality
 to listen to the tonality.
III
.
Go to 
www.jordanbelfort.com/rebuttal
 to read about proven rebuttals.
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FINAL THOUGHTS
WHEN IT COMES TO THE
real-world application of the Straight Line System, the most
common mistake salespeople make is that they tend to be far too rigid when it
comes to modifying the system’s core language patterns to fit seamlessly into their
industry.
For example, the vast majority of the language patterns I’ve covered will be a
perfect fit for salespeople in industries like insurance, financial services, education,
solar products, vitamins, network marketing, and pretty much any product or
service where the 
salesperson
initiates the sales encounter.
However, if you’re working in a retail store, selling TVs or clothing or sporting
goods or computers or just about anything else, then, obviously, it’s not going to
make much sense to ask a prospect if the shirt he just tried on makes sense to him.
So, in cases like that, where the initial pattern doesn’t fit very well, all you need
to do is adapt it to your current situation. For example, if you worked selling TVs
in an electronics store, then you could say to your prospect “So, what do you think?
Is this what you’re looking for? Is this up your alley?” as opposed to saying “Does
this TV make sense to you?” which sounds totally ridiculous.
Remember, when I first 
invented
the Straight Line System, it was designed for
selling five-dollar stocks to the richest 1 percent of Americans by cold-calling them
on the telephone. 
Since
then, I’ve taught the system to millions of people, in just
about every industry you can imagine, and with just a bit of 
tweaking of the core
language patterns
, the results they’ve achieved have been truly staggering.
The point I’m trying to make is that, when it comes to applying the Straight
Line System to industries 
outside
the one it was originally designed for, the key to
success is to be as flexible as necessary while you’re creating your core language
patterns—using your common sense as your guiding light to make sure that
everything fits.
The Straight Line System is an immensely powerful persuasion system that can
literally change your life in a matter of days. I’ve seen it happen all over the world,
in countless industries.
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People who had never achieved anything even 
close
to resembling success are
suddenly achieving things that they themselves had never dreamed possible, and
they’re living a life that’s far more empowered than in their wildest dreams.
It all starts by mastering the art of persuasion, using the Straight Line System,
while maintaining a clear understanding that you will never sacrifice your ethics and
integrity along the way. After all, success in the absence of ethics and integrity is not
success at all.
I had to learn that the hard way, but you don’t—especially with this book as
your guide.
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APPENDIX