Leadership Strategies in Sales Management

hello hello hello how's it going good yeah you excited or what yeah we need dominating confident leader energy because you're you're in charge you're in charge there you're the boss yeah How are you feeling about this transition with you, you know, taking on the responsibility more? Like, how's that going so far? Because I know it's new for you. I think it's going good. I mean, it's so hard to try to get them to listen to me, but. And why do you think they're not right now? Or do you feel like they're not? Are you telling them like to do something and they're just not doing it? Yeah. I just, but a lot of that has to do with, we don't discipline them. Like you just let them kind of like walk all over me. Yeah. Yeah. But that's going to change. Now, are you afraid to keep them accountable? Is that like, is it a fear? What comes up in you when you like, how do you feel about it? I feel like. Kind of just because we have a hard time like finding sales guys. So like if we let them go, then what if we don't find more? So I feel like that's why we give them so many chances because we don't want to lose them. OK, so what do you think we should do about that? Not worry about that. No, that's good to worry about that. Business owners. we'll worry about that, but we're not going to worry about it. And just like, Oh, hopefully it doesn't happen. And well, I guess I have to learn how to deal with them and learn, learn how to live with them. No, the, the answer, the answer is go ahead and write this. Okay. It's, it's R I T A it's Rita, Rita. A lot of the problems that you guys are dealing with will be answered by Rita. Okay, it's recruiting is the answer. Yeah. So we need to be constantly recruiting and building the team here. So that way people know that they're replaceable and people know like, oh, man, there's other competition because you guys do have a really nice setup for people to make good money. Like it's very attractive. So are you guys doing anything to look for other sales reps? Are you guys recruiting? Yeah, well, we just did a video, but we had Sergio and Kevin and. Sarah Finn do a video like just for our social media that says that we're still hiring. Okay. Like yesterday. So it should be getting posted sometime this week. How important do you think getting more sales reps is? Well, I think it's very important because, I mean, you're never going to go wrong with so many. And thinking about the issue that you have with the fear of losing these agents or these salespeople here, even thinking about that now, how much more important does it make it? Very important. Even more important now, right? So like how is doing it? Because when was the last time that you posted or shared that you guys are looking? Well, it was like. Like two, three weeks ago, because we were hiring some for our third office. Okay, so do you think two, three weeks ago, and you said sometime this week, so it'd be like a month. Do you think a post a month matches how important? Yeah, well, it's just, we find it hard because, well, because we have Serafin now, he's new. But with him, we hired three people total, but he was the only one that stayed. So two of them ended up saying no. Yeah, that's fine. That's why we know how to keep people coming because that's what happens. Yeah. So do you think having one post a month is sufficient, especially knowing that you're going to get three and then only get one? No, I think we should do at least two to three a month. Yeah. So how can we make that happen? We need to. Okay. So I want you to mark it down and we need to be like, okay, team, your marketing team and let them know or have them actually create a campaign to, let's say, to bring in 10 agents who are commission only. So ask them, okay, I want you guys to come up with a comprehensive campaign. It's through social media, through all the different platforms. stories, static videos, testimonies, showing like paychecks of what they can make or a daily like to see what they do on a daily basis. Like, hey, come let me show you what I do as an agent with Heavenly Roofing. I do this and it shows like, oh, a day in the life. Okay. I think like, so these are all different types of ideas that your marketing team should come up with. Thinking of a better comprehensive, serious campaign to bring in 10 agents in the next, you know, 30, 60 days. Okay. So give them that target. Bring in 10 agents in the next 60 days. Okay. See how aggressive that is? Yeah. So now for them to be like, shoot, how are we going to do that? That means we have to be posting every day and multiple things. And you just go like this. Exactly. Because if we start getting people coming in, oh, yes, that's going to bring some juices with everybody, right? Now, let's talk about the ones that we have, though. Yeah. Right? So we can do that. That's one thing. But let's talk about the ones that we have now. So now that you did the one-on-ones, you went over things. Have they been doing anything different? Are they running the schedule right now? I know Sergio and Eric aren't because we've been having them do, like, the leads that come into the office. We've been giving them all of those that they go to all day since we took them away from the other sales guys. So we're only having Sergio and Eric do them. And so they're like busy all day doing inspections. But I did talk to Jennifer yesterday that we need to. figure like know the activity so we block it out of their schedule so they could still do inspections and activities yeah exactly yep um did you guys figure out how you're gonna do that yeah well i'll just talk to the receptionist and tell them hey like 10 to 10 to 12 no inspections for sergio he has to call us or like not to schedule anything that way they have those blocks out and then they could do both no excuse good i like it yeah That's a good smooth. All right. Now, so Sergio and Eric, now the other ones are doing it? Well, we did talk to Kevin. We put him on a two-week probation because he's done like one door knock this month. So we did tell him he's on a two-week probation until the end of the month. And same as Shane, we did the same thing for him. Sarah Finn still knew he's still training with Sergio. but With Shane and Kevin, they have until the end of the month, we told him he has to do at least 20, he has to bring in at least 20 leads a day. He kind of looks scared, but I was like, it's just what we have to do. And then we did, we did like write him up, like as a warning that we talked about this. So we give him kind of like a verbal write up. So we put it down and we're going to have him sign it, like document that we've talked. about this yesterday now what does it mean to bring in 20 leads what does he have to do we told him it just has to like we like even if it's not a sale he needs to like talk to somebody like he can come back another day like because he at least how are they going to prove that well we're looking at getting this new um crm to help with that so they can like So pretty much how it works is they can have an area where they door knock and they click on that house and they can put on there and it helps us track their activity all day. Yeah. What is that one called? Sales Rabbit. We learned about it. We did a demo this morning, but. And that's specifically for your type of industry or what? Yeah. That sounds really nice. Yeah, it actually was. We were. speechless are you you're able to do calls through their text emails are you able to do follow-up campaigns that are automated can you connect it to your social media yeah it's a they said that it integrates with the crm we use so it can all be connected so it integrates with accolades so are you telling me And so you guys, so right now, how are you going to track it? Because you don't have that CRM. No, well, we told them they have to write it down and every day or every morning that they have to come in and bring us the paper that they did themselves. And then we'll put it on like a whiteboard every day. So we told them they have to bring it in to us every day. By what time? Well, we just said every morning. So usually they come in around 8, 9. So they're 8 or 9. They come in. They need to have a sheet, like a spreadsheet. Yeah, because they don't write anything. Like if they want it on their phone or just paper person. But we need to have some type of proof that they did all this, some type of activity with somebody. But what information specifically do I? me as an agent need to give you in the morning? So we told him he has to write down the addresses on the houses he knocked, if they answered, if they did it, and then if he made phone calls, who he made the phone call to, like the person's name, and if they answered or he left a voicemail. And how about a follow-up commitment? What do you mean? Because here's the people I went, leads. Now they need to have a plan to follow up with those people, right? Because think about it. Every day I'm generating 20 leads. Yeah, well, we told them that. Because they have a habit of like, let's say like I went to your house, but you said, oh, maybe come back another day. They won't add it into our CRM until they go back. So we have no idea that they talked to this person. So we told them that they have to add it. Like, doesn't matter if you're going to go back another day, just add it. So it's on there. And that way we know and we have that note that he's supposed to go back. OK, so that's the next thing that needs to be clear in your SOP. OK, so your SOP is every day you're going to you're going to bring in 20 leads from the previous day by 9 a.m. latest. And you need to have it on my desk. Like you need to be specific, like in my email and on my desk, like be specific as to what's expected. Right. And then this is the information that I need from you on this, whether it's a printout or an email or a text. You need to know the addresses of the, like how many houses, the addresses. Did they answer or not? Did you call? If you did call and someone answered, who was it? If you had a conversation, whether it's in person or on the call, how did it go? Right. And then they have to enter it into the CRM. Yeah. By what time? By nine? Well, we've told them, we've always told them they. They should be putting a note or anything before they leave the house. So let's say you have an inspection at 9 a.m. and you finish around 9.30. You should like sit before you leave. You should just, they should just be doing it while they're sitting outside the house. But a lot of them have a habit of, oh, I'll just do it later tonight. But I'm like, what if you forget by then? Or what if you forget to do it at all? And then like two days later, we're texting them like, hey, I have no note to photos. What's going on with this person? Okay, so before driving away, they must do the CRM notes. Yeah. So that needs to be a part of the CRM and part of the documentation, the SOP. And you sit down and you let them know. Like you even get with all of them and you freaking draw it on the board. Like, look, when you guys come in, this is what I expect this time. You're writing it on the board. You're going to give me this information. The paperwork is going to have all this. I'm going to be able to go into the CRM and I'm going to be able to match the information that you gave me because you're going to have all the same thing into the CRM. Yeah. Right. That's that way. Anybody have any questions? OK, let me tell me what you heard me say. Tell me what you heard me say. Tell me that way. Everybody's clear. Right. You give them a documented thing. Everybody's signed. This is how we're doing it from now. And then now comes the next part. Keeping them accountable. Right. So which is fine. It's easy. I mean, so now they, especially with the CRM. So what do you do in the morning? Or you or Jennifer, who's going to do this? Or in the morning, you're going to check by nine o'clock, was it turned in? And does it match? Does it match the CRM? Yeah. Right. Who's going to, who's going to do that? I would probably have Jennifer do that. So she's going to check every morning by what? By 930? Yeah. And then she needs to have her SOP. Okay, Jennifer, every morning you're going to come in 930. You're going to go into the CRM and one by one for each agent, you're going to make sure that they each got 20 leads in because that's their minimum goal. Yeah. 20 leads that's from door knocks only well it just it's just more like pretty much it's like 20 i think about it like 20 people you talk to because whether they're outbound calls or door knocks doesn't matter they just need to have conversations because it needs to be 20 it needs to be 20 new leads 20 new leads yeah which is interesting conversations like interested conversations yeah because you could knock 20 doors but doesn't mean every person is going to answer so like realistically you might need 60 doors to get 20 people okay so that's different yes all right so that needs to be clear so everybody knows every day i need 20 new daily need daily new ones that are interested and how do you know that because you had a meaningful conversation with them that that qualifies that being a lead, right? So for this list that I'm giving you, I shouldn't even have these conversations, these questions here then. Right. So it shouldn't say, did they answer or not? Because you're not counting them if they didn't answer. Right. Well, it would, that would be used to track like. Okay. They're still going to have a list of a hundred, but these are the 20 conversations. I'm good. So that way we can do the follow-up of the other ones. Okay. So now they're going to bring that in. Jennifer, you're telling Jennifer her SOP at 930. You're going to come in. You're going to check, make sure they all have 20 leads, new leads, right, that are interested. And there can be more. But all of them are going to be there. And they're going to have information on all of them, whether they had conversation with them or not. They're always going to have the addresses, if they answer or not, if there was a phone call, if so, who, if there was a conversation, who, how did it go? And then that's inserted into the CRM, all of them, right? Yeah. They see that there was 50 door knocks. All those 50 should be in the CRM and match the notes, right? And then the 20 that they had conversations, that's going to match the notes. So, Jennifer, that's what you're going to be doing. This should take you, Jennifer, about probably about an hour. We'll make it a goal to get that done in an hour. And then you're going to give me the information, the updates, right? And then the next part is what? Okay, if they're not doing it. boom you have a meeting with them right away okay hey i um remember we talked about the 20 new daily leads yeah yeah okay well what happened and and at this point they're going to want to tell you stories and excuses and you're you're going to listen but you're going to be like okay so what are you going to do you're not going to you're not going to agree with what they're saying and you're not going to get into their stories or excuses or try to fix that for them They need to figure it out. So for you, they can be like, oh, well, it's because it was hot and I had to go pick up my kids or they're going to have all these things. And you're just going to go. Also, you're saying that you didn't hit this goal that you and I committed to because of this, this and this. And they're going to say, yeah, yeah, yeah, exactly. And then you're going to say, OK, well, what are you going to do? Because, you know, this is our new goal and it's it's mandatory. What are you going to do to fix it? So that way tomorrow you hit it and then you pause. and you wait for them to answer they need to figure this out you can support them you're going to help them you can provide training but first you need to get them to commit to something like well you know what i'm just going to make sure i block the time no excuses then you're going to be like okay so now you're working with somebody who's willing and then you can ask okay can i support you in anything is there any specific trainings that we can support you with want you to win but you have they have full control of their activity there's no excuse There's no excuse for that. Now, how many clothes? Okay, we can get better on those skill sets, but they have no freaking excuse on, you need to make sure you bring 20 in. Like if that takes you off course, you need to get that done, right? So the next thing for you guys is to be meeting with them right away and to have that conversation. And that's where you go into to start to write them up. Okay, so let me share with you a system here to kind of bring everything that we're talking about right now. Let me bring it into a system. Okay. All right. So any questions so far or any other things you want to bring up? No. Okay. Where's the next thing there? Here's the system. This is going to help you with leading them because as sales reps, most of them fail not because. they don't know how it's not because they're not showing up right it's because they're not putting their energy in the right things yeah and that's our job because no we're not showing them how to win daily we need to show them how to do it they don't know how they they're just doing what they've been doing right so i'm going to give you a system right now that's going to give you a rhythm routines so that way it removes excuses of like oh it didn't happen this time no this is a rhythm and a routine this is just how we do things Because reps, most of the time, most of the time, they're not lazy. They're just not clear. They're just kind of lost. They're just going through the motions. So they don't really need like, hey, motivation. They need us to lead them with structure and to follow up and repeat. Like, that's what they need. And there's actual statistics that say this, that they will say that reps, that sales agents that have a clear daily system. that's clear for them to follow are 50%. They're up 50% more in appointments than people who don't have it or just managing as needed. That's a big jump. So let's talk about, you know, they're right now we're talking about the 20 daily new leads, right? So whether it's door knocking or calls, they need to generate that. So specifically, let's talk about door knocking. So I know that stuff that we've been talking about and things that you're starting to implement. So good job. I heard you right now saying we're going to put it on a board and that's awesome. So update that. And I want to make sure that it's that you have this part done now. Okay. because when your reps don't know their numbers, they're not going to improve. And if you don't know their numbers, then you can't lead them. So this is why we want to have those numbers blasted, right? So like starting like having a tracker for the door knocks, conversations, leads, contracts signed, right? What are those going to be those most important numbers that you're going to blast on the board, right? Do you already know that? We haven't put together like... What would be the most important? Because all we have right now is the yearly total. Okay, so let's think about that right now. So leaderboard. So it'd be, because I've been spending a lot of time training. One of my chat GPT things about your guys' business and. creating ideas for you guys. So it's getting really excited. So watch what I'm gonna do right now. I need a leadership board for Heavenly Roofing, period. Oops. I need you to make me a leadership board for Heavenly Roofing, period. With their sales reps that they have and the goals that we have set up for them, I want you to give me the... Top three to five KPIs that we need to track and make visual, period. And I just pop it into my machine here. I'll get it. Here it goes. And you guys are going to use a whiteboard, you said? Yeah, we have whiteboards that we use. We. Okay, so here's an example. Let me, I'll show my screen here. See my screen? Yes. Here's an example right here. Like you would have this on your board, you know, on the top, revenue closed. And you can do revenue closed by year, by month, so they can see what they have so far. And then you can see who's the top of this month. You know, appointment set, follow-ups made, closing rate. This is it. An example. So let's do this. How do you track a closing rate? Like, is it just like math? Yep. Yeah. You just, for an example, let me finish this real quick at door knocks and outbound. So for an example, closing rate, if you call 10 people and you know, one per and three people are interested. And out of those three, one closes, that's a 10% closing rate, because out of 10 calls, one closed. So you just add them up and divided by like, what, 100? No, you get the percentage of calls and you divide it by how many closed. So if I called 100, I divided by two close, that'll tell me, you know, 20%. So that'll give you the percentage. So now let's, here's a different one. Look. So now you have the reps and you have, okay, how many doors, doors knocked, how many outbound calls, how many appointments set, right? You know, there's another way to measure right there. Revenue close. You see that? And I think the whiteboard we have is big enough to put it like that. Perfect. And then all you need to do is just, you know, you're just updating as they're adding more. Yeah. Because we could even treat it monthly and still put the revenue close for that month also. Exactly. Yep. This is I'm telling you this. It seems like not a big deal, but man, it's going to change so much in your mindset and their mindset. Right. So then then look, you're. Now, what do these mean? Door knocks. This is homes visited to generate new leads. Now you have an explanation of what each of those things are. Yeah, because we already have the bonus section. It says we do a monthly. Like last month, we did whoever got the most approved sales with an iPhone. So Sergio went on a phone last month. And then we're doing the same thing like this month. So we've been doing new ones. And Sergio knows he gets. he had a few house approved so he'll tell me hey make sure you update my board he's like i want he's like i'm tired of seeing that old number yeah exactly that's that's what happened i love it other people are gonna other people are gonna see that and be like shit i want to be on the board like i'm on the board but i'm on the bottom of the board ouch like yeah i've been telling kevin because my brother he's 17 so in the summer he door knocks And he just got one for $30,000. So he actually just topped Kevin. And I was like, Kevin, you're letting a part-time sales guy beat you? He's 17. That's exactly what that is. And it gives you things to be able to say because you see the number. Otherwise, you wouldn't see it and it doesn't create that. Yeah. You're experiencing it. I love it. Yeah. Okay, so we're talking about the door knocking right now, right? We want to make sure. So now we have idea of the leadership board. You saw that, right? Yeah. And when it comes to door knocking, then we need to be, you know, specific of what that means. And we talked about what that looks like, right? Then comes, you know, you reminding them of this and reviewing it every morning. Like, we really need to be serious. They need to feel they need to feel like, shit, this is different. Like, this is serious. It needs to almost feel like I don't like this because they're pushing me. It needs to feel like that. Yeah. Reps, some they need to submit it every single day. Right. So they're doing that. That's non negotiable. Awesome. They're gonna be saying their their numbers there. We're gonna have it on their board. So we're gonna we need to review it every day. Look at it. And you're gonna see red flags by looking at the numbers. So that immediately shows you, okay, I need to go talk to so-and-so about this because this number is really low. It shouldn't be there. Boom, you go sit down. You need to go already start having those meetings with them, right? And this is you saying, and even in your morning huddles, you should have morning huddles where they're sharing three wins from yesterday and three goals for today. So that way you can celebrate. It's a positive thing. All right, here's my goals today. That's great. And this is where you remind them. All right, team. Remember, if we're not tracking it, we're not improving it. Like you're giving them focus on the numbers. Right. So remember. So, you know, even like let's say this is the first huddle. So remember, starting today, I want you guys to have all your numbers logged and we're going to have it on the board. And every morning you need to make sure you guys come in and it's not about, you know. This is about a healthy pressure to get our numbers to go up because I want you guys to make more money. Right. Yeah. That's a morning huddle type of, you know, script of what you would say. It's something quick to the point, but it's getting them to focus on the numbers. Right. And then and then the ones that have low numbers that you can see on the board. Hey, Carlos, can I let me go talk to you in the corner over here? Let me go talk to you. All right. Hey, Carlos, I noticed that your door count dropped 30 percent from last week. Are you good? What's going on? Right. And you let them say things and they're going to come up with some excuses or blame and you'll be like, OK, so what are you going to do? This is what I want you. I want you to make sure you're blocking your time and you to make it happen because we need to get your numbers up. You need to catch up. Right. So I'm going to be. We're going to go over this. So that's you having that one on one. Right. So that this is you starting that that pressure on them. Because remember how you're telling me, like, I need to be like when I fire people, like this is what's going to set that up. to where it's not going to be weird and awkward. And they're not going to be surprised about being fired either, because all this has been happening before. So when you have that conversation of like, you know, I'm gonna have to fire you, they're gonna be like, I know, I know, they're gonna know. They're going to know what's coming because of this whole system that we're laying out here. All right. So another thing that's going to be important for you to keep them focused on the numbers. So you have your morning huddles. Right. And yes, we're doing trainings. I'm doing trainings with them. That's good. But you should be doing trainings with them yourself to create influence and more push. So even at short little meetings. um if it's let's say 15 minute um you know huddle meetings where you're you're coaching them you're not like managing them by surprise you're just coaching them weekly so every let's say every monday or every friday whatever it is you pick and it's set in stone and there's three specific questions that you ask their performance questions so it's like hey what worked for you last week what blocked you Right. What's your your door plus lead goal this week? Right. And then you log the answers and then you keep following up with them to make sure that nobody escapes the accountability. So so now you're going to go and you're going to check it like, all right, guys, this is this isn't a check in. This is a level up. Give me your numbers. Give me your plan. Tell me your obstacle and we need to deal with it. This is that kind of tone. Yeah. Right. So so can you share back what you got? back from that part first and then we'll move into okay how do you start to you know document them and write them up well well i like the whole thing of now i can actually visualize doing that board um i don't even know you could do chat like that for um but definitely studying like the the huddles we don't really have sales meeting with them because if we go based off like Sergio's availability but even if we if I just did it myself like just a little huddle asking the three performance questions like what worked last week what blocked you and then what's your new goal for this week love it and it's it's this is the mandatory meeting everybody needs to be there this is important everybody has um and they're looking good smelling good if they're on the field then they need to pull over and get on a Zoom call and need to have your camera on. Like, yeah, things put in place like this is what we're doing. So now let's talk about accountability. And this is you have an accountability without apology. This is just we're building a new standard. We're building a business and it's building something that they are going to be proud of. They're going to be proud to follow, too. You know, they just don't know it yet. We're just setting it up, you know. So you don't need to, this is not about you being mean or having to yell or having to be a jerk to start getting them to do things. It's not about that. Okay. So I know you were saying like, I don't know if I'm too nice. I think you probably are because you have a very low sweet energy, which is nice, but it's not going to push people. They're not, they're going to feel like, eh, I don't have to do it. What is she going to do? Right. But you don't have to be loud and yell or anything like that to keep them accountable. So that's the good news, right? But you do need standards. You need visibility. You need consequences, right? You need to have that set up and consistent. Now, most reps, they're not afraid of consequences. They're just unclear of the expectations. So like if they know how like you're getting. It kind of it gets frustrating after a while because you keep repeating yourself. You keep, you know, you're tolerating weak performance. You're not producing and you keep tolerating. So it's time to like set a line and really start to lead. Right. So here are some things that we need to start to put in place. So the first thing we need to declare the non-negotiables. We need to make it very clear. Make it official. Non-negotiable must not an option. So how do we do that? How do we declare the non-negotiables? How do we make it official? So if it's not posted, if it's not repeated and signed, then it's not real standard. Yeah. Posted, repeated and signed. So it needs to be up for people to see it, right? It's emailed, right? It's posted in groups, right? In the group, it's all, it's posted, it's repeated. You're, you're repeating it, especially in the beginning, more like. When it's not a part of the system, you have to keep repeating it and it's documented and it's signed until those things are happening. It's not a real standard. So an example. um let's say we have we need to set the clear measurable non-negotiable so what would be three so let's let's like an example for us okay so 20 door uh 20 leads 20 leads a day yeah non-negotiable clear every day by this time you have to bring in 20 leads and this is what a lead means blah blah blah and this is how you turn it in right non-negotiable period second thing maybe um it's uh And then... knock the the tracker submitted you know how they had to put in the um or this could be a part of the same one or another non-negotiable you can make it a second one or a part of the door knocks okay but what i mean is you after every visit before you leave the house you are doing the the crm you know thing like that's a non-negotiable right another thing that's non-negotiable Is our morning meetings and our weekly trainings. Like, you know, that's another example of these are non-negotiables. You have to be doing this. Yeah. Right. So what would you say that non-negotiables are that you need to communicate? And it's good to be based on like things that are going to produce money. Yeah. Well, definitely the. I would say that adding the notes is one of the most important ones that we have right now that we struggle with them. Also, the way they take their photos, because they have specific photos they're supposed to take of like the roof and the house outside. And I also did tell them that they have to take at least 50 photos of each house. But sometimes I'll get 10, maybe 15. Okay, so then these are things that need to be documented, right? Repeated and signed to make these things standard. So that's good. That's fine. Okay, we're going to do that. You have to do this many and this is what I expect. Yeah. So now you need to have all that documented. So this is where you, I mean, I can help with some of these things too. I'll give you some things for you and Jennifer to work with, okay? What we're talking about to save you some time. Um, but night and you need to clarify it, go over with your mom. This is what we're doing. Agree. Post it in the office, print it out and freaking folders, meet with them, repeat it weekly, have them sign the standard. Right. And, and, and you're going to keep them accountable. So this is you being in there. Like, look, basically I'm not here to be liked. I'm here to build team that wins. And these are the standards, no confusion, no excuses. If we can make some money, it's that kind of tone. Okay. Right. Okay, so let's get to the last part right here. So any questions so far on what we're going over? Oh, no, I got it clear. You know what you're going to be doing with it, though? Because obviously, I'm not just sharing information. We're like, okay, we're going to implement this. All right, so next thing. So now we need to use the scoreboard. So this is something that you're starting to do. So this is... Oh man, I'm excited. This week is going to be, this next week is going to be awesome having the scoreboard up. So this is using the scoreboard. So this is letting peer pressure. It's going to do a lot of work for you right here because numbers don't lie. And when reps see how they, how they, they see how they stack up, whether they're rising or they're dropping, it puts a lot of pressure on them. So this is you. You said you're going to use a whiteboard. So that's great. We just went over what that could look like. So you're going to create that today. Are you going to have that up today? Yeah. Perfect. Yeah. So then now we start to rank them, right? You can start to like even just get like a sticker next to one, like a star or something, like to show like the top winner, highlight them a little bit. When you go in the morning, you get everybody to clap for them. Like, hey, look who's on top today. Come on. even if it's the same person, like is giving them. Like recognition, right? It's given that recognition because that's recognition is so powerful. So you're celebrating the top three. You're celebrating the top one and you can give them those gifts. Like you're saying those different things, incentives, right? And then the ones that are on the bottom, you're talking to those ones privately one-on-one because they need to step it up. Yeah. So like for them, it can be like, all right guys, like a weekly review. Hey. Top reps this week. You know, you bring everybody. We have Carlos, Sophia, Marcus. Good job. You know, keep up the energy. You know, bottom reps, you know who you are. You just need it. If you need help catching up, let me know. But we're not here to carry you. Right. These are the types of conversations you're having. Now comes, okay, we're doing this. This is where you're going to be at now in the next couple of days, the next couple of weeks. Okay. Because right now what we're talking about, that's where you are. Now comes the next parts that I'm going to need to get you to get ready for. And this is the consequences. So this is called the three strike system. And this is bringing consequences with clarity. And it's not about emotion. This is just being clear. And drama isn't leadership. Systems are. So we're going to have a system. Doesn't need to be drama or weird or awkward or us to feel bad because they're doing it to themselves. We don't need to feel bad. Right. Because it was clear and they're not doing it. So you're not committed. So I can't commit to you either. Rita, I'm hiring a time. That's why we need to be hiring. So that way we're not feeling pressured to be like, oh, no, I need to keep them or they don't feel like. divas because they're like, hey, they need me. It gets rid of that, right? Now here, what does it look like? So here's an execution system for the three strike system. So here's an example, strike one. So this is where, let me show you my screen here, my notes. See right here, an example. So strike one would be. OK, what what happened and how do we fix it? So I find out after I told everybody about the 20 leads, Jennifer came in. She did her SOP and she comes back and gives me an update and says, hey, you know, Eric or Sergio didn't didn't do the 20 didn't do 20 leads. Right. So then, boom. So you go and you sit. right away hey what happened how are we going to fix this you know we already talked about this 20 leads so how are you going to fix it so this is like a verbal so they need to commit to it there right and and so now you're like all right so i'm going to meet with you tomorrow to make sure we're doing this so strike two looks like okay you're you're not meeting the standard whoops you're not meeting the standard what are you going to do We already shared this. This is your last warning, basically, before you write them up. What's the plan? How are you going to do this? Strike three. All right. And you have two people here, basically, right? They're on probation, two weeks. So this is where we're like, okay, we need to talk about how this is going to go. This is not working. We give you two week probation. This is where you talk about that because I'm not here to babysit. you know, you were here to set the standard here, right? So, and if they've been doing this two weeks in a row, like, look, you've been this two weeks in a row, you've missed it. You're not hitting your, you're not bringing any money in. So you need to either step it up this week or we have to change your role or this role just might not be good for you. Yeah. And if they need coaching, then we're here to support. Now, if they still don't do it, this is where you have the next conversation. It's already been documented. They already know. And now you need to have the exit, everything ready to be exit. So you have their last check ready, right? You have that meeting. Go over the paperwork. Give them their last check. Clean up their stuff. Thank you very much. Bless you. Rita, recruiting is the answer. Recruiting is the answer. So three things here. First, Rita, what are we going to do there? We need to recruit. Yeah, work on our campaign. Okay, so tell me how you're going to execute and by when. I know it's very simple. I know we went over this, but I'm just getting the last commitment. Are we talking about the campaign? Yep. Oh, so we said we need 10 new sales agents by 60 days. Okay. And they're going to come up with your campaign. When are they going to give you that campaign? How long are you going to give them? Because if you just say, hey, come up with this, they're going to be like, okay, I'll tell you in a week. So you need to tell them specifically, hey, I need a campaign. This is what the campaign is for. Get, you know, get creative because this is your goal. I need you to bring, you know, 20 people on or what I say, 10 people and people in the next 60 days. So that means, you know, in order to get 10 people, you already know you need to interview like 30 people who have 10 good ones, you know? Yeah. So that's how it's going to be. So what does that mean? You need to be ready. for those recruits, do you have your offer ready? You know, do you have the onboarding stuff ready? So we need to start making noise and okay, let's start doing the interviews. They start giving them our offer and let's start onboarding them, get them in here. So we need to be ready for that. So does that make sense? So that's recruiting. And then we talked about the second thing was the whiteboard and what you're going to be doing there. So what are you doing there? And by when? Probably tomorrow morning because we have Zoom the rest of the whole day. But putting all their KPIs, just their outbound calls, the houses they doorknocked, the total, like the closing rate was one of them, appointments, I think average job sale. all these so they can see these numbers next to each other um on that whiteboard and you're gonna do that you said by tomorrow yeah i'll just i can do it tomorrow morning okay and then the last thing is um huddles and reviews like these are like the morning huddles and then you know you're gonna be seeing the the numbers there so you're gonna be doing these one-on-one reviews with people like consistently for the next few weeks to really get this going. So tell me what you know about that and how are you going to implement it? Well, with the huddles, it's just asking the three performance questions. So that would be what worked last week for them, what blocked them, and then what will they do this week? Yep, good. And do you understand how to do that? Do you have any questions about it? Well, no. Okay. All right. So we have our three calls to action right there. Things we need to focus on because we're really focused. Now, of course, there's a lot of other things we need to do, but that way we're not overwhelmed. We're like, okay, let's focus here. Yeah. Moving. Does this help you? Yeah. Good. All right. And what I'll do is. You know how I told you we need to get these SOPs and these things created. So what I'll do is I'll create some of this stuff for you to speed it up. And then it's up to you and Jennifer to begin to implement it. Okay. Deal? Yeah. All right. So I'm going to actually start to do that right now. So I'm going to take these next few minutes to start to get that information for you. So I can give you something by the end of today. Yeah, and then we'll go into the next training in a few minutes with the receptionist, right? Yeah, I'm going to just move it to the meeting room. Okay, I'll see you right now again. Okay.

I mean, it's so hard to try to get them to listen to me, but. And why do you think they're not right now? Or do you feel like they're not?

Are you telling them like to do something and they're just not doing it? Yeah. I just, but a lot of that has to do with, we don't discipline them. Like you just let them kind of like walk all over me. Yeah.

Yeah. But that's going to change. Now, are you afraid to keep them accountable?

Is that like, is it a fear? What comes up in you when you like, how do you feel about it? I feel like.

Kind of just because we have a hard time like finding sales guys. So like if we let them go, then what if we don't find more? So I feel like that's why we give them so many chances because we don't want to lose them. OK, so what do you think we should do about that? Not worry about that.

No, that's good to worry about that. Business owners. we'll worry about that, but we're not going to worry about it.

And just like, Oh, hopefully it doesn't happen. And well, I guess I have to learn how to deal with them and learn, learn how to live with them. No, the, the answer, the answer is go ahead and write this. Okay. It's, it's R I T A it's Rita, Rita.

A lot of the problems that you guys are dealing with will be answered by Rita. Okay, it's recruiting is the answer. Yeah. So we need to be constantly recruiting and building the team here. So that way people know that they're replaceable and people know like, oh, man, there's other competition because you guys do have a really nice setup for people to make good money.

Like it's very attractive. So are you guys doing anything to look for other sales reps? Are you guys recruiting?

Yeah, well, we just did a video, but we had Sergio and Kevin and. Sarah Finn do a video like just for our social media that says that we're still hiring. Okay.

Like yesterday. So it should be getting posted sometime this week. How important do you think getting more sales reps is? Well, I think it's very important because, I mean, you're never going to go wrong with so many. And thinking about the issue that you have with the fear of losing these agents or these salespeople here, even thinking about that now, how much more important does it make it?

Very important. Even more important now, right? So like how is doing it? Because when was the last time that you posted or shared that you guys are looking? Well, it was like.

Like two, three weeks ago, because we were hiring some for our third office. Okay, so do you think two, three weeks ago, and you said sometime this week, so it'd be like a month. Do you think a post a month matches how important? Yeah, well, it's just, we find it hard because, well, because we have Serafin now, he's new.

But with him, we hired three people total, but he was the only one that stayed. So two of them ended up saying no. Yeah, that's fine. That's why we know how to keep people coming because that's what happens.

Yeah. So do you think having one post a month is sufficient, especially knowing that you're going to get three and then only get one? No, I think we should do at least two to three a month.

Yeah. So how can we make that happen? We need to.

Okay. So I want you to mark it down and we need to be like, okay, team, your marketing team and let them know or have them actually create a campaign to, let's say, to bring in 10 agents who are commission only. So ask them, okay, I want you guys to come up with a comprehensive campaign.

It's through social media, through all the different platforms. stories, static videos, testimonies, showing like paychecks of what they can make or a daily like to see what they do on a daily basis. Like, hey, come let me show you what I do as an agent with Heavenly Roofing. I do this and it shows like, oh, a day in the life.

Okay. I think like, so these are all different types of ideas that your marketing team should come up with. Thinking of a better comprehensive, serious campaign to bring in 10 agents in the next, you know, 30, 60 days. Okay.

So give them that target. Bring in 10 agents in the next 60 days. Okay.

See how aggressive that is? Yeah. So now for them to be like, shoot, how are we going to do that? That means we have to be posting every day and multiple things.

And you just go like this. Exactly. Because if we start getting people coming in, oh, yes, that's going to bring some juices with everybody, right? Now, let's talk about the ones that we have, though. Yeah.

Right? So we can do that. That's one thing. But let's talk about the ones that we have now.

So now that you did the one-on-ones, you went over things. Have they been doing anything different? Are they running the schedule right now?

I know Sergio and Eric aren't because we've been having them do, like, the leads that come into the office. We've been giving them all of those that they go to all day since we took them away from the other sales guys. So we're only having Sergio and Eric do them.

And so they're like busy all day doing inspections. But I did talk to Jennifer yesterday that we need to. figure like know the activity so we block it out of their schedule so they could still do inspections and activities yeah exactly yep um did you guys figure out how you're gonna do that yeah well i'll just talk to the receptionist and tell them hey like 10 to 10 to 12 no inspections for sergio he has to call us or like not to schedule anything that way they have those blocks out and then they could do both no excuse good i like it yeah That's a good smooth.

All right. Now, so Sergio and Eric, now the other ones are doing it? Well, we did talk to Kevin. We put him on a two-week probation because he's done like one door knock this month. So we did tell him he's on a two-week probation until the end of the month.

And same as Shane, we did the same thing for him. Sarah Finn still knew he's still training with Sergio. but With Shane and Kevin, they have until the end of the month, we told him he has to do at least 20, he has to bring in at least 20 leads a day.

He kind of looks scared, but I was like, it's just what we have to do. And then we did, we did like write him up, like as a warning that we talked about this. So we give him kind of like a verbal write up. So we put it down and we're going to have him sign it, like document that we've talked.

about this yesterday now what does it mean to bring in 20 leads what does he have to do we told him it just has to like we like even if it's not a sale he needs to like talk to somebody like he can come back another day like because he at least how are they going to prove that well we're looking at getting this new um crm to help with that so they can like So pretty much how it works is they can have an area where they door knock and they click on that house and they can put on there and it helps us track their activity all day. Yeah. What is that one called? Sales Rabbit.

We learned about it. We did a demo this morning, but. And that's specifically for your type of industry or what?

Yeah. That sounds really nice. Yeah, it actually was. We were.

speechless are you you're able to do calls through their text emails are you able to do follow-up campaigns that are automated can you connect it to your social media yeah it's a they said that it integrates with the crm we use so it can all be connected so it integrates with accolades so are you telling me And so you guys, so right now, how are you going to track it? Because you don't have that CRM. No, well, we told them they have to write it down and every day or every morning that they have to come in and bring us the paper that they did themselves. And then we'll put it on like a whiteboard every day. So we told them they have to bring it in to us every day.

By what time? Well, we just said every morning. So usually they come in around 8, 9. So they're 8 or 9. They come in. They need to have a sheet, like a spreadsheet.

Yeah, because they don't write anything. Like if they want it on their phone or just paper person. But we need to have some type of proof that they did all this, some type of activity with somebody. But what information specifically do I? me as an agent need to give you in the morning?

So we told him he has to write down the addresses on the houses he knocked, if they answered, if they did it, and then if he made phone calls, who he made the phone call to, like the person's name, and if they answered or he left a voicemail. And how about a follow-up commitment? What do you mean?

Because here's the people I went, leads. Now they need to have a plan to follow up with those people, right? Because think about it. Every day I'm generating 20 leads.

Yeah, well, we told them that. Because they have a habit of like, let's say like I went to your house, but you said, oh, maybe come back another day. They won't add it into our CRM until they go back.

So we have no idea that they talked to this person. So we told them that they have to add it. Like, doesn't matter if you're going to go back another day, just add it. So it's on there. And that way we know and we have that note that he's supposed to go back.

OK, so that's the next thing that needs to be clear in your SOP. OK, so your SOP is every day you're going to you're going to bring in 20 leads from the previous day by 9 a.m. latest. And you need to have it on my desk. Like you need to be specific, like in my email and on my desk, like be specific as to what's expected.

Right. And then this is the information that I need from you on this, whether it's a printout or an email or a text. You need to know the addresses of the, like how many houses, the addresses.

Did they answer or not? Did you call? If you did call and someone answered, who was it?

If you had a conversation, whether it's in person or on the call, how did it go? Right. And then they have to enter it into the CRM. Yeah. By what time?

By nine? Well, we've told them, we've always told them they. They should be putting a note or anything before they leave the house.

So let's say you have an inspection at 9 a.m. and you finish around 9.30. You should like sit before you leave.

You should just, they should just be doing it while they're sitting outside the house. But a lot of them have a habit of, oh, I'll just do it later tonight. But I'm like, what if you forget by then? Or what if you forget to do it at all?

And then like two days later, we're texting them like, hey, I have no note to photos. What's going on with this person? Okay, so before driving away, they must do the CRM notes. Yeah.

So that needs to be a part of the CRM and part of the documentation, the SOP. And you sit down and you let them know. Like you even get with all of them and you freaking draw it on the board. Like, look, when you guys come in, this is what I expect this time. You're writing it on the board.

You're going to give me this information. The paperwork is going to have all this. I'm going to be able to go into the CRM and I'm going to be able to match the information that you gave me because you're going to have all the same thing into the CRM. Yeah.

Right. That's that way. Anybody have any questions?

OK, let me tell me what you heard me say. Tell me what you heard me say. Tell me that way.

Everybody's clear. Right. You give them a documented thing. Everybody's signed.

This is how we're doing it from now. And then now comes the next part. Keeping them accountable.

Right. So which is fine. It's easy.

I mean, so now they, especially with the CRM. So what do you do in the morning? Or you or Jennifer, who's going to do this? Or in the morning, you're going to check by nine o'clock, was it turned in?

And does it match? Does it match the CRM? Yeah.

Right. Who's going to, who's going to do that? I would probably have Jennifer do that.

So she's going to check every morning by what? By 930? Yeah.

And then she needs to have her SOP. Okay, Jennifer, every morning you're going to come in 930. You're going to go into the CRM and one by one for each agent, you're going to make sure that they each got 20 leads in because that's their minimum goal. Yeah. 20 leads that's from door knocks only well it just it's just more like pretty much it's like 20 i think about it like 20 people you talk to because whether they're outbound calls or door knocks doesn't matter they just need to have conversations because it needs to be 20 it needs to be 20 new leads 20 new leads yeah which is interesting conversations like interested conversations yeah because you could knock 20 doors but doesn't mean every person is going to answer so like realistically you might need 60 doors to get 20 people okay so that's different yes all right so that needs to be clear so everybody knows every day i need 20 new daily need daily new ones that are interested and how do you know that because you had a meaningful conversation with them that that qualifies that being a lead, right?

So for this list that I'm giving you, I shouldn't even have these conversations, these questions here then. Right. So it shouldn't say, did they answer or not? Because you're not counting them if they didn't answer. Right.

Well, it would, that would be used to track like. Okay. They're still going to have a list of a hundred, but these are the 20 conversations.

I'm good. So that way we can do the follow-up of the other ones. Okay.

So now they're going to bring that in. Jennifer, you're telling Jennifer her SOP at 930. You're going to come in. You're going to check, make sure they all have 20 leads, new leads, right, that are interested.

And there can be more. But all of them are going to be there. And they're going to have information on all of them, whether they had conversation with them or not.

They're always going to have the addresses, if they answer or not, if there was a phone call, if so, who, if there was a conversation, who, how did it go? And then that's inserted into the CRM, all of them, right? Yeah. They see that there was 50 door knocks.

All those 50 should be in the CRM and match the notes, right? And then the 20 that they had conversations, that's going to match the notes. So, Jennifer, that's what you're going to be doing.

This should take you, Jennifer, about probably about an hour. We'll make it a goal to get that done in an hour. And then you're going to give me the information, the updates, right? And then the next part is what?

Okay, if they're not doing it. boom you have a meeting with them right away okay hey i um remember we talked about the 20 new daily leads yeah yeah okay well what happened and and at this point they're going to want to tell you stories and excuses and you're you're going to listen but you're going to be like okay so what are you going to do you're not going to you're not going to agree with what they're saying and you're not going to get into their stories or excuses or try to fix that for them They need to figure it out. So for you, they can be like, oh, well, it's because it was hot and I had to go pick up my kids or they're going to have all these things.

And you're just going to go. Also, you're saying that you didn't hit this goal that you and I committed to because of this, this and this. And they're going to say, yeah, yeah, yeah, exactly. And then you're going to say, OK, well, what are you going to do? Because, you know, this is our new goal and it's it's mandatory.

What are you going to do to fix it? So that way tomorrow you hit it and then you pause. and you wait for them to answer they need to figure this out you can support them you're going to help them you can provide training but first you need to get them to commit to something like well you know what i'm just going to make sure i block the time no excuses then you're going to be like okay so now you're working with somebody who's willing and then you can ask okay can i support you in anything is there any specific trainings that we can support you with want you to win but you have they have full control of their activity there's no excuse There's no excuse for that.

Now, how many clothes? Okay, we can get better on those skill sets, but they have no freaking excuse on, you need to make sure you bring 20 in. Like if that takes you off course, you need to get that done, right? So the next thing for you guys is to be meeting with them right away and to have that conversation.

And that's where you go into to start to write them up. Okay, so let me share with you a system here to kind of bring everything that we're talking about right now. Let me bring it into a system.

Okay. All right. So any questions so far or any other things you want to bring up? No. Okay.

Where's the next thing there? Here's the system. This is going to help you with leading them because as sales reps, most of them fail not because. they don't know how it's not because they're not showing up right it's because they're not putting their energy in the right things yeah and that's our job because no we're not showing them how to win daily we need to show them how to do it they don't know how they they're just doing what they've been doing right so i'm going to give you a system right now that's going to give you a rhythm routines so that way it removes excuses of like oh it didn't happen this time no this is a rhythm and a routine this is just how we do things Because reps, most of the time, most of the time, they're not lazy.

They're just not clear. They're just kind of lost. They're just going through the motions.

So they don't really need like, hey, motivation. They need us to lead them with structure and to follow up and repeat. Like, that's what they need. And there's actual statistics that say this, that they will say that reps, that sales agents that have a clear daily system.

that's clear for them to follow are 50%. They're up 50% more in appointments than people who don't have it or just managing as needed. That's a big jump. So let's talk about, you know, they're right now we're talking about the 20 daily new leads, right?

So whether it's door knocking or calls, they need to generate that. So specifically, let's talk about door knocking. So I know that stuff that we've been talking about and things that you're starting to implement.

So good job. I heard you right now saying we're going to put it on a board and that's awesome. So update that.

And I want to make sure that it's that you have this part done now. Okay. because when your reps don't know their numbers, they're not going to improve.

And if you don't know their numbers, then you can't lead them. So this is why we want to have those numbers blasted, right? So like starting like having a tracker for the door knocks, conversations, leads, contracts signed, right?

What are those going to be those most important numbers that you're going to blast on the board, right? Do you already know that? We haven't put together like... What would be the most important?

Because all we have right now is the yearly total. Okay, so let's think about that right now. So leaderboard. So it'd be, because I've been spending a lot of time training. One of my chat GPT things about your guys' business and.

creating ideas for you guys. So it's getting really excited. So watch what I'm gonna do right now. I need a leadership board for Heavenly Roofing, period.

Oops. I need you to make me a leadership board for Heavenly Roofing, period. With their sales reps that they have and the goals that we have set up for them, I want you to give me the...

Top three to five KPIs that we need to track and make visual, period. And I just pop it into my machine here. I'll get it.

Here it goes. And you guys are going to use a whiteboard, you said? Yeah, we have whiteboards that we use.

We. Okay, so here's an example. Let me, I'll show my screen here. See my screen?

Yes. Here's an example right here. Like you would have this on your board, you know, on the top, revenue closed.

And you can do revenue closed by year, by month, so they can see what they have so far. And then you can see who's the top of this month. You know, appointment set, follow-ups made, closing rate. This is it. An example.

So let's do this. How do you track a closing rate? Like, is it just like math?

Yep. Yeah. You just, for an example, let me finish this real quick at door knocks and outbound.

So for an example, closing rate, if you call 10 people and you know, one per and three people are interested. And out of those three, one closes, that's a 10% closing rate, because out of 10 calls, one closed. So you just add them up and divided by like, what, 100? No, you get the percentage of calls and you divide it by how many closed.

So if I called 100, I divided by two close, that'll tell me, you know, 20%. So that'll give you the percentage. So now let's, here's a different one. Look.

So now you have the reps and you have, okay, how many doors, doors knocked, how many outbound calls, how many appointments set, right? You know, there's another way to measure right there. Revenue close.

You see that? And I think the whiteboard we have is big enough to put it like that. Perfect. And then all you need to do is just, you know, you're just updating as they're adding more. Yeah.

Because we could even treat it monthly and still put the revenue close for that month also. Exactly. Yep.

This is I'm telling you this. It seems like not a big deal, but man, it's going to change so much in your mindset and their mindset. Right. So then then look, you're. Now, what do these mean?

Door knocks. This is homes visited to generate new leads. Now you have an explanation of what each of those things are. Yeah, because we already have the bonus section. It says we do a monthly.

Like last month, we did whoever got the most approved sales with an iPhone. So Sergio went on a phone last month. And then we're doing the same thing like this month. So we've been doing new ones. And Sergio knows he gets.

he had a few house approved so he'll tell me hey make sure you update my board he's like i want he's like i'm tired of seeing that old number yeah exactly that's that's what happened i love it other people are gonna other people are gonna see that and be like shit i want to be on the board like i'm on the board but i'm on the bottom of the board ouch like yeah i've been telling kevin because my brother he's 17 so in the summer he door knocks And he just got one for $30,000. So he actually just topped Kevin. And I was like, Kevin, you're letting a part-time sales guy beat you? He's 17. That's exactly what that is. And it gives you things to be able to say because you see the number.

Otherwise, you wouldn't see it and it doesn't create that. Yeah. You're experiencing it. I love it.

Yeah. Okay, so we're talking about the door knocking right now, right? We want to make sure.

So now we have idea of the leadership board. You saw that, right? Yeah.

And when it comes to door knocking, then we need to be, you know, specific of what that means. And we talked about what that looks like, right? Then comes, you know, you reminding them of this and reviewing it every morning.

Like, we really need to be serious. They need to feel they need to feel like, shit, this is different. Like, this is serious.

It needs to almost feel like I don't like this because they're pushing me. It needs to feel like that. Yeah. Reps, some they need to submit it every single day. Right.

So they're doing that. That's non negotiable. Awesome. They're gonna be saying their their numbers there.

We're gonna have it on their board. So we're gonna we need to review it every day. Look at it. And you're gonna see red flags by looking at the numbers.

So that immediately shows you, okay, I need to go talk to so-and-so about this because this number is really low. It shouldn't be there. Boom, you go sit down.

You need to go already start having those meetings with them, right? And this is you saying, and even in your morning huddles, you should have morning huddles where they're sharing three wins from yesterday and three goals for today. So that way you can celebrate. It's a positive thing. All right, here's my goals today.

That's great. And this is where you remind them. All right, team.

Remember, if we're not tracking it, we're not improving it. Like you're giving them focus on the numbers. Right. So remember. So, you know, even like let's say this is the first huddle.

So remember, starting today, I want you guys to have all your numbers logged and we're going to have it on the board. And every morning you need to make sure you guys come in and it's not about, you know. This is about a healthy pressure to get our numbers to go up because I want you guys to make more money. Right.

Yeah. That's a morning huddle type of, you know, script of what you would say. It's something quick to the point, but it's getting them to focus on the numbers. Right. And then and then the ones that have low numbers that you can see on the board.

Hey, Carlos, can I let me go talk to you in the corner over here? Let me go talk to you. All right.

Hey, Carlos, I noticed that your door count dropped 30 percent from last week. Are you good? What's going on?

Right. And you let them say things and they're going to come up with some excuses or blame and you'll be like, OK, so what are you going to do? This is what I want you.

I want you to make sure you're blocking your time and you to make it happen because we need to get your numbers up. You need to catch up. Right. So I'm going to be. We're going to go over this.

So that's you having that one on one. Right. So that this is you starting that that pressure on them.

Because remember how you're telling me, like, I need to be like when I fire people, like this is what's going to set that up. to where it's not going to be weird and awkward. And they're not going to be surprised about being fired either, because all this has been happening before. So when you have that conversation of like, you know, I'm gonna have to fire you, they're gonna be like, I know, I know, they're gonna know. They're going to know what's coming because of this whole system that we're laying out here.

All right. So another thing that's going to be important for you to keep them focused on the numbers. So you have your morning huddles.

Right. And yes, we're doing trainings. I'm doing trainings with them. That's good. But you should be doing trainings with them yourself to create influence and more push.

So even at short little meetings. um if it's let's say 15 minute um you know huddle meetings where you're you're coaching them you're not like managing them by surprise you're just coaching them weekly so every let's say every monday or every friday whatever it is you pick and it's set in stone and there's three specific questions that you ask their performance questions so it's like hey what worked for you last week what blocked you Right. What's your your door plus lead goal this week?

Right. And then you log the answers and then you keep following up with them to make sure that nobody escapes the accountability. So so now you're going to go and you're going to check it like, all right, guys, this is this isn't a check in.

This is a level up. Give me your numbers. Give me your plan.

Tell me your obstacle and we need to deal with it. This is that kind of tone. Yeah.

Right. So so can you share back what you got? back from that part first and then we'll move into okay how do you start to you know document them and write them up well well i like the whole thing of now i can actually visualize doing that board um i don't even know you could do chat like that for um but definitely studying like the the huddles we don't really have sales meeting with them because if we go based off like Sergio's availability but even if we if I just did it myself like just a little huddle asking the three performance questions like what worked last week what blocked you and then what's your new goal for this week love it and it's it's this is the mandatory meeting everybody needs to be there this is important everybody has um and they're looking good smelling good if they're on the field then they need to pull over and get on a Zoom call and need to have your camera on. Like, yeah, things put in place like this is what we're doing.

So now let's talk about accountability. And this is you have an accountability without apology. This is just we're building a new standard.

We're building a business and it's building something that they are going to be proud of. They're going to be proud to follow, too. You know, they just don't know it yet. We're just setting it up, you know. So you don't need to, this is not about you being mean or having to yell or having to be a jerk to start getting them to do things.

It's not about that. Okay. So I know you were saying like, I don't know if I'm too nice. I think you probably are because you have a very low sweet energy, which is nice, but it's not going to push people. They're not, they're going to feel like, eh, I don't have to do it.

What is she going to do? Right. But you don't have to be loud and yell or anything like that to keep them accountable. So that's the good news, right? But you do need standards.

You need visibility. You need consequences, right? You need to have that set up and consistent. Now, most reps, they're not afraid of consequences. They're just unclear of the expectations.

So like if they know how like you're getting. It kind of it gets frustrating after a while because you keep repeating yourself. You keep, you know, you're tolerating weak performance. You're not producing and you keep tolerating.

So it's time to like set a line and really start to lead. Right. So here are some things that we need to start to put in place. So the first thing we need to declare the non-negotiables. We need to make it very clear.

Make it official. Non-negotiable must not an option. So how do we do that? How do we declare the non-negotiables? How do we make it official?

So if it's not posted, if it's not repeated and signed, then it's not real standard. Yeah. Posted, repeated and signed. So it needs to be up for people to see it, right?

It's emailed, right? It's posted in groups, right? In the group, it's all, it's posted, it's repeated. You're, you're repeating it, especially in the beginning, more like. When it's not a part of the system, you have to keep repeating it and it's documented and it's signed until those things are happening.

It's not a real standard. So an example. um let's say we have we need to set the clear measurable non-negotiable so what would be three so let's let's like an example for us okay so 20 door uh 20 leads 20 leads a day yeah non-negotiable clear every day by this time you have to bring in 20 leads and this is what a lead means blah blah blah and this is how you turn it in right non-negotiable period second thing maybe um it's uh And then...

knock the the tracker submitted you know how they had to put in the um or this could be a part of the same one or another non-negotiable you can make it a second one or a part of the door knocks okay but what i mean is you after every visit before you leave the house you are doing the the crm you know thing like that's a non-negotiable right another thing that's non-negotiable Is our morning meetings and our weekly trainings. Like, you know, that's another example of these are non-negotiables. You have to be doing this.

Yeah. Right. So what would you say that non-negotiables are that you need to communicate? And it's good to be based on like things that are going to produce money. Yeah.

Well, definitely the. I would say that adding the notes is one of the most important ones that we have right now that we struggle with them. Also, the way they take their photos, because they have specific photos they're supposed to take of like the roof and the house outside. And I also did tell them that they have to take at least 50 photos of each house. But sometimes I'll get 10, maybe 15. Okay, so then these are things that need to be documented, right?

Repeated and signed to make these things standard. So that's good. That's fine.

Okay, we're going to do that. You have to do this many and this is what I expect. Yeah. So now you need to have all that documented. So this is where you, I mean, I can help with some of these things too.

I'll give you some things for you and Jennifer to work with, okay? What we're talking about to save you some time. Um, but night and you need to clarify it, go over with your mom. This is what we're doing.

Agree. Post it in the office, print it out and freaking folders, meet with them, repeat it weekly, have them sign the standard. Right.

And, and, and you're going to keep them accountable. So this is you being in there. Like, look, basically I'm not here to be liked.

I'm here to build team that wins. And these are the standards, no confusion, no excuses. If we can make some money, it's that kind of tone. Okay.

Right. Okay, so let's get to the last part right here. So any questions so far on what we're going over?

Oh, no, I got it clear. You know what you're going to be doing with it, though? Because obviously, I'm not just sharing information. We're like, okay, we're going to implement this. All right, so next thing.

So now we need to use the scoreboard. So this is something that you're starting to do. So this is... Oh man, I'm excited.

This week is going to be, this next week is going to be awesome having the scoreboard up. So this is using the scoreboard. So this is letting peer pressure.

It's going to do a lot of work for you right here because numbers don't lie. And when reps see how they, how they, they see how they stack up, whether they're rising or they're dropping, it puts a lot of pressure on them. So this is you. You said you're going to use a whiteboard. So that's great.

We just went over what that could look like. So you're going to create that today. Are you going to have that up today?

Yeah. Perfect. Yeah.

So then now we start to rank them, right? You can start to like even just get like a sticker next to one, like a star or something, like to show like the top winner, highlight them a little bit. When you go in the morning, you get everybody to clap for them. Like, hey, look who's on top today. Come on.

even if it's the same person, like is giving them. Like recognition, right? It's given that recognition because that's recognition is so powerful. So you're celebrating the top three. You're celebrating the top one and you can give them those gifts.

Like you're saying those different things, incentives, right? And then the ones that are on the bottom, you're talking to those ones privately one-on-one because they need to step it up. Yeah.

So like for them, it can be like, all right guys, like a weekly review. Hey. Top reps this week. You know, you bring everybody. We have Carlos, Sophia, Marcus.

Good job. You know, keep up the energy. You know, bottom reps, you know who you are. You just need it. If you need help catching up, let me know.

But we're not here to carry you. Right. These are the types of conversations you're having.

Now comes, okay, we're doing this. This is where you're going to be at now in the next couple of days, the next couple of weeks. Okay. Because right now what we're talking about, that's where you are.

Now comes the next parts that I'm going to need to get you to get ready for. And this is the consequences. So this is called the three strike system. And this is bringing consequences with clarity. And it's not about emotion.

This is just being clear. And drama isn't leadership. Systems are.

So we're going to have a system. Doesn't need to be drama or weird or awkward or us to feel bad because they're doing it to themselves. We don't need to feel bad. Right.

Because it was clear and they're not doing it. So you're not committed. So I can't commit to you either.

Rita, I'm hiring a time. That's why we need to be hiring. So that way we're not feeling pressured to be like, oh, no, I need to keep them or they don't feel like. divas because they're like, hey, they need me.

It gets rid of that, right? Now here, what does it look like? So here's an execution system for the three strike system.

So here's an example, strike one. So this is where, let me show you my screen here, my notes. See right here, an example. So strike one would be. OK, what what happened and how do we fix it?

So I find out after I told everybody about the 20 leads, Jennifer came in. She did her SOP and she comes back and gives me an update and says, hey, you know, Eric or Sergio didn't didn't do the 20 didn't do 20 leads. Right. So then, boom. So you go and you sit.

right away hey what happened how are we going to fix this you know we already talked about this 20 leads so how are you going to fix it so this is like a verbal so they need to commit to it there right and and so now you're like all right so i'm going to meet with you tomorrow to make sure we're doing this so strike two looks like okay you're you're not meeting the standard whoops you're not meeting the standard what are you going to do We already shared this. This is your last warning, basically, before you write them up. What's the plan? How are you going to do this?

Strike three. All right. And you have two people here, basically, right?

They're on probation, two weeks. So this is where we're like, okay, we need to talk about how this is going to go. This is not working. We give you two week probation.

This is where you talk about that because I'm not here to babysit. you know, you were here to set the standard here, right? So, and if they've been doing this two weeks in a row, like, look, you've been this two weeks in a row, you've missed it.

You're not hitting your, you're not bringing any money in. So you need to either step it up this week or we have to change your role or this role just might not be good for you. Yeah. And if they need coaching, then we're here to support.

Now, if they still don't do it, this is where you have the next conversation. It's already been documented. They already know. And now you need to have the exit, everything ready to be exit. So you have their last check ready, right?

You have that meeting. Go over the paperwork. Give them their last check. Clean up their stuff. Thank you very much.

Bless you. Rita, recruiting is the answer. Recruiting is the answer.

So three things here. First, Rita, what are we going to do there? We need to recruit.

Yeah, work on our campaign. Okay, so tell me how you're going to execute and by when. I know it's very simple.

I know we went over this, but I'm just getting the last commitment. Are we talking about the campaign? Yep.

Oh, so we said we need 10 new sales agents by 60 days. Okay. And they're going to come up with your campaign.

When are they going to give you that campaign? How long are you going to give them? Because if you just say, hey, come up with this, they're going to be like, okay, I'll tell you in a week. So you need to tell them specifically, hey, I need a campaign. This is what the campaign is for.

Get, you know, get creative because this is your goal. I need you to bring, you know, 20 people on or what I say, 10 people and people in the next 60 days. So that means, you know, in order to get 10 people, you already know you need to interview like 30 people who have 10 good ones, you know?

Yeah. So that's how it's going to be. So what does that mean? You need to be ready. for those recruits, do you have your offer ready?

You know, do you have the onboarding stuff ready? So we need to start making noise and okay, let's start doing the interviews. They start giving them our offer and let's start onboarding them, get them in here. So we need to be ready for that.

So does that make sense? So that's recruiting. And then we talked about the second thing was the whiteboard and what you're going to be doing there.

So what are you doing there? And by when? Probably tomorrow morning because we have Zoom the rest of the whole day. But putting all their KPIs, just their outbound calls, the houses they doorknocked, the total, like the closing rate was one of them, appointments, I think average job sale.

all these so they can see these numbers next to each other um on that whiteboard and you're gonna do that you said by tomorrow yeah i'll just i can do it tomorrow morning okay and then the last thing is um huddles and reviews like these are like the morning huddles and then you know you're gonna be seeing the the numbers there so you're gonna be doing these one-on-one reviews with people like consistently for the next few weeks to really get this going. So tell me what you know about that and how are you going to implement it? Well, with the huddles, it's just asking the three performance questions.

So that would be what worked last week for them, what blocked them, and then what will they do this week? Yep, good. And do you understand how to do that? Do you have any questions about it?

Well, no. Okay. All right. So we have our three calls to action right there. Things we need to focus on because we're really focused.

Now, of course, there's a lot of other things we need to do, but that way we're not overwhelmed. We're like, okay, let's focus here. Yeah. Moving. Does this help you?

Yeah. Good. All right.

And what I'll do is. You know how I told you we need to get these SOPs and these things created. So what I'll do is I'll create some of this stuff for you to speed it up. And then it's up to you and Jennifer to begin to implement it.

Okay. Deal? Yeah. All right.

So I'm going to actually start to do that right now. So I'm going to take these next few minutes to start to get that information for you. So I can give you something by the end of today.

Yeah, and then we'll go into the next training in a few minutes with the receptionist, right? Yeah, I'm going to just move it to the meeting room. Okay, I'll see you right now again.

Okay.

Transcript for:Leadership Strategies in Sales Management

Transcript for:
Leadership Strategies in Sales Management