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  1. Pitch Anything
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This is a serious problem if you are trying to pitch anything. Again, this is part I listened to one of his messages: “Oren, I have a serious problem,” he started. PITCH. ANYTHING. OREN KLAFF. An Innovative Method for. PRESENTING, PERSUADING, disconnect between the way we pitch anything and the way. By: Oren Klaff. Pitch Anything: An Innovative Method for Presenting, Persuading, and Winning the Deal (zlibraryexau2g3p_onion).pdf Born a Crime .

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Pitch Anything Oren Klaff Pdf

By Oren Klaff. ULTRAJET AIRPARK. DEAL. SUMMARY. KEY INVESTMENT MERITS. PROJECTED. FIRST-YEAR YIELD. STAGE. VALUE. Pitch Anything Summary by Oren Klaff, the author emphasizes the methods and teaches how to make a powerful and winning pitch despite the. Are you looking for a summary of Pitch Anything, the book by Oren Klaff? Read here the main ideas and takeaways, also available to download.

Applicable Recommendation Have you ever made a pitch or presentation that offered all the facts perfectly and countered every objection, but still fell flat after all your efforts? Investment banker Oren Klaff suggests that how you pitch is more important than how many pitches you throw. You might have logical reasons to read this, but your emotional response is what will keep you interested. Thus, sales is a numbers game that depends only on effort and volume. That sounds like a pretty difficult way to make a living, because it depends on the idea that — no matter how good your presentation skills — you are destined to strike out most of the time. Crocodiles and Business To boost your pitch success percentage, take a moment to understand some basic neuroscience. The brain is divided into three parts. The second part is the midbrain, which responds next and gives meaning and thought to the input it receives. The last response comes from the Instant access to over 20, book summaries Personal Discover your next favorite book with getAbstract. See prices.

Pitches are sent from the modern—and smart—part of the brain: But they are received by a part of the brain that is 5 million years older and not as bright.

This is a serious problem if you are trying to pitch anything. Again, this is part of the hardwiring that has allowed us to survive. A lion is chasing you, and without needing to kick it up to your highly evolved neocortex which would spend a lot of time trying to solve the problem , the danger switch in the amygdala is flipped on, and it sends the alarm to the rest of the brain to start spitting out chemical and electrical messages that get you to Run!

Everything in the recent research points to the same conclusion: Nine out of 10 messages that enter the crocodile brain—and remember, every single pitch starts by going through the crocodile brain—end up being coded. Ignore it. Radically summarize invariably causing a lot to be lost in the process and pass it in severely truncated form.

Clearly, we need a new way of pitching.

Rules of Engagement There are the two questions we always ask ourselves after we have made a presentation or pitch: Did I get through? Was my message well received? What is vitally important is making sure your message fulfills two objectives: And second, you want to make sure it gets recognized as something positive, unexpected, and out of the ordinary—a pleasant novelty. Bypassing those fear alarm sensors can be extremely difficult. Creating novelty in the message can be tricky, too.

The croc brain is picky and a cognitive miser whose primary interest is survival. It requires concrete evidence—presented simply in black and white—to make a decision. And this is the brain to which you are pitching. It likes facts clearly explained. It wants to choose between just two clearly explained options. And it needs you to get to the point fast.

It goes to sleep during PowerPoint presentations, and it needs strong summarizing points to keep its attention. If it gets really excited about some new project you have presented, then it approves it. Only focused on the big picture and needs high-contrast and well-differentiated options to choose between. Emotional, in the sense it will respond emotionally to what it sees and hears, but most of the time that emotional response is fear.

Focused on the here and now with a short attention span that craves novelty. I understood two very important things: First, I finally got the fundamental problem you and I have when we pitch something: We have our highly evolved neocortex, which is full of details and abstract concepts, trying to persuade the crocodile brain, which is afraid of almost everything and needs very simple, clear, direct, and nonthreatening ideas to decide in our favor.

Second, I realized that when my pitches had gone well, I had inadvertently adhered to the five rules of engagement contained in the bullet points above. Why do these rules of engagement matter for pitching? How to do this makes up the heart of this book. More specifically, if I wanted my pitch to get through, I needed to be able to translate all the complex ideas coming out of my neocortex and present them in a way that the crocodile brain of the person I was pitching could easily accept and pay attention to.

It took me countless efforts to come up with a formula that worked. Now you are going to learn that formula. As you will see, it begins by setting the frame for your pitch, putting your big idea into an easily understood context. And then, once the frame is established, you must seize high social status so that you have a solid platform from which to pitch. Then you must create messages that are full of intrigue and novelty. Each time I pitched, I learned more about the behaviors of the croc brain, and I eventually came to the understanding that there are five separate places where you can stumble in a pitch.

Each step in the process represents one of these points where missteps can be fatal. In the pages ahead I will discuss how to avoid those problems and create the perfect pitch, one that gains the full endorsement of the croc brain and increases your chances of success dramatically. This was a corridor of power, both in Hollywood and the financial world, a place where careers were made, a place where deals got done.

If you think I was nervous, think again. Instead, a colleague, Tom Davis, would be pitching to this icon of corporate finance, Bill Belzberg, one of the three billionaire Belzberg brothers. You might have heard of the Belzbergs if you follow the business press. They rose to prominence as corporate raiders in the s. Merely observing one of them in the boardroom was a master class in finance, so I was looking forward to what would materialize in the next hour.

Tom was 31, charismatic, a likeable CEO type. He had a nice company in place, but he lacked the money to grow. To get that money, he was willing to try the impossible—impress Belzberg. I smiled to myself. This was going to be interesting. His confidence was inspiring. After more than 30 minutes of waiting, we watched as the double doors swung open.

Bill Belzberg strode through as if entering a saloon. At 69 years old, he was tall and lanky. He waved his arm at Tom, motioning him to get started. Tom looked at me, and I nodded the go-ahead. What are monthly expenses, and how much are you paying yourself? He had a different pitch planned, and now he was looking foolish, searching his bag to find expense charts.

Where were the confidence and nerves of hardened titanium? He dropped his papers and stuttered a bit. He was lost. Belzberg had said only 20 words. Why is that? An analogy, like the one below, might help explain all this.

Imagine for a moment that there is some kind of powerful energy field that surrounds all of us, silently transmitting from the depths of our subconscious.

This invisible defense shield is genetically designed to protect our conscious minds from sudden intrusion by ideas and perspectives that are not our own. When that energy field is overwhelmed, however, it collapses. That person can impose his will. No one really knows whether there are human energy fields or not, but perhaps this is the best way to think about the mental structures that shape the way we see the world, which I call frames.

Imagine looking at the world through a window frame that you hold in your hands. As you move the frame around, the sounds and images you encounter are interpreted by your brain in ways that are consistent with your intelligence, values, and ethics. This is your point of view. Another person can look at the same thing through his own frame, and what he hears and sees may differ—by a little or a lot.

The common label given to this is perspective. I might perceive and interpret things differently than you do—which is a good thing. Another perspective is often what we need as we nurture our ideas and values. Yet, as we interpret the world through our frames, something else happens. Our brains process what our senses tell us and quickly react with a series of questions: Is it dangerous?

Should I eat it or mate with it? This is the croc brain at work, doing what it does best—detecting frames, protecting us from threats, and using dominance and aggression to deflect attacking ideas and information. There are millions of people in the business world, and each brings a frame to his or her social encounters.

Whenever two or more people come together to communicate in a business setting, their frames square off and then come into contact, but not in a cooperative or friendly manner.

Frames are extremely competitive—remember, they are rooted in our survival instincts—and they seek to sustain dominance. When frames come together, the first thing they do is collide. They collide, and the stronger frame absorbs the weaker. Only one frame will dominate after the exchange, and the other frames will be subordinate to the winner.

This is what happens below the surface of every business meeting you attend, every sales call you make, and every person-to-person business communication you have. The moment your frame makes contact with the frame of the person you are calling on, they clash, battle, and grapple for dominance. If your frame wins, you will enjoy frame control, where your ideas are accepted and followed by the others.

Understanding how to harness and apply the power of frames is the most important thing you will ever learn. Frame-Based Business One of the many benefits of using a frame-based approach to doing business is that it does not require a lot of technique, tactics, or smooth talk. In fact, as you will soon see, the less you say, the more effective you will be. Sales techniques were created for people who have already lost the frame collision and are struggling to do business from a subordinated or low-status position.

The sad fact is, these methods are typically ineffective and usually end up offending people instead of promoting pleasant, mutually beneficial business. For decades, there have been many books and seminars—there are more than 35, on site—promoting methods to persuade, influence, cajole, and browbeat customers into making rapid download decisions.

Many years ago, when the promoters of these programs realized how inefficient their methods were, they explained it away with the law of large numbers. But really, what kind of success is that? What these sales gurus are missing is this: When you fail to control the social frame, you probably have already lost. By preaching the law of large numbers, the purveyors of sales techniques are asking you to work longer and harder, with no real competitive advantage.

Frame-based business takes the opposite approach. It promotes the use of social dynamics, stacking things in your favor before the game even begins. Or the potential downloader found something he or she liked better. The reality is, however, that a pitch will fail for reasons that are far less obvious. When you own the frame, you are positioned to reach an agreement with your downloader. And you are also in a position to decide which deals, orders, or projects you want to work on instead of taking what you can get.

I do it every day and for the simple reason that I want to serve my downloaders well. How do you like my law of large numbers? This is what I do and what I have been doing for years. A frame is the instrument you use to package your power, authority, strength, information, and status.

Everyone uses frames whether they realize it or not. Every social encounter brings different frames together. Frames do not coexist in the same time and place for long. They crash into each other, and one or the other gains control. Only one frame survives.

The others break and are absorbed. Stronger frames always absorb weaker frames. The winning frame governs the social interaction. It is said to have frame control. The Cop Frame: An Introduction to How Frames Work So that you can become familiar with the terminology of frames and the basic function of frames in social encounters, here is an example of a dominant frame that you already know about—an almost textbook example of frame control.

The weather and the scenery are intoxicating, as is the rush of speed you feel as you take the fast lane at 80 mph in your pursuit of the setting sun. The moment is perfect—until you see those flashing lights in your rearview mirror.

The whoop-whoop from a piercing siren and the Technicolor strobing of the light bar alert your croc brain that danger is imminent. Dammit, where did he come from? How fast was I going? These are the last few thoughts going through your neo- cortex before fear a basic and primal emotion sets in, and your croc brain seizes control of your actions.

As you will see from this example, frames make human communication simple because they package a particular perspective and all the information that goes with it. You roll down the window. In this moment, two frames are about to collide: What is your frame made of? How about cutting me a break this one time?

You meekly smile as you hand him your license and registration. He pauses, scowling at you through his mirrored aviators. You know you were speeding. Because you do not have any higher moral authority to bring to the frame game, your frame will be destroyed. This is the key to frame control. When you are responding ineffectively to things the other person is saying and doing, that person owns the frame, and you are being frame-controlled.

The officer has the stronger frame. Your two frames collided, and the cop frame won. I chose this example so you could see how lesser frames literally crumble under a frame built from authority, status, and power. In this example, the officer had every form of power possible: The silhouette of his cruiser in your rearview mirror and the flashing lights pulled your primal levers of fear, anxiety, and obedience.

Your croc brain went into defense mode. Your stomach tightened. Your breathing accelerated, along with your heart rate, and blood rushed to your face. All this happened the moment your croc brain was alarmed. The lesson of the cop frame is an essential one: If you have to explain your authority, power, position, leverage, and advantage, you do not hold the stronger frame. Rational appeals to higher order, logical thinking never win frame collisions or gain frame control.

Notice, the officer does not need to pitch you on why he is going to issue you a citation. He does not need to rationalize with you. He feels no need to explain how critical it is that you remain calm and obedient. Your croc brain instantly and naturally has these reactions to the cop frame. You are reacting; your croc brain is in control. Your actions are automatic, primal, and beyond your grasp. In the final moments of the social encounter, the officer hands you the ticket.

This roadside meeting is over. The only other thing he says to you is: Press hard. Fifth copy is yours. Every social interaction is a collision of frames, and the stronger frame always wins. Frame collisions are primal. They freeze out the neocortex and bring the crocodile brain in to make decisions and determine actions. Strong frames are impervious to rational arguments. Weak arguments, made up of logical discussions and facts, just bounce off strong frames.

Over the years, I observed that a successful pitch depends on your ability to build strong frames that are impervious to rational arguments. These strong frames can break weak frames and then absorb them. Is there a formula for creating such a frame and using it? Turns out, there is. But know this: Frames mainly involve basic desires. These are the domain of the croc brain. It would be fair to say that strong frames activate basic desires.

If you were a mechanic reaching into your toolbox, then a frame would be more like a rubber mallet than a screwdriver. I think of these things before I take a meeting: What are the basic primal attitudes and emotions that will be at play? Then I make simple decisions about the kind of frame I want to go in with. For many years, I used just four frames that would cover every business situation.

If that person is an analytical, dollars-and-cents type, I will choose an intrigue frame. I am also ready and willing to switch to a different frame as the social interaction develops or changes. Going into most business situations, there are three major types of opposing frames that you will encounter: Power frame 2.

Time frame 3. Analyst frame You have three major response frame types that you can use to meet these oncoming frames, win the initial collision, and control the agenda: Power-busting frame 2. Time constraining frame 3.

Pitch Anything

Intrigue frame There is a fourth frame you can deploy. Prize frame What follows is a discussion of how you can recognize opposing frames and defeat them. The Power Frame The most common opposing frame you will encounter in a business setting is the power frame. The power frame comes from the individual who has a massive ego.

His power is rooted in his status—a status derived from the fact that others give this person honor and respect. Power frame types a. They are more likely to pursue the satisfaction of their own appetites. They are often poor judges of the reactions of others. They are more likely to hold stereotypes. They can be overly optimistic. And they are more likely to take unmeasured risks.

They are also the most vulnerable to your power-busting frame because they do not expect it. They expect your fawning deference and obedience. They expect you to laugh at their bad jokes. They expect you to value their feelings above your own.

They expect you to adopt their frame. Therein lies their weakness. Not for a moment do they think that your frame is going to take control. You will almost always take them by surprise. Observing power rituals in business situations—such as acting deferential, engaging in meaningless small talk, or letting yourself be told what to do—reinforces the alpha status of your target and confirms your subordinate position.

Do not do this! As the opposing power frame approaches, when you first encounter the person you are meeting, you must be prepared for the frame collision to happen at any moment. Prepare well and your frame will disrupt his, causing a momentary equilibrium in the social forces in the room, and then your frame will overtake and absorb his. This all sounds like high drama, but in practice, it is often swift and tranquil.

Before your target realizes what has occurred, control of the frame has shifted. Once you get used to establishing the dominant frame, it will become second nature.

And when it does, you are going to have the time of your life. Encountering the Power Frame Several years ago, I had a meeting at a large money center bank whose name you would recognize in an instant. This was supposed to be a one- hour meeting, and it was made clear by the guy we were meeting that he would give us precisely one hour. This is classic power framing with hard time pressure thrown in. But the meeting could be worth millions if we pitched it right.

Thirty-five traders moved billions of dollars a month here, and we were one hour away from being part of the game. My contact, a trader named Steve, was meeting us, and I would be pitching him and two analysts. Steve and his entourage came in and exchanged the standard pleasantries. Steve was one of the bigger volume traders on the floor.

He showed up several minutes late and then spent 15 minutes talking about himself. A precious 22 minutes had been burned. Finally, I was able to hand out our materials and begin the pitch.

I talked about the types of assets we wanted to download and what we would pay. During a moment of pause, I looked over at Steve. He had taken our pitch book, flipped it over, and was absent-mindedly tracing his hand on the back of it with a pen. How significant is this lack of attention? But instead, if you view the world through frames and social dynamics, then you would understand that the deal was fine. I first thought, Ouch, how could this be happening?

I had burned a lot of time and money getting to this meeting, and I could see our opportunity slipping away. The guy was tracing his hand on my executive summary.

I felt two inches tall.

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My crocodile brain became overwhelmed with basic, primal emotions. I was frame-controlled. My simple, emotional, reactive croc brain told me to run, and I considered it. When you abide by the rituals of power instead of establishing your own, you reinforce the opposing power frame. I soon recovered my poise, and here is what followed: Dramatic pause. This drawing is pretty damn good.

Forget the big deal for a minute. How about you sell this to me. Name a price. But you can do this in everyday meetings in a far less dramatic way to change and refocus the frame to a totally different subject. To instigate a power frame collision, use a mildly shocking but not unfriendly act to cause it. Use defiance and light humor. Taking the Frame Here are some subtler examples of taking the power frame away.

As soon as you come in contact with your target, look for the first opportunity to 1. Perpetrate a small denial, or 2. Act out some type of defiance. You have to wait for this. Not yet. Another way to control the frame is to respond to a comment with a small but forceful act of defiance. I only have 15 minutes this afternoon. But you are serious, too. With this simple remark, you have just snatched the power frame away from your target. This can easily become a frame game.

They will say, you only have 12 minutes? I forgot, I only have Then I will come back with 8. And so on. They are a way of prizing which you will read about next and can be entertaining for both parties. It can be that simple. The better you are at giving and taking frame control, the more successful you will be.

Think of how many ways you can use small acts of denial and defiance in the opening moments of meetings. The possibilities are only limited by your imagination. Defiance and light humor are the keys to seizing power and frame control.

Pitch Anything

Keep it fun, do it with a grin on your face, and the moment the power shifts to you, move the meeting forward in the direction you want. This is the foundation of frame control.

Power shifts and frame grabs start small and escalate quickly. When this first power transfer takes place, when your target loses the frame, he knows it—he can feel that something just happened. His cognition is hot, which means that his basic desires have been activated. Now, he is paying close attention and is fully engaged.

He is thinking, Whoa, what do we have here? When you are defiant and funny at the same time, he is pleasantly challenged by you and instinctively knows that he is in the presence of a pro. This is the moment when he realizes that this is a game, that the game is now on, and that you are both about to have a lot of fun playing it.

Once started, the game has its own inertia, and you can use it to your advantage. You must also take care not to abuse the power you now hold. The frame master, which is what you will be when you get good at this, knows that dominating the frame is not how you win the game but rather a means to win the game.

No one likes to be dominated, so once you own the frame, use this power in ways that are fun and mutually exciting. Small acts of denial and defiance are enormously powerful frame disrupters. They equalize the social power structure and then transfer all that power to you.

Then, all you need to do is hold on to the power and use it wisely. The Prize Frame Another common situation occurs when the key decision maker does not attend the meeting as was agreed to. This situation requires a special kind of response that not only will reaffirm your control of the frame but also will establish you as someone unlike anyone else they have dealt with.

Big just called. He says to start without him. This is a defining moment for you. You have just lost the frame, and there is nothing you can do about it. However, this does not mean that you do not have choices.

Your options are 1. Big will join the group toward the end of the meeting. I would not recommend this. Stop everything. Reframe using power, time, or prize frames which are covered in this chapter or perhaps all three. Immediately take the power back. Are you willing to throw that away?

No one can tell your story as well as you can. If you trust your presentation to subordinates and expect them to pass it on to the decision maker with the same force and qualities of persuasion that you have, then you are not being honest with yourself. Again, no one can tell your story as well as you can. Big must hear it. He must hear it from you. This is what I usually say in this situation: I can give you 15 minutes to get organized. Big, and that person will try as hard as he or she can to find him and request that he join the meeting.

Big is briefed. Your response? This meeting is going to start when I say start, and it will end when I say stop. And then something awesome will happen.

The people in the room will scramble, doing their best to prevent you from being offended, doing their best to keep you from leaving. They are worried about you. When you own the frame, others react to you. Be judicious with this power as you are now in complete control of the situation.

If you stand, pack up your things, and leave, it will be a social disaster for Mr. Big and his staff. So be benevolent, give Mr. Big the promised 15 minutes to arrive, and act politely but true to your frame.

And if he does not show at that point, you leave. You do not deliver your presentation, you do not leave brochures, and you do not apologize. They know. If it seems appropriate, and if this is a company with which you want to do business, tell the most important person in the room that you are willing to reschedule—on your turf. This is a subtle framing technique known as prizing. What you do is reframe everything your audience does and says as if they are trying to win you over.

A few moments earlier, you learned that Mr. Now, however, you are communicating to your downloaders that they are here to entertain you. I am the prize, not you. I can find a thousand downloaders audiences, investors, or clients like you.

Pitch Anything: Summary & Review

There is only one me. Prizing To solidify the prize frame, you make the downloader qualify himself to you. Why do I want to do business with you? This is a powerful and unspoken expression of your high status and your frame dominance. It forces your audience to qualify themselves by telling you exactly how interested they really are. Sound outrageous? When you rotate the circle of social power degrees, it changes everything. The predator becomes the prey.

In this instance, what your target is feeling is a kind of moral shame—they have wronged you—and they feel obligated to make things right. Initially, you walked in with low status.

Just another pitch in a long string of pitches. Over many experiences, these people have learned how to have their way with salespeople and presenters like you. They will apologize, appease, and try to correct for the social gaffe, and in most cases, if Mr. Big is in the building, they will find a way to get him in front of you. Before going into these aspects of framing in greater detail, though, I think it might help to prepare the ground if I recount how I came to develop and use frames over the years.

As you will see, the practical side of frames grew out of my personal experiences, sometimes in high-stakes situations where there was much to be gained and lost. Remember, when you own the frame, people respond to you. Let me share an example from my own experience. Fourteen missed calls, all from the same person, D. I listened to one of his messages: His serious problem was a deal that had already gone bad, and now it was my job to help.

Dennis Walter was an avocado farmer, a guy who got his overalls dirty, a guy who put in long days in the hot sun. After 35 years, he was ready for retirement. Dennis wanted his money now, and it was his, legally. But he was unable to get it back despite repeated attempts. So his problem was now my problem, too. This is how I was thrust into a pitch that clearly was doomed to fail. I knew a little bit about McGhan. He had a reputation as a successful businessman, primarily in the field of medical devices.

Intriguingly, while at Dow Corning in the s, he helped to invent the first generation of silicone breast implants. Today, he owned two companies: MediCor and Southwest Exchange. But the success enjoyed there was short-lived, and McGhan turned desperate. Real estate investors, like Dennis, had used Southwest Exchange to hold their money while looking for new investments.

Just like that. Now I was on our corporate jet, en route to Las Vegas, on my way to help Dennis attempt the impossible. I thought about McGhan and what it might be like to confront him face to face. Or that McGhan was a bad guy, a criminal, presiding over a large-scale Ponzi scheme. I pulled into the Southwest Exchange parking lot, and I met Dennis for the first time in person. He was a nice guy, looked like your typical farmer, and looked like a guy who really needed my help.

I was clearly nervous. Making this kind of pitch, to get money back—a lot of money—from a bad deal, is mentally and emotionally tough. To calm myself, I thought about frame control and all the other methods that I had spent countless hours learning, and trying to master. As I mentioned before, no situation has real meaning until you frame it. The frame you put around a situation completely and totally controls its meaning. People are always trying to impose frames on each other. The frame is like a picture of what you want the interaction to be about.

And the most powerful thing about frames? There can be only one dominant frame during any interaction between two people. When two frames come together, the stronger frame absorbs the weaker frame. Then weak arguments and rational facts just bounce off the winning frame. Dennis and I spoke for a few minutes in the parking lot. I prepared my frame.

Then, just like that, I was ready, so we walked into the building together, and I went looking for the one guy who had caused all these problems: Donald McGhan. It was 9 a. It was a generic looking office with a black leather couch and magazines spread neatly on the coffee table.

How can I help you? But I was there to establish my own status and frame control and certainly not to supplicate a gatekeeper. I strode past the front desk and down the hallway, the gatekeeper chasing behind me. What were they going to do, call the cops? Back at the office, my partner already had the local police and the FBI on speed dial. As I made my way through the building, office by office, Don McGhan hustled himself out the back door, not wanting to deal with me.

Jim McGhan, in his early 40s, was dressed in an Armani suit and had a confident, arrogant way about him. He was tall, and he looked down at me. So that was his game; he was playing with the analyst frame, which relies on facts, figures, and logic. I saw it in his eyes. He knew what he was doing.

He was using his status and authority to confidently explain the so-called facts. I give him credit for one thing: Jim pulled off a beautiful analyst frame. He was completely unfazed, arrogant, and acting puzzled as to why we were there. This was the squaring-off phase.

He was trying to spin. He thought he could put us off and have us leave empty-handed.

I came in with a moral authority frame—that we were right and he was wrong—a nearly unshakeable frame when used correctly. The game was on. He knew my frame, and I knew his. Next came the moment of first contact. You can feel it—usually as a pang of anxiety in the pit of your stomach. It is at this moment when you need to strengthen your resolve and commit completely to your frame.

No matter what happens, no matter how much social pressure and discomfort you suffer, you must stay composed and stick to your frame.

This is called plowing. So you prepare yourself to plow, as an ox might plow a field. Always moving forward. Never stopping. Never any self-doubt. And, as you are about to see, when two frames collide, the stronger one always wins. I spoke plainly and looked Jim right in the eyes. He threw out a bunch of promises, half-truths, and MBA double talk. But I saw through the jibberish. And I had the stronger frame: I plowed. Your words have no meaning.

Stop talking. Start transferring money. But rational explanations will never override a moral authority frame. At one point, I saw the realization cross his face. He knew that he had picked the weaker frame. He had already picked a weak analyst frame and had overcommitted to it—and was about to pay for doing so. It was time for frame disruption. I was ready to pulverize his frame into a puff of fine mist. I pulled out my phone and dialed a colleague, Sam Greenberg. I put him on speaker and discussed the logistics of getting the FBI involved.

But Jim McGhan knew at that moment we were percent committed to following through. I was activating the primal fears in his croc brain. As soon as he became afraid, my frame would crush his, and he would bend to my will. It happens just like that. Is that how you want today to end, hog-tied, pepper sprayed, lying in the back of a black van with no windows?

The other option is—you starting transferring money to us. That was the moral authority frame, delivered with emotional realism, and here, I achieved the hookpoint. Our frames had collided. My frame had absorbed his. The only options were my options. This was that moment. I now had his full attention.

Although it was his office and his domain, I had the seized the high-status position. That means—just so you understand me perfectly—every 15 minutes something happens that benefits me. Cancel your schedule, do not leave this room, pick up the phone, and start finding our money. You just stay committed to your frame and keep it strong. You plow. Jim started with more MBA doublespeak, returning to rationalization mode.

So I expanded the frame to include new characters and new consequences. Every 15 minutes you need to hand me a wire-transfer confirmation. Because I had done everything right, up to this point, there was no need to make threats or create drama. The frame was set. The agenda was my agenda. Because the social interaction was being governed by my frame, these were the rules Jim had to follow: Rule 1: Rule 2: Something good must happen every 15 minutes. Rule 3: I sat with Jim for six long hours as he dialed associates, family members, and friends.

As I mentioned earlier, when two mental frames come together, when they collide, the stronger frame disrupts and absorbs the weaker frame. His internal state went from nonchalance and arrogance to panic and desperation. His status went from high to low. Mission accomplished. Over the next few days, Dennis and I and some other victims worked with the authorities and Southwest Exchange was raided. Not for a moment was it about threats or power plays.

Pitch Anything - PDF Drive

It was clearly the last bit of cash Jim and Don could scratch together. I had always respected the nature of frame control. Several people lost their life savings, and the case spawned numerous lawsuits. In , Don McGhan, age 75, was sentenced to a year prison sentence for wire fraud.

This is an example of owning the frame. The Time Frame Frames involving time tend to occur later in the social exchange, after someone has already established frame control. When you are reacting to the other person, that person owns the frame.

When the other person is reacting to what you do and say, you own the frame. Time frames are often used by your Target to rechallenge your frame by disrupting you and, in the moment of confusion, unwittingly take back control. As long as you are alert, time frames are easy to defeat. You will know that a time-frame collision is about to occur when you see attention begin to wane. The game you initiated was fun at the beginning, and now the audience has cooled and might be a little bored.

There are limits to the human attention span, which is why a pitch must be brief, concise, and interesting, as you will read about in Chapter 4.

Stay in control of time, and start wrapping up. Running long or beyond the point of attention shows weakness, neediness, and desperation. When attention is lacking, set your own time constraint, and bounce out of there: Ironically, the mistake most people make when they see their audience becoming fatigued is to talk faster, to try to force their way through the rest of the pitch.

Instead of imparting more valuable information faster, however, they only succeed in helping the audience retain less of their message. Here is another example of an opposing time frame and how to respond to it. Thanks for fitting me into your busy schedule. Qualify your target on the spot. I need to know, are you good to work with, can you keep appointments, and stick to a schedule? Yeah, sure I can. I have 30 minutes. Come on in.

Another frame that you will encounter is called the analyst frame. Like the time frame, the analyst frame usually appears after the initial frame collision and can derail you just when you are about to reach a decision.

It is a deadly frame that you must know how to repel using the intrigue frame. And finally, the higher-brain — or neocortex — to process complex thoughts and solve problems. But get this: Think of it this way: Let THEM come to you…. To accomplish all this, first you have to take control of the situation.

Your audience starts from a position of power, and you need to unsettle that position. The author describes a pitch, where an important client started eating an apple, clearly not listening to the presentation. Immediately, the author excused himself for some water, went to the kitchenette and grabbed a knife, came back and grabbed the apple saying: He proceeded to cut a slice from the apple and ate it.

Nobody wants to sit through yet another boring, hour-long, numbers-driven pitch. If a company is headed in the wrong direction, a true turnaround often requires both a business model AND a culture change, at the same time, within Your email address will not be published.

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