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Why Your Sales Reps Shouldn't Advance on Tenure — Transcript

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0:00Let me walk you through how to manage
0:01your sales team. So, who You have a
0:02sales team? You have a sales team? You
0:05will have a sales team. Um you have a
0:07sales team.
0:07>> I have a sales person.
0:09>> Is [laughter] that a
0:10sales person?
0:12Uh Jack is a sales team.
0:13You will.
0:15Um you have many sales people. That's
0:17right. And you have sales people.
0:19PCC. So, just about everyone here. And
0:21you have sales people.
0:23Man, 100% hit rate. Look at that. Okay.
0:26So, I'm going to walk through this cuz I
0:28think it'll be valuable for everyone.
0:31Okay. So,
0:34one of you guys are going to copy of our
0:35um closer handbook, which is like what
0:37we hand every new hire. It has all the
0:39onboarding for like how we ramp everyone
0:41up, what their training schedule is, how
0:43we do every aspect of the training. Um
0:45but I'll I'll walk through this at a
0:46high level.
0:47So,
0:51Okay.
0:51>> [sighs and gasps]
0:57>> So, weekly we do a one-on-one between
0:59the sales manager and the salesman.
1:02Uh and then we do a team meeting.
1:05I'll explain what these are in a second.
1:07Um and then daily we do
1:11team training.
1:13We put training above everything else.
1:14So, this is blocked on every person's
1:16schedule. No one can can schedule sales
1:17calls during sales training
1:19um because we just It's like it is the
1:21most important, you know, half hour of
1:22the day. Um we schedule it at a time
1:25that is the lowest likelihood sales
1:27hour. So, for us 10:00 a.m. is the is
1:29the deadest time um for sales for us in
1:31PST. And so, that's when we do 10:00 to
1:3310:30. The only reason that you're
1:35allowed to skip is if you were late,
1:37you're on a call, and you're closing,
1:40and it's bleeding into the the the
1:41practice. It's the only time you're
1:43allowed to come late. Otherwise, you
1:44show up on time. Um besides that, the
1:47way that it works is it starts with
1:48kudos. This is important because it's
1:50like if you want to reinforce behavior,
1:52um
1:54there's kudos and shout-outs. And so,
1:55basically kudos is from the manager
1:58is him saying hey so-and-so did an
1:59awesome job. So it's like hey Pete
2:01you're leading the leaderboard for
2:02referrals or for reviews. If you want
2:04them to leave get more reviews, first
2:06thing you shout out is reviews, right?
2:09Then you've got team shout outs
2:11which is the guys giving each other
2:14you know, kudos being like hey John you
2:16helped me out with that that you helped
2:17me role play this thing that I was
2:18struggling with and the next day I was
2:19able to close somebody using the thing
2:21you said. Really appreciate it. Right?
2:23And like this is a cultural thing like
2:25the manager has to lead the culture cuz
2:26fundamentally like
2:28in every organization or department the
2:30leader is always at fault, right? And so
2:33if the sales team isn't doing what you
2:34want them to do it's cuz the sales
2:35manager isn't doing what they need to be
2:36doing.
2:37And so we've got kudos which is from the
2:38manager, we've got shout outs which is
2:40kind of peer-to-peer.
2:42Um and then we go into role playing.
2:45And so
2:46role playing follows a specific
2:48calendar. Now I've I've like I've done
2:50these things more times than I can
2:52[ __ ] say. Um this is
2:54this is the best. I've like we've done a
2:56lot of teams. This is the best way to do
2:58it. Um
3:00so every script has four portions to it.
3:04You have an intro.
3:05You have disco so discovery.
3:09You have pitch.
3:11And you've got close.
3:15And so that roughly translates to
3:17Monday, Tuesday, Wednesday, Thursday. So
3:19it's like what do you do on Friday? On
3:21Friday
3:22we do hot topic. So whatever thing the
3:24guys are struggling with that week
3:27is what we work on.
3:28And I've done it where like all we did
3:30was objection over objection over
3:32handling which is basically close.
3:34Um
3:36like we work all the way through and we
3:37have to do that because like if you just
3:39do objection handling, you get way too
3:40much too many objections cuz they [ __ ]
3:41up the intro, right? If you just do
3:42intro, they [ __ ] up the close. And so we
3:45have to sharpen the whole sword every
3:47week and that's what keeps everything
3:48top of mind.
3:49And so when we role play
3:51manager models it, does it in front, and
3:53says, "Great." Does it with one person,
3:55models it, gets it locked in, they do it
3:57right, then they break into the teams,
3:59and then they do it with each other.
4:00That's how we do it.
4:01>> And do you know if you're doing it on
4:02Zoom, it works?
4:03>> Yeah, Zoom works fine. Same exact idea.
4:05But that is the That is the team
4:07training, and that happens daily.
4:09Now, on a weekly basis, we do the
4:11one-on-one. The one-on-one is split into
4:12three portions. The first one is
4:14personal, which is like
4:16sounds obvious, but like, "How you
4:17doing?" Now, if someone just got broken
4:19up with, or their dad just died, or
4:21whatever the hell, then it's like,
4:23"How you doing?" Like, it's purely
4:24dedicated to that, because if your
4:25girlfriend just dumped you, you're
4:26probably not thinking about your [ __ ]
4:27objection handling, and so we're just
4:29going to try and help you do that.
4:31Assuming that your life isn't [ __ ]
4:33the next thing that we do is short-term.
4:35So,
4:36"What's your quota? What are you working
4:37on right now?" So, that means like,
4:38"Hey, you're I've noticed so
4:41uh this one-on-one, they should be
4:42turning in three calls beforehand."
4:46Usually it's calls that they're
4:46struggling with. Like, "Hey, I I thought
4:48I should have closed this guy. Like, I
4:49[ __ ] this up. Um and like, can you
4:52help me on it?" And so, it's like, "Hey,
4:54the manager can detect like you're
4:55[ __ ] up the intro. You're You're not
4:56holding the frame, or like you're
4:58letting this guy take control of you.
4:59Here's a way to script it. Let's
5:00roleplay it, right?" So, this is
5:01basically tutoring on the specific thing
5:03that that person needs help with.
5:05If someone's hitting quota, and they're
5:06doing an awesome job, and their life
5:08isn't screwed up, then we go to
5:09long-term, which is like, "Dude, you're
5:11crushing it.
5:12What do you want to do here long-term?"
5:13So, then we're talking about career.
5:15Like, where do you see yourself in the
5:16next few years? What skills do you want
5:18to develop? How can we invest in you?
5:20Right? I don't have any today, but
5:22normally I have a couple sales guys that
5:23are in the back of the room, cuz they're
5:24like, "I just want to learn more about
5:25business. I want to learn about more
5:26more about marketing." And so, if
5:27they're in this room for like an all
5:28three day, that's like a a carrot.
5:31That's like a very big
5:33It's a big gift that we can give. I have
5:34a lot of people who work for me. A lot
5:35of people want to be in this room,
5:36right? And so, it's a great way to
5:38reward you know, reward the team.
5:40Now, um from a long-term perspective,
5:44this goes for everyone.
5:46Um but any repeated role within a
5:48business
5:49I take the position that you should have
5:52kind of a a bimodal or two kind of a
5:54two-pronged
5:55um
5:56career path. And so, one of the issues
5:58that you're probably dealing with
6:00um is that some of your sales guys who
6:02get good sometimes leave or they get
6:04headhunted, right? By some of the other
6:05guys. So, it's like how can I continue
6:07to keep these people long-term,
6:09especially in repeated roles? Sales,
6:11editors, customer success, like these
6:12are where you have a lot of headcount.
6:15So, let's just I'll just use sales, but
6:17like
6:18let's say you have a setter, excuse me,
6:20setter, and let's say you have a closer,
6:22all right?
6:23So, normally you look at a company and
6:25they're they've got setter and closer
6:26and that's the career progression.
6:27That's the whole thing.
6:29But, if you're smart about it, you can
6:30go junior and senior and then junior
6:34and senior. So, this gives you 1 2 3 4 5
6:376 career progressions.
6:40Now,
6:41at the same time, let's say I'm just
6:42using simple math here, but let's say
6:44it's like you get 10 bucks an hour, you
6:46get 11 bucks an hour or per close or per
6:48whatever,
6:49and then you're getting
6:57I'm again, I'm the numbers don't matter.
6:58I'm just making it up. And so, when
7:00someone starts, they're a junior and
7:02they're starting at 10 bucks.
7:04Now, within the first 30 days,
7:06I want to give them a promotion as long
7:07as they just do the basics. They made it
7:09the first 30 days and it's like you want
7:10to give them something to call mom and
7:11dad home about and say, "Hey, I got a
7:13promotion." They're like, "Oh, that's
7:14awesome, sweetie." They're like and it's
7:15like, "Yeah, I just got a raise." So, I
7:17got a raise and a promotion. So, that's
7:18the first kind of career advancement.
7:20Then we say, "Great." At uh like after
7:23they do the next kind of uh tier, it's
7:25like, "Hey, you got your first 10 sales
7:26or you set your first 10 sales."
7:28Um, so you're no longer a junior setter,
7:30you're now just a setter. And so, with
7:32that they get a change in title,
7:34which does matter to people.
7:36And then from setter,
7:38here they get their next
7:40they get their next bump at hey, you got
7:41your first 50 sales or whatever it is.
7:43So now they get another bump in pay.
7:45And then you become
7:47a senior setter, which gives you two
7:49perks. You don't have to work weekends
7:51and you're next in line, you qualify
7:55to become a closer. I'm not saying you
7:56get the job, you're just now qualified
7:58when the next opening comes up, you're
8:00on the short list. And that could be a
8:01year, who knows. But you're qualified to
8:03do it. No one else is qualified until
8:04you get to here.
8:06From here, you're like, great. Now I
8:07became
8:09a junior closer.
8:12From there, junior closers start at 25.
8:15Boom, and now we're at
8:16they go to 30. When he gets his you get
8:18your first 10, you know, 10 kills. So
8:21like, great. Now we go seven, you go
8:23same repeat repeat the same motion
8:24again. Eight.
8:26Nine. And then this can be like
8:29and for us we have three kind of
8:30positions from here that they can go
8:32like you can go manage, you can be a
8:34manager, you can manage a portco.
8:40You can work as an advisor. So we have
8:42obviously directors of sales who help
8:43people build their sales teams and
8:44stuff. And so it's like this gives them
8:47career optionality.
8:48>> Is it the same with every position?
8:49>> Yeah. With the positions that are
8:51repeated. Yeah, so the ones where you
8:53have a lot of head count, this this
8:55works really well. And so now when
8:57someone walks in, we're like, well what
8:58you know, what's a career here look
8:59like? It's like, oh dude, we have you
9:01have a lot of advancement that you can
9:02do. And so the idea is like I want
9:03someone to feel like every every, you
9:05know, in the beginning it's like every
9:07month or two you want to feel like some
9:08progress. And then as they get further
9:10in you can start kicking out three
9:11months, six months, even a year
9:14um as they get further along. And it's
9:15like you install something like this.
9:18Like we have there was a company that um
9:20JJ and I made an offer on. Really liked
9:23it, very sad. Um it was a nail salon
9:25chain.
9:26Um I know a lot about nails, Carrie, you
9:27know. Um
9:29and uh one of the genius things that
9:31this this lady had done um is that she
9:33created amazing career progression for
9:36uh nail technicians.
9:37And so she had a progression like this.
9:40And for every like X amount of you know
9:42jobs they did or whatever,
9:44she would teach them a new skill.
9:46And it also it sped up on-ramping for
9:48her because she just had to teach them
9:50the most basic skill to do the one
9:51thing. And then once they prove they
9:53would stick past a certain level, she
9:54would teach them the next thing. And
9:56then their billables went up because
9:57they could do the little the little
9:59stars. And then she would teach them how
10:00to do a little monkey or whatever the
10:01[ __ ] right? And so she would show how
10:03to basically do higher and higher level
10:05skills and so they got paid more and
10:06more per hour. And so she would take
10:08girls who didn't have a high school
10:09diploma get them to 75,000 a year
10:11working as nail techs and like that was
10:13twice the industry average. And so she
10:15keep them for years. And that was like
10:17her big genius. And then all of her nail
10:19salon girls were way better than
10:20everyone else's
10:22you know techs. And so that was like the
10:24genius behind it. And so I like that.
10:27Yeah.
10:29Of course.
10:30Every yeah.
10:32And so and with this title thing,
10:34um
10:36just add a add a little perk if you can.
10:39So it's like you get the best parking
10:40space. You don't have to work weekends
10:42or you don't have to work after six or
10:43the further away job like you can come
10:45up with like what are all the things
10:46that they [ __ ] and moan about. Instead
10:48of having it be a favoritism or like a
10:50um
10:51a seniority thing. It's just like dude,
10:53that's the rank, man. Like and you're
10:55going to get there soon. Just like stay
10:57at it. And then with this total
10:59advancement, it's like okay, well what
11:00are we what are we measuring them on in
11:02order to advance them?
11:04I like um like gross output.
11:07So what I mean would be like
11:09um
11:10once you do
11:12a hundred jobs, once you do two hundred
11:14jobs because the idea is I don't want it
11:16to be on tenure cuz I don't want people
11:17to just think like as if I just stay
11:19here I'm going to advance. I want
11:21somebody to be incentivized to say like
11:22well, if I can close a hundred deals in
11:25two months rather than six months, I can
11:26move up the ladder faster. Well, what
11:28does that mean? They're going to work
11:29weekends. They're going to work nights
11:30cuz they're just pulling the future
11:32forward. And so I wanted to be on gross
11:34output.
11:35And I know that like 200 sales should
11:37take, if they're crushing it, 2 months.
11:39If they're not crushing it, 3 months or
11:414 months. And so I have like it can they
11:44basically somebody can go move really
11:45fast and go in 18 months or someone can
11:48move medium and do it in three or slow
11:50and do it in four and a half.
11:51And so like you can kind of control to a
11:53degree based on your work ethic and your
11:54skill.
11:55>> So would you do the same thing with this
11:56like a paying home sales person?
11:57>> Yeah.
11:59100%.
12:01Yeah, and you don't have to do
12:02percentage, you can do absolute amounts,
12:03whatever. Yeah.
12:05>> How would you do this for like a
12:06non-sales role like like a clinician?
12:09Like
12:10>> Number of hours, number of
12:11consultations.
12:12>> So yeah, okay.
12:13>> Mhm. And I would And And this is
12:15important. When you have Whenever you do
12:16any kind of KPI, it has to be paired.
12:19And so for if we do sales volume, we
12:21also have to make sure they're they're
12:22doing that volume with an average close
12:24percentage of above X. I don't want you
12:26burn through my leads, right? And so
12:28it's paired. And so if I'm doing
12:30clinician, usually it's speed and
12:31quality or tend to be You want
12:33antagonist
12:35uh metrics to be paired to come up with
12:37like North Star.
12:39So for the clinician, it's like
12:41uh number of sessions and five-star
12:43reviews or
12:45that way they're they're keeping the
12:45quality high.
12:46>> Yeah, you
12:47work with
12:48You've done 100 tapings and you you get
12:52you know, five stars or
12:54>> No complaint Yeah, a complaint, you
12:55know, zero refund, you know, whatever
12:56the whatever the metric is.
12:58>> How could you do that with cuz this fits
13:00in with with our model a little bit.
13:02>> I'm glad I brought it up.
13:04>> [laughter]
13:04>> Like our our our vet techs
13:06>> Yeah.
13:07>> sometimes I think our our more personal
13:09and actually sell [ __ ] more than say our
13:11doctors do.
13:12>> Yeah.
13:13>> And maybe implementing that with
13:16>> Yeah.
13:16>> our structure today.
13:17>> Totally.
13:21Helpful?
13:21>> Very.
13:22>> Good. So this is how we
13:25This is what the training looks like. Um
13:27and then the team meeting
13:28uh runs the same way as this except we
13:31play game footage
13:33in front of the team. So it's like hey,
13:35let's watch Danny. He did XYZ and then
13:38they're going to focus this meeting
13:39which is the
13:41this guy.
13:42That meeting is just going to be on game
13:44footage that we watched.
13:46That everyone needs to work So like
13:47sometimes like for you it'll be like
13:48seasonal.
13:50And so whatever the thing is that's
13:51happening right now, there's usually
13:52something that's going on.
13:54Yeah, what Whatever the
13:56a thematic or trending objection or
13:58something that comes up, that's what
14:00we're going to talk about in the off in
14:01the in the extra slot.
14:05I've done a lot of sales structures.
14:06This works.
14:07>> Do you think training for me I think
14:09training's probably
14:11biggest thing.
14:12>> Mhm.
14:12>> Um
14:13would you like at what point
14:16would you say like okay, I could
14:18actually cut hours out of actually
14:19seeing patients
14:22to then do training like cutting that
14:24out of like where do I see that number
14:26of like how much can I remove?
14:28>> We do 30 minutes daily.
14:29>> Okay.
14:30>> And
14:32for new hires who are doing like talking
14:35based roles,
14:37it's a two-week on-ramp.
14:40And so we'll do first week is all
14:42basically they'll do two-a-days with the
14:43manager
14:45and in between they are alternating
14:47between ride-alongs basically watching
14:50people sell.
14:51Um
14:53and
14:54script script memorization.
14:56And so I've already said this a lot of
14:58times but the way that you memorize the
14:59script is you print out two versions.
15:01You have a black marker and then you
15:03have them say the script out loud
15:05and then black out a word and then say
15:07it again. If they [ __ ] it up, they look
15:09at the clean version and they do it
15:10again until they get it without [ __ ]
15:12up the word and they black out the next
15:14word. And that means that the amount of
15:15times they repeat the script is the
15:16amount of words that are in the script.
15:18So you have 400 words, they're going to
15:20say it 400 times. And by the time they
15:21do that, they don't [ __ ] think about
15:23the words.
15:24>> You have them do that to you or on
15:26>> No, on their like No, the they're going
15:28to do that on their own cuz like we
15:29don't have time for that. Um
15:32but it'll be evident because at each so
15:35there's you'll see it in the in the
15:36sales handbook, but there's three
15:37milestones um that they have to get
15:39through during the on-ramp. Uh so it's
15:41like the first thing is scrub scrub
15:42memorization. Like if you can't memorize
15:43the words, then what are we talking
15:44about? Like you can't even say the words
15:45we already know work, so you don't get
15:47to talk to anybody until you memorize
15:49that. Once you memorize the core script,
15:51then we're going to do uh what we call
15:53recaps, which is basically taking uh
15:56someone's stated pain or problems and
15:59then recapping it or summarizing it into
16:02This is the L part, the labeling of the
16:03problem. So, what it sounds like is If
16:06you had more leads, the business would
16:07grow. Does that sound about right? Okay,
16:09so it's a marketing problem. It still
16:10takes skill to be able to abstract what
16:12they said into Oh, it's in this bucket,
16:14this bucket, this bucket of problem. And
16:16so that's the second tier. So, you will
16:17know the words and you can listen to
16:19what they're saying and recap it in a
16:20way that then maps to what we sell. The
16:22third step is that they have to learn
16:24how to close and overcome overcome
16:26objections. And so, each one of those
16:29has a test where the manager says, "All
16:30right, let's like let's go through the
16:31script." And if they [ __ ] up the script,
16:34they don't move on. And if they can't
16:36move on past like within two or three
16:37days if someone can't get like past the
16:39script, like we don't even put There's
16:41no point. Once someone passes all the
16:43milestones, they get a half calendar.
16:45So, they get half but like they get a
16:47half day essentially of leads cuz the
16:48most expensive thing I can do is waste
16:50leads, right? And so, they get a half
16:52day. If they hit KPI uh for 5 days in a
16:55row, they get a full calendar and
16:57they're on-ramped. If they don't hit uh
17:00KPI within those 5 days, they go back to
17:02remedial. They basically get one more
17:04kind of like on-ramp around their
17:05specific issue. They get another half
17:07ramp up. If it doesn't work, they're
17:09out. If it does work, they're in.
17:11That's how we can tell pretty quickly if
17:13someone's going to make it or not.
17:15But we have very structured training.
17:17And I think that's what most like most
17:18people just like hire sales people and
17:19hope for the best.
17:20Yeah. That's okay. Dude, 90 It's 90 It's
17:2298% of companies. It's It's like I I
17:25also like
17:27am one of the best at this. Like I'm
17:29just like not being like I'm like it's
17:30like what I'm known for.
17:34It just like I will say this but maybe
17:36even hearing this it's like
17:38we're not training enough. It's like
17:39yeah, if that's the big takeaway that
17:40you got then you got the right takeaway.
17:42We train a lot.
17:44Like JJ, how many times did you do the I
17:46mean actually you're not in value orders
17:47anymore but like you So, most of our
17:49advisors have cross-trained on multiple
17:51of the presentations. But like how many
17:53times did you do value orders before?
17:56>> I [laughter] have replaced myself
18:01>> Yeah.
18:03>> And the new guy I was like do it 80
18:04times. He laughed and I was like no, do
18:06it 80 times.
18:06>> Yeah.
18:09Yeah, then you crushed them on his first
18:10try. It's a or at least his 80th first
18:12try he crushed it. Yeah, I mean Tim, how
18:14many times did you do it?
18:15>> They made me learn two one week to one
18:17>> They made me.
18:19>> [laughter]
18:21>> Yeah.
18:22>> I ran it 80 on myself and Ed made me do
18:25it in front of him 20 times.
18:26>> Yeah.
18:29Yeah.
18:30Yeah.
18:31So, it's a lot.
18:33So, people people like man, they're just
18:35they're just how do you find people like
18:36that? I was like one, they're great
18:37people but two, it's like we [ __ ]
18:39practice.
18:40It's like even the the money model's
18:41launch, you guys saw the the the the
18:43pitch that that I gave there. It's like
18:45first off that was 1,700 slides
18:47in two hours. So, like every word that I
18:50said was scripted. There was not a
18:52single word that I said that was not on
18:53the screen.
18:54Um number two,
18:56like when I started going through like
18:58the stuff that was inside that came when
18:59you donated more books,
19:01I not only did I practice saying the
19:03words, I had to practice saying the
19:05words coordinated It's kind of like
19:06playing guitar and singing. It's like I
19:08had to unbox this relatively complex
19:10thing, set up these these trays, and
19:13then take these book and get the [ __ ]
19:14pages to not hit the thing and fall
19:16over, which I did have multiple times in
19:18practice, and get and then I had to like
19:20duct tape these things so they would be
19:21weighted right. Like and I would only
19:22have known that like if I just gone up
19:24there and just the first time, even if I
19:25just practiced the presentation and not
19:27actually practice while I have to click
19:30with one hand and I got to set the thing
19:32up with another hand. Like when do I
19:34when do I move the piece on what slide?
19:36Like all that stuff I had to practice.
19:38Um it's just like I think just people
19:40wildly underestimate how much work it
19:41takes.
19:42And that's why they still make as much
19:43and that's fine. And like it really does
19:45come down to like
19:47like you're just not doing as much work
19:49as you think you are.
19:51Like and that's why people keep harping
19:52on it, but it's just like it's very hard
19:53to shout that in the mirror cuz like
19:54people just don't get it.
19:55It's like you're like oh 100. And even
19:57if I say this, you're not going to do
19:58it.
19:59But then when you come here and then
20:01like and whoever it was that you told
20:03the 80 times thing was like haha.
20:05Like he's seen my content. And he still
20:07thought it was a joke. It's like no,
20:09you're going to do it 80 times.
20:11And then what happens is like on the
20:1210th time you're like I think I start to
20:13understand it. And then by like the 40th
20:16you're like oh, I kind of see the you
20:17kind of see the overarching flow. It's
20:19like kind of imprinted in your mind so
20:21you know where this really fits within
20:23the larger thing. And then like from 40
20:24to 80, it's just all the tiny little oh,
20:26if I just transition here with this
20:28little bridge, it makes it really
20:30smooth. If I transition here with this
20:31little bridge or I'll make this little
20:32joke here. And so like if you've ever
20:34heard Tim give the presentation, he
20:35makes the same joke at the same slide
20:37every single time.
20:38And sometimes he gets the joke.
20:40Asian Clark Kent.
20:42>> [laughter]
20:43>> Um but yeah.
20:44So hopefully that that that this applies
20:47for any role, but obviously for sales.
20:52But that's the cadence. But it's not
20:53it's not like it takes I mean again it's
20:55like uh I can't waste time training my
20:56sales team. It's like can you waste time
20:57having the sales team not get trained?
21:00>> No, you just don't want to waste time.
21:01>> Right. It's way more expensive an
21:02untrained sales team work leads. It's
21:04just like a short-term long-term. It's
21:05like yes, the first few weeks they'll
21:08lose 30 minutes.
21:09>> Mhm. But the immediate uplift, like you
21:11said you you like barely started
21:13training and you're like, "Oh wow, close
21:14rate's run up." It's like
21:15>> seen like
21:16I mean like good weeks used to be four
21:18to four to 500 people.
21:20>> Yeah.
21:21Yeah.
21:22>> So like we've seen an
21:23>> And that's with this much training.
21:25>> Yeah.
21:25>> Right.
21:27Yeah, so it's like it becomes a culture
21:28of training. Like we have a culture of
21:30training.
21:30>> No, it is cool to see like the team
21:32buying into it.
21:33>> Yeah.
21:34>> Doing it.
21:35>> Because they see it work.
21:36>> Yeah.
21:37>> Like they see it work. And I'm sure that
21:39like
21:41if you guys ever do something else like
21:42in the future, you're going to approach
21:44it with like, "Oh, I need to do way more
21:46volume than I thought I was going to
21:47have to."
21:50It's just like you just realize that
21:51there's I think Napoleon said like
21:53quantity has a quality all of its own.
21:55It's like at a certain point it's just
21:56like doing so much volume, you just
21:57learn how to do things better.
21:59You just can't help it.
22:02The boredom forces innovation and
22:04improvement.
22:06If you were the best sales person in
22:07your company, then your company will be
22:10always capped by you. And this is what
22:12the two-day workshop is for. Now, I want
22:14to be clear before I get into what it
22:15is. This is for million-dollar plus
22:17businesses that are trying to scale
22:19their sales team, where you are still
22:21probably the vast majority of the magic.
22:23Either you're literally taking calls or
22:24you are a big percentage of the revenue,
22:26or you have to be constantly on the
22:28sales team in order to get this to work.
22:29If you're in any of those settings, then
22:31this is absolutely for you. And so if
22:33you are tired of your sales relying on
22:35you and want a sales system that scales
22:37beyond you, then apply. That's the deal.
22:39And so if it is a fit, we look forward
22:40to seeing you out here and it's a great
22:42time. We'll talk about sales stuff. Like
22:43how could you have a better time? But
22:44don't take my word for it. Here's what
22:45other people are saying about workshops.
22:46They're
22:47premo and uh yeah. Can't wait to see you
22:49out there.

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