Building Your Sales Team

Mike: [00:00:00] Welcome to Flipnerd, live discussions with and training from America’s very best real estate investing professionals. We meet live twice a month to discuss what’s working now and get your questions answered. We broadcast live inside of a private online community, which you can join for free by visiting flip nerd.com/live.

Let’s start today’s. What’s up everybody. Hey, welcome to the show. I’m really excited to have, uh, Josh and Tiffany. Hi, join us today. Really excited to talk about scaling your business. So, um, if you haven’t been paying attention, this is, I think show number eight or so of our live series been doing, flipping our, uh, podcast for nine years.

What the live series, uh, we really are kind of stepping up on the guests that we have. To talk about scaling, building seven bigger plus businesses that can really kinda change your life, change your family tree. Right. Right. And so we’ve got Josh and Tiffany, Tiffany with us today. What’s up guys.

Tiffany: Hey, thanks for having us on.

Yeah. Glad

Josh: I’m excited.

Mike: [00:01:00] So today we’re gonna be talking about, and honestly, almost every show we talk about scaling our business. We’ve had some amazing guests on that have scaled up businesses. Um, And, uh, today we’re gonna talk about specifically around building out your sales team, which is the expertise that Josh and Tiffany have applied for business and help a lot of other, uh, businesses put those things in place as well.

So guys, before we jump in, would you mind just taking a couple minutes and just tell us a little bit about your, your background, how you got to where you

Tiffany: are? Yeah. Um, I’m Tiffany, this is my husband, Josh. Uh, I actually was originally in corporate space for, I don’t know, 12 to 15 years before I jumped into real.

um, so I moved up the corporate ladder, moved all over the country, jumped into real estate soon after that. Um, and we started out as flippers about six years ago. Uh, for the first year did about 40 flips our first year. Um, learned what wholesaling was a year later. I don’t know how, I didn’t know that on my first year.

Um, but on my second year we did about 165 wholesale [00:02:00] went primarily to only, and then we decided that we would get smart one day woke up and decided to maximize our exit strategies and went back to flipping wholesaling, building rental portfolio, doing subject twos, all that good stuff. Um, and now we do a little over 300 flips and wholesale a year, continue to build our portfolio.

Um, and really we have a strong focus on building phone sales teams. That’s something that we’ve found to be really our niche. And so we help other people do that alongside us as well.

Josh: Yeah. And I, I come from the, uh, the commercial contractors’ world. Um, my degree is in civil engineering. So when you hear sales and engineering, you probably don’t ever hear those in the same sentence, but, um, I think it goes to show, you know, when we got into real estate, I started.

Uh, managing the construction, but I found out real fast that this is a sales and marketing industry, right? It’s uh, our business is truly a sales and marketing business. And TIF has a natural knack, you know, for the marketing side of things. And I had to go very quickly learn and build [00:03:00] my sales skill set.

Um, and I think just over the last, you know, six, seven years that we’ve been in this industry, it just goes to show, you know, when you laser focus on perfecting your craft, whatever that skillset is, it’s amazing how much that can compound over.

Yeah.

Mike: Yeah. And Josh, you know, it’s interesting for, and I’ve been around long enough to know this, like with an engineering background at the end of the day.

Exactly what you guys do. Is this really, this business goes to a whole nother level when you really get good at building systems and processes. Right? And so that engineering mindset, or some of the backgrounds that you guys have is really the differentiator. And, and honestly, I came outta corporate America as well.

I dunno if you guys know my story, but most people watch. That’s probably, you kind of refer to myself as a corporate refugee for the first several years. I was, you know, kind of celebrating I’m unemployable. I’m never going back, you know, any of those things and I, I’m never going back. They don’t want me at this point and they couldn’t afford me at this point, but, um, but there’s a lot of great things I learned from corporate America in terms of running your business, like a business.

Right. I think that, [00:04:00] um, you know, that, that makes a huge difference.

Josh: Yeah. Without a doubt. Yeah. And, and all ultimately, I mean, when it comes down to it, I think the corporate background is, is huge and has definitely helped us when it came to scaling the really the way I like to look. Scaling our businesses.

There’s, there’s really three phases to get where we all want to go. I mean, we all got into real estate because we want freedom. Right. And

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Josh: you. Hey, um, if I were to ask anyone that’s listening to this call, they would all, you know, E everyone would have the exact same reasons, right? Or a few reasons as to why they got into the industry. It’s they want time.

They wanna spend that time with the people. They wanna spend it with doing what they want when they want. Um, but there’s really a three step process into getting to that point. And most of everyone, when they start in real estate, they’re wearing all the [00:06:00] hats. You know, they’re the ones that they’re, they’re deploying the marketing, they’re taking all the calls.

They’re the accountant, the bookkeeper, they’re the, the project manager. They’re literally doing everything until obviously it gets to a point where you start to. Uh, just cap off, right? Yeah. Um, you can only do three, maybe five deals a month consistently with just being a one man show. So really taking the next step and starting to magnify our results through building a team.

And this is really what we’re gonna be talking a lot about today. Um, but there’s really two sides to this. There’s the leadership side and the management side. And I feel like that’s just something that’s not talked about enough in our industry and really where your corporate background, our corporate background has really helped us in, in scaling this.

Uh, the manager’s side of it, you know, they’re really good at managing processes, managing results. They can, they know that if I do a, B and C, I’m always gonna get D um, so they’re, they’re managing replicable duplicable results. Whereas the leaders are focusing on growing people. Um, and the best [00:07:00] example of the two differences are, uh, the McDonald’s brothers.

I’m not sure if you know, the, the McDonald’s brothers story or not, but the McDonald’s brothers, they were cl like grade a managers. They came up with this process. They managed the process perfectly, um, for the fast food industry. And then for whatever reason, they couldn’t grow this concept. Uh, past two stores, they were kept at two stores every time they tried to franchise it, it would fail over and over and over.

And, uh, until you insert Ray croc, now there’s some shady business that went on there. That’s, that’s a whole nother conversation, but ultimately, uh, his leadership capabilities and his vision was able to take what was capped. A great idea that was capped at two stores and was able to build it into a worldwide enterprise.

Um, and that’s where I think a lot of people in our industry are just, we’re not focusing enough on the management and the leadership side of where we’re building the right culture. And we’re focusing on growing people. John C max. Has a, a, a concept called the law of the lid of if you’re a level four leader on a scale of one to 10, he says [00:08:00] your organization’s gonna be capped at a level four.

But the good thing is this is a skill set that you can grow. And if you grow this to a level eight, then all of a sudden your organization can grow alongside of you. Um, so I, I, I, as we talk about. Scaling today. I’d like to talk a lot about the management and the leadership side of it. And ultimately once you magnify your results, then you can start to trade your money for time instead of training your time for money.

Yeah, that’s

Mike: great. Um, somebody just said, I’ve got some echo. Hopefully it’s fixed now. I don’t know. I could, I could, I don’t hear any issues, but hopefully it’s fixed. I just, Chad, for those either watching live, Chad, didn’t let me know if it’s a little bit better. If not, uh, I don’t know what ne what to do.

This is the problem with I’ve done podcasts for nine years. Whenever we do live stuff, there’s like every problem when it’s not live, nobody knows there was a problem cause they, they gets edited out. But hopefully the, uh, quality’s a little better now. Um, makes it more. Uh, yeah. Um, you know, what’s interesting is a lot of folks, it’s like a self fulfilling prop.

You only aver if you’re, if you’re running the business yourself, or if you’re like a [00:09:00] husband and wife team, or, you know, a two person team, small team, you only advertise enough. to meet your capacity. Right. And what you really need to be able to do is make a long term investment in your team to grow and get out of your own way.

Right. And so what are some of the things you guys have seen to, to get people just to get their mind right. To get out of their own way, to be able to go from two or three deals a month to something much greater than that?

Tiffany: Yeah. I mean, what we see and I think, I don’t know if it’s just our industry coming from, I came from building materials in the oil space.

I came into this industry and I attend all these events and like, everyone’s a hustler, a grinder like there’s, you know, 95% of the industry is these one to two man shows. And a lot of it, I think is a result of the fact that, I mean, it, it is what it is. A lot of our industry’s pretty young. And so they didn’t come through a corporate life.

They, they haven’t even lived 10 years or a decade of properly being onboarded, trained, [00:10:00] managed, and led by somebody else to even know how to do it themselves. And so I think the issue that I see most common in the industry is it takes experience to become a. So like when people come to our, our workshops, for example, um, you, we can like, literally give you everything.

We can, we can hand you everything. But the difference is when you’re building a sales team, the way that you scale first, you have to stabilize which we can talk about, but then you can scale. And the way you scale is by becoming a leader. and I feel like, you know, you can’t just like replicate that and go home tomorrow and wake up a leader.

You actually have to be that has to be mentored and built and groomed over the course of time. And so, because so many people don’t know how to be a leader yet at, they are too focused on. Blasting the marketing, sending the mail, taking the call, running the errands, and they don’t even make time to even read a book on leadership.

Like right. It’s [00:11:00] like this, I feel like it’s like this fluffy concept they think is not valuable or important when it’s the number one thing that they should be focused on in building a company.

Mike: Yeah. Yeah. I think it for a lot of folks, um, You know, they just started scrappy, lean and mean, and it’s hard to get out of that mindset of being scrappy and get outta the way I’ll just do it myself.

Right. So I think that’s one of the challenges that folks have. Um, let’s talk a little bit about, um, Um, uh, you know, some of the steps of building out your sales team. So talk about, uh, maybe recruiting I did for, for those that are, let’s say, uh, I need to change my microphone. I do have a good microphone now and I just change it to something else.

Josh: Yeah,

Mike: I have to entertain the peanut gallery as well. So appreciate you guys. Uh, so let’s talk about recruiting, like finding the right people in the first

Tiffany: place. Yeah. So I will say if we go back to when we started, we took recruiting for granted. I think we’ve rushed through it. Um, and a lot of [00:12:00] times we go to these events and we come home and we just like rush through hiring, which is the worst thing ever that you could do in your business.

And so we have a very, very thorough vetting process now from the first phone interview to a 15 to 20 minute zoom interview to a in-person interview to a working interview. And then the last interview, we do a breakfast lunch or happy hour where now we don’t do that anymore. Our team does it. And then our team gets to decide, are they a culture fit or.

Um, and I think that all along this process that too many people have like one, maybe two interviews, and then they might hire someone that maybe has a skill set, but they’re not a culture fit or they’re a culture fit and they might not have a skill set. And the biggest thing we always say is they need to be coachable.

They need to be a core value. And if we can find those three, I don’t care if they’re flipping burgers right now, we can turn them into a closer, and actually we prefer someone that’s flipping burgers over someone that has sales [00:13:00] experience.

Mike: Yeah. Well talk about that and I understand, I think I understand why, uh, but talk about that.

Why, why do you, uh, not want, is it because they have these preconceived notions of how it should be when they come in and they have some similar experience?

Josh: Yeah, that’s exactly why we want someone who doesn’t have experience. I mean, if you bring an, a player into your organization and, and you see that they’re, they’re already making a hundred, 150 or even 200,000, like one, they have, uh, high expectations, um, coming in and then not only that, but they, they think that they know it all.

So when I go and I give feedback on how to approach the situation and they’re like, oh no, no, that’s not how you do it. I’ve been doing this for 10 years. What do you know? Right. And that’s the last thing that you want, and that starts to bleed into others in your, on your team as well. If you let one person do that, it’s a slippery slope.

Uh, so what we found better is by honing in on our, our, uh, onboarding process and our training, we’ve been able to take now, great culture fits great people [00:14:00] and super growth oriented who may have been on paper, a B, C player only because they don’t have sales experience. Bringing them in and training them through our onboarding and our training and being the right leader or manager.

We’ve been able to turn these people into rockstar sales people.

Mike: That’s awesome. Do, do you think that sales people are, I’ll ask you think they’re born or do you think they’re, it’s learned and you know, it’s interesting for me and I’ve talked a lot about this recently, cause I, I feel like. You know, uh, I think it was Gary, probably Gary Harper that mentioned this several years back.

And right when I heard it, I was like, oh my God, that’s so true. Is that there are salespeople that are, um, hunters and salespeople that are trappers. And the trapper is like the relationship person. Like they’re great. They like to coach and teach and they’re person. You wanna have a beer with and all that, right?

The hunter will go out and have the trapper cannot go out and feed themselves. They don’t go out and help generate any leads. Like they’re just waiting to be spoon fed. And as a business owner, I realized for a long time, That I was hiring people that [00:15:00] for one reason or another, they were trappers were waiting for me to spoon feed them leads.

And as the owner, when the business is struggling, it keeps falling back on me. I have to join more leads. I have to generate more leads because these guys need help instead of like, like bringing on people that could go out and haunt. Right?

Tiffany: Yeah. I mean, our, uh, Just to give you an idea of our top three performers on our staff.

One worked at an eyeglass shop. One was literally sweeping dirt at a contractor’s office before this and the other one was cleaning houses. Um, and they all definitely make over six figures and they’re, there are top closers. Um, and I think it’s a result of very thorough onboarding daily training. And being bought into the culture.

So I feel like a lot of, and it doesn’t matter if it’s real estate, right. It can be the mortgage industry insurance industry. Sure, sure. If they aren’t giving them daily training, weekly audits, weekly [00:16:00] performance reviews and managing people the right way. Like, they’re not, you’re not even giving them the opportunity to perform in the first place.

If you can put the infrastructure in place, they don’t have to have as much talent because this structure will allow them to shine regardless.

Josh: So this is, this is probably the craziest thing you’ve ever heard, Mike, but, uh, we actually took our entire team. Because we have, again, various backgrounds, various experience, and we’ve been able to get these guys to truly rockstar performance.

And I had them all take the PI test because I’m like, there’s gotta be a common link, right? There’s gotta be a common link that I can help filter through in the recruiting process. And. The answer that came back was there were no common, no common links. Wow. They all are very different PI profiles. And I think it’s, it’s ultimately a result.

And, and actually Gary’s the one that shared this quote with me, quote from Michael Jordan’s, uh, uh, basketball coach. He said that, uh, a system allows talent to shine rather than, uh, having to go seek [00:17:00] talent to outshine the lack of a system. So what I think that we’ve created is we’ve created a system.

Where you can plug anyone. Who’s a core value fit, coachable, and is growth oriented, plug them into the system and they’re, they’re gonna be a rockstar.

Mike: That’s awesome. So talk a little bit about the training part, because I think, uh, that’s another area where a lot of people fall short is they’re like, well, if it’s like a one minute, like if I was doing all the acquisitions that I wanted to bring somebody on.

I’m taking ’em out with me. I’m just think thinking of stuff as I go along, I don’t really have a training process. Right. And, um, you know, that’s how the early days work for me. Like, we’re at a point now where we have very detailed training. I’m sure you guys, you know, I’m sure you guys do too, but just talk about some, some low hanging fruit tips for people that they can apply to really build out a trans system.

Tiffany: Yeah. We have, um, we have a five day onboarding process. That’s literally built by the hour every day before they ever even get on a. And in that five days of [00:18:00] onboarding there’s quizzes, assessments, flashcards. And if they don’t get a hundred percent on something, they actually have to go back and keep redoing it until they, we fully agree that they understand the, um, intent of the content before we even put ’em on a phone to start practicing.

And I think too often in our industry specifically, we’re like, Great. You’re hired. Here’s a phone and here’s a script. Um, hopefully you perform. And then not only on top of that, they’re like, oh, and here’s your minimum standard. And here’s how much you have to perform by. But then we don’t even explain the why behind the numbers of which they have to perform by.

And then most people don’t even track their metrics. So then every single day, the salesperson wakes up. They’re frustrated as hell because someone’s telling ’em, they’re not performing, but they don’t know why, because the metrics aren’t even tracked. And it’s like this horrible cycle I see in our entire industry.

Yeah. Sorry, I just went on a ramp, but you can go.

Josh: That’s all good. And, and to answer your question specifically, you know, some of the things that we cover is, um, you know, our qualification [00:19:00] process, how do we know if someone’s worth our time or not? Uh, what is our ideal customer even look like? Right. So we, we, we actually educate on that.

We go over, um, sales, psychology, the psychology behind the sale. And then once we, once we understand the why the science behind it. We’ll layer on the scripts. So now we can start to educate why are we framing our questions? The way that we are, what are we looking to get out of our questions, uh, which is a whole deeper level of understanding versus just handing someone a script and saying, good luck.

You know, that’s just a few of the things that we cover, but we go in depth on all of those things. And I think that it’s, you know, just, we continue to hit on that, not just in onboarding, but we continue to talk about it week in and week out, day in and day out with continued. .

Mike: Yep. Yep. And you guys talked a lot about, um, you know, we talked upfront at least about having the right leadership and management, and I think, you know, how do folks, I think probably some of your corporate background, uh, has helped with seeing a bigger vision for what this can become.

Cause a lot of people get in this situation where they were [00:20:00] making. Say 50 or $60,000 a year, they get into real estate and they’re making double or triple that, and you just start to get content. But the truth is, is that contention is also comes with the cost of them probably having a job instead of a business.

Right. So they don’t have that freedom of time and stuff because they’re such an important part of that. And they become a doer. Right. So talk a little about that. Transition to being an actual leader and be able to build an organization, what you have to do from a mindset perspective to get out of the way of.

Of being, uh, you know, a solopreneur, if you will, to somebody that could really build a team team.

Tiffany: Yeah. I would say that that’s a lot of loaded questions into one. Um, so I will say someone that’s a solo entrepreneur that they aren’t going to reach. Full leadership status for a while. And what I mean by that is it takes time to build a team.

And, um, unless of course, if you have the budget front, if I could say that I made one [00:21:00] mistake from the beginning, I had the budget. When I started this business, I wish I would’ve hired that leader front. If I could have recruited them. But anyways, we built the team. We groomed someone up through leadership over the course of time.

And we went through a lot of hardships our first few years just figuring things out because we really didn’t have a mentor that was properly building team. Like it’s like one thing to learn how to send mail, build a CRM, get a script, talk to a seller, right. that gets you like a couple deals a month, but if you actually wanna build an organization, then it, it’s very rare to find companies out there that teach you how to build a corporate structure around building and onboarding and training and managing teams.

Sure. And, um, I think that you mentioned like time or time, freedom or something like. I think time, freedom’s just a crock of shit to be quite Frank to you because here’s the deal. Like, you know, this you’ve look, you’re running investor fuel, you’re doing all these [00:22:00] things. Like every time you free your time for something else, you leverage that to build something bigger.

Right. And so everyone that’s like chasing this time, freedom, like in my opinion, just. I don’t even want, like, I want nothing to do with coaching you. Well, I think, I think, I

Josh: think the key is that it doesn’t happen in the first

Tiffany: year, too. Really? Exactly like, but that’s what everyone chases in our industry.

It’s like, oh, I wanna be working on my business in six months. Like, yeah, I don’t, you’re not qualified for me, like move on. Um, but I feel like so many people that’s like their mindset around it and I don’t know what marketing scheme or book or advertising out there, like pushes this concept, but it’s not.

All right. I’m done with my ran again. It’s

Josh: not real to be there in six months. Well, you know, it’s

Mike: not, it’s not just our industry. It’s like, you know, in America, everyone wants to pop a pill, lose 50 pounds and buy hair in a can or whatever. Like, just like, yeah, life is presented as like, you have some insurmountable problem, but if you buy this thing, You can, you can overcome all that.

And [00:23:00] it’s not real. And everybody knows it’s not real, but they still tie themselves to it. And so I think a lot of folks that are attracted to our industry because of HGTP and all this things that make the, make what we do easy, but it’s not that easy. Right. So, um, yeah. Yeah.

Josh: Yeah. I think even going back to the leadership piece, uh, cause you had asked about that.

you know, leadership is, is no different than any other skillset. And I like to relate this, you know, to, to a muscle, basically. You know, if I were to walk into the gym on my first day in the gym, I wouldn’t be able to bench press 350 pounds. But for whatever reason, we think that we could step into business and be this leader that can essentially bench press 350 pounds.

No, it’s a skillset that you have to build over. No different than, than sales. It’s a skillset you have to build over time and you do that by showing up, getting reps practicing. And then over time, that muscle will strengthen to a point where eventually you will be able to bench press that 350 pounds.

Mike: Yeah. That’s how everything is. Right. You have to earn your way there, but you’re right. Tiffany I’m [00:24:00] I talk a lot about. Buying back your time, getting your time back. I tend to fill the voids up with more businesses or more things, or I break something that didn’t need it. Wasn’t didn’t really need to be fixed and now I have to fix it.

But I think one thing that has changed over time is I’ve had the freedom to kind of do more of what I want to do less of what I don’t. Right. For sure. Um, so yeah. Interesting stuff. So what else are you guys seeing in terms of, uh, folks or what other kind of guidance can you give folks on moving in that direction or building out a team?

Because for some folks. Listening to this. Uh, we’ve have some veteran folks that go through this I’m sure. Um, but for newer folks that are really trying to overcome, I, I always refer to it as like a stair step where she said, you could, you could do two or three deals a month by yourself. Right. And then you need admin and the salesperson probably.

But even at that level, it’s not a huge team. Right. So talk about those stair steps of getting to, like, if you guys look at your business in terms of levels, how do you get to level two and level three, if you’re at level one,

Tiffany: Right now. [00:25:00] Yeah, I think, um, first you have to start with your foundation. So everything from your, well, first of all, if we’re gonna build a phone sales team, our number one asset is the phone system.

And so everything from your CRM, what data are you pulling? How is it being structured to the phone system? And if we could go back six years to when we started doing phone sales, unfortunately we were started with our own cell phone. Then we were on a phone system for far too long that I had to hand dial people.

And, um, it all went to crashing down about two years in, um, and we had happened to hire a mentor that had built multiple multimillion dollar companies based off of phone sales. And so he came in and was like, well, number one, your biggest asset is your phone. So like if you’re not providing them a phone system that has whisper features, live transfer, recording, power, dialers, et cetera, then you’re just, you’re not allowing them to be the most productive that they can be or yourself.

Um, [00:26:00] and so at the end of the day, you’re gonna have turnover naturally from them not making as much money as they can possibly make.

Josh: You know, actually it’s, uh, if you don’t mind chiming in here, uh, one way to look at this is it’s almost as if you’re equipping your team with tools. Now, imagine if you gave.

An entire crew of contractors, just a hammer in nails to go build a house versus the other crew. That’s got, uh, automatic power nailers and, and drills and all of these things. They’re probably gonna be able to build that house a lot faster, you know, and be way more efficient with their time. And it’s no different than when we’re building a, a team.

Like we need to make sure we’re equipping our team with the right tools so that they can maximize, you know, their time and be as efficient as possible to truly put ’em in a position to be.

Tiffany: Yeah. So it’s all about the foundation. And we learned ourselves years ago that if your foundation’s not strong, even if you are a good leader and you bring people on, at some point, it will come crumbling down because your foundational systems and processes aren’t strong enough.

And then from there, what we see [00:27:00] common in the industry is, and this probably comes from just variations of education out there. Is when it comes to phone sales, it’s really important that we make sure that the team itself understands their core vision of the numbers. Right? Cause the, the only like vision that phone sales team should have is revenue.

So they should have it very clear cut what the company’s vision is on revenue. And a lot of times I see folks where like I have an event I’ve even got, you know, I get a lot, lot of players in my office that are doing 2030 plus deals a month. And I’m like, well, what’s your revenue. and I’m like, how are you doing 30 deals a month?

And your sales team does not know what your revenue goal is because that is their number one vision to be reaching towards. And if they don’t understand it, then every number that trickles down from there, they don’t know the why behind what you’re telling them to do. Then it all starts with this number.

And so from here, this number tells you how many leads per day, how many offers, how many contracts you need to. Et cetera, to [00:28:00] then reach this goal. So what their mind is probably thinking is like, yeah, you threw these metrics at me, but what do they really mean if I don’t know what the end goal is? Yeah.

Mike: And what does it mean for them, right.

Tiffany: Yeah. So, and what does it mean for them as well? Yeah, so it’s really important that they understand the company’s vision. And then how do we then sit down with them? What’s their end goal so we can backtrack their numbers down. Into maybe the minimum performance for them is 50,000 a month, but they wanna make 150 grand this year.

Well then here’s what you have to do a month. Here’s how many offers a day? How many, you know, break it down literally down to the day of what they have to do in order to hit this goal. And so, um, in phone sales, a couple common things that people track that probably shouldn’t is two things. One is dial.

If you have a really good phone system, dial count becomes actually irrelevant. And it’s irrelevant for them to track, not necessarily [00:29:00] leadership to see, but for them to say, oh, I’m held accountable to 80 dials a day. And then, uh, at four o’clock and at five o’clock I’m leaving. Guess what they’re gonna count?

They’re gonna focus on is dials, not actually making revenue. Right. Another big thing I saw in the industry is telling people to track and hold people accountable to a specific talk. Hmm, do not do that because if again, what they’re gonna do then is focus their time on non-qualified leads versus spending their time with the right people.

So the moral, this is, is making sure that they’re tracking a few metrics all every single day that actually drives the needle forward to producing revenue. That doesn’t mean as leaders. We don’t have reports that say talk time and dial count and break times and all these things, because what those do is give us red flag indicators.

Is there something happening that I need to go dig into that drive me to go figure out what’s going on in the business. Yep. Um, so I think the foundation comes first, the right [00:30:00] systems and tools, and then do, are we holding them accountable to the three or four major metrics that actually move you towards revenue every single day?

That’s great. Um, And

Josh: then from there, do you

Mike: compensate on individual performance or do you do any team based stuff? Is the team, does the team win and lose together in any component for you guys? Or is it all individual performers?

Tiffany: It’s individual and team.

Mike: Okay. So like a bonus if the team hits the goal, but

Tiffany: yeah.

Yep. So they have an, um, the follow specialist has a base and a commission, the closers have a base and a commission. And then the team as a whole, we do it every six months and the faster they hit the revenue goal, the faster they get paid out, but they have a deadline in which they have to hit it by.

Okay. And everyone on the team is evenly paid the same bonus, and it’s a much bigger payout than their individual bonuses.

Josh: Yeah. Oh, wow. Okay. We, we actually came up with this because I’ll never forget. I’ve seen, you [00:31:00] know, other, other sales force in the industry where, you know, acquisition guys are tackling each other and fighting each other over, over a deal that was stolen from them.

Right. I mean, ultimately everyone in our, in our team, they know and understand that no, none of them own any leads. Right. None of them are assigned to. Uh, but we’re a team and I don’t want any one person holding back information because they’re afraid they’re gonna lose a commission or anything like that.

Right. Which is ultimately holding the team back from achieving the team goal. So by putting this incentive in place, now, if someone feels like they messed up an opportunity, instead of holding that in their back pocket, continuing to, to try to get them on the phone, see if they can work it out, they just go to the next person and say, Hey, call ’em.

I think I messed this up. I think you can save this.

Mike: awesome. Tiffany, I’m sorry, what I cut you off a minute ago. What, what do you remember which where you were at?

Tiffany: Um, I think we were just going from like foundation to what we track to, um, ensuring that we have structure in place every [00:32:00] day. And I think a lot of times sale, like people just like grow these sales teams, they’ll hire a few acquisition managers and then they’re just not even.

They’re not doing daily huddles with very specific structure and daily sales training, and daily structure to what they’re doing by the hour every day, because people thrive in structure. Um, and so a lot of times what we see is because the owner is wearing too many hats, they just hire these people. And then they wake up a week later and they only have a weekly meeting and they’re like, oh, why aren’t you performing?

And they’re not monitoring. They’re not doing weekly performance reviews and call audits. You know, there’s just a, really like a lack of leadership involved in a lot of the, um, organizations throughout the industry right now. Yeah. Yeah.

Mike: That, that sounds very common. I can, I can see that for sure. It’s easy.

I mean, a lot of us, uh, a lot of, lot of us, but a lot of entrepreneurs ultimately wanna outsource everything and what, they don’t really have the right infrastructure in [00:33:00] place to be able to step away, but they still step away cuz they assume it’s gonna be okay. Which might be okay for short periods of time, but not, not on ongoing basis.

Tiffany: Right. yep. That’s why they can hire us. We’ll become their fractional sales manager. yeah.

Mike: So talk a little bit about that. If folks, if folks are, I know you guys have a, a service that you provide and some training you provide, if folks wanna learn more, just maybe share a link as to where they should go.

Tiffany: Um, they can [email protected]. We have, um, we have a few different programs that lead up to a bigger program, but, uh, we definitely do not work with newbies. So, uh, you have to be doing at least two deals a month to even come into the frontline product that we do. But we always start with exactly what we said.

Like, I don’t care if you’re doing 50 deals a month, I will put you in our front product to talk about the foundation. Like, let me understand your CRM, what data you’re doing, your systems, your phones, cuz there’s always something to improve, including. Yep. Um, and what is the foundational processes so that when we [00:34:00] bring you into a workshop and we talk about building a team that we’re not building a team on top of chaos, so, you know, you, and I doesn’t matter what company we’re running, there’s always improvement to be made on our foundation.

Yeah. Um, and so that’s why we like to follow process of foundation. Then we come in, we show you everything that it takes to build a team on boardroom train ’em. And then from there, if you’re like, oh crap, like I can’t become a leader overnight, then we be, we have a full coaching staff that becomes fractional sales managers.

Mike: Okay. Okay. Awesome. That’s that’s an awesome model. Um, cool guys. Well, Hey, thanks for sharing some time with us today.

Josh: Yeah, appreciate you having us on good stuff. Good

Mike: stuff. And everybody, um, we’ll add in the, in the actual, uh, show when, once it gets published, we’ll add, uh, some of the links on it that we talked about today.

Uh, if you, if you haven’t, if you’re not getting notifications, I do these twice a month. Now we’ve done about six or eight shows over the last couple months with some amazing. Friends of mine and industry leaders go to [00:35:00] footner.com/live, and we’ll send you notifications for the next show. We’ll also get you access to the last six or eight live shows that we’ve done.

And a lot of great stuff. Honestly, they’re all focused on different aspects of scale and from lead generation sales training and things like that. So footner.com/live is how you can get there. So guys, thanks again for spend time today with you today.

Tiffany: Yeah.

Mike: Thanks. Awesome. Everybody have a great day. We’ll see you in the next show.

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