7 Steps to Creating a Successful Business...

What up guys? Cole here. And recently, I spoke at a mastermind of seven and eight-figure entrepreneurs on how to build sales teams. Specifically, what I did was break down how we went from zero to 3.2 million a month in 26 months in seven steps. So I basically break it down from all the way from validating your offer to having multiple different sales teams with multiple different sales leaders and everything between. So we're going to splice over to that presentation now. Enjoy the presentation, guys. See you later.

So Daniel, why don't you introduce Cole and bring him on and have him rock and roll our next presentation?

Yeah, so Cole Gordon, uh, is, you know, probably new to our world. Um, I had obviously heard about Cole and seen him on social media. And then one of our coaching clients who we worked with last year named Sasha, uh, worked with Cole and helps him out with some financial things. And, uh, she started always talking about Cole. And so she's like, "He's such a great guy, he's super successful, he's a machine." And so I started doing a little bit more research on him. And when I knew that we had the upcoming mastermind and Craig was asking for some, you know, potential speakers, uh, Cole was in the front of my mind. So we reached out to Cole, he was more than gracious to come on and share his building a scalable sales machine. Is what Cole is going to be presenting to us today. So Cole, uh, welcome on. You are good to go if you want to.

Linda, is he able to share a screen?

Yeah, I can do it.

Okay, cool. Good. There you go. We're ready to rock. We're going to start a little bit early.

Yeah, let's do it. You're ready to go. Uh, so basically real fast, if you guys were helping out, just I don't know who would be the best person for this. I've never given this presentation before, so I just want to make sure I don't go like way over. And, um, so like maybe how long do we have? An hour or 90? An hour? Okay. Yeah, you might have to kind of like let me know at the 20-minute marks. I went I went pretty detailed, like there's so much to this stuff, and, uh, I went pretty crazy detailed. So I'm gonna have to roll through it pretty fast. Um, so basically guys, nice to be here. Um, I've known about and followed Craig for a long time. I mean, even before any of this stuff, even before I was in sales, I knew Craig. So it's pretty cool to come full circle and, uh, talk about this to you guys. This is really kind of what I'm known for in the industry and what I believe I'm best at. Uh, the presentation is called How to Build a Scalable Sales, uh, sales machine. How I built a 30 million plus year sales force that runs on autopilot. So right now, this is kind of serendipitous, but right now my sales team is having their morning meeting without me. I don't have to be there. And we routinely, all through high-ticket sales, we don't sell anything that's not on the phone, and we do about three million a month. Last month we did 3.82 million in sales. And so, uh, that happens completely on autopilot without me.

And then you guys were talking about Alex Hormozy. Honestly, guys, asides from myself, there's very few people who solely rely on like a phone sales model who can say that. So it's what I'm here to talk about to you today. So what is this all about? What is building a scalable sales machine all about? Uh, it means the sales not be relying on you. Okay? You know who's been here and says, "Oh man, like every time I have to make a sale, I have to get on the phone," or even maybe if you don't have a phone sales bottle, you got to send an email, you got to write some copy, you got to do a promotion, you got to do a launch. It's about being your sales and your your entire business not being reliant on you. It's about your sales team performance not being relying on you. So phase one is people complain about themselves being, "I'm on the phone all day. I run a call center out of business," et cetera. Phase two is, um, they're like, "Dude, I got a micromanager sales team. I gotta freaking, you know, talk to these sales guys every day. I gotta I gotta deal with their problems." All of this stuff. Um, it's about sales being independent of your time, energy, and output. Um, I already told you guys this, but again, my sales team regularly produces about 100 to 200 a day. I take zero sales calls. I only attend the meetings when I want to. And, uh, it produces deals like clockwork regardless I'm on vacation, doing deep work, uh, whatever, which is really the benefit. Like now what I do is, you know, I'm not like taking a bunch of vacations, but if I have to write something or I have to produce content for the clients or whatever, you know, I have hours of time undisturbed that I can do that, and the sales come in no matter what. So that's what this is building all about, or that's what building a scalable sales machine is all about. It's what I'm here to talk to you guys about today.

So just a quick introduction. I'm going to breeze through this since I don't know how much time we have. Cole Gordon, um, I'm the owner of closures.io. It's a multiple eight-figure sales training company. I already kind of told you guys our revenue numbers, where we're at, uh, you know, I'm right now really known as the kind of go-to sales expert, at least in the high-ticket coaching, consulting, uh, influencer type of industry, even agencies. Uh, we're pretty much kind of the the 800-pound gorilla, but I'll tell you this guys, like in high school I was socially awkward. I was, uh, totally like, you know, always made fun of. I had terrible social skills. Uh, when I started by, uh, when I started in sales, I was the worst sales guy on the team. And so I was not a natural. And the reason I tell you that is because sales and sales team is a skill. It's not who you are, right? Like nobody comes out of the womb and is this great salesperson or is this great sales trainer. And so many times I see entrepreneurs, and I know Craig told me a lot of you guys are either, uh, just below seven figures or multiple seven figures. You know, I heard a lot of people who come to me, they're like, "Man, I I want to work with you because, you know, I'm not a sales trainer. I'm not a sales guy," right? And and to be honest, building a skill the same way you have to learn the skill how to generate leads. If you want to be a business owner, if you're going to run a phone sales model, you got to learn the skill of one selling and two building a sales team. I know you guys were talking about Alex Hormozy. Uh, one of the things he says in his presentations and his YouTube videos is you gotta build the skill of running a sales team, right? It's one of the big things that took him from I think it was like seven figures to multiple eight figures, and it is so true.

So a few clients we've worked with: Tony Robbins, Agora Financials (1.5 billion-year company), Frank Kern, Jay Abraham, Bridge Shepherd, and Todd Brown. Um, RIP Jeff Lerner, Tanner Chidester, if you guys know him, he's also one of my really good friends. Alara Keck, YouTube ads guy, among 500 others. Uh, to be candid, almost all of those kind of like big names in the industry, it we we really almost worked with them all, like, you know, we just had, you know, Ryan Moran come on as a client the other day. Brooke Castillo, who does, you know, 40-50 million a year, just came on as a client the other day. So, uh, you know, I'm honored to be able to work with those folks. And one of the things I like about what we do the most is we get to work with actual really cool people who are doing great things. So we get to be a small part of the success.

So the other thing I'll say about our success, kind of why you should listen to us, is there's a lot of kind of sales gurus and trainers and whatever out there. Uh, I can tell you this for sure: we are the only person who's actually kind of done what the clients are trying to do. You know, there's so many sales recruiters or trainers out there who they might have, uh, you know, one they, you know, they're the sales team. They don't even have a sales team for their own business, but they're helping you build a sales team, right? And you know, I'm not saying all that is bad, but what I say is, you know, I have probably one of, if not the pound-for-pound highest-performing sales team in the industry. You know, my, uh, done-for-you recruiting team, like what our business actually does is we take entrepreneurs, coaches, consultants, and agencies; we place salespeople, setters, and closers in their business and help them build the infrastructure to skill their sales team. So that's a done-for-you aspect of my business. We interviewed last month 854 sales reps out of 3500 applications. You know, so nobody in the industry is doing any like anything like that, not even close. And it's given us such a high volume of, um, of activity and high volume of interviews, like we've become really good at this, you know, not just for ourselves but also our clients.

So anyways, what I'm gonna walk you through today is really the step-by-step process of how I've done it and how I teach clients how to do it. Okay? Literally going from zero to, uh, you know, I'll tell you how we got to three million a month. I can't really tell you how to get 100 million because I'm not there yet, but I believe we will be on pace for that next year. About 8.3 million a month, I think we'll hit that no problem.

So some good news, bad news. Um, building a sales floor on autopilot is possible, and I've realized because I talked to our market, you know, when I started I was on the one on the phones, and I had to build a sales team around myself. When I talk to entrepreneurs, people are like, "Dude, I just want the sales to come come in and be off the phones, and I don't have to mess with the sales team. You know, it's too much. I just want to do what I do best. I want to focus on content, you know, speaking, working with the clients, not being a glorified sales manager." All of that is possible. You can have that thing running on autopilot. The bad news: it does not happen in a day. You can't just hire—I don't care if it's an agency—you can't just hire somebody and then like you're there tomorrow. Okay? Very, very rare exceptions where that can actually work. Uh, it's gonna take work. It's gonna take time in the trenches. And, uh, to be candid, most entrepreneurs are not willing to do it. And because that they're never going to build an evergreen sales machine that runs on autopilot. Instead, what happens a lot of times is they're gonna go back to, um, you know, launches, challenges, affiliate promos, posting on social media, all of this stuff instead of having an evergreen business. Okay? So for instance, I literally don't do—I don't know if I don't do anything in my business. I'm like working on my business, but I don't have to write copy anymore. Um, all of our leads come from one five-minute video in Facebook ads, uh, at least on the B2B side, or YouTube ads to the same video, and it just runs on autopilot, completely evergreen. Which, if you're gonna have a huge exit in your business, kind of like I guess we're using Alex as an example today, but if you have a huge exit in your business, you gotta have it running like that. You know, nobody's gonna buy a business where it's dependent on you doing a launch every month. And so I've worked with a lot of the top gurus out there, and some people I haven't named, they want everybody wants the evergreen, even the biggest names in the industry. They're tired of doing, you know, all these launches. They want the evergreen thing. What stops them from having it is the unwillingness to actually just kind of bite the bullet and do the work for a little bit. Okay?

So, uh, to do it, we have to have the proper sequence. Okay? Uh, automatic selling consists of seven steps, right? Getting to the point where everything's running on autopilot. Seven steps to get there. That's it. Okay? Um, the issue is people try to skip. They see step seven, they're at step two, they try to they try to skip. Okay? We can get there pretty fast. I mean, in about a year, I went from selling on the phone to having a bunch of sales guys doing the revenue we're doing. You can get there pretty quickly, and then you have an asset. Your business is really an asset, not just your, you know, you promoting stuff all the time, but you got to follow the right sequence, and I'm going to show you the sequence in this here. Okay?

So step one is validating the offer. Some of this stuff, like this one for instance, I think you guys have already kind of been through a little bit, all right? So I'm going to spend less time on this and more time probably on the stuff that the way you're at, but I still have to cover this. Okay? So if you're here, hopefully you've already done this. Uh, validating your offer means the delivery is built out and it's validated. The messaging works, and it's getting leads and sales calls, and the packaging of your offer is resonating with people on the phone. So the way I teach it is your messaging is what you use in the marketing. The packaging is how you explain the deliverables of your offer on the phone. Because if you know anything about phone sales, you don't explain like if you have a sales call, what you're not gonna, you know, a big part of the sales call is not gonna be, um, "Okay, we have, you know, a Facebook group. We have this amount of group coaching calls. We have this. We have this." It's more about what you're gonna get done together and what you're gonna get done, and how you package that all together is what I'm referring to as the packaging. Okay? Uh, usually I say offers validated when you sold 10-plus packages. And a common example, a lot of times when people are in kind of step one, they're usually, you know, maybe doing some Instagram, some Facebook group, or whatever. They're doing some organic or cold email. They got a few sales calls trickling in, and they're just kind of validating this thing for the first time. If you're a little bit more established, maybe you do kind of a launch, and you sort of validate the offer that way. Okay? Uh, one thing I will say about this is what's really key is you think with the, you know, begin with the end in mind in the sense that you want to build a delivery container that is scalable. So if you want to get to step seven, you got to kind of like you can't really put your sales on autopilot without at least doing several million a year. You know, you're just not going to have enough cash flow and enough infrastructure around yourself, like, you know, even if your price is pretty low, you got to kind of have that. So that's going to require you to take on a lot of clients. So I would think about, you know, would this model scale to 50 clients, 75 clients, 100 clients? And you don't necessarily have to do that immediately, like if you have three clients of all time, I wouldn't think about getting, you know, "Okay, I got to build my fulfillment to schedule 100 clients," but just just sort of have that in the back of your mind. I know when I started, you know, I took on 10 clients in about a week, and then I paused, kind of build out my programs when I very first started, but I also knew in the back of my head, and it's because I had sold for companies like Traffic and Funnels and some other big names in the industry as a full-time sales rep before I started my own sales consulting thing, and I kind of knew from being involved in the space how to build something that would have that, uh, scalability in terms of delivery long term. So a lot of times, like what's going to keep you from progressing in these steps is when you get bottlenecked on your delivery. So just to decide there, okay.

Um, the next step is validating your optimal selling system. Okay? We're gonna spend a little bit more time here. So who on this, uh, call here has read the book *Ready, Fire, Aim*? Maybe just pop in the chat if you guys have read it. So, um, Mark Ford calls it the OSS, the optimal selling system. I believe I hope I didn't mess it up, but it's OSS all the same. And, uh, for our purposes though, this is gonna fit two criteria. Okay? Criteria one is a consistent, repeatable, and scalable way to turn prospects into sales calls. And criteria two is a consistent, repeatable way to turn those sales calls into clients. Okay? And the way I want you to think about it is you're building an automatic conveyor belt, okay? Right? You're building an automatic conveyor belt. And the thing about this conveyor belt and this system, like any system, it's working properly. More inputs should be more outputs, maybe not in a complete linear correlation or correlation, but for the most part, inputs outputs. You'll see what I mean in a second. So we're gonna the next two slides is gonna break down criteria one and then criteria two here. So criteria one, and this is probably it's the hardest one I think for most people, is a consistent way to turn a consistent and repeatable and scalable way to turn cold prospects into sales calls. Okay? So, um, and I did get this from Hormozy as well, but there's six methods in which you can generate leads for your business or generate customers for your business. Okay? There's owned, earned, word of mouth, paid, affiliate, and outbound. Okay? Owned is like your email list, right? Earned is like your YouTube channel. Word of mouth is like your referral pipeline. Paid, I think you guys know what that is. Affiliates, I think you guys know what that is. You know, if you're on an affiliate network like ClickBank and you're doing partnerships or whatever. And then, of course, outbound, picking up the phone and selling. Okay? So all of these, I want to be clear, could be your consistent, repeatable, scalable way. All of them could be. However, in our industry, really, I found only two, and really probably only one, is is gonna be the repeatable way. I'm not gonna say that you couldn't do it through affiliate or earn, for instance. I have a client who has a million subs on his YouTube channel, and he kind of got to 50 grand a month just through like AdSense or whatever, and then he wants to do high ticket now. So now he's doing high ticket, and you know, he's he's banking, you know, 250 grand a month in like his first month, right? He has such a pent-up demand and a huge following that that is kind of his conveyor belt, right? It works for him. Uh, I also I also know people who they're just amazing at affiliates, and, uh, they have a great affiliate manager, and that also works for them, you know, but I will tell you in all my experience, 98% of people, it's gonna be paid. And for us, we have multiple channels now. We started with paid, well, we started with kind of like a little bit of organic and word of mouth and stuff like that, but then when we moved to step two here, really the key was getting paid dialed. And then once we got past, uh, eight figures, then I started looking at kind of diversifying into one more channel. So just as an aside, it's always smart to master one channel first, and then once you get to a point of critical mass, try to master another channel. So for instance, on our B2B side, we have paid working, but we also literally just pick up the phone and cold call people, and that's right now doing about a hundred grand a month, and I think I could scale that channel to another couple million a month and and really beyond, to be honest. I mean, when you get that dialed, it's very, very hard to have the pure end-to-end, uh, working like that, but once you get it dialed, it's it's pretty awesome. So we want to have this here. And, uh, again, I think I mentioned this, but the key is inputs versus outputs. The reason for this is if we're really going to build a scalable sales machine and replace ourselves from sales, we need something where we can pull the lever and get appointments coming in at will. Okay? So it's it's just so easy with paid to do that because you could just spend more. You know, without balance, you could do it too, because I can just hire more SDRs or get more appointments, but the thing is if you're if you're kind of sub seven figures or sub two million a year, you know, outbound is a slow burn, man. It's like it takes—if you guys have read *Impossible* by or *Impossible*, it's either *Impossible* or *Inevitable*—it's the one it's by the guy who wrote *Predictable Revenue*. It's a big SaaS sales team book. Um, they talk about it taking 12 to 18 months to build their outbound sales team, right? Uh, ours took a little bit, uh, faster than that. However, what I will say is it does take a while, and you're kind of better off validating the phone. Okay? Before we move on, do we have any questions? I can, uh, want to make sure is everybody getting this? Is everybody making sense?

So criteria two is sales. Okay? We're creating a repeatable and scalable sales system. And this would still be when you're on the phone. Okay? Now there's this thing that we coined as founder syndrome, and the limiting belief is only I can sell my oops can sell my insert the thing. Only I can sell my offer. Only I, you know, because it's, you know, I've heard this with like everybody, and I've never really seen it to be true. Okay? Because I, uh, you know, because it's hormone therapy for women, and it's a very specific thing, and it's very personal to them. Only I can sell it. I've never once—I mean, I've worked with 500-plus sales teams, guys. I've never once seen this as a thing. Okay? Um, and I'll tell you this, like even me, you know, I was selling to people like, I mean, I told you guys like freaking Tony Robbins and Dean Graziosi and, you know, people who like when I was up and coming, I was like, "Oh man, these are like the giants of our industry," and, uh, my sales team has sold those people. Agora Financial, 1.5 billion sales team, you know, so it really doesn't doesn't, uh, you know, I like sales. I I enjoy getting on the calls now, but I don't have to ever for any anything. And no matter how big the client is, no matter what. And honestly, if you do sell to successful people, as another aside, the more successful somebody is, a lot of times they just understand that like they're gonna talk to the sales team. Like they just don't have an issue with it. And, uh, even with, you know, real personal things like hormone therapy, porn addiction, never had an issue. So the reality is there's a and a lot of people too think that they could only sell their thing because it's a very specific thing. It created it takes all of this knowledge to sell it. The reality is the same way you can train a doctor to diagnose a disease. There's a repeatable diagnostic and prescription process for every sale. Okay? And what you have to do is you have to consciously—you can't just wing it—you have to consciously create that process and then teach it to the sales rep. Okay? That's why getting good at sales is one thing, but then the second thing is transferring that skill set to somebody else at scale. It's it's the other skill you have to learn to build a sales team, right? The same way is eventually like one of the skills, and I I kind of have this already done, but I'm I'm good at marketing. I enjoy it, so I've kind of blocked myself from removing myself, but same thing with lead gen is if you want to have a CMO run your marketing department.

On autopilot, you've got to teach them and transfer the skill of marketing to them and be able to help them do that at scale, right? And then you have a CMO, director of sales, director of fulfillment, director of ops, and you lead your team through your execs anyways. Um, it's also a big issue with people not having a repeatable and scalable sales process; is that they don't have criteria, no one figured out yet. Okay, so it's much, much easier to do this when essentially you have the same type of prospect coming on the phones; they're coming from the same direction, meaning like they're all coming from Facebook ads, or they're all they're all coming through the same phone, right? So they're all responding to the same messaging, and they have the same two or three different problems every single time, right? They're spitting off the conveyor belt because once we have that same person coming in every time, it just the reps get more like you at first, and then eventually the reps, they're talking to that same person with the same two to three problems every single time, repeatedly, repeatedly, repeatedly. And because of that, it's very easy for them to put a framework around it.

The contrary of this, this is like the other extreme example of not this is if you're a full-service agency, and you're one of those people who does everything for everybody, and they're like their USP is that they're a one-stop shop; it's like the worst USP. So they're like, "Oh, I'm a one-stop shop; I do everything for everybody," and uh, because of that, you get people on the phone in the SEO; you need people on the phone who need, you know, uh, Google PPC, YouTube ads, branding. You're never gonna be able to teach a sales team, like, I mean, you're you're basically running five to ten different businesses in one. So this is why you got to create that that clear offer, great packaging, very clear on the two or three problems that you solve, and then a convertible system to feed people into that, and then that sets you up for this step. Does that make sense?

So like, for us with the sales team stuff, it's not like we just hope we just fix one problem, but there's pretty much like two, three, maybe four; it's like either people need appointment centers for their business, right? So we've done for you, recruit those people for them. People need closers for their business, so we've done for you, recruiting staff, those people for them. People's sales team is underperforming/they need sales training, so we help them with the training, or they're having trouble with the systems, infrastructure, management of the team, and eventually they want to kind of revamp their team to get it performing and/or remove themselves from management so it runs on autopilot. I mean, that's I think I listed four things there; there's nothing that's outside of those four usually, right? So you can have multiple problems, but guess what? For each of those four, I've created for the sales team a diagnostic track that helps them understand and diagnose which of those four do they have, and how do we position what we have around them. Make sense? Cool. So that's step two.

Step three: Now we can delegate sales calls. So this is getting to the fun stuff. Um, at this point, we're gonna have a validated offer, validated lead flow, validated sales process. Okay, everything is working like a conveyor belt now. We're gonna change one variable, and it's you. It's really key, guys; we change one variable at a time, right? If you if you're testing a uh landing page, a sales page, would you okay, it's not converting; would we test the headline, the color of the page? We would change out the lead also the order button, bump, and the price. Are we gonna test all of those things at one time? No, like duh, right? With but I'll tell you guys for sales team boating, people like to test everything all at once. It's like once they finally get everything working to a point in which they're like, "Okay, I can remove myself and put in a sales rep," so like, you know, but let's also change the funnel, let's change the price. I'm like, "No, you were closing at 40; you need to take you out, put sales rep in, and see what they close at."

Okay, and on that note, we're always going to hire two closers at once. Okay, there's a saying, uh, I forget what it is; it's said in the SaaS world about hiring two, um, it rhymes, but I forgot it anyways. You always hire two, and it's really for the common sense reason; I don't know if it's gonna be any groundbreaking insight for you guys here, but when you hire two, especially if it's the first thing you've ever hired, you've got to go comparison to how they perform, right? So if they both don't perform, first of all, if you were performing, it's much, much easier because you could baseline it off of your performance, but if they don't perform, it could be that you're being a bad coach, right? Chances you could have hired two really bad people, probably more likely that you're just a bad coach, and you don't know how to manage a sales team, you don't know how to train a sales team, you don't have to coach a sales team. Okay, if uh one works and one doesn't, then you just fire the one that doesn't work, and you hire another. A lot of times, either scenario one or scenario two or sorry, that second scenario is gonna happen. Third scenario is they both work, and if you go from, and this is one of the things I love most about the people that we help is our our kind of main client as the entrepreneur who has never delegated a sales call in their life; they're at 40 to 100k a month, and we help place a sales rep into their business, and it's it's their first time off the phones, so it's like a whole epiphany for them, like, "Oh my god!" And uh, if you go from just you selling, which is usually about fifty percent of volume, to two sales reps selling, a lot of times that can be a two to four x lift and ribbon, so we'll see like I just love that explosion because you'll see entrepreneurs go from 50k a month to like boom 350. So anyways, always hire two.

Um, the caveat, oh, this is important, is and if you do criteria one of creating a consistent, scalable, and repeatable leaf flow system, you got your OSS down; if you do that, you shouldn't have this issue, but some people it's like they got enough volume for one, but they can't pull the lever and get volume for two. So because of that, you gotta hire one, which really you also need to fix your lead generation, but some people like, you know, they for instance maybe have a really great IG, and they get about three, four sales calls a day, but you know, it's not something where they can boom pull the lever, get 12 sales calls a day, like ads for instance. So in that scenario, should you not get a sales rep? I think you should still, but you're not gonna be able to hire two because if you hire two and they both got a call to two a day, they're probably just gonna fail; they're gonna be like, "Oh, here's" because from a sales reps perspective, guys, so one of the things that helped me build this business is as a sales rep for years, and from a sales reps perspective in this industry, what they are really effing tired of is entrepreneurs who over promise in terms of lead volume, lead quality, and commissions and under deliver. So if you in a lot of the reason all these sales reps come to me, and we place them is because they know if they go through us, we don't we don't mess with that stuff; we make sure the entrepreneur has their together. So the thing is is you just don't wanna you know, you you wanna if you want a great sales rep, it's the same way as if you want a great prospect; you're gonna develop the offer that attracts a great sales rep. Part of the reason I have the best sales reps in the industry is they make the most, and I like pack their freaking calendar full, pack the counterful; we have a great culture; they make the most, and I believe I invest in their own personal growth and development higher than anybody else does in the industry as well, right? So I created the vehicle; it's like the same way your offer is the vehicle from current situation to desired situation on the prospect; my company in our mission, vision, and values is the vehicle for my all my employees' current situation and desired situation, right? And we really heavily invest in trying to develop that person, and sometimes that means we develop them so much to where they got to go transition on to something else and do something bigger and better; usually I can find opportunities for them to grow as an entrepreneur inside of our larger conglomerate, right? That's the key, you know, but that's just to decide if you want to uh have great sales people become the company who's become the company who's worth attracting those people, right? Who deserves those people. Hopefully that makes sense.

Uh, quick note on hiring sales reps; I mean, I could do a whole I kind of started to do this, then I realized I don't think I have three hours to give this presentation, so I'm just going to give a quick, quick, quick overview of this, but the hiring process, just to give you the extreme high level, we haven't submitted an application that goes into Asana pipeline, and then from there what we do is we ask for a video. Okay, we usually ask for a video uploaded on YouTube or uh what's the other thing, maybe Loom, and uh, you know, we give them a script for like not a script but a prompt in terms of what questions we want to answer, uh, you know, we filter so many people out just from this; it's great. Okay, then we grade all these applications, and then we have a screen, and then this is what you would do; this is not what we do internally; what we do internally because we field thousands of applications is like a little crazy, uh, but this is what you would do. Okay, sorry, this thing is so sensitive; I keep like getting all messed up. Um, then what you do is you have a screening interview, so you take the best of video applications, and you have a screening interview, screening interview, 30 minutes, and you're running running them through basically a uh a process, okay. Um, again, like I could do a whole training on screening interviews; a great book to read is *Motivation-Based Interviewing*; I think that's a great book; also, *Who* is a good book; those are two of the best ones I've read on interviewing. Um, but a lot of times with sales, you know, you really want to see like again, where is this person at? Where do they want to be? Uh, what are they currently doing now to generate income? What's the most they've ever made? What are they making now? If they're transitioning away from something, why are they transitioning away from it, and why now? You know, why are they serious about this? Like a lot of things, too, is do they look at sales as like a stepping stone to something else? Like are they like, "Oh, yeah, I want to do a sales gig because I I'm working on my Amazon FBA business on the side, and I need some income"? Like are they doing that, or is it somebody like, "Dude, I just love this, and I want to put on the like the blinders and just really focus on skill"? All right, so you want to you want to dictate those things; you want them to be full-time or at least have the potential to go full-time within 60 days, okay.

Um, a few other things, like a motivation-based interviewing, they talk about passion, attitude, and experience. So experience, like obviously what is their sales experience? And the great thing about sales reps, don't don't uh grow them too hard on this, but I would ask them like exactly what their production was, how much revenue it was, what'd they make in commission, and I would have them walk like, you know, walk uh walk you through the last three months that their sales get because you're gonna be able to see if like they're telling the truth; it's not like, you know, so okay, great. When did you finish up? "Oh, I finished up in uh in November." Okay, gotcha. So in October, how many units did you produce for the company? Gotcha. And what was the commission from that? And then what was the total revenue based on the units? Okay, great. And probably approximately how many calls were you taking from those units? Don't grill them too hard; like some of them might not know, but dude, I can go back; if you asked me three years ago when I sold full-time, I could tell you like almost I couldn't take calls, but I could you'd understand I wasn't bullshitting basically, right? So go into their performance and really chunk down. Um, the other thing I would look through, so that's experience; experience is pretty straightforward. Attitude is like their best way to put it in terms of how the book stated is like their attitude in respect to challenges, right? So do they have an internal locus of control or external locus of control? So you want to see what challenges they had in the past and how they dealt with those challenges, you know, how they overcame them, how they think about them, what would they do in this scenario, and do they have a victim mindset or do they have an everything extreme ownership mindset is good. Okay, and then passion is actually the most important because somebody who's like the reason I was so good is I was passionate about sales, and I and then like I told you guys I wanted to put the blinders on and just like, oh, I was like, "Dude, I just want to become great at this thing" because I was running a business, and I was like, "Dude, I got I was like 22. I was like, 'Man, I got to focus on all these things; it's so confusing; I just got out of college; you know, I can barely like pay my bills; I you know, I had no idea how to do a P&L; I'm like, dude, I'm I'm not doing this business thing; I'm just going to focus on just becoming great at this one thing'," and I was so passionate about working on it; I was investing in myself, all of these things, right? And so because of that uh my passion for it um your passion is gonna dictate the level of energy you put towards something when you do have a challenge and how much you're going to work at it, which is almost the number one thing. So just as another aside, our top producing sales rep, I think she produces like 400 a month, something around this, probably 350 to 450-ish range, and she had no sales experience when she came to us, but she was the most passionate and the best attitude, and I mean it wasn't like, oh, okay, so she had the ramp for three months now; she was like the top of former in 14 days, has never uh never looked back. So a few things there in the service of screening interview.

Then what we do is we do a mock call; what we do here is a mock triage call, so we teach them how to do a 15-minute; if you're familiar with like a triage to a one-call-closed process, so we have them do a quick qualifying call that just helps you see kind of how they are on the phone, what their people skills are; it also is much, much quicker to get done than if you expect them to do a full sales call where they got to learn your offer, learn how to pitch it; that just takes, you know, usually that'll take a week; uh, you got to prepare a big training for that; this gets the same thing done, so 15-minute call, boom, and uh you do an interview here at the end; you give them some feedback, and you see how they take it; do they get defensive? Are they coachable? Do they ask you for feedback? You know, that's that's that's the really good people. Um, and then we do a scorecard interview, which basically we go over the scorecard; we use the model very, very similar to *Who* I start with; Communic, and this is where essentially if you're on this interview, man, this thing is so sensitive; if you're on this interview, this is basically qualifying in discovery down here; now we're selling, okay? So in the marketing to generate the applications, we're kind of doing some selling, right? We're talking about the high-level benefits and working for the company, all the benefits; then we go into discovery and qualifying, and then now we end by selling them, okay? So I start with the vision, right? Where we're at, where we're at now, where we're going, what our mission is, what our values are, and what it means to be a part of our company; start with this big picture, then I go down to where they fit in, okay? And uh essentially you're going down to where they fit in; I talk about the mission of the role, the KPIs, outcomes, responsibilities, then basically kind of the constituent parts of those KPIs. So for instance, they have to hit a certain amount of production a month; that means you're gonna have to be available for a certain amount of calendar slots, probably take a certain amount of calls, certain amount of shows, close a certain amount, so I kind of like I I give them the outcome, and I'm like, "Here's kind of like chunking down how you did," and I do that for their top three or four, five top responsibilities, and then the time requirement, and then the pay. So if you want to, you know, we we model ours pretty closely off *Who* if you want to check that out. Um, and then the next one is the onboarding process; so really high-level overview, um, I think I did include a resource for you later in this training, but as a really high-level overview, uh the first seven days, there's two types of onboarding; there's company-specific onboarding, role-specific onboarding. Okay, company-specific is basically the onboarding everybody in your company goes through, so that's like you get on Slack, you get injured on a meeting, you learn about what we sell, you learn about our mission as a company, you learn about our core values, uh, you know, it's it's that stuff, right? At a very, very high level. Okay, the role-specific onboarding is the onboarding for the specific role, and within role-specific, they're essentially general, which might just be like learning the product, learning like for sales, learning the product, going through testimonials, um, like learn, you know, just the very high-level stuff, and then basically I break it down into three core SOPs: beginning-of-day process, middle-of-day process, end-of-day process. So beginning of day is how to conduct yourselves at the meetings, how to show up with projections, which is our system for them projecting out their numbers and actually hitting their numbers accurately, so that's a whole other aside, but essentially if our sales team says they're gonna do 40 units, okay, so 40 deals at 10k, let's say this month, 80 of them will hit them, and if it's if it's less than 80, they're probably over projecting; if it's more than 80, they're under projecting, and that's team Y; some some people, I'm serious, like the lady I told you about who's our best rep, she just hits it every time, and that's so much different from a 10x culture of like, "I'm gonna I'm gonna hit what's your goal this month? 100 units, a million," you know, and then they just don't like they don't hit it, right? Like most sales teams, they "I'm gonna do all this stuff this week; I'm gonna set this big goal, and then I'll hit it every time," whereas with us, we set a projection; it's not your goal; your projection is like what you're gonna hit or frickin die trying, and if you guys have read the book by uh yeah, it's Andrew something; it's uh *High Output Management*; it's by the one guy who was a CEO of Intel; you know, everybody talks about it with operations as being like the bible and stuff; what he talks about in there, this is the best thing I got from the book because it applied to my situation is if there are goals or outcomes, they need to be high enough to where even if they do everything that they could possibly do, there's an 80 percent chance they could still miss; that's what really gets people to stretch and innovate. So that's another aside. So anyways, beginning-of-day process is how to set this projection; I mean, there's a whole training on projections, right? How to conduct yourselves at the meetings because like if you come out on one of our meetings and you're like a deer in the headlights, I will throw you off the meeting like immediately. So our meetings are tight; like we have one of the things about our private clients on our highest level thing; it's like 52k is they get to attend our sales meetings, and people say that's the most like just attending a sales meeting is worth the 52k because they're like, "I've never even seen anything like this; it's like a real freaking crazy meeting," you know? And so uh we that those things are it's like the cornerstone of our company, so uh projections, meetings, how to prepare for your day. Middle-of-day process is end; let me end the day, and today is basically how to wrap up, do their admin, and do what's called their end-of-day report; I think we're going to talk about that later. The middle-of-day process is essentially there's two things, two things a sales rep can be doing; they're gonna be on calls, or they can be not on a call trying to generate a call; that's all you do; that's the beauty about sales; do calls, generate calls; it's like yeah, just tunnel vision, boom. So what your middle-of-day processes are going to be that you're going to walk them through in the onboarding is what are all the different ways and processes in which you can generate calls, and what are all the ways like what is the baseline process for us to handle consults, sales calls, okay. Um, you know, they're gonna attend meetings; in the first seven days, our meetings are basically they run on um actually let me save that; I'm gonna talk about that later. Uh, they're gonna shadow some of the best people; hopefully, like make sure this is also key, have them shadow one person, okay, first; that should be you; that eventually should be your sales lead, and then eventually your sales manager because if you got them shadowing a bunch of people, confusion. Okay, and if they're confused and they're uncertain in their sales process, it's going to transfer uncertainty to the prospects; prospects not gonna buy. And then uh three one-on-ones with the leader, manager a week, okay? So in the second seven days, you do all these things still, and then you're gonna start them out for 50 volume at three a day, and then uh you want to do daily call reviews with them on the meetings and additional role plays and reviews on the one-on-ones; you're gonna have three a week, so you're gonna have a high touch point with this person, and you have a daily meeting, and you're gonna basically review a call with them on the meeting every single day. Okay, we'll talk about meeting hands later; I gotta I gotta get hop in here. So few quantitative and qualitative benchmarks when you ramp reps: quantitatively, first 20 calls, we want them to be 10 to 15 closing ratio, so like they've closed one or two; 30 to 40 calls trending towards KPI, and then 50 calls, KPI. Okay, now KPI can be different for every offer; generally 20 to 30 percent speed. Okay, so that's not quantitatively how we measure it, but qualitatively, we want to see how they're showing up; meetings; are they being proactive? If they're not hitting numbers, are they being proactive and trying to figure out why they're not hitting numbers, or they're being a victim? Are they asking questions? Are they mad? Are they hungry? Are they pissed? Like you should kind of get that from them if they're not if they're not doing well uh if you're you're listening to the recordings, right? Like how do they sound? Are they just missing some technical things, but they sound really good, or like are they having a sales trump? Is what I call like I don't want to be on the on the hook for trying to alleviate somebody's like beliefs about selling, and you know, like they just they sound really weird on the phone; there's those people; I I'm not going to do that, right? I will help them become a great sales person if they have a raw materials, okay.

And also, like, is your lead quality good? Like, you know, maybe you're having, like, if it's December, sometimes Q4, you're gonna have some bad dips in lead quality. What's your gut say about them?

Okay, so those are because, basically, quantitative is what we want to do, but if qualitatively you don't want day two to let them go, let them go. Most of our people, they don't even make, like, if we fire them, they don't get 50 calls. Like, we fire people legit in the first, usually like, three or four days if they're not good, but we we know, like, we we can just tell right, because we've done this. I recommend withholding your judgment until you have the experience a little bit, and then maybe focusing more on quantitative metrics, but you want to use both.

Uh, so I included this for you guys in here, um, but basically, if you want to know how to build sales teams, I included basically three SOPs. So here's the entire recruiting and hiring playbook. So this goes over different types of sales recruits, um, when to start recruiting and how the entire process, example posts, a copy that you guys could use, uh, initial applications, so like here's kind of like what you're looking for in the initial application, the screening interview, how to do the screening interview, uh, the mock call, how to do the mock call, all that stuff. And then I also included like how to onboard the reps and create yourself a playbook. There's two phases of onboarding; there's ramp-up and optimization and regulation, so how to do all that stuff, um, beginning-of-day processes, end-of-day, you know, so I included all of that. And then also, uh, how to ramp them, so what to do with the first seven days of training, the second seven days of training, all the way up to 28 days, and then quantitative and qualitative measurements of when to cut closers and setters respectively. So I'll give you guys these slides; I literally could have done a presentation on those, so I was just like, screwed, I'm just gonna give them some resources.

Sales management. Okay, so let's talk about that. This is step four. Recap: At this point, you got two closers, you delegated sales calls, you're not on sales calls anymore, you took a vacation. Okay, on the plane to Hawaii, you're you know, you're looking at your phone; there's Stripe notifications coming up; that's what I was writing my sales copy, um, so now what you have to do in stage four is fully embrace being a sales manager. What you want to avoid is the dreaded pendulum swing. Okay, this is what everybody does; they're on the phones all day, every day; they're like, I really want to get off calls; they finally get their closers in KPI; they go on a vacation; they're like, dude, I'm done; they're like, sales team, you guys manage yourselves; I'm not listening to calls; you guys know what you're doing; love you; I pay you a lot; bye. And then what happens is, uh, people quit, they stop performing, the team's a mess, your culture sucks, everything.

So here's the thing you want to know: Salespeople are the only people in any position that can't perform if they're uninspired. Right, your accountant can do your books perfectly if they're completely miserable and have to take Prozac every day or whatever it is, um, you're even you're you're like marketing director, right? They could probably run your marketing team and be miserable and hate their lives, uh, your operations people, they can push buttons and do work and not like they do, uh, if if salespeople are uninspired, they can't perform; they can't sell if they're not inspired. So with with sales, energy in is energy out. I would argue too with marketing and writing and copywriters, this is the same. Okay, but with salespeople, man, with salespeople, energy in, energy out. That's why you could have a daily meeting; you got to invest into them, and if you don't want to do that, then just don't have a sales team. Okay, like I mean, I just don't, there's like not, you know, there's a way you could hire a manager eventually to do this, but right now you gotta do it, so, um, I'm gonna break this down. This slide, you're gonna hate this slide, but just hold, bear with me for a second. Okay, so for all, in order for us to understand what to do as a sales manager, we're gonna break down, break out all the responsibilities. Now, this is gonna look like a lot, but what we're gonna do is I'm gonna teach you guys how to offload these things systematically and relatively quickly. Okay, but we gotta do the things to know what to offload, so, um, with sales management, there's three types of responsibilities; they go into three categories: there's coaching and training, administrative and operations, and leadership.

Okay, coaching and training is exactly what it sounds like: on the morning meetings, you're doing projections, training, car reviews, all that stuff. On the one-on-one calls, you're giving them some coaching. Typically with one-on-one calls, like morning meetings is daily, one-on-one calls, you wanna do two to three for the first two to three weeks, and then after that, you wanna do bi-weekly. If you're the entrepreneur, if you're a dedicated sales manager, you wanna do weekly. Believe me, we've tested weekly versus bi-weekly; we always do weekly now, uh, end-of-day reports, basically, this is a report that they given Slack, uh, I believe the templates in that thing I gave you, and so they comment on that, they might give them a call based on their in-the-day report, and they also do call reviews, right? We want to do car reviews on the 101s if possible, on the meetings, and also some that like aren't on meetings that we just listen to, record a video on Screenflow, send them the recording. Okay, that's all the coaching with training responsibilities. Administrative and operations is grading and approving and removing applications, so we don't just let any application on the calendar; we have a grading system; that's a whole other SOP; it could be a whole other presentation, but we have a grading system; we score everything through one through five based on different criteria, and some go to setters, some go to closers. Okay, um, basically, you know, they maintain proper attribution of all sales opportunities and close deals; they communicate to the marketing team what's available based on KPI; they make sure closures incentives do their admins, their end-of-day checklists, um, they make sure our tracking is accurate, and they kind of are the liaison between marketing and sales. The final responsibility is leadership. Okay, leadership is very simple: you run the meetings, you do projections, you communicate vision, mission, and values. Now, if you're like, oh my god, I don't want to create a sales team anymore, this is awful, uh, it's gonna get better, I promise. Okay, but we gotta understand this first. Stage five is we hire a sales coordinator, and really, stage five, delegating sales calls, understanding sales management, and doing a sales coordinator, these kind of, kind of things happen all simultaneously. Okay, because basically, even if you have one rep, I would have a sales coordinator. Okay, so you see all these responsibilities that you probably saw and you're like, God, I don't want to do those, um, immediately what we're gonna do is offload those to somebody on our operations team. So I mean, if you guys are at the point where you're hiring sales reps, you should already be at a point where essentially, uh, you mean you have an operations person or two, and so all of these things on the screen here, admin and ops, you offload on somebody, somebody doing three to four grand a month pay, operations assistant level, can just do all those. Okay, do all of them. So right then and there, that takes a ton of stuff off your plate, and a lot of entrepreneurs, this is so key, because for three to four grand a month, you got you got rid of the worst activities, because all the entrepreneurs I work with, when they really hate being a sales manager, it's almost always they hate the administrative and operations part of it, so and that's not something a skilled person needs to do; you can have somebody else do that. Okay, hopefully that makes sense. I gotta I got 14 minutes; I'm trying to roll through this, uh, just in case you guys need it; I included, so for hiring a sales coordinator, here's their entire SOP and scorecard, so I just did that for you, um, now step six.

So to recap: Step one, validated offer; step two, we validated the optimal selling system; step three, we delegated sales calls; we onboarded two reps; step four, we understood the three types of sales responsibilities as a manager; step five, we brought in the sales coordinator, right? So now we're only doing coaching and training and leadership, which means at the end of the day, you're doing morning meetings and you're doing a bi-weekly one-on-one, and then you're looking at the end of the airport. So I just got your management time from like a lot, like a full-time gig, down to like 60 to 90 minutes a day, tops, maybe even less. Okay, you might have to go through this, uh, again to kind of get a few of these things. Step six is identifying your sales lead. Okay, so essentially, now we got rid of these, okay, we got rid of this one; now what we're gonna do is get rid of the coaching in the training. Okay, the way we're gonna do that is hiring a sales lead. Okay, so once we have three, and you could do this with two closers to be honest, it's really whenever you have a standout, a player, superstar. Okay, but usually it's around three to four closers when people know they have that breakout person. Okay, we want to identify what we call the sales lead; they're gonna do everything in the coaching responsibility, training, or, uh, they're gonna do everything in the coaching training responsibilities we just covered; they're gonna do all the one-on-ones, especially onboarding and training; that's what works, so they're just gonna do that; they're gonna help lead the meetings when you're not there; uh, they can do like breakout rooms; they can do like separate trainings; they're gonna do separate call reviews for the reps on downtime; they're gonna do end-of-day reports. Hopefully you guys can see this; my screen's like so massive that I just sometimes don't realize that this might be a small font, uh, and they're also gonna take calls; they're a player-coach. Okay, so the way to think about this is they're your player-coach, but they're your sales manager in training. Okay, they're your sales manager in training, and the great thing is if you have a relationship with this person, like you know, most sales reps, they want to be the manager because they like coaching better than they like taking calls, and you know, like, dude, you're only going to be on call so much; like, it it kind of burns you out; that's why a lot of sales reps get burned down, so you know, it's a tough gig, so it's a huge win for that, like they want to become the manager, lead the team, not take calls, right? So that's kind of a little bit of a carrot that we dangle here, and then essentially, oops, man, essentially what we're going to do here is, um, we're going to give them extra responsibility to allow themselves to prove themselves in a two, three, four-month pathway to becoming manager, and to be honest, we don't pay usually anything for these people; they just want to take on the responsibility because they're so bought in, but you could also pay like two to four grand a month; it also depends on how big your team is, but at this level, you know, two, three closers, four closers, you know, I would not pay a whole lot. Okay, now so at this point, you only have to do the morning meetings; you should look through the end of the airport; that takes two seconds, and then bi-weekly one-on-ones. Okay, so by now we got the investment time down to 30 to 60 minutes a day; you see how this is working? Okay, finally, we move that lead into management full time. So at this stage, that lead should have significant coaching experience, and like you should kind of be certain, like, all right, this person can just take over, you know. I know for me, uh, I didn't I didn't really, uh, offload the meetings or anything until I was doing about 1.5 million a month in sales, but most people around 5, 600 plus, uh, you get to the point where you just kind of offload. Okay, and so you're doing the daily meetings, one-on-ones, and today reports. What you want to start doing is like, you know, when you're when you want to like, today, well, I mean, I don't do the meetings regardless, but for the longest time on Thursdays, I have my group coaching call with our clients, conflict with our sales meeting, so I have my sales lead start to take those, and then I had them start to take, you know, some other days where I was off, or maybe I just wanted a little bit more time for deep work, and then after that, I was like, you know what, you guys take, uh, Tuesdays and Thursdays, and then after that, I was like, you guys take Tuesdays, Thursdays, and Fridays, and then I threw in Wednesdays, and then now basically what I do is like I just kind of pop in whatever I want; a lot of times I'll pop in on Mondays and I'll kind of give it, get everybody a little bit pumped up, and then I bounce. So that's sort of the transition; it never usually happens; it's not like this thing where you make a huge announcement and it's a big shift; it's usually something gradual where it just sort of like happens, you know. If you guys want to know what the PCOS managers depends, but usually it's gonna be about a two to four percent override on cash. Okay, um, it all depends, kind of like on where you're at. Long story short, if they're selling full time for you, if they if they make slightly less, but they don't have to be on calls, they will take it. So usually what I do is I make it so they make slightly less; they don't have to be on calls, but if they grow the team, they get more upside, or if the team doesn't do good, they get downside. Hopefully that makes sense, uh, I included the full sales manager scorecard right here as well, guys, so you can see, bada bing, bada boom, if you need to hire one, you got it. Okay, um, we got eight minutes; I don't know if you guys will, step eight is is pretty complex, uh, and this is where I'm at right now, so I kind of like talking about it, but, um, if there is any question, so important process of wraps and tips, if anybody has questions or is slightly overwhelmed, I would like to answer those. If you guys want to open it up, if anybody has any questions, just feel free to meet yourself or use a chat box, Nicole, uh, I'm at a point where I have two companies, um, and I'm planning to hire, uh, I was gonna hire one salesperson, but with your advice, maybe I should have two and then see how they compete against each other and then, you know, get them trained, and then I wasn't planning to do it this kind of extensive training, but it sounds like I really have to; that foundation for these salespeople is really important, too. Can you, if you can comment on some of that? Yeah, I mean, dude, here's the thing, so with our company, usually what happens is people, it's very rare to where I can get somebody their first time trying to do the sales team; usually what happens is they do it and it's a disaster, and then they're like, oh my god, this is way more than I thought it was gonna be, and then they reach out to us, so and the thing is, man, if you do what I laid out here, and I know I just like fire-hosed it, right, but I I kind of thought I had 90 minutes, but it's all good, um, if if you do it like this, I'm telling you, if I get a client to do this, they always will succeed; always, like they always their sales team just wins, and if you do it properly from the start, you start to set the foundations so that it's autopilot eventually. It's a long story short; you you do have to do a good amount of extensive training, especially in the beginning, but remember your sales team is an asset for your business that is, uh, going to produce your sales every single day, you know. If I would never have done that work at the beginning, you know, I wouldn't have something that just makes 100 or 200 grand a day on autopilot, you know, so it is key to do. Just remember your sales sales team is it's the only part of your business where you get money; it's like, it's that's where the money's exchanging hands, you know. Did you have a follow-up? Yeah, I was going to wonder, um, what stage to like, like, I mean, we're we're all at different stages of entrepreneurship here, but what what stage would you recommend someone like reaching out to someone like you, uh, I mean, are you really catered for really the big businesses or, uh, we as sort of solo, uh, entrepreneurs, you know, starting to approach the seven-figure mark, is that is that a good time to reach out to? Yeah, so so typically our our thing is developed around people who are essentially, um, like the way I developed it is the average person is doing 30 to 50k a month; they're a coach, consultant, or an agency or have a high-ticket service-based business, and they kind of got the lead flow figured out; they're on some sales calls, and they're ready to hire their first sales team, right? And so it's kind of an end-to-end thing with that; we know what we do; we place them with sales reps, and we help with the training, and it it obviously, as you can see, people just don't realize like what what it is, and the only reason I was able to do this so fast and grow my sales team is because I was a part, when I was a sales rep, I I sold for all these different companies, and I kind of stair-stepped to a better company, a better company, a better company, and eventually got to a company who I at the time was the industry leader, definitely in my opinion, especially on the sales team front, and so I learned so much there because of how they were doing it, and then I kind of made it better when I started my own thing, but, uh, it's all designed around, um, people who are really hiring that first rep, whether that be a setter or a closer, you know, sometimes a center, sometimes with closers, I kind of get this more closer focus because I didn't want to overwhelm you. Cole, when you were working as a sales rep for some of these other big companies, what was, uh, maybe the biggest, uh, struggle, struggle that you saw them, uh, doing that if you could go back now you would tell them to do differently? Yeah, so here's the thing, guys, is basically, this'll this will make it really simple, so if I can usually get clients to do these three things, they succeed with their sales team; that's why we call it the big three. Okay, morning meetings, daily end-of-day reports, and proper training. And in the morning meetings, the way you run these is you start with wins, announcements, projections, training/role play. I can't tell you how much how often companies, uh, who I talk to, they're or we work with, they're always like, man, I can't believe how much having meetings helped; it's like, yeah, you know, and also culture is huge in sales, right? Like I think like a lot of people, if you if you we pulled the room right now, if we pulled the room, people would say, oh man, like if I asked you guys like what's what's the most important part of your sales team, like some of you guys probably say culture, sales culture, right? Well, think about this: culture, how does culture take place? Culture can only take place when team members are present together. If you are a remote company, when are team members going to be present together? Meetings. And one of the I feel like I'm like the bearer of bad news sometimes, but one of the, uh, like things that I don't think people understand is when you look at the big companies out there, and at least our industry company, I mean, there's exceptions, guys, like I'm not gonna lie, but usually if you look at companies doing a million, two, two to three million a month, they have a lot of meetings, you know, and it is important, um, most of them, a lot of them, you know, I would say a lot of my days are meetings. What I do is I have Thursday and Monday, I just block with meetings; 15, I literally have 15 meetings today, ma'am, get them done; Tuesday, Wednesday, Friday, Saturday, Sunday, no meetings, so that's how I do it, you know, um, but meetings are so key. End-of-day reports, I wonder if I could show you guys these, and the day reports, you could see, um, basically, here's a report; it's like John, agent John Dave, how many consults he had; look, he had a really bad show rate, only three shows, and then he lists the person, the setter, and then the result, then he details the console. So this gives you such an easy, high-level view of like what's going on on the phones, and then when you see inconsistencies, what you want to do when you look at these is you want to see ones that could have closed but didn't close, and then you want to review those on the next meeting. To be honest, like the the essential is like you can make a pretty good sales team with just doing these three, and this would take you legit 60 minutes a day in the morning, and and that's like the essentialism thing, right? Maybe I should have done the presentation on that, just like, here you guys go, like, here's here's here's the bare minimum, you know; there's more you can do; I do recommend doing one-on-ones at least bi-weekly with all of your direct reports; it's so big; like the dudu from IBM, the CEO guy, he wrote a whole chapter on that, uh, but this is like kind of the essentials is these things, and then proper tracking. I'll show you guys what a good tracking dashboard looks like, uh, if you guys go to my free Facebook group, I'll put the link in the chat; we we actually give this away for free, but you can see like you have like a basically a, uh, a thing, you know, with all the months, and then you each rep has their individual tabs, so I like, we've experimented with tracking a lot, and, uh, it's done, uh, done a lot for us. That sheet, you have a template you could share for developing our diagnostic process for every sale. So what I would do is, uh, let's see if this link comes up, secrets, so this is my free group, um, in the free group, I just put it in the chat for you guys; in the free group, if you go to units, oh, it's called guides now, which is interesting; I mean, I got like 36 trainings in here on different types of stuff, um, there's one that's called the 10 million a year sales process, so there's stuff in here. Let me go on YouTube; here it is; I am, um, that video kind of covers it; I would say, I mean, at a high level, obviously, you know, we have whole programs on it and stuff, but, um, but yeah, anybody else have a question? It looks like Cory has a question in the chat box there. Cole, you can give me, read off her, you see it? Yeah, so so basically, I mean, it's more of a framework than a script, you know, I will say though, I mean, when you have a lot of these conversations, you get it pretty damn close to a script though, you know; it's it's kind of funny, like especially if you have the same people on the phone every single time, you can get it pretty close. Well, Cole, thank you very much, uh, that was a lot of content, uh, like Linda said, we will definitely, uh, post recording next week and make sure we clear the documents that Cole had, uh, provided for, so Cole, I appreciate, uh, appreciate all the the content there and you taking time, uh, to share this with us; that was really great. Awesome, man. Yeah, I know I fire-hosed you guys, but, uh, if you guys go through this recording, like a lot of the key points are there, so I mean, it's probably something to come back to, but, uh, yeah, I only I only know one speed, and it's like the fire hose, so appreciate it, man; I would love this recording, too. If

You could send it to me. Yeah, Linda, we'll we'll definitely get that to you. Awesome.

All right, thank you guys.

All right, Cole, thank you. You.