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Speaker 1 (00:03):

Welcome to the Solarpreneur podcast, where we teach you to take your solar business to the next level. My name is Taylor Armstrong and went from $50 in my bank account and struggling for groceries to closing 150 deals in a year and cracking the code on why sales reps fail. online teach you to avoid the mistakes I made and bringing the top solar dogs, the industry to let you in on the secrets of generating more leads, falling up like a pro and closing more deals. What is a Solarpreneur you might ask a Solarpreneur is a new breed of solar pro that is willing to do whatever it takes to achieve mastery and you are about to become one.

Speaker 2 (00:41):

What's going on top in the morning to all our Solarpreneurs out there. We are back with another exciting episode and we've got a familiar face on, he's been on a couple episodes previously, and we're going to be starting up sort of a new, um, kind of interview series we're doing so familiar faces James Swiderski. What's up, James. Thanks for coming

Speaker 3 (01:02):

By Taylor. Thank you, Matt. Thank you.

Speaker 2 (01:05):

My pleasure. My pleasure. And so James we're, we're talking off camera just about this new kind of calm set concept of training we're doing, which is sorta like on the company level issues we see. So you were on kind of introduced this, um, I dunno, series we were talking about kind of what the thinking was behind it.

Speaker 3 (01:29):

Yeah, for sure. So the new series we want to do is called train to win. And more specifically, we want to give company owners and I guess more ambitious reps that are looking to really scale their sales, some tools and strategies on how to actually develop out their sales skills. Um, this is not just specific to solar, as far as, um, people struggling with training in general, it's a epidemic in multiple industries. And, um, for those of you who are not familiar, I am the founder and CEO of a trained in global training company called epic. And what we do is we help multi seven figure companies scale past eight figures with their teams, hire reps, develop systems and processes around that. So what I'm going to do is pop on once in a while, do a solo episode about some of my experience with having trips and over a thousand reps with my company as well. So that'll be for you business owners out there, um, train to win tune in, listen to that for some specific tactics on how to train and scale your sales team. So yeah,

Speaker 2 (02:38):

It's a stuff that we should all be talking more about for sure. A hundred percent. And the reason I thought it was a good idea is just because there's such a disconnect in the training, in the industry, on the company and the rep level. Um, I remember starting out, I struggled with it a ton of just getting good, getting and finding good training and then actually implementing it because how companies do you know, James? I'm sure you've seen it, where they bought the card on use. They bought these trading platforms and what do they do? They didn't even hop on it. So that's a huge problem. I mean, I don't come me as a boss, thousands and thousands. Um, I mean my, my previous company I was with, we spent, I know a ton of money to get the card on you and yeah. And on it, and then it didn't increase ourselves.

Speaker 3 (03:22):

So solar either. That's the thing. Uh, um, I would say solar is even a little behind the eight ball on it, but the, the statistic on that actually there's over $1.5 billion a year spent on enterprise training for sales teams. Okay. And this is crazy. This stat was done by ed tech, um, their conference in 2017 and they found that 87% of sales training that was purchased for their sales team was forgotten within 30 days. So if that's not the equivalent of lighting cash on fire as a CEO, I don't know what it is. Right. Um, so yeah, that's what my company solves. I want to kind of talk about why that's the case and more specifically what you guys can do about it. Um, solar specifically.

Speaker 2 (04:09):

Yeah. Well, let's jump into it. And so for our listeners, our Solarpreneurs that don't know James helped us through his, um, epic platform. He helped us build out society, which we've been talking about here and there on the, on the, uh, episodes, which is the new training platform that we just released. And we're already seeing people get results with it and training it's. Um, we think it's going to revolutionize the, uh, solar training game just because it combines, you know, the learning with games you can take with a separate accountability. So we're going to talk kind of the specific things that's, um, James is doing to help, you know, just sells training in general with that system. Yeah. Dwelt within epic. But yeah, I guess, um, why did you decide to start, you know, this whole epic thing? And I, I thought it was epoch so, um, just, just for the record, it's spelled E P O C H. So James gets sick, sick of correcting people. It's not epoch, epic. Right,

Speaker 3 (05:07):

Right, right. Whatever you want to call it epoch the CA all right. I mean, the biggest thing I've tried to, if any of you guys know my background, right. So I got into sales consulting and training, like after I left my first solar company job, a startup I worked with and I found out, um, scaling this company up from a couple of million, upwards of eight figures. Here's what their sales team, that sales training was just fundamentally broken altogether. Um, the most common training mistakes we see actually, and I even have a few of the listed here that I discovered through training my own reps was they didn't have a predictable system to do it. Right. That's very common. And that's why guys will go by like Cardone university, Jordan Belfort, straight line persuasion, stuff like that, all great programs, the way I've taken all of these programs.

Speaker 3 (05:59):

I spent over a half, a million dollars in my own money on sales training programs. That's how I got good at sales. And I recommend people do that. Right. The problem was this most companies in solar and my company in particular, um, we did not have a way to measure training success. Okay. We were spending all this cash on training, but we didn't know if it was actually producing a real ROI. Right. So that was the first problem companies have. So they don't measure training outcomes and how to actually get an ROI. Um, if you are generating leads, buying Facebook ads, anything like that, right. For your business, you need to measure the effectiveness of your campaigns, what's happening on the calls. And if you don't measure these things, um, we can't improve them. What gets measured gets improved. Right? So that's the biggest thing. If you own a company right now, and you're looking for a better way to train your apps, or you're a rep, um, looking to improve your skillset, the first thing you should do is establish a baseline with your skills and where you're currently at by tracking everything, um, from activities to what skills you're working on, um, your current sales pipeline, you need to make sure you're tracking. So that's, I'd say that's the first mistake I've seen, um, working with, I'd say probably a little over 45, 50 different solar companies at this point in my career.

Speaker 2 (07:24):

Yeah. No, that's good. Yeah. Tracking is huge. And like, my question is, how do you know? Um, I don't know, what are some specific things you track? I know you talked about it a little bit. It just barely, but like when I've gotten coaching and training, sometimes it's tough to tell what the reps it's like, oh, are they just more motivated to work? Or they like putting in a few more hours or is this like actual information helping them? So what are things that I don't know, is there anything specific you're saying, it's like, you check this thing and that's how, you know, if the training's actually working or how accurate are you seeing?

Speaker 3 (07:58):

Yeah. Yeah. So the biggest, um, before we get to that, I want to kind of give the big idea of this. So the big idea is to adopt what I call conscious skill development. So most reps kind of use the spray and pray method with training and companies. And that method is the most familiar with anybody. And it's proven, right? You will learn that method is to just go out there, do the craft, repeat, put in the work and you'll learn as a by-product through experience. Right. And that is effective to a degree, but you're wasting a lot of time in there is what I've found, working with teams and myself. Um, we're able to really cut the learning time by a drastic amount. And I can't give you an exact percentage or anything, but, um, I've been able to learn everything from marketing to sales, to recruiting, to basically every skill within business. Um, it's kind a running joke. Taylor and I have with things, um, I just have like a ridiculous set of skills, whether it's from producing sales videos, promo videos, marketing, email, whatever it is. Right. It's because I use this process. Um, what was your question again? Mine

Speaker 2 (09:12):

Was just like, are there specific things? Yeah. Are there specific things that you're like, I dunno, companies that you've been working with, it's like, okay, that's how you're going to know if it actually had an ROA or ROI or pay it off. Um, cause yeah, I know that's a big problem is like, guys can't see that it's they don't necessarily know if they improved from this training or maybe your reps were working more hours. So yeah. What are the things you're telling them? We

Speaker 3 (09:35):

Measure. Yep. So five key things specifically for solar one, it's going to be most of you guys, that's going to be knocking doors, right? A second. We have appointment setting for skillsets. We have presenting for number three, closings number four, and then five is emotional intelligence. ETQ right. There's a kind of like the five core skillsets that you need to master to really successfully sell solar. Um, how you measure these is you define a clear outcome for each activity. In other words, like what do we want to produce when we're prospecting for most guys it's we want to get a new lead, right. A new opportunity. So we define what we want to accomplish with each skill. So for prospecting, maybe it's a new lead. Okay. For some door knocking companies, it may be time spent on doors is the most valuable, uh, metric. So these metrics will be different company to company.

Speaker 3 (10:35):

And the way you determine what is the most valuable metric to measure is the one that produces the majority or do you have the outcomes? And you can only do this if you track. Right. That's the thing, that's why nobody does. This is because their tracking is not in place to begin with. Um, you need to be tracking, not just like leads and appointments set it's actual activities. So how much time are you spending per rep on the doors? Right? How many doors are you knocking to get a conversation? Right? These are things that you need to track if you want to have a successful training system. So go through each activity within your sales process, if you're a rapper, a company owner, and define what you want to accomplish with each particular skillset. So yeah,

Speaker 2 (11:22):

Yeah, yeah. That's better. Yeah. And I think a big thing that companies struggle with is just the actual tracking. Um, because I've seen, you know, I've worked for multiple companies now where it's like, they're tracking is just, um, you know, whatever's posted in like the group, me, the group chat, it's like, oh, I got a lead. We're going to put that up count as a lead. But it's like, they don't know was that leads was that qualified was actually booked with a homeowner. Uh, were they using enough energy to even count as a solar lead? Like all these things and they don't, they don't even know how to figure this out. Em, chock it. Yeah. Start majoring it. Good. So what's really cool about, um, what we've been able to do within solciety too, is we're helping companies set up just systems for actually tracking this because the truth is most people know how to know how to set up good systems to track and measure and report all these different KPIs. It's like, they're just arbitrary numbers thrown up on a scoreboard on a group chat and they may or may not be true. I mean, I've worked for all us companies where reps are just throwing up. I got six leads today where, you know, four of them were booked with people that didn't even own the home and the other two, they just put just to make them make themselves look good. So it's like, come on. You're not going to be able to know, happens all the time

Speaker 3 (12:38):

So much. Yeah. Yeah. So it's yeah, suicide. It, would've done it. It's done for you tracking. So, oh, I'm going to be secret sauce right now. I kind of had to do this as a rep or a company owner, but basically the first thing we accomplished with our enterprise setup is like, we literally will track your reps on over 45 different skillset points that we found in the industry, whether it's from door knocking specifically tailored to your business. And then we generate reports for your entire team on a weekly basis down to the rep. So you'll know exactly what's going on, um, what insights you need to make good decisions. So again, that's a, that's what we do there, but let's, let's keep moving and give them kind of the, uh, get back on track, give them the process on how to actually train and develop your skills. Um, let's do cool.

Speaker 2 (13:28):

Yeah. Um, so like, yeah, like we're talking about, I mean, you know, you set up a lot of these processes so you can get into the specifics, but I think the cool thing for me was just seeing the, um, interactive stuff that quizzes, um, I don't know about you, but I've gone through tons of video, you know, courses, trainings, things like that, just online courses where it's just a random video and then you're expected to remember all this to implement it. And half the time you don't even remember what you just watched. Um, so I think a big key in any training course is just actually getting tested on the material, getting quizzed and remembering it. So that's a big key that I thought was super impressive about what we've been able to develop within solciety. But yeah. What are some other things, James? Um, do you want to talk about that? And just other specific, I guess, training processes that were set up within that. Yeah.

Speaker 3 (14:18):

Yep. So, um, back to the conscious training thing, the way you combat this and really just accelerate your learning time, ridiculously is set a time, a minimum, I would say one hour is what I recommend with clients have each rep, or if you're listening as a rep set aside one hour where you dedicate all of your time, focusing attention to developing a skill, right? Um, best skill can be anything door-knocking presenting, whatever it is. Now, there are a couple of rules with skill development time I have for myself and our clients. We do this one. This needs to be private time. Okay. Zero distractions, nothing getting in your way. Like if you want to be really hyper effective here, it's gotta be all in. Laser-focus turn off the Facebook, turn off the notifications all in skill development, time. Second, this is not sales activities. Okay.

Speaker 3 (15:09):

So knocking doors doesn't count as your skill development time, right? Going on, presentations does not count. This is not actually talking to customers. That's where I don't see a lot of guys do this where they don't actually dedicate time to think about this way. If you're talking to a homeowner, right. Stuff's changing constantly, right? Something shows up, you've got to build rapport here. You're dynamically shifting you can't work on your skill set. In that case, you need to have a fixed variable. So sales activities don't count. And then third binge-watching courses and videos is not training time. This is what throws a lot of people off. Um, it's basically just entertainment, right? Just watching a bunch of videos back to back. And that's why we do things very differently with solciety to where it's just like 20 minute bite sized videos. It's not designed for you to binge watch all the videos in a weekend.

Speaker 3 (16:06):

It's to just choose one skill-based video, watch that implement it. Right. So that's what you want to do to set yourself up for success. Um, there's another tool with this. I like to use what I call a practice log. Okay. So this could be a digital version. This could be a paper version, whatever you want to do. I've been using this long before solar. It happens to work fantastic in sales. I actually learned this process, um, as a musician growing up as well. Um, so what you do is you document what you're training your specific outcomes, what you're working on specifically within each skillset on a daily basis during this hour. So you're productive. Um, the way I like to do it is simply just define my skill goal. So let's do it. You tailor, what's a skill that you'd like to work on and further develop right now with your sales.

Speaker 2 (17:01):

Um, I would say increasing my closing percentage. Yeah. Getting it up probably at about 40% right now. I want to get it up to more like 60 something.

Speaker 3 (17:14):

Okay, cool. So we want to set the clear outcome. We want to increase your close rate by 20%, right? Yeah. Perfect. So how do we know if we increase Taylor's close rate by 20%, we need to define that metric. So let's say that you go on 10 appointments. Right? We know that you're going to close four of them about right now on average. Right. So we know he needs to close two extra appointments. Right. Per what month week we define what we want to set. Right. If it's month, we say month, right? So you want to write these down, you got to get really granular, like how we do actually know the inquiry based it, make sure you're tracking those numbers right now to the training specifically. Right. What makes up a close, because closing is kind of a broad skill, right? I don't actually think closing is a skillset closing is handling rebuttals, handling objections and smoke screens. It's how your presentation works. Right. Right. So we need to identify like, what is the root cause that's causing Taylor's close rate to be 40% and not 60%. So let me ask you that Taylor, do you know or have a suspicion of what that root cause would be?

Speaker 2 (18:37):

Yeah. Um, I mean, I would say just based off of what I knew without tracking is super good. It's just getting in front of more qualified people because right now, I mean, I'll go to closes sometimes where it's like, there's a good chance. They're not even going to qualify. Um, so I guess stuff like that. And also if, um, you know, if the spouse isn't there, um, so I don't know. It just getting in front of more qualified people because my closing ratio can't increase. I'm not getting in front of, you know, like obviously my closing ratio is going to be less. If it's just talking to one spouse, it's not going to people that are lower credits. Um, if it's talking to people that have energy bills that are super low, those are all things that decrease it. So I don't know. I think for me, it's like also tracking most things like how many of these appointments are actually super qualified to even close. Um, yeah. That's just one thing I would think of that.

Speaker 3 (19:39):

Yeah, exactly. You answered it perfectly. So what's interesting here is Taylor thought he had a closed, a closing problem. He doesn't have a closing skill problem. This is where reps would make the mistake with this. And they go start working on like fancy closing lines and stuff like that. He doesn't have a problem with those lines. Right. He has an appointment setting skill issue at this point. So now we know, all right, the root causes appointment setting. That's what we need to spend our time on. Right. See how that works. Yeah. It's interesting. Cool. So we want to work backwards at this point. Okay. Go ahead.

Speaker 2 (20:16):

I was just going to say, that's probably a lot of, um, a lot of companies once they start actually tracking and getting deep into this data, it's probably like, what they'll realize is companies think they have one problem, but really it's another problem. Every day, prospecting, maybe it's getting more qualified leads. So that is interesting.

Speaker 3 (20:34):

Like, uh, so I used to own a marketing agency, right? Um, all the time we here in solar, I have lead problems. Right? I need more leads. I could tell you like seven to eight out of 10. It's not a lead issue. It's a offer issue. It's a branding issue. It's a training issue with their reps. They're not training the reps, how to self-generate even when they get the leads, they don't actually use them effectively. They waste 90 out of a hundred leads. Right? Um, boiling things down to its first principles is like a fundamental skill here. So how do we actually practice your appointment setting? That's what I want to talk about here. So we've got our practice log. We've set aside an hour to practice. Here's what we're going to do. We're going to divide our 60 minutes skill session into three more main parts.

Speaker 3 (21:27):

Okay. The first 20 minutes, we're going to work on what we call fundamental techniques, right? What are the like basic technical mechanics of setting an appointment? So in this case, this would be like how long the call should be when you're sending appointment, how long you should take on the door to set an appointment. Right. Um, what you're saying, the script itself, that's technical, that's fundamental the objections and FAQ's, that's technical and fundamental. So in this first 20 minutes, we're going to practice really just going through all of those processes. So like knowing your FAQ's just right off the bat, right? Somebody says, what if the solar panels get dirty? Boom, you can handle it without even thinking. Right? So in this 20 minute period, I'm going to go through my weak points. My FAQ's my, whatever it is, my scripts. And I'm just going to practice them. I'm going to say them out loud. I'm going to turn myself on camera right now. I'm going to practicing it that way. I'm going to record myself. I'm going to get my tonality. Right. I'm going to break down specifically what parts in there I'm missing. Whether it's tone, whether it's script, whether it's FAQ's right. We're getting very nitty gritty details for 20 minutes and just repeating that process. Right.

Speaker 2 (22:43):

That's you. Yeah. And this is another huge thing. I think companies, miss is just the recording aspect. Actually seeing what their reps are saying. Um, I just had another Laney, gray. I didn't, uh, he was on the episode. I think, I dunno, two episodes ago, he wrote the two door to door millionaire books. Um, but they add something. He talks about a lot in his trainings. You just actually having your reps record what they're saying on their doors, record their objection, handling and send it into their managers, sending it into the company owner, send it into the VP of sales and all that, because then they can actually diagnose and fix the problem. So that's something that I think is super powerful. What we're doing within solcieties. We're helping also companies set up that these systems bands, you know, get recordings from their reps, have them actually train effectively because how many people think they're out there, um, fall on the script, fall on how they were taught to handle the objections. And then you get out there, you listen. [inaudible] you saying? That's accountability.

Speaker 3 (23:42):

Accountability is a big problem with that, for sure. Yeah. So after we've, uh, worked on our fundamental techniques, right? The technical skills, that's only got to get us so far. Right next. We want to do modeling and reviewing. Okay. So the next 20 minutes, this is where your rep should be watching what your managers are doing. Hopping on a quick call with them, listening to recordings of themselves or managers or other people in S looks like specifically for the skill they're working on. This is where you review the game tape too. Right? They'll listen to their recordings. Hey, I don't like how I did this, the next practice session. They're going to work on that specific skill that identified, right. Um, the last 20 minutes is role play in implementation. So we want to make sure that we're practicing the new skills that we just learned in modeling.

Speaker 3 (24:38):

Right? And we're role-playing with somebody and accountability partner, right? So managers, other reps, people online and groups, whoever it is, you gotta be role-playing on a daily basis. Like this is another, just fundamental. Everybody misses, right? Sales is a predictability game, a consistency game, right? For every one day, two days, you miss selling, right? It's going to take you three to four days to make that skill up. If you go a year now, sell, watch what happens. Right. I've done the same thing too, where I go like six months, 12 months without like hopping on closing calls regularly, that skillset is almost shot, man. Like it goes down considerably and I have to get back in the ring. Right. Role playing actually going out there in the field more to get that skill place up. So that's kind of my skill session divided up into 60 minutes. Tech technique, 20 minutes modeling 20 minutes. Role-play 20 minutes.

Speaker 2 (25:41):

Yeah. That's awesome. It's funny how much it, yeah. I mean, James and I were both F from the music world, so I know your trumpet and stuff, but yeah, it just reminds me, it's so funny. You know, that's how practice sessions were divided up. It's like 20 minutes of technique. 20 minutes of, I dunno, improv, whatever 20 minutes of, um, whatever repertory you're working on. Yeah. It's the same stuff. And people forget about all these things in solar, but I think this is what separates truly the best from the people that are just staying where they're at is they're always working on these things. And you mentioned like, um, you know, even guys that are experienced, getting out and doing, taking cells calls, still doing role-plays. That reminds me of a story where I had my previous company. I had one of like, he was a VP of sales.

Speaker 2 (26:26):

He came out with me to a deal and I'm thinking, okay, this guy is going to close him. Like, no problem, 20 minutes we'll be in and out of the house, close them. And he hadn't gone to a close for probably, I don't know, maybe at least a couple months at that time. And he came to this close and he just, I mean, it was, it was okay, but he forgot a couple of crucial things. Number one, the husband was in the other room. He forgot to even invite the husband into the presentation. And, and then he, and then at the close you could tell he's just super uncomfortable. So I'm like, man, I thought this was going to be a 20 minute close. And what, at the time I was a newer rep. So I'm like, okay, he's probably doing this for a reason.

Speaker 2 (27:05):

He probably just knows. He's so good at closing that he didn't have to invite the spouse into the room. He's that good? So he didn't even need to invite them to get to the end. Like, no, I need to talk to my spouse. You get all the same objections. And I'm like, well, okay. That's what happens. Even guys that are, you know, at the top of their game, if they're not doing these things, they're going to be, there's no staying neutral. You're either getting better. You're getting worse. So that's, what's going to happen. Perfectly said. Yep. So yeah, I think that's a big thing we're trying to solve, but yeah. James, anything else that we're doing? I don't know, in the epic processes in solciety, uh, what, w what else are we missing? Anything else we're implementing to help, um, companies and reps improve their craft?

Speaker 3 (27:48):

So, I mean, I'll, I'll talk about a lot more on the specific company stuff, but the biggest benefit, um, in our program we've put together and what my company provides for Taylor as well as a content partner is the tracking, as I talked about accountability is second piece that most companies miss, you need to be holding your reps accountable for training, not on a monthly basis or a weekly, a daily basis. Okay? If you need, if we're asking and showing you right now, that training 60 minutes a day, right? You can plainly see on here, whether you take anything, what we're saying for real, or with a grain of salt, it doesn't matter. You can admit that if your reps were to train specifically on their weak points and their skills for 60 minutes a day, following this process, do you think they would get better at selling?

Speaker 3 (28:38):

That's an obvious answer. Yes. Right? The problem is most company owners don't believe their reps will actually put in the work with this and they don't want to babysit their reps with that. So that's where we actually come into play in our partnership. Me and Taylor here is we actually hold your reps accountable through what we call a pod check system, where they're actually holding each other accountable with quick five minute check-ins with each member of their team on a daily, consistent basis to make sure they're training and they're reaching their goals. Uh, the other part of this is just incentives at the end of the day, what are you actually rewarding and incentivizing as a business owner? And the biggest mistake, again, that not anybody, right? I'm not just picking on solar here, but it's for sure. And solar that's where I've learned this process.

Speaker 3 (29:29):

We're incentivizing only one outcome. Most of the time and that's sales, right? Most companies say, Hey, Taylor, go sell 10 deals. We'll buy you a Rolex or whatever. Well, Brent, you a Tesla for a year. The problem is that only incentivizes who like your top producers that know they're going to be able to do the action. The rest of your team is just like, screw it. Taylor's a rock star. I'm not going to even try. Right. This happens like every freaking time a sales contest. Um, and when I was a VP of sales, right? Um, a few years back, I was just like, dude, no matter how awesome the prizes cash, we did like a 25 grand in cash for like a month competition. One time, guess what? It's the same crap. Three reps out of the lot are actually motivated by it. Right? And what I realized is it's because we're incentivizing only results and results are so overwhelming and big to go and accomplish.

Speaker 3 (30:31):

Right? Our rep sees, he's got to go close 10, 15 deals to go on the company retreat. He's like, dude, I haven't even closed more than three deals. I'm not even going to have a freak. Am I going to make this happen? Right? This is why your numbers are so key, because guess what happens when you know your numbers? You can track activities and incentivize activities, not results. If you know, for a fact that going on 10 appointments as a rep is going to yield three, four closes, right? You can now place rewards right on appointment set. And not those deals where companies get scared with this is because they don't know their metrics. They don't have any trust in the system that an appointment is not just going to get fudged to get a quick reward. If you have accountability with your reps and you know, they can't be asked you all right, you can incentivize whatever you want to do, right. Make the barrier super low. So that's the final piece. We do the same thing. Um, with society, we help you craft really unique and specific incentives to your team that will actually motivate them and use action motivations and incentives rather than just results. So yeah,

Speaker 2 (31:42):

So powerful guys. So this is key whether you get on society or not, it's something that every company needs to be thinking about is just how can we better develop these systems? How can we better, better develop our reps to get the maximum efficiency out of them? Because if you're not doing these things, that's a big reason. You're losing reps. Companies are losing reps. It's like pouring water into a basket. You have 10 holes in the basket. If you don't have these processes and systems set up, set up, the water's just leaking out the ends of it. I mean, right now, or a matter of fact, our company's doing this exact thing. We have a, uh, Conor McGregor tickets set up for the weekend. Um, but you have to close six deals. So that's great. And yet it's going to motivate the top guys. But how about the guys that have never closed more than two deals in a week, or that have only closed one deal a week?

Speaker 2 (32:28):

It's like, you need to have these top incentives, but you also need to be rewarding. These little things, these mini habits as guys like Michael Donald stuff, like he's come on and talked about these things. But what are these little actions that you can reward that are going to lead to the big actions? Because not everyone's going to go out and hit six deals in their first, first week. So how can you also give them incentives? How can you motivate them? And then how can you track and set all the systems in place? Because most companies that I've seen just, I mean, they don't even know how to check their incentives. And it happens there at every company I've been with. It's like, you could talk to any rep there they've been, oh yeah, I won this incentive, but I didn't get paid out on it. Um, no keeping Jack

Speaker 3 (33:09):

I've personally owed a lot of prizes from back when I was selling full time.

Speaker 2 (33:17):

No, and I know perhaps that's the worst thing you want to do is have to go, you know, beg gear, your manager, credibility

Speaker 3 (33:21):

As a sales leader, just tanks, man. Culture just goes down. Like, why would you even want to participate in the next contest? I know. And it's not that they don't

Speaker 2 (33:31):

Want to, but it's just, they don't. Yeah, they don't, they probably don't need to know who won it. They don't have a system set in a place to track that. And then they just forget. So it's important to have someone in charge of this. And then if not, I mean, yeah. I consider her and getting on society. That's what we're trying to help companies do is really set up these systems and then track up for them. So you don't have to worry about all this. You don't have to remember it. And then we're going to help you put these systems in place and actually get reps rewarded for these little actions that they're taking. So super powerful stuff. Um, go set it up, figure out a way to do it. And James, I think we've covered quite a bit. Are there any, anything else that, um, I don't know you wanted to cover that I didn't think of. No.

Speaker 3 (34:12):

Well, I think, uh, I'm looking forward to putting out some solo episodes, um, to really dive deep on some of these concepts. So. Awesome.

Speaker 2 (34:20):

Yeah. So we're looking for it. Let us know what you thought of this guys, especially for, uh, you know, company owners. Um, let us know if there's things that you struggle with. Cause that's what James is going to be doing. Um, you know, specific episodes on is things that companies struggle with and things that we can help them improve as far as systems and processes. So at James, thanks for coming on. Um, guys, we'll be hearing more of you and we had a few, uh, sorry. We had some wifi issues. So apologize if there was some, a blitz blips in the audio, but we will get that figured out for next time. Um, so set that up and James, any final words you wanted to share before we talk next time? Okay. I guys, well, we will see you on the next show. Thanks for tuning in. And then if you are a rep, that's listening to this, make sure to send it to your company owners so they can also work on these things. Cause I know that's another problem is company owners. Aren't listening to this podcast, I'll send it to your company. Owners, send it to the guys that do need help setting up these systems. And that's it guys. So James, can we talk some more and we'll see you guys on the next one.

Speaker 1 (35:24):

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