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fourteen
objections, and half of them were
variations of two: First, that it was a bad time of year, as in it’s tax time,
summertime, back-to-school time, Christmastime, Miller time, Groundhog Day.
And second, that they needed to speak to someone else, as in their spouse, their
lawyer, their business partner, their accountant, their local broker, their local
soothsayer, their local Tooth Fairy.
What a bunch of crap!
I thought.
For the last four weeks, the Strattonites had been going on and on about how
impossible it was to deal with these 
“thousands of objections,”
to the point where, in
my darkest hour, they had almost convinced me that they were right—that there
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were simply too many objections for the average salesperson to handle and that the
success that Danny and I were having was another example of the difference
between natural born closers and everyone else. 
Yet it had all been a bunch of crap!
All at once, I felt my face growing hot.
In retrospect, even before I had invented the Straight Line System, I always knew
that there wasn’t any real difference between one objection and another. But,
somehow, seeing them all scribbled out on the whiteboard this way highlighted just
how interchangeable they all really were. In fact, it was in that very moment that it
truly
hit me that, at the end of the day, they were all basically the same—that the
common objections were nothing more than 
smoke screens
for what was 
really
holding a prospect back, which was a lack of certainty.
In fact, now that I thought about it, no matter what objection the prospect hit
me with, I would never just 
answer
it and ask for the order again. That would be
pointless, since the objection was merely a 
smoke screen
for uncertainty. By itself, in
fact, all an answer would do (even a perfect one) is force a prospect to shift to a new
objection, because the root problem still hadn’t been addressed.
In consequence, after I answered an objection, I would then loop back to the
beginning of the sale and make a follow-up presentation that picked up where my
initial presentation had left off—with a goal of increasing the prospect’s state of
certainty for all three Tens. And, once again, as with the rest of my strategies, I
would execute each one of my loops in precisely the same exact way, every single
time.
It was at that very moment when it suddenly hit me—the idea that every sale
was the same. In fact, all at once, that very concept came bubbling up into my
brain, followed a millisecond later by an elegantly simple image that I could use to
explain it.
The image, as it turned out, was a perfectly straight line.
But that was just the beginning.
Something had 
clicked
inside my brain, and a window of clarity had swung open,
giving me unfettered access to a seemingly infinite reservoir of what can best be
described as pure sales wisdom. I’m talking about radically advanced stuff here—
ideas and concepts and tactics and strategies were flashing through my mind at an
incredible rate. In my mind’s eye, I could see my own sales strategy being pulled
apart, into its elemental pieces, and then put back together, in exactly the right
order, along a perfectly straight line. My heart literally skipped a beat. It happened
so fast that it seemed almost 
instantaneous
, but it hit me with the force of an atomic
bomb.
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Until that very moment, I simply hadn’t known why I had been able to far
outsell every other salesperson, at every single company I had ever worked for. But
now I knew.
My own sales strategy, which had been mostly