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Your Sales Team Isn't the Problem. You Are. · Success Is Not Convenient

• 0:00
  SPEAKER_00: Hello, everybody, Bernie Gallerani bringing an episode of Success is not convenient.
• 0:04
  SPEAKER_00: And I want to talk to all the entrepreneurs that own businesses that have a sales team.
• 0:10
  SPEAKER_00: As we all know, if we're in the business of being an entrepreneur, and especially as we're expanding and growing, who's outdoing the sales for our company?
• 0:17
  SPEAKER_00: So today, what I want to do is I want to talk about something that most business owners don't really want to face.
• 0:24
  SPEAKER_00: And I was having a conversation with a service provider.
• 0:28
  SPEAKER_00: We were talking about our systems, and the service provider, and looking in the systems we were operating and how we hold our agents accountable.
• 0:35
  SPEAKER_00: And the service provider says, wow, you know, it's really interesting to see how much more involved you are with your sales numbers than most of the other companies we deal with.
• 0:45
  SPEAKER_00: With all that being said, though, it is a little frustrating working with salespeople, but yet you have to have salespeople in your company or your business won't grow.
• 0:53
  SPEAKER_00: So what is your sales team costing you right now because they aren't making enough calls, following up consistently with the leads that are provided, or developing their level of skill?
• 1:05
  SPEAKER_00: See, salespeople naturally like low-hanging fruit.
• 1:08
  SPEAKER_00: My salespeople are no different than any other salesperson, and that the easier it is for them, the more they actually like the business.
• 1:16
  SPEAKER_00: The challenge with it is the money's made on the other side of that.
• 1:19
  SPEAKER_00: The salesperson really robs themselves financially, and it's really our fault as owners.
• 1:24
  SPEAKER_00: And what they do is they like the customers who answers the phones immediately.
• 1:29
  SPEAKER_00: They're ready to buy, they have very low objections that they get, so which is a good thing because most of them who are regular salespeople probably aren't all that great at objection handling skills.
• 1:40
  SPEAKER_00: And it doesn't require them to make 10 follow-up calls.
• 1:44
  SPEAKER_00: And that's typically what a salesperson likes.
• 1:47
  SPEAKER_00: Now that's what they like, but it's our job as owners to hold them accountable at a much different level, right?
• 1:53
  SPEAKER_00: That is how salespeople normally work.
• 1:55
  SPEAKER_00: Most salespeople are created through constant prospecting.
• 1:59
  SPEAKER_00: Good salespeople are through constant prospecting, repeated follow-up.
• 2:03
  SPEAKER_00: So they have a really great schedule of repeating follow-up.
• 2:06
  SPEAKER_00: They practice their scripts and the skills and they ask really great questions.
• 2:09
  SPEAKER_00: They study their objection handlers at a very high level and they ask for appointments more often.
• 2:16
  SPEAKER_00: I think the challenge really is, and I'm gonna say this to all the leaders, it's really our fault.
• 2:21
  SPEAKER_00: It's our fault because we hire salespeople who want to be led, but yet we don't lead them in the manner, we don't hold them accountable in the matter, and we don't have the systems to really support it.
• 2:31
  SPEAKER_00: And I'm gonna throw myself under the bus that says, even though we do a pretty good job, we are so far away from doing it the right way.
• 2:39
  SPEAKER_00: See, if you don't hold salespeople accountable to those activities, it's easy for them to get fairly lazy, and it's easy for them to just really focus on the low-hanging fruit.
• 2:49
  SPEAKER_00: Here's the truth about salespeople: you cannot manage sales based on only how much someone sold last month.
• 2:58
  SPEAKER_00: By then it's just too late, right?
• 3:00
  SPEAKER_00: You must measure the activities that create future sales.
• 3:04
  SPEAKER_00: So, what are we doing now to really make sure that we're looking at the next 90 to 180 days?
• 3:09
  SPEAKER_00: If that salesperson works a process and procedure, what could it be for them if you, the owner, held them at a higher level of standard?
• 3:18
  SPEAKER_00: The most important sales numbers we can get is research that we use through a company called Gong.
• 3:23
  SPEAKER_00: And based on more than 300 million cold calls found, massive differences between average salespeople and top salespeople.
• 3:32
  SPEAKER_00: Now, what I'm gonna ask you guys is don't be mad at me for delivering you the information because I'm about to give you some information that's gonna make you look at your company and go, what the heck are we doing wrong?
• 3:41
  SPEAKER_00: See, the average salespeople connect approximately 5% of the people that they call.
• 3:48
  SPEAKER_00: 5% of the people that they call.
• 3:50
  SPEAKER_00: So if they call 100 people, they connect with 5%.
• 3:56
  SPEAKER_00: And that means that it takes 19 calls to reach just one person.
• 4:01
  SPEAKER_00: 19 just to talk to one person.
• 4:03
  SPEAKER_00: A top salesperson, someone who's skilled, someone who's trained, someone who's consistent, someone who's focused, someone who actually has a high intention.
• 4:13
  SPEAKER_00: Now, this is gonna be a crazy number.
• 4:14
  SPEAKER_00: A top salesperson connects with approximately 13% of the people that they call.
• 4:20
  SPEAKER_00: 13%.
• 4:21
  SPEAKER_00: Now we're gonna go into this like, well, wait a minute, because that that was my original thought is if we have one group connecting with five and one group top salesperson skilled, how are they connecting with more?
• 4:31
  SPEAKER_00: They're calling more often, they're calling that lead more often.
• 4:34
  SPEAKER_00: They're not looking for low hanging fruit, they're looking for someone that they can call and help convince them why they should do something.
• 4:42
  SPEAKER_00: All right, so let's not get this too confusing.
• 4:44
  SPEAKER_00: If you make a if you have a brand new, unexperienced salesperson, they're they're connecting at 5%.
• 4:51
  SPEAKER_00: If you have a really, really good salesperson, they're connecting at 13%.
• 4:56
  SPEAKER_00: And what this means is it takes them about eight calls to reach just one person.
• 5:01
  SPEAKER_00: Eight versus 19.
• 5:03
  SPEAKER_00: Why is that?
• 5:04
  SPEAKER_00: Because they're calling more of those leads more often.
• 5:07
  SPEAKER_00: They're actually staying focused within those calls, and their skill level or skill level is much better.
• 5:13
  SPEAKER_00: Okay.
• 5:13
  SPEAKER_00: So here's where skill really matters.
• 5:16
  SPEAKER_00: The average salesperson turns only about 5% of these conversations into appointments, and a top salesperson converts approximately 17%.
• 5:24
  SPEAKER_00: Put those two numbers together and you get an incredible difference.
• 5:28
  SPEAKER_00: And the average salesperson needs approximately about 400 calls to book just one appointment.
• 5:35
  SPEAKER_00: 400.
• 5:36
  SPEAKER_00: Now, let me let me stop here for one second.
• 5:38
  SPEAKER_00: I remember when I started in real estate and I was making phone calls to expired and buy owners.
• 5:44
  SPEAKER_00: And for every appointment that I set, now, not every sale that I made, for every appointment that I set, I needed to talk to 267 people to book one appointment.
• 5:57
  SPEAKER_00: Now, these were in the early days when I really wasn't that skilled.
• 5:59
  SPEAKER_00: So I'd make a lot of phone calls.
• 6:01
  SPEAKER_00: I had a pretty focused schedule, but my skill level was so poor.
• 6:05
  SPEAKER_00: And this is what I'm gonna ask all of our owners to do is are you tracking your numbers to see what your top people are doing and who they're talking to and who your new people are who unskilled?
• 6:14
  SPEAKER_00: And then how much time is it gonna take to get them to where they need to go?
• 6:18
  SPEAKER_00: So in this time frame of 267 contacts to an appointment, it took a lot of years, about 15 years, for me to go from 267 calls and conversations, I should say, so 267 conversations, not dials, not phones that people that didn't pick up, actually conversations.
• 6:42
  SPEAKER_00: Okay, so some of you are like, wow, I'm exhausted already.
• 6:45
  SPEAKER_00: Yeah, it was it's pretty exhausting.
• 6:47
  SPEAKER_00: But what the point is here is the skill developed in that time.
• 6:51
  SPEAKER_00: And I went from within that 15-year period of time, I went from 267 conversations, contacts to one appointment down to nine conversations to an appointment.
• 7:04
  SPEAKER_00: Look at the gap that was just made up.
• 7:08
  SPEAKER_00: Look at that gap.
• 7:10
  SPEAKER_00: See what happens is a top 25% salesperson needs approximately 45 calls.
• 7:16
  SPEAKER_00: 45.
• 7:18
  SPEAKER_00: And let me say this again: one salesperson needs 400 calls to get an appointment, another only needs 45 calls to get to an appointment.
• 7:27
  SPEAKER_00: Why is that?
• 7:28
  SPEAKER_00: That this means a skilled salesperson can be almost nine times more productive with the same number of calls.
• 7:35
  SPEAKER_00: If you look at the average between my 267 and my nine, every nine people I had an appointment.
• 7:42
  SPEAKER_00: And in every appointment, I had a listing at about 80 to 85 percent.
• 7:48
  SPEAKER_00: And then out of that, about 85 to 90 percent, I was selling a home.
• 7:53
  SPEAKER_00: So if you do the mathematics on all of that, I was making a sale about every 20 people I spoke to.
• 8:00
  SPEAKER_00: So versus the 267, and my list ratio was so much lower that I had to talk to you know a thousand people to make any money.
• 8:10
  SPEAKER_00: Now, some of you salespeople are probably exhausted thinking, how do I talk to a thousand people to make a paycheck?
• 8:16
  SPEAKER_00: Well, sometimes you have to do that because you'll start at 267 to try to get to nine, and nine is a high level of skill, high level of dedication, a high level of activity, and the right kind of mindset.
• 8:28
  SPEAKER_00: So let's talk about this activity versus skill.
• 8:31
  SPEAKER_00: This is why owners must measure two things, the activity and the skill of the salesperson.
• 8:38
  SPEAKER_00: Activity means how many calls were made, how many follow-ups were completed, and how many conversations took place.
• 8:47
  SPEAKER_00: How many appointments were actually scheduled within those calls?
• 8:50
  SPEAKER_00: And what skills are needed to continue to keep improving?
• 8:53
  SPEAKER_00: How many calls became actual conversations?
• 8:57
  SPEAKER_00: Because sometimes calls don't become conversations.
• 8:59
  SPEAKER_00: To me, how I measured conversation, and it's all done through a computer today, is two minutes or longer.
• 9:05
  SPEAKER_00: Could I keep that client on the phone two minutes or longer?
• 9:07
  SPEAKER_00: That's a conversation.
• 9:09
  SPEAKER_00: So how many conversations become an appointment?
• 9:12
  SPEAKER_00: See, if you're an owner, you've got to track all these.
• 9:14
  SPEAKER_00: How many appointments were actually held?
• 9:16
  SPEAKER_00: How many canceled, how many held?
• 9:18
  SPEAKER_00: Are you if you're an owner, are you tracking all of that?
• 9:21
  SPEAKER_00: By the way, every metric means something, and it means something as a different skill.
• 9:25
  SPEAKER_00: So, for example, if I have a salesperson who isn't making, let's call it 30 calls a day, they're not doing and they're not getting enough repetition to get any better, right?
• 9:37
  SPEAKER_00: It's uh I like a using a baseball analogy, and it's like there's no way you're gonna ever make it to the major leagues if you're not swinging at the ball pretty often in order to get better at hitting the ball, right?
• 9:48
  SPEAKER_00: And so when you make a phone call, every time you make a phone call, it's like swinging at the ball.
• 9:53
  SPEAKER_00: And you're gonna miss a lot of time swinging at the ball, like you're gonna miss a lot of times having good conversations with people and getting them to trust you enough to want to work with you.
• 10:01
  SPEAKER_00: So we have to measure every activity.
• 10:04
  SPEAKER_00: So let's just say we bring that down, we set appointments, but we're not getting the contract signed at the kitchen table or whatever that looks like.
• 10:11
  SPEAKER_00: Why are we not?
• 10:12
  SPEAKER_00: Are there closing skill problems?
• 10:14
  SPEAKER_00: Do we have problems with closing?
• 10:16
  SPEAKER_00: Very possible.
• 10:17
  SPEAKER_00: If you're if you think you got a calling problem, then you got a calling problem.
• 10:21
  SPEAKER_00: But if you don't have a calling problem, you might have a closing problem.
• 10:23
  SPEAKER_00: So how do we solve the closing problem?
• 10:25
  SPEAKER_00: If you have a closing problem, but you have a product problem, then we got a different problem, right?
• 10:29
  SPEAKER_00: If you might you might have a delivery problem.
• 10:31
  SPEAKER_00: For us, for our world, we have an appointment problem, we then get an appointment, then we have a closing problem.
• 10:39
  SPEAKER_00: And then if you don't call the closing problem, then you get a pending problem.
• 10:43
  SPEAKER_00: If you don't have a pending problem, so everything should be sequenced.
• 10:46
  SPEAKER_00: And you as owners have to know these numbers.
• 10:48
  SPEAKER_00: So how many appointments become sales?
• 10:50
  SPEAKER_00: That's something we should be we should always be tracking.
• 10:53
  SPEAKER_00: If a salesperson isn't making calls, if they're not doing what they're supposed to be doing, that's an accountability and activity problem.
• 11:01
  SPEAKER_00: Address that from the beginning.
• 11:03
  SPEAKER_00: Guys, I have this problem within my organization.
• 11:06
  SPEAKER_00: It is literally like herding cats.
• 11:07
  SPEAKER_00: Or as a good friend of me said recently, uh, forget about cats, it's like uh herding raccoons, right?
• 11:13
  SPEAKER_00: It's almost impossible to herd and create great salespeople without a really great system and without a high level of accountability.
• 11:22
  SPEAKER_00: And if they're making calls but not getting appointments, that is probably a skill problem.
• 11:27
  SPEAKER_00: If they are getting appointments but not closing the sale, then that is a skill problem.
• 11:31
  SPEAKER_00: Don't just tell someone you need to sell more stuff.
• 11:34
  SPEAKER_00: Find the exact place where the sales breakdown is.
• 11:38
  SPEAKER_00: Not everything's created the same.
• 11:41
  SPEAKER_00: Some people don't have any problems with talking to people, but they just have problems with saying the right things.
• 11:47
  SPEAKER_00: Some people have problems just talking to people.
• 11:50
  SPEAKER_00: So it's a different level of coaching.
• 11:52
  SPEAKER_00: And if you as an owner or if I as an owner can't address the problem, then we're gonna have a very unsuccessful sales team.
• 11:59
  SPEAKER_00: How many missed calls are out there that are costing you a ton of money?
• 12:04
  SPEAKER_00: How many calls come in that are just not answered the right way?
• 12:09
  SPEAKER_00: So we're gonna make this as simple as we can.
• 12:11
  SPEAKER_00: Suppose a salesperson is expected to make 50 calls a day, but instead they only make 25.
• 12:17
  SPEAKER_00: By the way, this is the world I live in.
• 12:19
  SPEAKER_00: My 25 is like 12 or 15, which doesn't make any sense to me, but we have to continue to keep pushing hard and making these people understand this.
• 12:28
  SPEAKER_00: But for the purpose of this scenario, let's just say they're making 25 and they're supposed to be making 50.
• 12:32
  SPEAKER_00: They are missing 25 calls a day.
• 12:34
  SPEAKER_00: And what 25 calls a day equals, it's 125 missed calls a week.
• 12:39
  SPEAKER_00: You don't think about this?
• 12:40
  SPEAKER_00: It's 125 miss calls per week.
• 12:43
  SPEAKER_00: It's 500 miss calls per month.
• 12:46
  SPEAKER_00: It's 6,000 miss calls per year.
• 12:51
  SPEAKER_00: And using the industry research, 6,000 missed calls could represent anywhere from 15 to 130 lost appointments, depending on their skill level, depending on their skill level.
• 13:03
  SPEAKER_00: If they're not making the calls, they can't get skilled.
• 13:06
  SPEAKER_00: And if they are somewhat skilled and they're not making the call, they're losing a bunch of opportunity.
• 13:10
  SPEAKER_00: And by the way, if you're an owner, if you're an owner of a company, this is your money because it's your leads, it's your lost revenue because you're spending money to make that happen and your salesperson's not doing their job.
• 13:22
  SPEAKER_00: And I'm sorry, it's not the salesperson's fault.
• 13:24
  SPEAKER_00: It's actually our fault.
• 13:25
  SPEAKER_00: Every salesperson that underperforms in my company is actually my fault because I'm not doing a better job of holding them accountable.
• 13:31
  SPEAKER_00: And I'm going to ask that you do a better job holding your people accountable.
• 13:35
  SPEAKER_00: It's your investment.
• 13:36
  SPEAKER_00: Don't blame them, blame you.
• 13:38
  SPEAKER_00: Now take the numbers of these missed appointments, and I want you to multiply it by your closing percentage and your average profit per sale.
• 13:46
  SPEAKER_00: Go ahead and do that.
• 13:47
  SPEAKER_00: It's pretty painful.
• 13:49
  SPEAKER_00: It's really painful.
• 13:50
  SPEAKER_00: And this is the financial cost of making the calls or lack of.
• 13:54
  SPEAKER_00: Lack of making those calls.
• 13:56
  SPEAKER_00: For example, if every completed sale is worth$5,000 to your company, losing just 10 sales costs you$50,000.
• 14:07
  SPEAKER_00: I don't know about you, but that's a lot of money.
• 14:09
  SPEAKER_00: And your salesperson doesn't care enough about it because they don't need the money, but you have an organization.
• 14:13
  SPEAKER_00: And what I'm gonna try to make a point to all my owners today is this you're responsible for your sales team.
• 14:21
  SPEAKER_00: Stop blaming your sales team when your system doesn't support high levels of success.
• 14:25
  SPEAKER_00: Multiply across five, 10, or even 20 salespeople.
• 14:29
  SPEAKER_00: This is one salesperson.
• 14:31
  SPEAKER_00: Let's just say you had 10 salespeople that were underperforming in your company.
• 14:36
  SPEAKER_00: 10,$500,000 in lost revenue.
• 14:40
  SPEAKER_00: Holy smokes.
• 14:42
  SPEAKER_00: Holy smokes.
• 14:42
  SPEAKER_00: Can you imagine you're losing a half a million dollars because you are not paying attention to the numbers?
• 14:49
  SPEAKER_00: And you don't really have a high level of systems in place to help people become better at their job.
• 14:55
  SPEAKER_00: Owners may be losing hundreds and hundreds and hundreds of thousands of dollars without even realizing it.
• 15:00
  SPEAKER_00: Not because the market is bad, but because their salespeople aren't consistently doing the work, and that's our fault.
• 15:06
  SPEAKER_00: We need to lead by example.
• 15:08
  SPEAKER_00: Every owner should understand the sales funnel.
• 15:11
  SPEAKER_00: They have to understand the process of the sales funnel.
• 15:14
  SPEAKER_00: And it looks a little bit like this call leads to conversion.
• 15:17
  SPEAKER_00: Calls leads to conversion.
• 15:19
  SPEAKER_00: Conversion leads to appointments, and appointment leads to presentations.
• 15:24
  SPEAKER_00: Presentation leads to sales.
• 15:27
  SPEAKER_00: That's it.
• 15:28
  SPEAKER_00: What are you doing?
• 15:28
  SPEAKER_00: Like there's a sequence.
• 15:30
  SPEAKER_00: And are we following it and holding them?
• 15:33
  SPEAKER_00: I know I'm not doing a great job at it, which is why I felt it was necessary to do this because we do a pretty good job, but we are losing not hundreds of thousands, millions of dollars within the leads that we have every single year because we don't have the right systems in place.
• 15:48
  SPEAKER_00: And I'm bringing you this podcast today because as I research the systems that I have, even though they're probably better than most, they are so subpar to where they need to be for a high powerful sales team.
• 16:02
  SPEAKER_00: Here are the percentages that you should know for every salesperson.
• 16:06
  SPEAKER_00: Number one, what percentage of calls become conversions?
• 16:10
  SPEAKER_00: Number two is what percentage of conversations become appointments?
• 16:13
  SPEAKER_00: Number three is what percentage of scheduled appointments actually take place?
• 16:18
  SPEAKER_00: It's a good one, right?
• 16:19
  SPEAKER_00: Like how many of them are becoming conversations?
• 16:22
  SPEAKER_00: How many of them becoming appointments?
• 16:24
  SPEAKER_00: And what percentage of these scheduled appointments actually take place?
• 16:27
  SPEAKER_00: Number four is what percentage of appointments become proposals for presentations?
• 16:33
  SPEAKER_00: And then number five is what percentage of proposals become actually sales?
• 16:36
  SPEAKER_00: Number six is what percentage of signed sales actually close?
• 16:41
  SPEAKER_00: We need to know all of this.
• 16:42
  SPEAKER_00: We can't shoot from the hip.
• 16:44
  SPEAKER_00: If you know those six percentages, you can identify almost every major weakness inside of your sales process.
• 16:51
  SPEAKER_00: And if you don't know them, you are just guessing.
• 16:53
  SPEAKER_00: So how to how to diagnose this problem?
• 16:56
  SPEAKER_00: Here is a simple way to diagnose a salesperson.
• 17:00
  SPEAKER_00: Low activity and low conversion means that you may have a motivation, discipline, and a hiring problem.
• 17:06
  SPEAKER_00: They're not the right people.
• 17:08
  SPEAKER_00: High activity but low conversion means that you probably have a skill, coaching, scripting, and/or lead quality issue.
• 17:16
  SPEAKER_00: Is it possible it's lead quality?
• 17:19
  SPEAKER_00: I would bet almost everything better than being a low lead quality problem, it's probably a skill problem, probably a commitment problem.
• 17:27
  SPEAKER_00: Low activity but high conversion means that you have talented salespeople who is operating below their potential.
• 17:34
  SPEAKER_00: I've got a whole bunch of those, by the way.
• 17:37
  SPEAKER_00: Really great people that just operate well below.
• 17:40
  SPEAKER_00: And you have to figure out how you get them motivated.
• 17:43
  SPEAKER_00: I've done other videos in the past and talks about complacency.
• 17:46
  SPEAKER_00: I would start there, and if you really dig into the word complacency for a lot of very talented salespeople, it's very rampant.
• 17:54
  SPEAKER_00: High activity and high conversation means that you have a top performer.
• 17:58
  SPEAKER_00: Reward them, retain them, and study what they do every day and then reteach that.
• 18:05
  SPEAKER_00: Owners must stop treating every performer's problem the same.
• 18:09
  SPEAKER_00: Nobody has the same problem.
• 18:11
  SPEAKER_00: Everybody has a reason that goes on inside their head, and it's our job as leaders to teach them and guide them in the way that actually gets them to perform.
• 18:19
  SPEAKER_00: We can do it as leaders, but we can't do it if we don't spend time, energy, and money and really dissect the numbers.
• 18:25
  SPEAKER_00: You cannot train someone out of laziness.
• 18:28
  SPEAKER_00: That's just who they are.
• 18:30
  SPEAKER_00: If they don't want to work, they don't want to work.
• 18:32
  SPEAKER_00: But you also shouldn't call someone lazy when they're making the calls and simply haven't been trained properly.
• 18:40
  SPEAKER_00: The training process is on us, the laziness is on them.
• 18:43
  SPEAKER_00: But we get a chance to choose lazy people too, and we have to identify that as quickly as we possibly can.
• 18:49
  SPEAKER_00: The numbers help you see just the differences in these in these different kinds of people.
• 18:54
  SPEAKER_00: Is your company providing enough training?
• 18:56
  SPEAKER_00: That would be number one, I would ask you.
• 18:58
  SPEAKER_00: Dig down in deep, roll up your sleeves and say we given enough to our salespeople.
• 19:02
  SPEAKER_00: Salesforce, which is I'm sure many of you guys know because it's a big company that we actually use Salesforce within our company, but reported that almost half of all salespeople rarely receive feedback on their sales conversions.
• 19:15
  SPEAKER_00: Salesforce is actually saying this that salespeople rarely actually have feedback on the sales process or the sales conversation.
• 19:24
  SPEAKER_00: What we do is we have what we call a lead auditor.
• 19:27
  SPEAKER_00: So that lead auditor goes through all those leads and then listens to those calls and does those types of things.
• 19:31
  SPEAKER_00: Maybe something to consider.
• 19:32
  SPEAKER_00: Or do you have somebody that just focuses on every lead that comes into the company, or are you just taking your lazy agent's opinion on it?
• 19:40
  SPEAKER_00: I had an agent recently say something to me.
• 19:42
  SPEAKER_00: The leads aren't good.
• 19:43
  SPEAKER_00: I said, gosh, it's so interesting.
• 19:45
  SPEAKER_00: This agent over here sells 10 opportunities, has 10 sales a month on the same stupid, crazy, dumb, unmotivated leads that you get, but yet you can't sell anything and they sell ton.
• 19:57
  SPEAKER_00: They make a hundred thousand a month and you don't make anything, and it's a lead problem.
• 20:01
  SPEAKER_00: So be careful with that if you're an owner.
• 20:03
  SPEAKER_00: Don't buy into any of that.
• 20:04
  SPEAKER_00: Almost half always say that they don't get enough opportunities.
• 20:08
  SPEAKER_00: Of course they get enough opportunities.
• 20:11
  SPEAKER_00: They just aren't skilled enough to convert them.
• 20:13
  SPEAKER_00: Owners complain that their salespeople aren't skilled, but how much time are we spending trying to develop skill?
• 20:20
  SPEAKER_00: Are we listening to the calls?
• 20:22
  SPEAKER_00: Are we practicing scripts with them?
• 20:24
  SPEAKER_00: Are we role-playing objections?
• 20:27
  SPEAKER_00: Are we teaching them how to ask better questions?
• 20:30
  SPEAKER_00: Are we showing them how to follow up properly?
• 20:34
  SPEAKER_00: Are we reviewing why the appointments aren't closing?
• 20:37
  SPEAKER_00: Are we talking to them?
• 20:38
  SPEAKER_00: Sales training cannot be one meeting a year.
• 20:41
  SPEAKER_00: Training should happen every single week at a high level.
• 20:45
  SPEAKER_00: Sometimes every day.
• 20:47
  SPEAKER_00: I don't, I'm not, I'm just telling you, we we do more than once a week.
• 20:50
  SPEAKER_00: Should be practical, measurable, and connected to the salesperson's real conversion percentage.
• 20:56
  SPEAKER_00: Every salesperson should have a simple weekly scorecard containing the calls that they made, follow-ups that were completed, conversations that were held, appointments that have been scheduled, appointments that had been held, and proposals delivered.
• 21:14
  SPEAKER_00: In my world, it's presentations, the sales that they made, the revenue that they generated, what's the conversion percentage of all of that?
• 21:23
  SPEAKER_00: What's the training attendance?
• 21:24
  SPEAKER_00: We actually have attendance cards for every training class that we have, and we score that particular person, that salesperson, on how often they show up.
• 21:33
  SPEAKER_00: Then meet with them every week and ask them, what did you commit to doing this week?
• 21:37
  SPEAKER_00: What did you actually do?
• 21:39
  SPEAKER_00: Where did the numbers break down for you?
• 21:41
  SPEAKER_00: So where did you fall short on your goal?
• 21:43
  SPEAKER_00: What will you do differently this next week?
• 21:46
  SPEAKER_00: This is called accountability, and without accountability, we got nothing.
• 21:49
  SPEAKER_00: They're going to just do what they want to do.
• 21:51
  SPEAKER_00: Accountability is not yelling at people and it's not embarrassing people.
• 21:55
  SPEAKER_00: It's it's not even micromanaging every minute of their day.
• 21:59
  SPEAKER_00: Accountability Means making expectations and results visible to them so they can see it.
• 22:04
  SPEAKER_00: Salespeople should know what they are expected to do, how it will be measured, and what happens when they repeatedly fail to do it.
• 22:14
  SPEAKER_00: And they will.
• 22:14
  SPEAKER_00: If you guys think you're having great salespeople without accountability, you're gonna you're gonna lose this battle most of the time.
• 22:20
  SPEAKER_00: See, the greatest salespeople don't fear accountability, they appreciate it because they want to improve.
• 22:26
  SPEAKER_00: Guys, I'm gonna tell you like I have some salespeople inside my organization that are absolutely dynamic and they clamor for coaching, they clamor for the ability to learn more so they can be better.
• 22:38
  SPEAKER_00: So the question I think we need to all ask ourselves as entrepreneurs and as owners do we have salespeople that were like pushing a rock up a hill?
• 22:46
  SPEAKER_00: It's just exhausting.
• 22:48
  SPEAKER_00: And the answer to that is yes.
• 22:49
  SPEAKER_00: I have several of those people that are just exhausting to work with because they don't really do anything and they come up with a bunch of excuses on why they don't succeed at a higher level.
• 22:58
  SPEAKER_00: But the the real motivated ones don't do that.
• 23:01
  SPEAKER_00: They're they're a dream to coach, and they're the ones that are bringing in a fair amount of the income inside your company.
• 23:06
  SPEAKER_00: So what we do know is that the improvements in the accountability process work for a lot of people.
• 23:12
  SPEAKER_00: And it works really for anybody, but are they willing to work?
• 23:15
  SPEAKER_00: Are they willing to do the things that are needed to work?
• 23:18
  SPEAKER_00: But when a salesperson refuses to make calls, they refuse to complete the follow-up that they need to do, when they don't really attend the training, they don't practice their skills, they don't even track their numbers, which is I got a few of those.
• 23:34
  SPEAKER_00: And they stop asking how can uh they improve, how can they become better?
• 23:39
  SPEAKER_00: Right?
• 23:40
  SPEAKER_00: So, how do we motivate those people?
• 23:42
  SPEAKER_00: Start asking whether you are protecting them from consequences of their own choices.
• 23:49
  SPEAKER_00: See, they're making their own choices, they're not following your system if you have one.
• 23:54
  SPEAKER_00: If you have a system, make them follow your system.
• 23:56
  SPEAKER_00: If they don't follow your system, get rid of them.
• 24:00
  SPEAKER_00: Because there's a lot of people out there in my industry.
• 24:02
  SPEAKER_00: I have 97% of the population, the people that are in my business, which is real estate, that are extremely underproducers.
• 24:12
  SPEAKER_00: Extremely, the whole industry is filled with them.
• 24:14
  SPEAKER_00: 97% sell four to zero homes a year.
• 24:17
  SPEAKER_00: Think about that.
• 24:18
  SPEAKER_00: You can go down to a fast food restaurant and make better money, but yet they get in this business and they don't really do anything.
• 24:24
  SPEAKER_00: Now, the good news is if you have a good system, a good coaching, good accountability, you do a lot of training, you do uh you know different sales meetings with them, you give them inspiration, you empower them, then they will some will rise to the occasion, others will not.
• 24:40
  SPEAKER_00: You just gotta make a decision, is it is it their ability or is it our lack of structure and coaching and accountability that we have within our company?
• 24:48
  SPEAKER_00: You do not get the sales team you hope for, you get the sales team that you train, the sales team that you measure, the sales team that you empower through coaching, and you hold them massively accountable.
• 25:00
  SPEAKER_00: That's what you get when you have it.
• 25:03
  SPEAKER_00: But if you don't have it, then you get what you got.
• 25:06
  SPEAKER_00: And sometimes what you got is what you provide.
• 25:10
  SPEAKER_00: So I always say this poverty is a choice.
• 25:13
  SPEAKER_00: Success inside your business, inside your sales team is also a choice, but it takes measurable action to create really great salespeople.
• 25:22
  SPEAKER_00: It takes a total determination and a high level of thought and accountability processes that make it happen.
• 25:30
  SPEAKER_00: So I just want to say this to you guys.
• 25:32
  SPEAKER_00: I understand how hard it is to run a sales team, but our sales team make or break our companies.
• 25:36
  SPEAKER_00: And if you're if you're frustrated with the sales team, look at the process and procedures that you have for them.
• 25:44
  SPEAKER_00: Hope you guys have enjoyed this uh today.
• 25:46
  SPEAKER_00: I've enjoyed putting it together.
• 25:48
  SPEAKER_00: If you guys have any questions, any concerns, feel free to make any comments.
• 25:52
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• 25:54
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• 25:57
  SPEAKER_00: And I hope you all have a great day.