What to do When the Room Pushes Back
Ever wondered if apologizing could actually boost your credibility instead of showing weakness?
On this first episode of the new year 2026, Lisa and Cindy break down why skepticism isn’t rejection; it's a signal that trust hasn’t been earned yet. From ORs to boardrooms, they unpack the biggest mistakes reps make and why pushing harder actually pushes people away.
This episode delivers real-world strategies to influence without pressure, create space, and win skeptics over with confidence, patience, and emotional intelligence especially when the stakes are high.
Episode Chapter Markers
00:00 Introduction
01:30 Expanding Our Offerings
02:37 2026 Planner Launch
04:20 Handling Skeptical Customers
09:20 Common Mistakes with Skeptics
11:25 Effective Strategies for Skeptics
18:55 Creating Space for Skeptics
Must-Hear Insights and Key Moments
Skepticism Isn’t Rejection – Doubt doesn’t mean no; it means trust hasn’t been built yet.
The Fastest Way to Lose a Skeptic – Overexplaining, getting defensive, or trying to “win” the room.
Acknowledge Experience First – Respect what they already know before offering what you bring.
Name the Resistance – Calling out skepticism lowers defensiveness and builds safety.
Ask Ownership-Based Questions – Let them decide what would make it work for them.
Create Space, Not Pressure – The real secret to influencing high-level decision-makers.
Be Steady, Not Loud – Confidence shows up as a calm, grounded presence.
Words of Wisdom: Standout Quotes from This Episode
“Skepticism isn’t rejection, it's trust that hasn’t been earned yet.” - Anneliese Rhodes
“You can’t force belief, but you can create the space for it.” - Anneliese Rhodes
“The smartest people don’t need more data, they need safety.” - Anneliese Rhodes
“Confidence doesn’t mean talking more; it means knowing when to stop.” - Anneliese Rhodes
“A no today is not a no forever it’s just not right now.” - Anneliese Rhodes
“The ownership of their decision must fall on them, not you.” - Anneliese Rhodes
“The fastest way to lose a skeptic is to sound like you need their approval.” - Anneliese Rhodes
“Influence isn’t forced, it's earned through emotional intelligence.” .- Cynthia Ficara
“You don’t win skeptics by being louder; you win by being steadier.”.- Cynthia Ficara
“Skeptics become believers when it’s their decision.”.- Cynthia Ficara
“High performers don’t corner people, they create clarity.” .- Cynthia Ficara
“The skepticism is not rejection. It’s a signal that trust hasn’t yet been earned.” .- Cynthia Ficara
Mentioned in the episode:
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We'd Love to Hear Your Stories!
Ever had a moment in the field where you knew you messed up, and you had to apologize on the spot? Maybe a device didn’t arrive on time, or a case went sideways, and suddenly you had to own it with a client or surgeon. We’ve all been there those moments that test your professionalism, confidence, and mindset. We’d love to hear your story.
DM us or tag us and share a time you broke through the illusion of procrastination and took action anyway. Your story might be the reminder another woman in sales needs to stop waiting for perfection and start moving with purpose featured on the next episode of The Girls of Grit.
A Team Dklutr production
Blog Transcript:
Note: We use AI transcription so there may be some inaccuracies
Anneliese Rhodes: Welcome everyone to Secrets and Medical Device Sales Podcast hosted by Annalisa Rose and Cynthia Ra. And here we are in 2026. We had an episode. Wow. Hello?
Cynthia Ficara: You just said that. 2026. Do you believe it? It is 2026.
Anneliese Rhodes: I
Cynthia Ficara: know. I know last year, I know she's ready
Anneliese Rhodes: for a great year. And you know, we had our first episode with you guys in the beginning of this month in January, and I thought it was such a fantastic episode, Cindy, because it was all about apologizing in the most professional way possible.
And so you guys, I.
Bigger Impact for All in Medical Device Sales
We want to make sure that you guys know or haven't, if you haven't noticed that we are now moving to an every other week podcast. We are no longer gonna be doing it every week, but there's really good news in that, right Cindy?
Cynthia Ficara: Absolutely. And that's what makes it so exciting is that you have tuned in and we thank you so much and because of all of you, we've gotten such good feedback and really push that.
We've had a little over two years to really set out and do what we wanted to do, which was impact other women in medical device that didn't have, we didn't have us when we were out there and the. Fun. Part of all of this that we didn't see coming is how many people write into us and give us suggestions and ideas, and so what we want to do is we want to listen to all of you.
So the best part of this is we are expanding. We are looking to do extra things to give you extra tools, extra pieces, extra bit of information to make you even better high performers than you already are and want to be, and that's why our time is going to be allotted into future supports for all of you as opposed to just putting all the time into the podcast.
Anneliese Rhodes: Yes, and, and it's not a bad thing you guys, every episode is still gonna be jam packed full of really great information. Episodes are high impact for y'all to get out there and continue kicking butt every day. We're still out there with you out in the trenches with you. But you know, like Cindy said, for example, we've already released our 2026 planner.
Yes. And we broke it up for you guys quarter by quarter, so that you can all download it. Print it out at your leisure if you prefer to do that and use it to push you and propel you forward into President's Club. So, you know, we've got that, that's out. We're gonna having a number, right? And this is the time, time of
Cynthia Ficara: year.
What, what everybody wants. This is the time of year, you know, like we just had, what was it, like six emails yesterday about just coming in and getting the planner. And so, you know, think about this. You're either in the beginning of your year, maybe something of you're at the end of the year, the middle of the year, but there's no other time of the calendar year.
The people are more focused on where they're going than the beginning of January, middle
Anneliese Rhodes: of
Cynthia Ficara: January,
Anneliese Rhodes: and let me, let me. Let me just tell everybody. Um, side note, I have been using this planner. Okay? So I promised Cindy that I would use this planner this year, and I will be honest. Last year was not a phenomenal year for me.
It was a rebuilding year, but this year, Cindy, I have been using the planner. You guys, I swear I've been using the planner just like she told me to use it and I. I am kicking some serious butt and I am so stoked. I don't wanna jinx anything. You know me. I hate jinxing things. I'm gonna knock on wood, but like seriously, I hope in three more months, I have some fantastic news to share with all of you.
And it's all been because I got real strategic, real just. Honest with myself, and I stayed the course with the planner and it's a daily thing, but man, I have seen it pay off and it's crazy 'cause it's like if I hadn't done it, where would I be? So I am just, I love our planner. I think it's fantastic. And if anybody out there scratching their head saying, how do I get to it?
Go to our website, click on the resource tab and you'll see it right there as an easy link to buy it and download it today.
How to Handle Skeptics Without Pushing
So, alright, enough of that. We are gonna dive into this episode today. I think that this episode is a frigging amazing one because this is, this is a way to start off a new year, right?
New year, new you, new customers, new skeptical people in your lives that you now have to commit and convert over. To what you're selling and that's what we're gonna talk about today.
Cynthia Ficara: You know what's interesting? I thought about this when, when actually this was your idea. This, this, this topic was something that Lisa brought up to me and I thought, oh my goodness, why have we not done this yet?
You know? I know. It's, it's so real. It's so everything. And I mean, think about this. Everybody out there has a skeptic, so I want you to kind of think, what do I mean by skeptic? Okay. Do I just mean. We're out there in sales, or maybe it's a business meeting. Maybe you're trying to move something into the next level and somebody is not really stopping you.
But everything that we've talked about, body language, conversation, tone, talk, it's not that they're telling you no. It's not that you're shut the door. This is not an episode about, no. It's all that there's doubt, there's this huge sense of doubt, and they don't trust you and they don't, honestly, they don't believe you yet.
Yeah. How many of you have customers that you introduce something or start talking, they just don't believe you?
Anneliese Rhodes: I'm gonna do the, I'm gonna do the little pageant wave here because I'm pageant waving you. I was gonna say, that's a royal wave, Lisa. Hello. Every customer that we have. No, that's not the truth.
We've got plenty of customers that are fantastic and wonderful and easy to talk to and all that, but everybody has a skeptic or two or 10 in their territory as well. And as you were talking about that, it made me think about the fact of, okay, here you are. You're either walking into a boardroom with a presentation that you're about to present to some massive customers to get them to buy off on it, or you're walking into the OR or the doctor's lounge, right, to go talk to this new doctor and there he or she is sitting with their arms crossed, legs crossed, drinking the coffee, looking at you over their glasses, and it's like this, like scrooge looking face.
I'm going back to Christmas here, and they're like. Hey, Lisa, what do you got? Go ahead. Show it to me. I'm probably not gonna use it, but go ahead. Or you're in the boardroom and they're all leaning back in their chairs with their arms crossed, drinking the expensive coffee that you just bought them thinking the whole time, I'm not gonna buy what she's selling.
So now what do you do? Right? How do you handle these, these skeptical people? How do you influence them enough to get them off of where they're at currently? You
Cynthia Ficara: painted an amazing picture and I want everybody to take three seconds to just think, what is your next move? What would you do? Before you really come up, before we go on, I wanna say a very common mistake that I have done.
Mm-hmm. I don't know if Lisa has mm-hmm. But many high performers out there and beginners is that your instinct may be, oh, I gotta go. That guy doesn't believe me. I need to convince him. Right. So I'm gonna like push harder. Well, guess what? You've tuned in to listen to us to understand that that's a mistake.
Yeah, because you don't wanna push harder, you just wanna get smarter about this. Ooh, I like that. So that's what we're gonna discuss, hereand. That's really good. Understand? Yes. Skepticism. So, you know, we, and take this, this away, not as a definition, but I want you to think about this as we move on. The skepticism is not rejection.
It's a signal that trust hasn't yet been earned.
Anneliese Rhodes: I love that.
Skeptics: Smart, Burned, and Hard to Win
All right, so why are skeptical people the way that they are? Right? Why are they not like, and I mean, let's be honest, I can be a skeptic. You can be a skeptic. Somebody shows you something new, you're like, meh, I don't really believe that that's gonna work.
But there's a little you, part of you that you were skeptic of the planner. You called my bluff. So mean. This is true. I was, I was like, ugh. So much work. I don't wanna have to do that. It. Turns out it really wasn't. Um, alright. So why, why are we skeptical? Why are people skeptical? Well, you know, I think in this episode we're gonna talk mainly about the people that I mentioned in the beginning.
Um, you know, they're extremely smart people. They have high IQs. They also have high egos. I mean, who doesn't in the medical world, right? But in any type of world where they've been super successful at what they're doing, they have a high ego, they have high expectations. They've been burned before by people promising them things, and they're experienced in what they do now.
So you are up against some real hard, heavy things that you're gonna have to overcome. And I can tell you, like Cindy said. It's not about pushing harder on these people. 'cause that's the easiest way to just push 'em away.
Cynthia Ficara: Oh my gosh, that's so true. You don't want to give them like, what am I trying to say?
I wanna say like wrong information, but like too much information. Mm-hmm. So actually, let's go through this. Yeah, let's think about this. The number one mistakes mistake that people can make with skeptics would be. Talking too much explaining Overexplaining. Oh yeah. Like I said, if you picture that person in the room, don't hone in and just information dump.
You know, sometimes people are skeptic because they need to soak things in. But they also need to come up with this belief on their own. Yeah. So they have to like, what part of them can you instill in there? So the number one mistake is you do not want to overexplain and let me say.
Anneliese Rhodes: I totally would do this because you get nervous, right, Cindy?
You start talking, and we've talked about this in other episodes, like, why do we start talking so much? Because we feel that skepticism and they're, and we just wanna sell it so hard. We just wanna get them to come to us, you know? Oh, but listen to me. Listen to me. And you're right. That's like the worst thing to do with people like this, because of the fact that they have been burned before.
They're super smart, they're already successful. They really don't need you. So for you to continue talking is. As quickly as you, you know, I'm doing right now, it pushes people away.
Cynthia Ficara: You know, that nervous part is also can lead you to be defensive and you don't, just because they didn't jump on board, they could be processing things and thinking about situations.
So don't get defensive too early. That's another problem. I would say another mistake with skeptics.
Anneliese Rhodes: Yeah. Yeah, you're right. And like. Along with that is, I, I feel like you're trying to win them over. You're trying to win the conversation. You know, Ooh, I'm gonna get you because you feel their skepticism.
You wanna prove them wrong, and that's not the right way to go about it. It's actually the wrong way to go about it.
Cynthia Ficara: Right? Fast way to lose a skeptic is to sound like you need their approval.
Anneliese Rhodes: There you go.
Cynthia Ficara: Yeah. That's not what this is about. Right? Yeah. So, you know, and I, and I think that all of us. Again, I even said, you could be a beginner.
All of us are are in this situation, which is why this conversation is like so awesome to talk about today. So the mistakes just to keep in mind, don't overexplain, don't get defensive early on, and, uh, don't try to be the, the one with the last word in and try to win the conversation.
Anneliese Rhodes: Yeah, I agree with that.
Leading Skeptics the Right Way
Cynthia Ficara: So let's talk about now what you actually can do as to influence this whole framework of getting around. Um, skeptics. The skeptics. Okay. Yeah, and like a, a, a part where you just. Instead of be defensive. Mm-hmm. I want you to think like this. Mm-hmm. Lead with respect, but not necessarily authority. Yeah. As we just said, don't have the last word.
Don't talk too much. Yeah. Be respectful, but not with authority. So how do you do that? I would say number one, you want to acknowledge experience before expertise.
Anneliese Rhodes: So I have an I, I have an example of this, you know, as you know, it just made me think about this. So, um. You know, when you're working with, let's just bring medical devices into this with, with physicians, right?
Because that's about what we're always talking about and it leads to other things as well. But anybody that's super successful in their career, they've seen it, they've done it, they've been, they've been there before. So I was thinking about this time when I was working with a physician of mine who's world renowned.
Everybody knows who he is, and I was trying to talk to him about a new device. And he already knew about it, Cindy. I mean, he already knew the data behind it. He already knew the device. He already knew it even before I had it in my bag because it turned out he was on a safety and efficacy board for the device 20 years ago, or not that long.
Oh, wow. Fair amount. So he already knew all about it and he was already. Against it. Okay, so now here I am. Let's fast forward, and I'm trying to talk to him about this product and he was, and I was pushing and I'm pushing and he is like, stop there, Lisa. I already know all about this product. I don't need you to explain to me what I already know.
What I need you to tell me is why do I care? Why do I care? Why would my partners care about this new product? Because I've seen the data and I'm not overly thrilled about it, but yet it seems to be being used in other institutions. Why do I care enough to give you the time? And it's like that's when you look back and you're like.
Well, Dr. Smith, how fantastic that you are so experienced with this product. You already know all the data, so I don't need to go through all the data with you. Let's talk about real life scenarios of what we've seen with this, this product, with some of your, um, colleagues, you know, across the us and so now you're pulling on their expertise.
You're commending them for their expertise. You're pulling on the expertise. You're not pushing him to say he needs it, but instead you're kind of supporting the thought that maybe he might be missing out. Because all of his colleagues are using it, but yet you're not pushing it on him saying, you need to try it, you need to try it.
Let me tell you all the benefits. He doesn't need any of that. He's already got all that. So I acknowledge the fact that he knew all of it. And then I talked to him about what maybe is happening now in the real world.
Cynthia Ficara: That is excellent sales scenario, Lisa. Just walking through, acknowledging and respecting.
And I think you know, one thing that, that example was a perfect example of how. Um, respecting this doctor can disarm that. Defensiveness that that sometimes defensiveness is on the outskirts of skepticism, but you just have to give yourself some patience and time to peel back a little bit of the layers to understand why.
And that example was a perfect example because remember, in sales it's a lot about listening. It's a lot about asking the right questions and, you know, and a lot of high level sales, medical device being one of them. That each situation is unique. And what's amazing is how doctors experience the same product differently.
Yes. Guess what? Every patient is different. That's what makes this so unique. Think about a product that's like a number one seller and you can, um, use it. 99 times out of a hundred all awesome and one time it can be really, really bad. Does that make anything different other than the fact that that was an experience after using it 99?
Other times, was it user error? Was it, uh, no. By that time you're an expert, you know what you're doing, but there's a different anatomy. There's a different P patient. Yeah, there's a different environment, a different situation. And that's what makes high stakes kind of selling and thinking apply to the moment.
So individually. Talking to these physicians, learning what makes them disarm is how you can help overcome that skepticism. And I think that's an excellent example. Well, and I also,
Anneliese Rhodes: yeah. And so going along with respecting what they do know is also talking about the fact that they may be against it. Right.
And that's what I did with this physician was I, I named it, I was like, I understand Dr. Smith that. You already have a preconceived notion of this product. Let's talk through that. Let's you know, let's acknowledge it and let's talk more about it. Why is that? And you know, maybe something else that I can tell you can help maybe change your mind, or at least give it a different thought.
You know? So I think sometimes when you name it out there, you're not just like avoiding it. You're calling it what it is, and you're moving through it. That's
Cynthia Ficara: awesome. And it, it avoids that resistance and you know, that way he feels, because again, you gotta make your customer feel safe and he doesn't wanna always feel like you're selling to him, but he needs to know that his perspective is seen.
Mm-hmm. His perspective is heard. Mm-hmm. So that's excellent. I would say, um, you know, when we talk about questions that really kind of. Bring out the ownership of what works for them, you know? Mm-hmm. So we already, we already kind of said it's individual, right? But I think that I wanna kind of categorize like asking questions.
So, so it is individualized as well, so you're not trying to convince them, but maybe some questions, there's an example you could say something like, um. What would have to be true for this to work for you? You know, or in what situation? You know, about this product? Like in Lisa's example, um, you know, you know, you don't wanna be convinced of how this works, but.
Why should he be? What's the biggest concern if you actually did go forward with this? And you know, maybe they knew about it. Had he ever used it? Because here's the thing, maybe there was one time, maybe he went in with a partner or he had some experience that wasn't the best experience and he knows you and he trusts you.
He can overcome the skepticism. If there's more information he needs to verify and feel that he can trust you and believe in this product.
Anneliese Rhodes: That's true. That is very true. 'cause that's keeping the ownership with them. You're not trying to take over the ownership, you're not trying to win the conversation.
You're allowing them to have control of the conversation, but you're acknowledging the whole way through. How can this maybe look different for you? How can we move through this and still talk about it? Um, you know, I think another thing to keep in mind is that. This is, you know, a shared responsibility between you and the physician or the person that you're trying to talk to.
You know, exec level conversations here. This isn't about why you being the rep or you being the person giving the presentation is right, and this is how you are gonna sell them. It's about how can we work together? How can we solve this problem? I know that your patients see, come in with this disease state.
How can I, how can you and I work together to treat these patients better? You know, things like that where the ownership doesn't solely fall on you being the sales rep, trying to take, again, trying take control of things. I think that's really what it's, it's getting the other person's buy-in to say, you know what?
If I don't do something, there could be a risk that I am not looking at, that I'm not seeing, and she's bringing it out to me in this conversation. So I think it's, it's a, um, you know, it's a shared risk type situation, not necessarily owned by one person or the other. If that makes sense. If that makes sense.
Cynthia Ficara: It makes great sense
Giving Less Pressure Creates More Trust
And you know what, Lisa, I think this is the perfect time to interject our 2026 secret behind our Skepticism.
Anneliese Rhodes: Oh yeah, that's right. And I
Cynthia Ficara: think, so our secret is to create space. And who would've thought that that even really is anything that you would really kind of, um. It like, what am I trying to say?
Implant?
Anneliese Rhodes: Yeah, but like, no, I get it. Like if you create space, doesn't that make you worry that they're gonna walk away? Like if you give them enough space, you're like, oh, but then they're gonna say no. So I can't, I gotta keep the pressure up. I gotta keep 'em in my realm. But in the skeptic situation, that's actually the opposite of what you gotta do.
Because again, remember the ownership of their decision must fall on them, not you. Yes, you're gonna share in this quote unquote, risk of talking about the product, and you're gonna sell them on it, but at the end of the day, it's a skeptic's decision. So how do you allow them to come to that decision that you want them to come to?
You have to give them the space. 'cause they don't operate under pressure like that. They, they, I mean, they may be a physician operating under pressure in terms of like, or time, but these, these guys and gals are owning their own stuff, right? So you gotta allow them to own that decision. And then, and
Cynthia Ficara: when you get to that point in the conversation, this is where you can actually walk away the conversation with your head held high with some dignity, because you don't need to end that conversation right then and there.
You don't have to. Close the sale at that point. You don't need to even have an agreement in that room. You don't even need to do anything other than have some momentum to come back and, and neutralize and just sit back, give them space and say, let's, let's think on this, let's you know we can revisit this.
Mm-hmm. Like you said, there is no pressure, but letting them understand that, hey, look, if they decide they don't wanna move forward, you respect that. Right. Yeah. But all you need to do is just give them some space and skeptics become believers when it's their decision. Yes. And a decision is not always just an ins instant moment.
It's sometimes a process, and sometimes they need time, they need some more information to make that decision. But you know, the most influential. People out there, meaning every one of you listening is high Performers don't really corner people into making a decision. Give them space, and once you get that space, then trust will follow.
Anneliese Rhodes: Yeah. Yeah. You lead them to that, right? You're never gonna, what is it? I always say you, you can lead a horse to water, but you can't make 'em drink. I mean, it's the truth. No, true. It's the same thing. So true in, in any type of high level, high stakes, you know, communication and, and presentation of products, ideas.
Sales, whatever it is that you're doing, you cannot force these people to do something. They're gonna have to figure it out themselves, but that's okay. You know? Right. A no is not a no forever a no is just a no for not right now. And that just means you've got more work to do, but you've laid the groundwork and you haven't pushed them away.
And I think that's probably one of the biggest things with these people is you don't wanna push a skeptic away because when you do that, good luck getting 'em back.
Cynthia Ficara: And doesn't it feel good to win a skeptic over time? Yes. I mean, you know, we've talked about some of the best wins. Yeah. And we know that in medical device it isn't easy, so nothing good comes easy anyway.
Right. It's a great point. But I mean, this is where it gets. Fun. Yeah. This is where, you know, they're skeptic. Okay. So now you gotta think. Yeah, you gotta be creative, you know, and, and realize, I, I love sometimes being in the situations where if they're skeptic, it makes us dig deeper, right? We have to think, well, what is this big impact?
How can it help them? Sales ties back a lot into the WM, what's in it for me? Right? What's in it for them? So think like. Where can this align to be beneficial to that person?
Anneliese Rhodes: I love it.
Cynthia Ficara: And, and I, and I think that is, is really important that.
Final Takeaway: Create Safety, Not Pressure
Anneliese Rhodes: So should we do some real quick takeaways, you know? Yeah. For, um, you know, dealing with skeptics.
Um, all right. So we talked about this, but they don't remember. They're wise beyond their years. They're very successful. High iq, high ego, been there, done that. They don't need more data, as in my. Sample. My physician did not need any more data. He needed to know that he had safety with me. For me, number one, not to pressure him, but number two, that we're gonna have a real conversation about this.
So they want safety. They wanna know that you're not gonna push him into a corner.
Cynthia Ficara: Absolutely. Number two, I would say, is where influence isn't forced. Influence is more of reading the room as emotional intelligence. Yeah. So don't push them or they'll never come closer.
Anneliese Rhodes: Yep. And you know, I think when you're talking to these folks, and we didn't really talk a whole lot about this, but I think it is important that you are confident, but confidence can also come in that space that you're gonna create for them and the, and be quiet and calm and grounded.
You're not gonna be pushy, you're not gonna talk too fast, you're not gonna try and push 'em into a corner. You're gonna give 'em that space that you're scared to do, but that they desperately need in order to come to the solution that you want them to come to.
Cynthia Ficara: And that brings me to the last one where you can't win skeptics by being louder.
You just want to be steadier. That's what you need to be. Don't overpower 'em. So the people who can influence these hard conversations are the ones who don't need to win in the moment. And I believe that all of you out there listening get this, you know, you're, you're high performers, you're shooting to be that, and that's really, really exciting.
Anneliese Rhodes: Yeah. Alright. You always do a, a call to action. I love when you do calls to action, uh, because you just do 'em better than I do. So this,
Cynthia Ficara: this is actually pretty simple, a really good summary of of, of everything that we just said and Lisa summarized says, so here's the call to action today for dealing with a skeptic, just one conversation.
And all I want you to do is think about using this in your very next high stakes conversation. Just one. See what shifts. Use one of these tactics. One of the things we talked about today, give them space. The secret is creating space. I would love for you to write into us. This may help us in creating something big that we're creating, but, uh, we appreciate everything along the way that every one of you has done for us in 2025 and back into 2024.
And I really hope that just listening to a little bit of, um, overcoming a skeptic customer today will help you really, really jumpstart your 2026.
Anneliese Rhodes: Hey, declutter. This is our snippet. You do not get extra time with skeptical people. You get seconds.
Cynthia Ficara: Seconds to earn credibility, seconds to avoid being dismissed.
Seconds to change the trajectory. Sorry, I couldn't say that word.
Anneliese Rhodes: It's okay. Let's try it again. 'cause I don't say I don't like the Do not. All right. Here we go. Declutter again. Yeah. You don't get extra time with skeptical people. You get seconds,
Cynthia Ficara: seconds
Anneliese Rhodes: to earn
Cynthia Ficara: credibility, seconds to avoid being dismissed, seconds to change the trajectory of the conversation.
And
Anneliese Rhodes: today we're sharing what actually moves skeptical people, especially when the stakes are high and the room is watching.
