So lernst du jede neue Fähigkeit schneller

0:00I believe that anything can be trained. So, that's like a huge belief of mine. I do think it will take much longer for some people than others, to be clear. Like, I think you could take someone with Down syndrome and make them a neurosurgeon. It would just take probably more resources than anyone is willing to do. And so, basically, if you break down any skill, and so this is actually just cuz I'm excited to talk about training cuz this is something I like a lot, but the more skilled the individual, the vaguer the instruction. So, if So, I I just now I'm a co-owner of a school. And so, I said, "Listen, I'm going to promote school. That's what I'm going to do."

0:27That's the instruction. It's not like, "Hey, Alex, can you send emails?" And this is how you send an email. "Can you make content?" And this is how you want to write a hook. "And this is a Hey, and when you run ads, do you think you like No, no, no. Like, you can I can have one direction. Someone can say, "Hey, can we start a company around this?" They can give a vague directive, but I have all the subskills so that I can say, "Yes, I can do that." And I can execute on it. Right. Underneath of that, it's like, "Okay, now you've got somebody who just understands content marketing. Someone that understands sales. Someone that sits whatever." If you have a closer, you say, "Hey, go sell this thing." Right? But at the very basic level, every skill has subskills underneath of it. And so, it's like, "Okay, turn on the phone.

0:58Hit this button. Then hit this Like, at the Like, if you're going from the bottom up. And so, it's really just how much are you willing to train someone to get them to be proficient. And so, I just believe that you can break down skills to that level so that anyone can do it. And it just comes down to the resources of the institution of whether or not it's worth investing in that particular person. Got it. >> That's how I see it. And so, I do think that anyone And the thing is is that if you're an individual salesperson or you're getting into sales, you're the institution making the investment. And I sure as hell hope that you believe that you're worth the long-term investment of learning the skill because it works with everything, right? And so, like, if it takes you a year longer to become a top rep, who cares? Yep, yep, yep.

1:35>> That's how I see it. Like, maybe some guys can do it in a month. It might take you 2 years. Again, who cares? >> Yeah, I think people come in with building blocks, meaning like if if I were to come in and and do a sale, I have a I'm going to succeed a lot quicker cuz my building blocks. And it might not just be building blocks from sales. Like, sometimes you could see the building blocks from somebody saying, "Oh, okay, this person was in sports." That means they're going to be a lot less emotional to when somebody says no. They come in with a bigger building blocks than maybe somebody that wasn't in sports. So, you have to look at all those on the learning curve. But, two things. Number one, when you said investing into people. So, I'm going to shift this now more into a leadership and training conversation for a second.

2:09Who do you decide because there's a lot of people that say, you know, work with the people that are willing to learn etc. If I'm a business owner if I'm a sales leader, who do I decide to, you know, who do I decide to work with because I personally me, I work with people that show up and they get results and they keep progressing and they constantly get results. I think some people defend people because sometimes, you know, the person's trying or, you know, they're a good person or whatever the case is and I'm like, but are they [ __ ] making [ __ ] happen? We work with people in the organization that make stuff happen. Now, it might not just be money, but are they progressing it? You know, are they getting more booked meetings? Are they, you know, is their contact going up etc.

2:41So, who do you decide as a leader to put your attention on when the sales team is so big? So, I'll I'll do two layers here. >> Got it. So, when we cuz we we deal with the at the company level. And so, the first thing I did like when we scaled the the 40-person sales team was go bring in an exceptional sales director. And so, identifying exceptional sales director cuz I think depending on who's listening what what they're looking for, an exceptional sales director is somebody who in my opinion is basically a sales operator. And so, the best sales directors aren't even necessarily even selling because they have to basically sell the conviction of the whole team.

3:12They run the culture and the training of the sales team. And so, they have to be somebody who genuinely cares about people and they have to be willing to repeat themselves over and over and over again and sometimes play therapist and get someone out of a cold streak and be willing to role play until their eyes bleed because that in my opinion is what makes an exceptional sales director. They have to understand how to train and motivate. Underneath of that in terms of what what reps are we going to put more resources towards, for me it's following the playbook. And so, it and I think this is this is holding business owners and, you know, the people who are quote running things to a higher bar which is my entire objective like our sales team is you follow the script. Period.

3:51Now, if you don't close and you follow the script, you have won in my eyes. And if you followed up based on the cadence that we have and you said the things you were supposed to do, you could close no one for a year and I would be fine with it. Because if everyone is having that happen, then I need to change the script. That's on me. And so my first objective with the sales team is adherence. Because then I have a controllable. The vast majority of sales teams have 10 guys selling 10 different ways and that's why for most businesses it is about recruiting good sales people cuz they just give the directive sell.

4:20And then they have a one-on-one once a week and say, "Hey, yeah, just build more rapport and you know, like uh you know, just get your energy up." And like it just that doesn't help people. Whereas saying "Your first 5 seconds of call, you're introducing yourself poorly. This is the script. Try it for me. Uh-huh. Again. Raise your voice at the end and try it again. Okay. Five more times. Great. Next question." And so we want to drill one part of the script until they can breathe it. And then we move on to the next part. And for us, the one-on-one serve as the training function. And so like I don't know a better way to like in in my opinion, training comes down to shadowing in terms of game footage because I think the most expensive thing that someone can do as a business owner is waste leads on an inexperienced rep.

5:04It's bad for reputation cuz they botch things. It's super expensive cuz you lose the opportunity of making money. Everything sucks. And so I want them to train on as many old recordings as humanly possible. And so I want them to watch 60, 100 hours of footage, game tape of other guys doing great job selling so that they they're they're thinking about the script in their in their subconscious, right? You show them the negatives on the scripts too or no, just positives? I prefer to do positives cuz I want to train them on what to do rather than what necessarily what not to do. Um and so we focus there. Then when they do get on the calls, we only have them take half schedules, third schedules cuz we don't want them to, you know, quickly you know, bomb the first day and then like I have to deal with headspace stuff that will just you're going to take a couple calls and then we're going to review both the calls with the manager and they're going to go over, "Okay, and this is key. We say, 'Let's watch it, pause. What do you think you could have done better?' I'm not going to tell you cuz if I tell you, you're going to you're you're going to be like, 'This sucks. I'm like' cuz if I yell at you, you think I suck, right? And we do the same thing with the team. If the team's on the call and we do game tape as a team, which we do, like once a week with the the whole sales team, everyone, if the team comments, it's on what you did well.

6:09And then you get to comment what you could have done better. And then it's the manager's job on your one-on-one to then say, "Okay, Daniel, you needed to work on your rapport building." Or hey, "You're really soft on the close here." Or hey, "You're really struggling with uh the uh I need more information part." So let's let's drill that. Okay, "I need more information." What do you say? "Oh, what's your main concern?" Well, okay, now we can go into it, right? And so we want to drill in the most minute level what they need to say. And then do it over and over and over again so they say the same words every time. And then what happens, like the performance of the team, once you get that culture, if someone comes in and tries to go They're like, "Dude, this guy's not following the script."

6:47Like get this guy out of here. Like he's a joker. And so that way, we can control the variables so that we actually can have a sales system. And by doing that, we can really teach sales. That's how I like to do it. Real quick, if you are a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling roadmap, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly, where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page you can book a call with my team and we will look at the business, see if we can help. And if we can, we'll invite you out to Vegas and we'll do this in person live.