I've been exploring step 4 of how to enable your clients to master change—by redefining their problems to help them move forward. Always reframe. Change the meaning.
Here's another objection you can reframe: cost. "Well, I didn't think it would cost this much."
Once again, compared to what? Let's get a reference point.
When people say, "I didn't think it would cost this much," what do we do? "Well, you have this problem, you have this problem." No. If you do that, you're selling. We don't sell. We coach.
Say instead, "Compared to what?"
"Well, compared to my last chiropractor."
Then say, "Well, and what did you pay there?"
"It cost $30 every time I went in."
Then you respond, "So you had six adjustments and then you're out of pain. You already know that you had short-term goals. And where did that get you? You knew it wasn't going to cost very much. What you're really saying is you didn't expect your problem to be that bad because no other doctor took responsibility. Or that you went to these other doctors who told you there was a problem and you never corrected it." You're reframing.
These questions are the questions of a coach. Be curious, redefine. Redefining the problem is pattern interruption that leads the patient to accept responsibility.
What other objections do we have that you can reframe?
"Well, I want to get a second opinion."
You ask, "Well, who are you going to get a second opinion from?"
"Well, this family doctor."
You say, "Great, how long have you known him? I'm sure he is very trustworthy. Why do you trust him? What happened to make you trust him?"
"Well, we go to our family doctor with everything."
You say, "Well, does he ever referred you out? So if you go with everything, I'm sure he can't handle everything. So he's referred you out to experts."
Now I'm getting to responsibility. You ask, "So do you think he spent 20 or 30 years studying advanced spinal biomechanics? Do you think he has a rehab system like this? You've seen his office, right?"
You say, "So he'd probably refer you out. Do you think he knows what we do? Because fewer than 1% of the doctors in the world do this type of spinal corrections. Fewer than 1%. What's the probability that he studied the same system or even knows about what we do, what's our probability?"
"He probably hasn't."
You ask, "Would you like me to call him?" I'm taking responsibility right there. That's a pattern interruption.
Here's another: "Well, I want a second opinion."
You ask, "Who are you going to go to?"
"Well, I'm not sure yet."
You say, "So you don't have anybody to trust."
That's a pattern interruption.
Ask, "So what is it about me or this system you don't trust? We have a trust issue here. Do you believe that you actually have this condition?"
"Yes, I do."
You ask, "Do you believe it's breaking your health down?"
"Yes, I do."
You say, "Based on what I said, do you believe this program can help you?"
If they say "No," that's the problem. You've got to make sure you know how to make recommendations and take out all the uncertainty.
If they say "Yes," then you ask, "Then why would you go to someone whom you don't even know who hasn't evaluated you to the level of this?"
That's redefining the problem, that's taking responsibility.
I'm not describing a subluxation. I'm talking to a person and I'm dealing with their emotions. I'm dealing with their internal language. I'm confronting them on what they say and what they feel. At the same time, I'm validating them.
So you always redefine the problem, you change the meaning. You change the meaning in the pre-consult, change the meaning during the consultation, change the meaning in the exam.
And every time you redefine the problem and change the meaning, you bring patients into agreement and you eliminate objections—just as in your systems where you actually eliminate a lot of these objections.
When you change the meaning, go to the next step, step 5 of enabling your clients to master change: introduce a new state.