001a-The Sidwell Set- 21 days to organic growth

The Sidwell Set is a 21 day plan that helps any business to grow organically using the LMR Octagon’s 9 principals.

Chat Gpt says growing a business organically means the following:
Growing a business organically refers to expanding through internal strategies rather than external methods like mergers or large advertising spends. It focuses on:

1. **Building a Loyal Customer Base**: Creating strong relationships with customers to encourage repeat business and referrals.
2. **Content Marketing**: Using valuable content to attract and retain customers through blogs, social media, or email.
3. **SEO**: Enhancing website visibility on search engines to draw more organic traffic.
4. **Social Media Engagement**: Growing an audience by interacting authentically on social platforms.
5. **Product/Service Improvement**: Continuously improving offerings to meet customer needs, leading to natural growth.
6. **Networking and Partnerships**: Developing relationships with other businesses and influencers for mutual support and exposure.

This approach tends to be slower but builds a solid, sustainable foundation.

The Sidwell Set by Lamar Sidwell Turns that on its head and gives you a step by step detailed plan to carry out your business growth.

1. Garnet
Magician
Dec 22 - Jan 19
Tanzanite December
January
ANALYZER
GIVE ME
THE FACTS
Blue Quadrant (Left brain)

2. This worksheet helps you summarize the candidate you are looking for. Use this sheet before writing up a
recruitment advertisment. It will describe exactly who you are looking for. Assess all of your workforce
or the department that is recruiting in order to check for compatability.
Which Jewel is the customer?
Garnet
(Jan)
Aquamarine (Mar) Emerald (May) Ruby (Jul) Sapphire (Sep) Topaz (Nov)
Amethyst (Feb) Diamond (Apr) Pearl (Jun) Peridot (Aug) Tourmaline (Oct) Tanzanite (Dec)
Which Architype is the customer?
Magician Dec 22 // Jan 19 Creator Feb 20 // Mar 20 Everyman Apr 20 // May 20 Caregiver Jun 21// Jul 22 Sage Aug 23 // Sep 22 Outlaw Oct 23 // Nov 21
Innocent Jan 20 //
Feb 19
Ruler
Mar 21 //
Apr 19
Jester
May 21 //
Jun 20
Hero
Jul 23 //
Aug 22
Lover
Sep 23 //
Oct 22
Explorer
Nov 22 //
Dec 21
Which Brain Quadrant is the customer?
Blue Red Yellow Green Red/Blue
Yellow/Blue Green/Yellow
Which Demographic is the customer?
Baby Boomer Generation X Generation Y
Source 1:
Audience size: Audience size: Audience size:
Source 2: Source 3:
Generation Z Gneration Alpha
Traffic Sources?
Where will you reach your
customer? This can be online
and/or offline!
1.POSITIVE TRAITS NEGATIVE TRAITS
Describe Demographic
Brand Voice Of Customer
Archetype/Gem
Born Between:
“The world’s best
recruiters know
their workforce
intimately, the
way they see the
world, act, react,
prefrences, the
way they think and
the way they
express
emotions..”

3. Which Jewel is the customer?
Garnet
(Jan)
Aquamarine (Mar) Emerald (May) Ruby (Jul) Sapphire (Sep) Topaz (Nov)
Amethyst (Feb) Diamond (Apr) Pearl (Jun) Peridot (Aug) Tourmaline (Oct) Tanzanite (Dec)
Which Architype is the customer?
Magician Dec 22 //
Jan 19
Creator
Feb 20 //
Mar 20
Everyman
Apr 20 //
May 20
Caregiver
Jun 21//
Jul 22
Sage
Aug 23 //
Sep 22
Outlaw
Oct 23 //
Nov 21
Innocent
Jan 20 //
Feb 19
Ruler
Mar 21 //
Apr 19
Jester
May 21 //
Jun 20
Hero
Jul 23 //
Aug 22
Lover
Sep 23 //
Oct 22
Explorer
Nov 22 //
Dec 21
Which Brain Quadrant is the customer?
Blue Red Yellow Green Red/Blue
Yellow/Blue Green/Yellow
Which Demographic is the customer?
Baby Boomer Generation X Generation Y
Source 1:
Audience size: Audience size: Audience size:
Source 2: Source 3:
Generation Z Gneration Alpha
Traffic Sources?
Where will you reach your
employee? This can be online
and/or offline!
POSITIVE TRAITS NEGATIVE TRAITS
Describe Demographic
Brand Voice Of Customer
“The world’s best
recruiters know
their workforce
intimately, the
way they see the
world, act, react,
prefrences, the
way they think and
the way they
express
emotions..”
Archetype/Gem
Born Between:
X
X
X
X
Facebook Youtube LinkedIn
50M + 50M + 1M +
Magician // Garnet
1. make dreams come true
2.ability to take people on a journey of
transformation through the experience of a
magical moment
3.we are limited only by imagination
4.have a thirst for knowledge
5.hardest working
6.long-term planner and stick to it
7.sees the big picture
Current Age: 41 to 56
Other Nicknames: "Latchkey" generation, MTV generation
Generation Size: 65.2 million
Gen Xers average net worth is around $288,700, but the median is $59,800.
Media Consumption: Gen X still reads newspapers, magazines, listens to the radio, and watches TV (about 165 hours' worth
of TV a month). However, they are also digitally savvy and spend roughly 7 hours a week on Facebook (the highest of any
generational cohort).
Banking Habits: Since they are digitally savvy, Gen X will do some research and financial management online, but still
prefer to do transactions in person. They believe banking is a person-to-person business and demonstrate brand loyalty.
Shaping Events: End of the cold war, the rise of personal computing, and feeling lost between the two huge generations.
What's next on Gen X's financial horizon:  Gen X is trying to raise a family, pay off student debt, and take care of aging
parents. These demands put a high strain on their resources. The average Gen Xer carries $142,000 in debt, though most of
this is in their mortgage. They are looking to reduce their debt while building a stable saving plan for the future.
“It can happen.”
Loves Power
They are Mystical, informend and reassuring. “Tomorrow is brighter than
today and all your dreams can come true if you believe.”
Their drive is Transformation,Knowledge, Vision, Belief and discovery.
They fear Consequences, Stagnation,Ignorance,DOubt and Uncertainty.
Their strategy in life is develop a vision and live by it. And
transformation.
1. Procastrinator because they fear failure
2. Perfectionist
3.Plan to much
4.Sttuborn
5.Im patient
6.Brutal when angry
7. Emotionally cold
Dec 22 to Dec 31

4. [Organization COMMAND] Team Building
Recruitment process (Included)

5. [Organization COMMAND] Why Sales
Without knowing how to sell you will struggle in life
and in business...
Selling is a process not a journey. You have to move step by step...
Sales help you achieve freedom, the better salesman you are the more income you make....

6. [Organization COMMAND] Sales Goals
To increase your sales skill 10x in 1 day without
reading 100 books..
Be able to learn, apply and replicate the system with other team members..
Gain 100% confidence in your ability to sell before launching any sales campaign...

7. [Organization COMMAND] Sales Challenges
People look down on a salesman.
People do not trust a salesman...
The salesman does not know how to get through to the
customer....

8. [Organization COMMAND] Sales Steps
Use the ABC Octagon...
Follow the 8 steps...
Fill in the worksheet in order to memorize the system
so you can teach your employees...

9. A
B
C
SUMMARY
The ABC OCTAGON™ is inspired by the movie glen Gary glen Ross,
where the top real estate sales executive goes into one of their
underperforming sales office and aggressively coaches the team
about sales. He quotes “ABC” Always be closing”. Well, if you want
to be in a Always be closing state of mind you have to know what is
behind the curtains. This document introduces you to the structure
of how you can Always be closing every where and any where you go.
The ABC Octagon™ is a sales octagon. It is comprised of 8 sections
and each section has multiple steps. As you might already know,
people buy emotionally and not logically. Therefore each section
steps of the ABC Octagon™ are basically story titles to help sales
departments craft stories to convey their product or service more
concisely to their prospects. To better remember the ABC Octagon™
we have split it to the following letters SAVOR PCM.
All of these sections are explained in the following pages.
S= Select Target Audience
A= Approach Target Audience
V= Add Value To Target Audience
O= Disarm Obejections
R= Build Raport With Target Audience
P= Pitch Your Product
C= Close Target Audience
M= Manage Closed Target Audience
Each section is explained in the following pages.
lways
losing
e

10. A
B
C APPROACH
SELECT
RAPPORT
+VALUE
PITCH
CLOSE
MANAGE
OBJECTIONS
INTRO
ALWAYS BE CLOSING
OCTAGON®
ABC
SELECT

11. SELECT
Simply select your target customer,
whether they are the babyboomers
generation, generation X, generation
Y, generation Z or generation Alpha.
BABY BOOMERS
1946 TO 1964
Current Age: 57 to 75
Generation Size: 71.6 million
Baby Boomers have an average net worth of $1,066,000
and a median net worth of $224,000.
Media Consumption: Baby boomers are the biggest
consumers of traditional media like television, radio,
magazines, and newspaper. Despite being so traditional,
90% of baby boomers have a Facebook account. This gen-
eration has begun to adopt more technology in order to
stay in touch with family members and reconnect with
old friends.
Banking Habits: Boomers prefer to go into a branch to
perform transactions. This generational cohort still
prefers to use cash, especially for purchases under $5.
Shaping Events: Post-WWII optimism, the cold war, and
the hippie movement.
What's next on their financial horizon: This generation
is experiencing the highest growth in student loan
debt. While this might seem counterintuitive, it can be
explained by the fact that this generation has the most
wealth and is looking to help their children with their
student debt. They have a belief that you should take
care of your children enough to set them on the right
course and don't plan on leaving any inheritance. With
more Americans outliving their retirement fund, declin-
ing pensions, and social security in jeopardy, ensuring
you can successfully fund retirement is a major concern
for Boomers.

GENERATION X
1965 TO 1979/80
Current Age: 41 to 56
Other Nicknames: "Latchkey" generation, MTV generation
Generation Size: 65.2 million
Gen Xers average net worth is around $288,700, but the
median is $59,800.
Media Consumption: Gen X still reads newspapers, maga-
zines, listens to the radio, and watches TV (about 165
hours' worth of TV a month). However, they are also
digitally savvy and spend roughly 7 hours a week on
Facebook (the highest of any generational cohort).
Banking Habits: Since they are digitally savvy, Gen X
will do some research and financial management online,
but still prefer to do transactions in person. They
believe banking is a person-to-person business and dem-
onstrate brand loyalty.
Shaping Events: End of the cold war, the rise of per-
sonal computing, and feeling lost between the two huge
generations.
What's next on Gen X's financial horizon: Gen X is
trying to raise a family, pay off student debt, and
take care of aging parents. These demands put a high
strain on their resources. The average Gen Xer carries
$142,000 in debt, though most of this is in their mort-
gage. They are looking to reduce their debt while
building a stable saving plan for the future.

GENERATION Y
1981 TO 1994/6
Current Age: 25 to 40
Other Nicknames: Gen Y, Gen Me, Gen We, Echo Boomers
Generation Size: 72.1 million
Millennials have an average net worth around $76,200,
but their median net worth is only $11,100.
Media Consumption: 95% still watch TV, but Netflix edges
out traditional cable as the preferred provider. Cord-
cutting in favor of streaming services is the popular
choice. This generation is extremely comfortable with
mobile devices, but 32% will still use a computer for
purchases. They typically have multiple social media
accounts.
Banking Habits: Millennials have less brand loyalty than
previous generations. They prefer to shop products and
features first, and have little patience for ineffi-
cient or poor service. Because of this, Millennials
place their trust in brands with superior product his-
tory such as Apple and Google. They seek digital
tools to help manage their debt and see their banks as
transactional as opposed to relational.
Shaping Events: The Great Recession, the technological
explosion of the internet and social media, and 9/11
What's next on their financial horizon: Millennials
are powering the workforce, but with huge amounts of
student debt. This is delaying major purchases like
weddings and homes. Because of this financial instabil-
ity, Millennials choose access over ownership, which
can be seen through their preference for on-demand ser-
vices. They want partners that will help guide them to
their big purchases.
Select Your Target

12. GENERATION Z
1997 TO 2012
Currently Aged: 6 to 24
Other Nicknames: iGeneration,
Post-millennials, Homeland Generation
Generation Size: 68 million
Media Consumption: The average Gen Zer re-
ceived their first mobile phone at age 10.3
years. Many of them grew up playing with
their parents' mobile phones or
tablets. They have grown up in a
hyper-connected world and the smartphone is
their preferred method of communication. On
average, they spend 3 hours a day on their
mobile device.
Banking Habits: This generation has seen
the struggle of Millennials and has adopted
a more fiscally conservative approach. They
want to avoid debt and appreciate accounts
or services that aid in that endeavor.
Debit cards top their priority list,
followed by mobile banking.
Shaping Events: Smartphones, social media,
never knowing a country not at war, and
seeing the financial struggles of their
parents (Gen X).
What's next on Gen Z's financial
horizon: Learning about personal finance.
They have a strong appetite for financial
education and are opening savings accounts
at younger ages than prior generations.
If you want to know more about Gen Z, check
out this deep dive into their media
consumption and banking habits.
GENERATION ALPHA
2012 TO 2025/6
Currently Aged: 0 to 9
Other Nicknames: None that have stuck.
Often the nickname centers on a defining
event or characteristic.
Generation Size: 48 million and growing
Media Consumption: Alphas are being raised
in homes with smart speakers and devices
everywhere; technology is built into
everyday items. Many of them attended
school virtually thanks to the global pan-
demic and are gravitating toward online
learning with programs such as Khan
Academy, Prodigy, and IXL. Many have even
had a digital presence since before they
were born, with their Millennial parents
creating social media handles for their in-
fants.
Banking Habits: Although some of the oldest
Alphas may have accounts such as
Greenlight, they do not have defining bank-
ing habits. They’re digital natives that
will expect fully integrated,
personalized consumer experiences. Based on
current data, it appears that Alphas will
one of the most highly educated and wealthy
generations. It is not clear if their bank-
ing habits will be influenced by their par-
ents (i.e. “my parents bank here, so do I”)
or by other factors.
Shaping Events: Global pandemic, social
justice movement, Trump-era politics, and
Brexit.
What’s next on Generation Alpha’s financial
horizon: As digital natives who view the
world through a collection of screens,
Alpha’s will be even more disconnected from
the idea of cash. They will likely first
encounter money as a number on a screen and
spend it through apps and other forms of
ecommerce.
TARGET

13. APRROACH
Your approach should be through a universal
truth which will get the prospect nodding.
A main factor is to also include a time
limit to comfort the prospect to know when
you will get off the phone or out of their
space.
Univeral Truth.
Hi, I have a note i would like to share
with you that a person left for me once and
i would like to know if you agree. I only
have 5 minutes before i am on another call,
He wrote:
“Meaning and purpose are heightened by
helping others and by looking at life
beyond your own needs and desires. Helping
others without seeking validation for your-
self is a priceless way to add value to
others’ lives and make a difference. The
emotional rewards are immense.”
After using this universal truth you will
get into a conversation where you will turn
the frame into a story about what you do.
The story should have 3 parts:
(i)First Invent character which is in your
industry.
(ii)Illustrate series of events where your
product or service fixes a problem which
you solve.
(iii)Close with the problem you solve. Here the prospect will know what kind
of customers you serve and what you
actually do for them.
(i)Choose an actual client in a typi-
cal industry you serve. (You don’t
need to reveal the client’s name.)
(ii) Sketch out a brief outline of the
events that led up to the client’s
needing your product or service—in
other words, the background and the
problem or opportunity the client en-
countered.
(iii)List the main steps of what you
or your product did for the client.
(iv)Explain the outcome in terms of
how it benefited the customer.
I. Explain What You Do? II. Explain Who You Have Helped & How You Have Helped Them?

14. +VALUE
Demonstrating vlaue online is differ-
ent from
demonstrating value face to face. In
an online situation demonstrating
value is by giving a free giveaway to
the customer (ethical bribe) in order
to get their contact details and then
sending them a chain of email letters
to disarm any objections the prospect
has.
In a face to face presentation demon-
strating value also could be giving a
prospect a small gift, and or educat-
ing them about the market or product.
You also should be very sharp and know
what you are saying 100%.
I. Demonstating Value

15. OBJECTIONS
Objections arise only when you haven’t
addressed the 6 core needs of people.
These need comprise:
1. Make them feel safe and secure
2. Make them feel good
3. Make them look good
4. Make them money
5. Save them time
6. Save them Money
Thus when you face an objection you
have missed one of the above core
needs as well as the unsupported
claims which are explained below.
“Saying it is so doesn’t make it
so.”You need proof.
In a sales presentation there are 6
core pieces of evidence to support
your claims:
1.Case studies
2.Testimonials
3.Expert Quotes
4.Facts and Statistics
5.Visual Images
6.Hypothetical Examples
I. Objection Response
Have a frequently asked questions list
avialbale in order to dis arm any ob-
jects before they even come up. By
doing this you save your time as well
as the
prospects time, therby increasing the
efficiency of the sales process.
III. Disarm
This is where you tell the prospect
the situation as follows:
This is the situation you find your-
self in (mention the prospects situa-
tion), this is what the market looks
like today (describe the market),
these are the challenges that are
being faced by buyers and sellers
(mention the challenges), here’s some
of the problems that happen every
single time (describe the problems),
if you navigate these with a certain
amount of time, this is how it’s going
to go. (Introduce the solution).
“Never Split the difference” by Chris
Voss a Hostage negociator.
II. Negotiation

16. RAPPORT
People love one thing the most, which is
talking about themselves. You need to find
what they like and ask them questions about
it and shut up and listen.
Or you could have some personality question
to ask them in order to figure out how they
view the world and take in information and
tell them about it. Example:
Salesman: Imagine You are a superstar about
to release a new album. What do you want
for the album cover
a. Beautiful landscape
b. Cartoonish picture
c. Abstract picture, some artistic stuff
d. Picture of yourself
The question stands for what you see as the
most charming attitude in yourself and
would like to express it for everyone to
see If you choose
a. You see yourself as a gentle and well-
mannered person
b. You love social life and always enter-
tain people surrounding you
c. You are skillful, very talented and very
creative
d. You have a high self-confidence and love
to be leader
I. Make them consumed with their
own consumption
What differentiates you from your competi-
tors. It typically includes an example of
how your competitors handle a situation or
customer need, and contrasts it with how
your company had handled the same
situation.
V. Unique Selling Proposition
notify your prospect when your company is
not the best solution for them. This builds
instant credibility and shows the customer
that you are listening and you care.
Ultimately mimicking the job of the
pharmacist. The pharmacist will not sell
you a medicine you do not need.
II. I Cannot Help You
Admitt when you’ve made a mistake before they learn about it from someone else.
III. I Made A Mistake
Dispel negative preconceived notions a buyer might have about you before they even
come up. Like i mentioned above be a phar-
macist. Ask questions about their symptoms,
listen and re phrase their symptoms and say
if I can give you your cure for this, this
and that, are you will to buy it now.
IV. I Am Not Who You Think I Am

17. PITCH
By describing a story of a problem that
your product or service solves you pass the
cortex part of the brain and communicate
directly with the reptillian brain.
These stories are especially helpful if
your buyer doesn’t even know they have a
problem.
I.Explaining the problem
Using contrast in a story line which de-
scribes a customer that did not use your
product and a customer that did use your
product and show success and failure.
III. Problem & Success
This is step can be if you buy now we will
add....
Or if you decide today we will include
these bonuses.
Or this offer only last for one hour.
IV. Adding Value + Scarcity

18. CLOSE
This is were you inform the prospect as its
a limited time offer and share the negative
effects a prospect has by missing out on
the offer later to discover that he pur-
chased the product or service at full
price.
I. Pump Buying Temperature
This step is about how other customers of
yours have gracefully transitioned from an
old supplier to you can help coach them how
to do it without the regret and emotional
pain.
II. Coaching The Breakup
Opinions Count
Adding the phrase “in your opinion ...” to
a question softens the reply if the
customer has an objection. “In your
opinion, will this solve your problem?” If
the customer says no, it's an opinion, not
a fact, and you can address his concern.
This is a great trial close to use as the
sales cycle progresses so that you don't
encounter any surprises when it's time to
wrap up the deal.
Sharp Angle Close
When the customer asks for a concession,
whether it is price, delivery or additional
features, respond by asking, “If I can do
that for you today, will you sign a
purchase order?” This is an important clos-
ing question – if you agree without asking
for close, then the customer has an open
door to continue asking for
concessions.
Assumptive Close
If you have an established relationship
with the customer and he respects your
judgment, jot down the items he is
considering on an order form as you are
discussing his needs. When the timing is
right, put an X on the signature line, hand
it to the customer and say, “Here.” Then be
quiet.
III. Closing Techniques

19. Ben Franklin
Ben Franklin is said to have made decisions
by creating a list with two columns – the
pros and the cons – and basing his choice
on the longer column. This approach works
well with analytical personalities. If you
use it as a closing technique, just be sure
you have a lot of benefits in the cus-
tomer's "pro" column.
The Porcupine
You must be careful stroking a porcupine
and you must also be careful answering cus-
tomer questions. When your prospect asks a
question like “Does it come in red?” answer
by tossing back the question: “Would you
like it in red?” Her answer will give you a
measure of the depth of her interest and
help you adjust your presentation appropri-
ately.
Impending Event
If you truly have a deadline or reason for
the customer to make a quick decision, the
impending event closing works well. “I have
an installation crew in town next week. Can
we schedule a day with you?” If the dead-
line is in your interest and not the cus-
tomer's, it will be seen as self-serving
and will not work.
III. Closing Techniques Continued
Something for Nothing
A free add-on may be gimmicky, but it can
work if handled correctly. “I happen to
have an extra charger with me. If you sign
off on the order today, I'll throw it in at
no charge.”
Solicit Objections
If you have gone through the discovery
phase of the sales cycle and are confident
that the customer understands that your
product or service addresses her needs,
then ask for the sale by asking for an ob-
jection. "Is there any reason why we can't
proceed with the shipment?" This oblique
approach allows the customer to raise any
final objections -- if she has one -- with-
out saying no to the sale.
Level With Me
As you approach the end of the selling pro-
cess and the customer says he wants to
think about it, ask him to get to the
point: “Level with me. Have I failed to
show you the value that you will receive
from your investment?” Then be quiet.
Direct Close
When you have addressed the customer's con-
cerns and you are confident that she knows
the value of your product or service, then
pose the question directly, "So, Mary, are
you ready to place the order?" Use this
closed-ended, yes-or-no question only if
you are very confident that the answer will
be affirmative.

20. This is where you share a success sale or a
failed sale with your comrades, inorder to
learn from one another and to advance your
leadership and sales skills to close more
cusotmers. Share the failure and success
sale with a story that will inspire.
III. Feedback From Comrades
Building loyalty is the most important
aspect of your brand. Thsi is where your
messages must be consistant as the arche-
type your brand fits in. Always helping
your loyal customers with any issues your
product or service have. Never give a dis-
count but only early purchase of new prod-
ucts as well as vip events.
Loyalty is when you divorse your wife and
she tears up the prenup. That is an extreme
case but you can share a story of brand
loyalty which captivates your customer to
keep coming back.
II. Building Loyalty
Congradulations you now have sold a new
customer. Here is where you subscribe them
to your communication newsletter, showing
them how other customers are using your
product or service to better their life, as
well as how they can do the same thing.
I. After Sales Service
MANAGE

21. Best way to remember
1 2 3
456
7 8 9
SELECT
APRROACH +VALUE
OBJECTIONSRAPPORTPITCH
CLOSE MANAGE

22. A
B
C
ALWAYS BE CLOSING
OCTAGON®
ABC
SELECT
APPROACH
SELECT
RAPPORT
+VALUE
PITCH
CLOSE
MANAGE
OBJECTIONS

23. [Organization COMMAND] Why Stories
Without knowing how to tell stories you can not get what
you want...
Story telling is a process that everybody can learn..!
Story telling helps you achieve freedom, the better story teller you are the command you have....

24. [Organization COMMAND] Story Goals
To increase your leadership command without being technical..
Be able to learn, apply and replicate the system with
other team members..
Gain 100% confidence in your ability to lead and present infront of thousands of people without
anxiety...

25. [Organization COMMAND] Story Telling Challenges
Story telling and oratory is only taught in elite schools.
People do not know how to link a story with
their product or service...
People do not know how to structure a story properly to achive what they want their audience to achieve....

26. Story telling and oratory is only taught in elite schools.
[Organization COMMAND] Story Steps
Use the Stroty Diamond...
Follow the 9 steps...
Fill in the worksheet and build up a story bank in
order to use it while selling...

27. STORY STRUCTURE QUESTIONS EXAMPLE
Why
should I
listen to
this
story?
What was
the
problem/
opportu-
nity?
How did it
turn out
(for every-
one)? How
are
things/char
acters
changed as
a result?
What did
they do
about it?
Show the
honest
struggle
between hero
and villain,
even if
internal.
Not too easy
Where and when did it take
place? Who is the hero and what
do they want? Is there other
background needed to
understand character
motivations?
What did you learn?
Is there other background
needed to
understand character
motivations?
What do you
think I should
do?
“The best
example
I’ve
seen of
that
was...”
“Then,
one day…”
“Eventu-
ally...”
“So they
____, and
then they
____, and
so
they
____.”
“Back in __, at __,
there was ___, and
they were trying to...”
Is there other background needed
to understand character
motivations?
“That’s when I
realized…”
“And that’s
why I think
you
should...”
Fishnet
Promise
Promise
Circumstances
Message
Action
Problem DecisionBattle
The Story DIAMOND

28. Story Bank Intro
People are looking for two things when they first encounter you in the
first 7 seconds.
1.Trust
2.Competency
They are asking can i trust you to help me? and are you competent
enough? You might ask why are they asking these questions! Well it’s
because they are trusting you with their hopes and dreams of the
future.
A persuasive presentation is much like a court case. If we have gained
the jury’s trust, confidence and respect they will listen to our opinion.
But, understandably, they will reserve the right to disagree and hold an
opposing opinion. If we are not careful, the argument will become
nothing more than their opinion versus ours. In such a clash, they are
unlikely to act on our advice. They’ll stick to what they already know
and feel. They won’t follow our directions and our case will probably
fail. If we want the jury to support us, we need to prove, that our point
of view is correct. This may entail proving that their point of view is
wrong. To do that, we need to provide more than an opinion. We need
evidence which entails facts but also you need to story tell those facts
as in to deliver the message through emotionally rather than logically.
If our case is to succeed, we shall provide information that challenges
and replaces the information that supports any view that opposes our
beliefs and purpose.
Aristotle believed that a persuasive argument must be a whole brain
experience - one that engages our head, heart and soul.
In order to persuade someone in our preparation we need to
remember that change is a process. Do not hope for instant
transformation. There are a number of steps or stages that will take
our audience from current behavior to the desired behavior. Think of
change as a continuum that extends across five stages.
1.Pre-contemplation - (I have no interest in you at all)
2. Contemplation - (I’ll be listening to what you have to say)
3. Preparation - ( you could make a sale. I’m looking for help and i am
open to persuasion.
4. Action - ( You have the potential to be my greatest support.
5. Maintenance - (You should have passed your use-date.
In stage 1 the prospect is not interested, so what you have to do is try
and move him to stage 2 by selling him the need to change. In stage 2
the prospect may not buy but they are listening, so you will need to
keep presenting persuasive information on the need to change per-
haps monetary or health wise (Hopes & Dreams) and try to make them
commit. This will push them into stage 3. In stage 3 your prospect will
be buying. In stage 4 your prospect will be using your product and ser-
vices. In stage 5 (s) he’s your ex-client (Until (s)he stops using your
product or service which he believes is making life harder (relapses)
and go’s back to stage 3 when you can target your prospect again).
The purpose of this exercise sheet is to get you to have persuasive sto-
ries in your knowledge inventory, so you can sell more effectively and
have fun with it. You will realise that once you learn the art you will
have a good time with your prospects as it will build massive rapport.
To end, I wish you all the success in life and business.

29. I. Define objective
What’s your main message?
What do you want your audience to
think, feel, or DO as a result of your
story?
II. Brainstorm story ideas
Think of relevant successes, fail-
ures, or moments of clarity (use
story hunting tools)
III. Can’t think of one? Make one up

Make sure your audience knows
you made it up
IV. Choose the best one
Pick the one that best delivers the
main message
All the same? Then pick one with
most relatable hero, relevant chal-
lenge, and engaging struggle
Questions Answers For Your Story

30. I. Define objective
What’s your main message?
What do you want your audience to
think, feel, or DO as a result of your
story?
II. Brainstorm story ideas
Think of relevant successes, fail-
ures, or moments of clarity (use
story hunting tools)
III. Can’t think of one? Make one up

Make sure your audience knows
you made it up
IV. Choose the best one
Pick the one that best delivers the
main message
All the same? Then pick one with
most relatable hero, relevant chal-
lenge, and engaging struggle
Questions Answers For Your Story
1. make dreams come true
2.ability to take people on a journey of transformation through the experience of a magical moment
3.we are limited only by imagination
4.have a thirst for knowledge
5.hardest working
6.long-term planner and stick to it
7.sees the big picture

31. What do you want the audience to
think, feel, or do after hearing
your story?
Promise Your Prospect of what
they will learn at the end.
(unspoken)
At the end of this
conversation/presenta
tion you will learn...
I think the best
example I have seen
of that was...
Then, one day ___.
Back in ___, at___,
there was ___, and
they were trying to...
(could be an unspoken
objective)
Why should i listen to this story?
What was the
problem/opportunity?
Where and when did it take
place?
Who is the hero and what do they
want?
(other background needed to un-
derstand characters’
motivation?)
Step
Objective/
Main Mes-
sage
Transition
In:
(Fishnet)
Circum-
stances
Problem
Answers the questionSounds Like...Notes On Your Story
Story STRUCTURE
Fishnet
PromisePromise
CircumstancesMessage Action
ProblemDecision Battle

32. What do you want the audience to
think, feel, or do after hearing
your story?
Promise Your Prospect of what
they will learn at the end.
(unspoken)
At the end of this
conversation/presenta
tion you will learn...
I think the best exam-
ple I have seen of that
was...
Then, one day ___.
Back in ___, at___,
there was ___, and
they were trying to...
(could be an unspoken
objective)
Why should i listen to this story?
What was the
problem/opportunity?
Where and when did it take
place?
Who is the hero and what do they
want?
(other background needed to un-
derstand characters’
motivation?)
Step
Objective/
Main Mes-
sage
Transition
In:
(Fishnet)
Circum-
stances
Problem
Answers the questionSounds Like...Notes On Your Story
Story STRUCTURE
Fishnet
PromisePromise
CircumstancesMessage Action
ProblemDecision Battle
1. make dreams come true
2.ability to take people on a journey of transformation through the experience of a magical moment
3.we are limited only by imagination
4.have a thirst for knowledge
5.hardest working
6.long-term planner and stick to it
7.sees the big picture

33. What did they do about it?
Show the honest struggle
between hero and villain,
even if internal. Can’t be too
easy.
So they_____, and
then they ___, and
so they ___.
What I learned from
that was...
(That’s when I realized...
That explains why....
What I think we should
have done was...)
And that’s why I
think you should.....
Eventually.....
How did it turn out (for
everyone)? How are
things/characters changed
as a result?
What did you learn?
What do you think i should
do?
Step
Battle
Decision
Message
Recommended
Action(s) Answers the questionSounds Like...Notes On Your Story
Story STRUCTURE Fishnet Promise
PromiseCircumstances
Message
ActionProblem
DecisionBattle

34. What did they do about it?
Show the honest struggle
between hero and villain,
even if internal. Can’t be too
easy.
So they_____, and
then they ___, and
so they ___.
What I learned from
that was...
(That’s when I realized...
That explains why....
What I think we should
have done was...)
And that’s why I
think you should.....
Eventually.....
How did it turn out (for eve-
ryone)? How are
things/characters changed
as a result?
What did you learn?
What do you think i should
do?
Step
Battle
Decision
Message
Recommended
Action(s) Answers the questionSounds Like...Notes On Your Story
Story STRUCTURE Fishnet Promise
PromiseCircumstances
Message
ActionProblem
DecisionBattle

35. The Fishnet & Promise
The Fishnet is a device for dramatically capturing
your prospects/audience’s attention
There are many different types of fishnets and
you need to find one that is relevant to your
presentation and to your audience. And it needs
to be one you feel comfortable using.
Humour can be a very effective fishnet because
it connects the speaker with the listener and
breaks the icy silence at the start of a
presentation.
Some salesman/presenters like to use a relevant
quote and borrow the authority that comes with a
famous personality. Dictionary
definitions can be effective as can surprising
statistics.
Asking the prospect or audience a question is
the optimum way to engage with them. A show of
hands creates a moment of interaction that can
break down the barriers that are created by the
formality of the situation.
The most captivating technique is to stage a
stunt. It can be subtle to highly theatrical.
The fishnet should be short and sweet, so you
can transition into a story which is relevant to
your subject. For example let’s say you use a
quote by a famous person then you transition
with “the best lesson i ever learned about that
was when ....” or the 8 lines on the next page.
Your promise is essentially the purpose of your
meeting expressed in a way that is of value to
the audience. By stating it clearly at the
start, you will create a funnel through which
all of your information and ideas can flow into
the minds of your listeners. You are helping
them prepare some mind space to receive and
store your message.
You are also giving them reassurance that what
you will say is going to be useful to them.
Making a promise is the key component after the
fishnet phase of the presentation. If it’s the
right promise the audience or prospect will
commit their time and attention to you.

36. Story STRUCTURE
In what situation are you most likely
to tell this story?
Write a “Fishnet” to transition into
this story
Do not apologize, ask permission,
or announce a story. Just Tell It.
Answers the question: Why are you
telling this story?
Options to consider, transition
sentences:
“I think the best example of that I've
seen was when...”
“The best lesson I ever learned about
that when...”
“That’s a tough problem. Let me tell you
what i did when i ran into the same
issue last year...”
“So, for instance, there was this one
time when...”
“It might be more clear if I just told you
how some of my other clients have used
that product...”
“Let me help you understand what I'm
looking for..”
“That reminds me of a time when..”
“”Something really important happened
recently and i thought you’d like to hear
about it ...”
Questions Story Foundation: ‘The greatest illustration of that I’ve seen was...”

37. Story STRUCTURE
In what situation are you most likely
to tell this story?
Write a “Fishnet” to transition into
this story
Don not apologize, ask permission,
or announce a story. Just Tell It.
Answers the question: Why are you
telling this story?
Options to consider, transition sen-
tences:
“I think the best example of that I've
seen was when...”
“The best lesson I ever learned about
that when...”
“That’s a tough problem. Let me tell you
what i did when i ran into the same
issue last year...”
“So, for instance, there was this one
time when...”
“It might be more clear if I just told you
how some of my other clients have used
that product...”
“Let me help you understand what I'm
looking for..”
“That reminds me of a time when..”
“”Something really important happened
recently and i thought you’d like to hear
about it ...”
Questions Story Foundation: ‘The greatest illustration of that I’ve seen was...”

38. The Circumstances
Where and when did it take place? Who is the hero
and what do they want? Is there other background
needed to understand character motivations?
Your audience is now listening. You have engaged
them and promised them something they want. The
next step is to dive into the story, the specif -
ics of it.. Where its happening, who are the
characters, how old are they, where do they
work, are they married, do they have kids, do
the kids go to school, is the father a single
father, is the mother a single mother, do they
have a routine they follow, how tall is the man,
is he fat or skinny, is it summer or winter, do
they live in a house or an apartment ect... You
have to paint a vivid picture so that you take
your audience on the journey with you to the
promise land.

39. Story STRUCTURE
When and where?
Who is the main character?
relatable to the audience: “Hey! That
could be me!”(Y/N___)
What does the main character
want?
Before the problem?
After the problem (if different)?
Would audience deem these worthy
objectives?(Y/N__)
Any other necessary background for
t
he story to make sense, or to ex-
plain the characters’ motivations?
Questions Story Foundation: ‘Back in__, at__, there was __, and she was trying to...”

40. Story STRUCTURE
When and where?
Who is the main character?
relatable to the audience: “Hey! That
could be me!”(Y/N___)
What does the main character
want?
Before the problem?
After the problem (if different)?
Would audience deem these worthy
objectives?(Y/N__)
Any other necessary background for
t
he story to make sense, or to ex-
plain the characters’ motivations?
Questions Story Foundation: ‘Back in__, at__, there was __, and she was trying to...”

41. The Problem & Battle
What was the problem/opportunity?
What did they do about it? Show the honest struggle be -
tween hero and villain, even if internal. Not too easy
Map out the presentation or story so that they
can get an overview of where you are going to
take them. Once again, this will help them
allocate and prepare the necessary ‘mind space’
to absorb, understand, and retain your
information.
This is where you will use props and
presentation aids to illustrate the problem and
the battle. You will have to explore and exhaust
each problem and battle before moving into the
decision. Because this is the lengthiest part
of the presentation or story, it is where you
will have to use all of your skills to maintain
engagment. The chance of loosing your audience
is not likely as you have shown them where you
are going to take them. Make sure the delivery
is clear and crisp. Now that your audience has
heard and started to absorb the story, you have
told them what you have to say about the charac -
ter. You painted the picture.

42. Story STRUCTURE
Problem: What is the problem or op-
portunity that presents itself to the
main character?
Relevant to audience? (Y/N__)
Test:If you remove this part, nothing
interesting would happen.
Battle: What did the main character
do about it?
In bullet point form, sketch out the
chronological flow of what happened
Show the honest struggle between
hero and villain. Can’t be too easy.
Do not overlook internal struggle.
“Arrive late. Leave Early.”
Come back and add or edit here
based on ideas you develop in the
sections on emotion, surprise, etc.
Questions Story Foundation: (Problem): “Then one day...” (Battle): “So (s)he, and then
they __, so (s)he__”

43. Story STRUCTURE
Problem: What is the problem or op-
portunity that presents itself to the
main character?
Relevant to audience? (Y/N__)
Test:If you remove this part, nothing
interesting would happen.
Battle: What did the main character
do about it?
In bullet point form, sketch out the
chronological flow of what happened
Show the honest struggle between
hero and villain. Can’t be too easy.
Do not overlook internal struggle.
“Arrive late. Leave Early.”
Come back and add or edit here
based on ideas you develop in the
sections on emotion, surprise, etc.
Questions Story Foundation: (Problem): “Then one day...” (Battle): “So (s)he, and then
they __, so (s)he__”

44. The Decision
How did it turn out (for everyone)? How
are things/characters changed as a result?
Information shared in the story is a means to an
end. If your story is going to be persuasive, if
it’s going to effect a change of thinking or
behavior, then what matters is how people
interpret that information.
Do not leave it to chance. Tell them exactly how
you want them to see and understand the
characters you have shared with them. Revisit
the problem and the battle and succinctly
explain what you would like them to take out of
the information it contained. Spoon feed them
the message you want them to hear and remmember.

45. Story STRUCTURE
How did it turn out in the end ?
For the hero, the villain, and any
other main characters
How were things changed as a result
of the ordeal?
Test: Does the audience know how to
feel about what happened If not, ex-
plain more.
Questions Story Foundation: (Problem): “Eventually...”

46. Story STRUCTURE
How did it turn out in the end ?
For the hero, the villain, and any
other main characters
How were things changed as a result
of the ordeal?
Test: Does the audience know how to
feel about what happened If not, ex-
plain more.
Questions Story Foundation: (Problem): “Eventually...”

47. The Message, Revisit Promise & Action
What did you learn? Is there other background needed to
understand character motivations?
What do you think I should do?
At the start of the story or presnetation you
made a promise. Now it is time to show that you
have delivered on that promise. So restate it.
Remind them of your promise. Show that you be -
lieve 100% of what you have been saying. And you
believe that they have heard it, understood it,
and agree with it. This is a critical moment.
Unless you are met with strong opposition, you
now have permisssion to turn persuasion into
action.
Direct your audience. Tell them how you want
them to act and respond to your story. Your
closing must contain precise instructions on
what you want the audience to do.

48. Message: What did you learn?
Transition out option:
“What i learned from that was...”
“That’s when i realized...”
“So that explains why...”
“I’ve since come to realize...”
“What I think we should have done
was..”
Revisit Promise:
At the beginning of the
story/presentation i promised that...”
Recommended Action: What do you
think your audience should do now
that they have heard the story?
This should link back to the reason
why you told the story to begin with
(the main idea) and compel audience
to do what you wanted them to do.
Questions Story Foundation: (Message): “What I learned from that was...” (Promise) I stated
at the beginning a promise...” (Action) And that’s why i think you should....”
Story STRUCTURE

49. Message: What did you learn?
Transition out option:
“What i learned from that was...”
“That’s when i realized...”
“So that explains why...”
“I’ve since come to realize...”
“What I think we should have done
was..”
Revisit Promise:
At the beginning of the
story/presentation i promised that...”
Recommended Action: What do you
think your audience should do now
that they have heard the story?
This should link back to the reason
why you told the story to begin with
(the main idea) and compel audience
to do what you wanted them to do.
Questions Story Foundation: (Message): “What I learned from that was...” (Promise) I stated
at the beginning a promise...” (Action) And that’s why i think you should....”
Story STRUCTURE

50. Add details using these techniques:
Replace generalities with specifics
(”He was tall” with “He was 6’6”)
Show do not tell-(”Frank wrapped
and unwrapped the telephone cord
around his finger” shows he’s nerv-
ous.)
Pick one important scene and de-
scribe it in vivid detail
Use metaphors(A looming deadline
is “dark cloud” or “gun to my head”)
Give Details only when it’s relevant
to the battle or explain a main
character’s motivations. (No “it was
a warm September morning...”)
Questions IDEAS
Details
Story STRUCTURE

51. Add details using these techniques:
Replace generalities with specifics
(”He was tall” with “He was 6’6”)
Show do not tell-(”Frank wrapped
and unwrapped the telephone cord
around his finger” shows he’s nerv-
ous.)
Pick one important scene and de-
scribe it in vivid detail
Use metaphors(A looming deadline
is “dark cloud” or “gun to my head”)
Give Details only when it’s relevant
to the battle or explain a main
character’s motivations. (No “it was
a warm September morning...”)
Questions IDEAS
Details
Story STRUCTURE

52. Delivery
Oral Delivery
Relax - the story is more important
than the delivery.
A perfect delivery is not perfect - 5
or 6 filler words a minute is okay.
Do not slip into storytelling voice -
stay in same conversational tones.
Focus on the story, not your physical
performance.
Written Delivery
Write the way you’d like to speak -
conversational, but without all the
filler words.
Use short sentences- 15-17 words
per sentence.
Use simple words - <10% greater
that 2 syllables
Use active voice - <10% passive
voice sentences
Get to the verb quickly- in the first
5-6 words of each sentence.
Questions IDEAS
Story STRUCTURE

53. Delivery
Oral Delivery
Relax - the story is more important
than the delivery.
A perfect delivery is not perfect - 5
or 6 filler words a minute is okay.
Do not slip into storytelling voice -
stay in same conversational tones.
Focus on the story, not your physical
performance.
Written Delivery
Write the way you’d like to speak -
conversational, but without all the
filler words.
Use short sentences- 15-17 words
per sentence.
Use simple words - <10% greater
that 2 syllables
Use active voice - <10% passive
voice sentences
Get to the verb quickly- in the first
5-6 words of each sentence.
Questions IDEAS
Story STRUCTURE