3A framework for reframing in sales

From: alexhormozi

Reframing is a powerful sales skill that separates top performers from the rest, designed to increase the likelihood of a prospect buying when they say anything other than “yes” [00:00:04]. It typically involves one to three sentences said after a prospect’s statement that shifts the conversation’s direction [00:00:17].

Instead of directly answering a prospect’s question, reframing encourages asking questions about their question. This approach keeps the salesperson in control of the conversation, similar to a lawyer in an interrogation who only asks questions they already know the answer to [00:01:24], [00:03:30].

The 3A Framework

The 3A Framework for reframing is taught as follows:

1. Acknowledge [00:03:22]

   • Restate what the prospect said back to them [00:03:30].
   • This builds rapport by showing active listening [00:03:35].
   • It also buys the salesperson time to think about their next response [00:03:40].
   • Example: Prospect: “How many certifications do your trainers have?” Salesperson: “So you’re curious about what our certifications are.” [00:04:56]

2. Associate [00:03:57]

   • Connect the prospect’s question or statement with the behavior of someone who gets the best results from the product or service [00:04:03].
   • This amplifies positive statements and validates the prospect’s thinking, turning a potential step away from buying into a step towards it [00:04:14].
   • Example: Salesperson: “It’s a great question, it actually shows that you’re a really rational person and you’re making a serious decision here, which is amazing.” [00:05:04]

3. Ask [00:04:30]

   • Pose a new question that “attacks the frame” of their initial question or concern, allowing the salesperson to control the direction of the conversation [00:05:21].
   • Example: Salesperson: “Which certifications are you looking for specifically?” [00:05:25]

Five Rules for Ethical Use of Reframing

Rule 1: Prospects Believe What They Say, Not What You Say [00:06:50]

The goal is to ask questions that lead prospects to conclude they are a good fit, rather than telling them they are [00:07:02]. Asking “Do you have any questions?” is considered the worst question in sales as it invites objections and gives the prospect control [00:07:42]. Answering questions directly puts the salesperson on the defensive, as the prospect becomes the “judge, jury, and executioner” of the answer’s quality [00:07:56].

A common overcome for a prospect demanding direct answers is to use analogies, such as:

• The “secretary and surgeon” analogy: “It would be like you asking the secretary about how your heart surgery is going to be with the surgeon” [00:08:20].
• The “mechanic” analogy: “You’re asking me what’s wrong with your car and it would be unethical for me to answer it without looking under the hood first” [00:08:28]. This allows the salesperson to maintain the ethical high ground [00:08:57].

Rule 2: No One Can Disagree with a Question [00:09:03]

Salespeople should avoid disagreeing with prospects, as arguments lead to losing the sale [00:09:43]. The objective is to change their mind agreeably, which is achieved by asking questions that keep them engaged and talking [00:09:56]. This approach makes the salesperson “like smoke” – impossible to catch [00:09:06].

Rule 3: Tell Them What Their Question Means [00:12:35]

This rule emphasizes the “Associate” step of the 3A framework, where the salesperson tells the prospect what their question reveals about them [00:13:36]. By connecting the prospect’s concern to a positive attribute or a common trait of successful customers, the salesperson can reframe an obstacle as a positive indicator [00:14:14].

Rule 4: Use Straw Men for Tough Truths [00:15:28]

When a prospect holds a flawed belief or makes a “ridiculous” statement, a “straw man” technique can be used to deliver a “harsh truth” without insulting the prospect directly [00:15:33], [00:16:17]. This is crucial for maintaining rapport. Three strategies for using Straw Men:

1. Reference a “similar person” who asked the same question: “It’s so funny you ask that because I had someone just earlier today who asked the same questions. Can I share with you what I just shared with them?” This allows the salesperson to be brutal about the “other person” without offending the prospect [00:16:51].
2. Reference a successful past customer: “That actually makes you just like Sarah who had a similar Plumbing business and actually crushed it with our marketing agency.” This connects the prospect’s behavior to success [00:17:12].
3. Appeal to Authority: If there’s a respected expert (like a CEO) in the business, appeal to their authority rather than your own. “It’s so funny that you ask that, Alex just told me this thing earlier today. Can I share it with you?” This positions the salesperson as a messenger, delivering information without personal judgment [00:18:16].

These subtle shifts allow for direct conversations without damaging rapport, making the prospect feel heard, intelligent, and rational [00:19:04].

Rule 5: Retain Childlike Curiosity at All Times [00:20:20]

The core of this rule is to “seek to understand, not win” [00:21:06]. Salespeople should genuinely believe in their product’s benefit for qualified prospects. This perspective shifts the focus from “being right” to helping the prospect make the “right decision” for themselves [00:22:50].

A mental exercise for this is imagining you’ve traveled back in time to convince your past self to buy a valuable stock (e.g., Nvidia, Apple, Bitcoin). Even though you know the future, you would approach your past self with empathy and a desire to understand their concerns, knowing the decision is in their best interest [00:21:40].

Practical Reframing Examples

Reframing can be applied to common sales objections:

• “I need to think about it.”

  • Acknowledge: “Totally understand.” [00:10:39]
  • Ask: “What are the main things you’re considering?” / “What’s your main concern?” / “What are you most afraid of having happen?” / “What would make this a no?” / “What would it take for you to say yes?” [00:10:41].

• “I don’t have time.”

  • Acknowledge: “Totally understand, timing is kind of tough for you right now.” [00:11:00]
  • Associate: “I think it’s smart that you’re already thinking about implementation. Our biggest success stories are actually people who think about the process the same way you are right now.” [00:11:08]
  • Ask: “So what would make it a good time?” [00:11:15].

• “I need to talk to my spouse.”

  • Acknowledge: “Totally understand. I think it’s really sensible that you’d want to talk to your spouse and super fair.” [00:11:35]
  • Ask: “Just so I understand, out of curiosity, what parts do you think they wouldn’t like? What parts do you think they would disagree with?” [00:11:41].

• “I hate this particular feature.”

  • Acknowledge: “Totally get it.” [00:12:00]
  • Ask: “Why not?” [00:12:06].

Universal Response: “What are you most afraid of?”

When a sale is further along, a powerful question to cut to the core issue is “What are you most afraid of having happen?” [00:24:20]. For initial objections, softer questions like “What’s your main concern?” or “What are the variables you’re using to make the decision?” are more appropriate [00:24:29].

Influencing with Labels

The association step is crucial as it allows the salesperson to give the prospect a label that they will then strive to live up to [00:23:17]. For example, if a prospect is labeled “smart” or “rational” early on, that label can be invoked later in the close to connect smart people with making the purchasing decision [00:23:36].

This framework is utilized in advanced sales training and closing frameworks by businesses looking for improving sales techniques for closing deals and business growth [00:02:11], [00:07:17].