Wie man ein Sales-Team führt

0:00Let me walk you through how to manage your sales team. So, who You have a sales team, you have a sales team, you will have a sales team. Um you have a sales team. >> I have a sales person. >> Okay. Sales person. Uh Jack has a sales team. You will. Um you have many sales people. That's right. And you have sales people. PCC. So, just about everyone here. And you have sales people.

0:23Man, 100% hit rate. Look at that. Okay. So, I'm going to walk through this cuz I think it'll be valuable for everyone. Okay. So, one, you guys will get a copy of our um closer handbook, which is like what we hand every new hire. It has all the onboarding for like how we ramp everyone up, what their training schedule is, how we do every aspect of the training. Um but I'll I'll walk through this at a high level. So, Okay.

0:51>> [sighs] >> So, weekly we do a one-on-one between the sales manager and the salesman. Uh and then we do a team meeting. I'll explain what these are in a second. Um and then daily we do team training. We put training above everything else. So, this is blocked on every person's schedule. No one can can schedule sales calls during sales training um because we just It's like it is the most important, you know, half hour of the day. Um we schedule it at a time that is the lowest likelihood sales hour. So, for us, 10:00 a.m. is the is the deadest time um for sales for us in PST. And so, that's when we do 10:00 to 10:30. The only reason that you're allowed to skip is if you were late, you're on a call, and you're closing, and it's bleeding into the the the practice. It's the only time you're allowed to come late. Otherwise, you show up on time. Um Besides that, the way that it works is it starts with kudos. This is important because it's like if you want to reinforce behavior, um there's kudos and shout-outs. And so, basically, kudos is from the manager is him saying hey so-and-so did an awesome job. So it's like hey Pete you're leading the leaderboard for referrals or for reviews. If you want them to leave get more reviews, first thing you shout out is reviews, right?

2:09Then you've got team shout-outs which is the guys giving each other you know, kudos being like hey John you helped me out with that that you helped me role play this thing that I was struggling with and the next day I was able to close somebody using the thing you said. Really appreciate it, right? And like this is a cultural thing. Like the manager has to lead the culture because fundamentally like in every organization or department the leader is always at fault, right? So if the sales team isn't doing what you want them to do it's because the sales manager isn't doing what they need to be doing.

2:37And so we've got kudos which is from the manager, we've got shout-outs which is kind of peer-to-peer. Um and then we go into role playing. And so role playing follows a specific calendar. Now I've I've like I've done these things more times than I can [ __ ] say. Um this is this is the best. I felt like we've done a lot of teams. This is the best way to do it. Um so every script has four portions to it.

3:04You have an intro. You have a disco, so discovery. You have pitch. And you've got close. And so that roughly translates to Monday, Tuesday, Wednesday, Thursday. So it's like what do you do on Friday? On Friday we do hot topic. So whatever thing the guys are struggling with that week is what we work on.

3:28And I've done it where like all we did was objection over objection over handling which is basically close. Um like we work all the way through and we have to do that because like if you just do objection handling, you get way too much too many objections cuz they [ __ ] up the intro, right? If you just do intro, they [ __ ] up the close. And so we have to sharpen the whole sword every week and that's what keeps everything top of mind. And so when we role play manager models it, does it in front, and says great, does it with one person, models it, gets it locked in, they do it right, then they break into the teams, and then they do it with each other.

4:00That's how we do it. >> And do you do all of this on Zoom in the office? >> Yeah, Zoom works fine. Same exact idea. But that is the that is the team training, and that happens daily. Now, on a weekly basis, we do the one-on-one. The one-on-one is split into three portions. The first one is personal, which is like sounds obvious, but like how are you doing? Now, if someone just got broken up with, or their dad just died, or whatever the hell, then it's like how you do it like it's purely dedicated to that, because if your girlfriend just dumped you, you're probably not thinking about your [ __ ] objection handling, and so we're just going to try and help you do that. Assuming that your life isn't [ __ ] the next thing that we do is short-term. So, what's your quota? What are you working on right now? So, that means like, hey, you're like I've noticed so uh this one-on-one, they should be turning in three calls beforehand.

4:46Usually it's calls that they're struggling with. Like, hey, I I thought I should have closed this guy. Like, I [ __ ] this up. Um and like, can you help me on it? And so it's like, hey, the manager can detect like you're [ __ ] up the intro, you're you're not holding the frame, or like you're letting this guy take control of you. Here's a way to script it. Let's roleplay it, right? So, this is basically tutoring on the specific thing that that person needs help with. If someone's hitting quota, and they're doing an awesome job, and their life isn't screwed up, then we go to long-term, which is like, dude, you're crushing it.

5:12What do you want to do here long-term? So, then we're talking about career. Like, where do you see yourself in the next few years? What skills do you want to develop? How can we invest in you? Right, I don't have any today, but normally I have a couple sales guys are in the back of the room, because they're like, I just want to learn more about business. I want to learn about more more more about marketing. And so if they're in this room for like an all three day, that's like a a carrot. That's like a very big it's a big gift that we can give. I have a lot of people who work for me. A lot of people want to be in this room, right? And so it's a great way to reward, you know, reward the team.

5:40Now, um from a long-term perspective, this goes for everyone. Um but any repeated role within a business I take the position that you should have kind of a a bimodal or two kind of a two-pronged um career path. And so, one of the issues that you're probably dealing with um is that some of your sales guys who get good sometimes leave or they get headhunted, right? By some of the other guys. So, it's like how can I continue to keep these people long-term, especially in repeated roles? Sales, editors, customer success, like these are we have a lot of head count.

6:15So, let's just I'll just use sales, but like let's say you have a setter, excuse me, setter, and let's say you have a closer. All right? So, normally you look at a company and they're they've got a setter and closer and that's the career progression. That's the whole thing. But, if you're smart about it, you can go junior and senior and then junior and senior. So, this gives you 1 2 3 4 5 6 career progressions. Now, at the same time, let's say I'm just using simple math here, but let's say it's like you get 10 bucks an hour, you get 11 bucks an hour or per close or per whatever, and then you're getting Um again, I'm the numbers don't matter.

6:58I'm just making it up. And so, when someone starts, they're a junior and they're starting at 10 bucks. Now, within the first 30 days I want to give them a promotion as long as they just do the basics. They made it the first 30 days and it's like you want to give them something to call mom and dad home about and say, "Hey, I got a promotion." They're like, "Oh, that's awesome, sweetie." Like and it's like, "Yeah, I just got a raise." So, I got a raise and a promotion. So, that's the first kind of career advancement. Then we say, "Great." At uh like after they do the next kind of uh tier, it's like, "Hey, you got your first 10 sales? Are you set your first 10 sales?"

7:28Um so, you're no longer a junior setter, you're now just a setter. And so, with that they get a change in title, which does matter to people. And then from setter here they get their next they get their next bump. After hey, you got your first 50 sales or whatever it is. So now they get another bump in pay. And then you become a senior setter, which gives you two perks. You don't have to work weekends and you're next in line, you qualify to become a closer. I'm not saying you get the job, you're just now qualified.

7:58When the next opening comes up, you're on the short list. And that could be a year, who knows, but you're qualified to do it. No one else is qualified until you get to here. From here, you're like great. Now I became a junior closer. From there, junior closers start at 25. Boom, and now we're at they go to 30. When he gets his you get your first 10, you know, 10 kills. So they great. Now we go seven, you go same repeat repeat the same motion again.

8:25Eight. Nine. And then this can be like And for us we have three kind of positions from here that they can go like you can go manage, you can be a manager, you can manage a portco. You can work as an advisor. So we have obviously directors of sales who help people build their sales teams and stuff. And so it's like this gives them career optionality. >> Is this with every position? >> Yeah. With the positions that are repeated. Yeah, so the ones where you have a lot of head count, this this works really well. And so now when someone walks in, we're like well what you know, what's the career here look like? It's like oh dude, we have you have a lot of advancement that you can do. And so the idea is like I want someone to feel like every every you know, in the beginning it's like every month or two you want to feel like some progress. And then as they get further in you can start kicking it out three months, six months, even a year um as they get further along. And it's like you install something like this.

9:18Like we have There was a company that um JJ and I made an offer on. Really liked it, very sad. Um it was a nail salon chain. Um I know a lot about nails, Carrie, you know. Um And uh one of the genius things that this this lady had done um is that she created an amazing career progression for uh nail technicians. And so she had a progression like this. And for every like X amount of, you know, jobs they did or whatever, she would teach them a new skill.

9:46And it also it sped up on-ramping for her because she just had to teach them the most basic skill to do the one thing. And then once they prove they would stick past a certain level, she would teach them the next thing. And then their billables went up because they could do the little the little stars. And then she would teach them how to do a little monkey or whatever the [ __ ] right? And so she would show how to basically do higher and higher level skills and so they got paid more and more per hour. And so she would take girls who didn't have a high school diploma and get them to 75,000 a year working as nail techs and like that was twice the industry average. And so she'd keep them for years. And that was like her big genius. And then all of her nail salon girls were way better than everyone else's, uh, you know, techs. And so that was like the genius behind it. And so I like that.

10:27Yeah. >> You're bringing dollars for labor. Of course. >> Ever yeah. And so and with this title thing, um, just add a add a little perk if you can. So it's like you get the best parking space, you don't have to work weekends, you don't have to work after six, or the further away job like you can come up with like what are all the things that they [ __ ] and moan about. Instead of having it be a favoritism or like a um, uh, a seniority thing. It's just like, dude, that's the rank, man. Like and you're going to get there soon. Just like stay at it. And then with this total advancement, it's like, okay, well, what do we what are we measuring them on in order to advance them?

11:04I like, uh, um, like gross output. So what I mean would be like, um, once you do a hundred jobs, once you do two hundred because the idea is I don't want it to be on tenure because I don't want people to just think like as if I just stay here I'm going to advance. I want somebody to be incentivized to say like, well, if I can close a hundred deals in two months rather than six months, I can move up the ladder faster. Well, what does that mean? They're going to work weekends, they're going to work nights cuz they're just pulling the future forward. And so I wanted to be on gross output.

11:35And I know that like 200 sales should take if they're crushing it 2 months. If they're not crushing it 3 months or 4 months. And so I have like it can they basically somebody can go move really fast and go in 18 months or someone can move medium and do it in three or slow and do it in four and a half. And so like you can kind of control to a degree based on your work ethic and your skill. >> So would you do the same thing with this like a pain home sales person? >> Yeah. >> Like it's >> 100%. >> 4% and 5% and not

12:01>> Yeah, you don't have to do percentage you can do absolute amounts, whatever. Yeah. >> How would you do this for like a non-sales role like like a clinician? Like >> Number of hours, number of consultations. >> So yeah, okay. >> Mhm. And I would and and this is important. When you have whenever you do any kind of KPI has to be paired. And so for if we do sales volume, we also have to make sure they're they're doing that volume with an average close percentage of above X. I don't want you burn through my leads, right? And so it's paired. And so if I'm doing usually it's speed and quality or tend to be you want antag- antagonist uh metrics to be paired to come up with like North Star.

12:39So for the clinician it's like uh number of sessions and five-star reviews or that way they're they're keeping the quality high. >> Yeah, you work with uh you've done 100 type is now and you you get you know, five stars or >> No complaint yeah, a complaint you know, zero refund you know, whatever the whatever the metric is. >> How could you do that with cuz this fits in with with our model a little bit? >> I'm glad I brought it up. >> [laughter] >> Like our our our vet techs?

13:06>> Yeah. >> Sometimes I think our our more personal and actually sell [ __ ] more than say our doctors do. >> Yeah. >> And maybe implementing that with >> Yeah. >> your structure today. >> Totally. Helpful? >> Very. >> Good. So this is how we this is what the training looks like. Um and then the team meeting uh runs the same way as this except we play game footage in front of the team. So it's like hey, let's watch Danny. He did XYZ and then they're going to focus this meeting which is the this guy.

13:42That meeting is just going to be on game footage that we watched. That everyone needs to work so like sometimes like for you it'll be like seasonal. And so whatever the thing is that's happening right now, there's usually something that's going on. Yeah, whatever whatever the a thematic or trending objection or something that comes up. That's what we're going to talk about in the off in the in the extra slot. I've done a lot of sales structures. This works.

14:07>> So you think training for me I think training's probably biggest thing. Um, would you Okay, at what point would you say like okay, I actually cut hours out of actually seeing patients to then do training like cutting that out of like where do I see that number of like how much can I remove? >> We do 30 minutes daily. >> Okay. >> And for new hires who are doing like talking based roles, it's a two-week on ramp.

14:40And so we'll do first week is all basically they'll do two-a-days with the manager. And in between they are alternating between ride-alongs basically watching people sell. Um and script script memorization. And so I've already said this a lot of times but the way that you memorize a script is you pronounce two versions. You have a black marker and then you have them say the script out loud.

15:05And then black out a word. And then say it again. If they [ __ ] it up, they look at the clean version and they do it again until they get it without [ __ ] up the word and they black out the next word. And that means that the amount of times they repeat the script is the amount of words that are in the script. So you have 400 words, they're going to say it 400 times. And by the time they do that, they don't [ __ ] think about the words. >> You have them do that to you or on >> No, on their like No, the they're going to do that on their own cuz like we don't have time for that. Um but it'll be evident because at each so there's You'll see it in the in the sales handbook, but there's three milestones um that they have to get through during the on-ramp. Uh so it's like the first thing is scrub scrub memorization. Like if he can't memorize the words, then what are we talking about? Like you can't even say the words we already know work, so you don't get to talk to anybody until you memorize that. Once you memorize the core script, then we're going to do uh what we call recaps, which is basically taking uh someone's stated pain or problems and then recapping it or summarizing it into this is the L part, the labeling of the problem. So, what it sounds like is if you had more leads, the business would grow. Does that sound about right? Okay, so it's a marketing problem. It still takes skill to be able to abstract what they said into oh, it's in this bucket, this bucket, this bucket of problem. And so that's the second tier. So, you will know the words and you can listen to what they're saying and recap it in a way that then maps to what we sell. The third step is that they have to learn how to close and overcome overcome objections. And so, each one of those has a test where the manager says, all right, let's like let's go through the script. And if they [ __ ] up the script, they don't move on. And if they can't move on past like within two or three days if someone can't get like past the script, like we don't even put there's no point. Once someone passes all the milestones, they get a half calendar.

16:45So, they get half the like they get a half day essentially of leads cuz the most expensive thing I can do is waste leads, right? And so, they get a half day. If they hit KPI uh for 5 days in a row, they get a full calendar and they're on-ramped. If they don't hit uh KPI within those 5 days, they go back to remedial. They basically get one more kind of like on-ramp around their specific issue. They get another half ramp up. If it doesn't work, they're out. If it does work, they're in.

17:11That's how we can tell pretty quickly if someone's going to make it or not. But we have very structured training. And I think that's what most Like most people just like hire sales people and hope for the best. Yeah. It's okay. It's 90 It's 90 It's 98% of companies. It's just like I I also like am one of the best at this. Like I'm just like not doing like I'm like it's like what I'm known for. So. It just like I will say this but maybe even hearing this it's like we're not training enough. It's like yeah, if that's the big takeaway that you got then you got the right takeaway.

17:42We train a lot. Like JJ, how many times did you do the I mean actually you're not in value orders anymore but like you So, most of our advisors have cross-trained on multiple of the presentations. But like how many times did you do value orders before? >> And [laughter] I have replaced myself >> Yeah. >> And the new guy I was like do it 80 times. He laughed and I was like no, do it 80 times.

18:06>> Yeah. Yeah, then you crushed it his first try. It's a or at least his 81st try he crushed it. Yeah, I mean Tim, how many times you do it? >> They made me learn two one week to one >> Made They made me. >> [laughter] >> Literally to JJ's point, I ran it 80 on myself and Ed made me do it in front of him 20 times. >> Yeah. Yeah. Yeah.

18:31So, it's a lot. So, people People like, "Man, they're just they're just How do you find people like that?" I was like one, they're great people but two, it's like we [ __ ] practice. It's like even the the money model's launch, you guys saw the the the the pitch that that I gave there. It's like first off that was 1,700 slides in two hours. So, like every word that I said was scripted. There was not a single word that I said that was not on the screen. Um number two, like when I started going through like the stuff that was inside that came when you donated more books, I not only did I practice saying the words, I had to practice saying the words coordinated It's kind of like playing guitar and singing. It's like I had to unbox this relatively complex thing, set up these these trays, and then take this book and get the [ __ ] pages to not hit the thing and fall over, which I did have multiple times in practice, and get and then I had to like duct tape these things so they would be weighted right. Like and I would only have known that like if I just gone up there and just the first time, even if I just practiced the presentation and not actually practice while I have to click with one hand and I got to set the thing up with another hand. Like when do I when do I move the piece on what slide?

19:36Like all that stuff I had to practice. Um it's just like I think just people wildly underestimate how much work it takes. And that's why they still make as much and that's fine. And like it really does come down to like like you're just not doing as much work as you think you are. Like and that's why people keep harping on it but it's just like it's very hard to shout that in the mirror cuz like people just don't get it. It's like you're like oh 100. And even if I say this, you're not going to do it. But then when you come here and then like and whoever it was that you told the 80 times thing was like haha.

20:05Like he's seen my content. And he still thought it was a joke. It's like no, you're going to do it 80 times. And then what happens is like on the 10th time you're like I think I start to understand it. And then by like the 40th you're like oh, I kind of see the you kind of see the overarching flow. It's like kind of imprinted in your mind so you know where this really fits within the larger thing. And then like from 40 to 80, it's just all the tiny little oh, if I just transition here with this little bridge, it makes it really smooth. And I transition here with this little bridge or I'll make this little joke here. And so like if you've ever heard Tim give the presentation, he makes the same joke at the same slide every single time.

20:38And sometimes he gets the joke. Yeah. Asian Clark Kent. >> [laughter] >> Um but yeah. So hopefully that that that this applies for any role but obviously for sales. But that's the cadence. But it's not it's not like it takes I mean again it's like oh, I can't waste time training my sales team. It's like can you waste time having the sales team not get trained? >> No, you just don't really like it. >> Right. It's way more expensive an untrained sales team work leads. It's just like a short-term long-term. It's like yes, the first few weeks they'll lose 30 minutes.

21:09>> Mhm. But the immediate uplift, like you said you you like barely started training and you're like, "Oh, wow, close beats turn up." It's like >> I mean, like close beats used to be four to four to 500 people. >> Yeah. Yeah. >> So, like we've seen an >> And that's with this much training. >> Yeah. >> Right. Yeah, so it's like it becomes a culture of training. Like we have a culture of training. >> No, I mean, it's cool to see like the team buying into it. >> Yeah. >> Doing it.

21:35>> Because they see it work. They like they see it work. And I'm sure that like if you guys ever do something else like in the future, you're going to approach it with like, "Oh, I need to do way more volume than I thought I was going to have to." It's just like you just realize that there's I think Napoleon said like quantity has a quality all of its own. It's like at a certain point it's just like doing so much volume, you just learn how to do things better. You just can't help it.

22:02The boredom forces innovation and improvement.