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 You must take immediate of control the sale.
2
 You must engage in massive intelligence gathering, while you
simultaneously build massive rapport with your prospect.
3
 You must smoothly transition into a Straight Line presentation, so you can
begin the process of building absolute certainty for each of the Three Tens.
“So, again, during the front half of the sale, you first take immediate control of
the sale; then you use that control to gather massive intelligence, which entails
asking highly specific questions, which I’ll map out for you in advance, to make
sure that you’ve gathered all the intelligence you need—and I’m going to circle back
to this later, because, starting tomorrow, you’re going to be asking a lot more
questions than you used to.
“And next, as you’re 
gathering
all this intelligence, you’re going to do it in a way
that allows you to build massive rapport with your prospect at the same time, which
is absolutely crucial, by the way, because the questions you’ll be asking him are
going to get more and more invasive as you move along.
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“And then, after you ask for the order for the first time, which happens right
around here, while you’re still close to the beginning”—I pointed to a spot on the
line about a third of the way towards the close, and punctuated it by drawing a big,
thick black dot—“that’s where the back-half of the sale begins, when you get hit
with your first objection. So, obviously, this whole front-half-back-half-business is
merely a figure of speech.” I shrugged.
“I mean, I can teach a frickin’ 
monkey
to read from a script and ask for the order;
so don’t think that you’ve accomplished anything amazing because you made it
through the front half of the sale; it’s the back half of the sale where the 
real
selling
begins! This is when you finally get the chance to roll up your sleeves and get down
to cases—meaning, to get to the bottom of what’s really holding your prospect
back, which is certainly not the objection they gave you; that’s merely a smoke
screen for uncertainty!
“And the objection could be any one of these.” I grabbed the top right edge of
the whiteboard and flipped the board over, revealing the fourteen common
objections.
“They want to think about it or call you back or talk to their wife or do some
research or it’s a bad time of year; it doesn’t matter which one they give you. In the
end, they’re all basically the same; they’re smoke screens for uncertainty! In other
words, your prospect still isn’t certain enough to say yes, which means you’ve still
got some selling left to do.” I paused for a moment and flipped the board back over,
to reveal my drawing of the Straight Line.
“That’s what’s going on,” I repeated. “Every word, every phrase, every question
you ask, every tonality you use; every single one of them should have the same
ultimate goal in mind, which is to increase the prospect’s level of certainty 
as much
as humanly possible
, so that by the time you get to the close, he’s feeling so
incredibly certain that he almost 
has
to say yes. That’s your goal.
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“In fact, think of this as 
goal-oriented communication
,” I continued, spitting out
the phrase at literally the same instant it popped into my mind. “Every word that
comes out of your mouth is feeding into one single goal, which is to increase your
prospect’s level of certainty to the highest possible level, as you’re moving him down
the straight line towards the close. Here—let me draw it out for you on the board.
“Imagine a