From Sales Rep to Sales Leader: The Mistakes That Cost Me $1 Million | Ep 62

I spent a decade being selfish. It made me rich. Then I tried to lead people, and it almost cost me everything.

I've knocked doors in Brazil as a missionary. I've sold pest control, solar, and coaching. I've made millions in commissions and trained thousands of sales reps. Somewhere along the way, I made the single most expensive mistake of my career.

I promoted my best salesperson into leadership.

He had a 90% close rate. He was one of the most talented reps I'd ever seen. Within six months, our culture was deteriorating, retention was falling, and the team I'd spent years building was unraveling.

That mistake cost me over $1 million.

More importantly, it completely changed the way I think about leadership.

In this episode, I break down the biggest differences between being a great salesperson and becoming a great leader.

We cover:
 • What skills transfer from sales to leadership—and which ones become liabilities.
 • Why every leader must make the shift from selfish to selfless.
 • Why sales makes you dangerous, but leadership makes you durable.
 • The Rule of 7 and why most leaders try to coach too many people.
 • The 70% Delegation Rule that changed how I build leaders.
 • Why reactive leaders stay stuck while proactive leaders build scalable businesses.
 • The Boss, Mentor, Friend framework.
 • How to transition from top producer to full-time leader without destroying your income or your culture.

If you're a salesperson, entrepreneur, manager, or business owner trying to build people—not just close deals—this episode is for you.

If it helps you, send it to someone who's making the jump into leadership. It might save them from making the same mistake I did.

Transcript

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In this video today, we are covering how to escape from being just a sales rep to actually leveling up to a sales leader. Okay. I'm going to be telling you guys my story how I went from a sales rep door to door to a CEO of a company and all the failures and successes I had along the way. So we're going to be breaking down in this video what makes a great salesman and what attributes, habits, behaviors that do correlate with being a sales leader. And then we're going to deep dive on which ones do not. Okay. Now, this is the problem. Sales is one of the greatest careers and skill sets that anybody can develop to prepare them to be a leader. But in many ways, it's also one of the worst. So before we jump into it, I want to tell you guys a little bit about my story. So I've been knocking doors for over a decade now from serving a mission in Brazil as a missionary teaching people about Jesus Christ to selling pest control and solar. I've also sold coaching in many other products and I've done very well. I've made millions in commissions. I've trained thousands of salespeople. I'm the founder of SalesCon and I love empowering salespeople to not just sell at a higher level, but be more convicted, focus on self-development, and eventually get so good at their craft where they can't help but not duplicate their success to help other salespeople. Now, why am I so convicted with sales guys? It's because it's changed my life, not just financially, but for the people that I've been able to sell. And I want to transfer not just the skill set, but the mindset is the most important part of what makes you great. Um, and that mindset is what makes you great at sales and as a leader. So, first off, let's jump into what skill sets, habits, behaviors that do translate from great salesmanship to great leadership. Okay. Number one is the ability to obviously influence other people. Now, I break that down into two specific categories. You got confidence and you have conviction. Confidence comes from how to do something well. It's your nonverbal, paraverbal communication, it's your word tracks, your scripts, your objection handling. That's confidence. Conviction is different. People often just jumble these two terms together, but they're completely different. Again, confidence comes from how to do something well. Conviction comes from why you do something. What's the benefit for that person that you're trying to convince? Why are you trying to convince them? Okay, if I have the cure to cancer, you best bet I'm gonna be persistent, I'm gonna be very persuasive. And if you tell me no five times, I'm probably gonna keep going because I love you and I care about you and I want to help and serve you. If you don't have a product that's like that, you should probably get convicted behind the product. So sometimes slowing down to speed up is gonna help you sell more. Okay. Both of these skills translate into leadership because you are constantly influencing people. So the greater your ability to influence and sell people, that will directly correlate and translate over to your ability to sell and influence people as a leader. The second is understanding what it's like to work for yourself. As a salesman and as a leader, it's an eat what you kill game. You're not getting paid by hour, you're getting paid on results. You have to manage your time. You have to learn how to set goals. You have to understand how to reverse engineer those goals and guarantee the success. Finally, it's the attitude of hustle, grind, persistence, the mindset that you develop as a salesman directly translate over to being successful as a leader. Let's step back and let me break down what doesn't translate from great salesmanship to great leadership. Okay, because I've I've learned a painful way and I want to share this with you guys so you don't have to go through what I did to get where I've gotten. Okay. Now, first off, I want to start with a quote. Okay, sales makes you dangerous, leadership makes you durable. The first thing you have to change is your mentality. Great salespeople are inherently selfish. Don't take that the wrong way. Okay. Great leadership is inherently selfless. Let me explain why you have to be selfish in a good way as a salesman to get success. Okay. If you are going to your training, your correlation meeting, and you're too worried about all the other reps and they want to train with you all day, you're not going to get out to area, right? If you're giving away leads to other guys, you're not going to make sales. If you're worried about calling your mom or your dad, your brother or your friend, you know, and being there for them all the time and being a therapist, you're not going to make money as a salesman. I know many guys who do this, they just do about anything they can to avoid being, I guess, selfish and prioritizing their work. You have to be present, you have to be obsessed. You have to dial the F in and go. Now, as a leader, it can't be any more different. You have to obsess on other people's results more than you do yourself. Now, let me tell you guys a story. I hired one of the greatest salesmen I've ever met in my life. This was a while back. I'm not going to tell you who it is. Okay, he's a great human being. And uh, it was my to my detriment that I chose to push him into leadership when really he just wanted to make a lot of money and do what he was really good at selling. And I had to learn the hard way that that skill set of selling, uh, just because you're world class at it, does not mean you are going to be world class as a leader. And for this very purpose, okay, this guy at the end of the day had a great heart, but at the end of the day, he just wanted to make money for himself. And he saw the Salesforce, the people that he was technically a leader over, uh, as a means to an end for him to get what he wanted. And great leaders don't think that way. It's the opposite. They think, how can I empower these people to get what they want so then I can get what I want? And um, if you have that the other way around, you have a train wreck inevitably coming. So with this particular leader, we ended up having terrible repetition. Uh, you know, I remember looking at it, and in for after hiring 50 guys, we were down to, you know, 20. And uh, once we put a new leadership, everything changed. Even though the other people we put in leadership had half the clothes rate he had, our repetition and our uh ultimately our results as a company were much better. Now, one of the biggest red flags to look for if you're a business owner or a team leader and you're trying to grow other leaders, uh, the person that you're putting into leadership, are they more concerned about their paycheck than the people they oversee and lead? This is the shift you have to make. There's gonna be times where you look at your bank account. This is the this is the pain of leadership. This is why leadership makes you durable because it is painful. You will go through times, inevitably, where you are taking a hit to empower your other people. And you'll see your people, if you're doing it right, making way more than you. One of my leaders right now uh in our company is absolutely dominating, okay? And he's kind of taking a pay cut. And one of his guys is making 150 to 200,000 a month. All right. That's what it takes. You have this high income, you start as a sales rep, and then you start transitioning it down to you get this uh this other income from overrides and leadership, and it's a slow game. And um, there's a there's a balance to it. So, what I want to tell you guys with my story was you don't just go from uh 100% to uh selling to zero and a hundred percent leadership recruiting. If you go that mode, uh it will backfire because the leadership, the recruiting path is a slow, uh, slow paying game. And if you try to expedite it, you're either gonna come off too greedy and try to take too much from people, right? And not pay them enough, which will ultimately have a high turnover and you're not gonna grow. All right, so let me break down exactly what specifically do sales reps that transition to leadership uh struggle with? And I've I've noticed a couple patterns, okay? Number one, they're they're not tracking uh meticulously the goals, the numbers, the stats, the KPIs of their people. It's one thing to manage your own goals, your own targets, your own KPIs yourself. Most great salespeople know their numbers, they're close rate, they're set right, they're sit right. But as a leader, you have to know your people's numbers. Now, you also have to understand that there's something called the rule of seven. Um, any great leader can usually manage effectively uh seven people. And we'll break this down more on the end of this video of what makes a great sales leader of being a boss mentor and friend. Um, but uh once you get past seven to ten people, it it's hard to play all those games of uh boss, mentor, and friend effectively to actually know their story and their personal life and keep up with it at scale. So you need to promote and build other leaders. That's the solution. So that's why this conversation is so critical. You can't scale unless you know how to build people. Um, and then with that, you need the right systems. At the end of the day, guys, it's all leadership and systems. So it's it's one thing to track your reps' progress day to day. Most leaders do that. Most track week to week. Now, what most don't do is look at the trends from week to week, month to month, and study the curves. Because no matter how good of a leader you are, these curves are inevitable. And you have to understand everybody on your team is at a different point. And so it requires you to put plug in one-on-one with these people. And this is what most leaders that fail don't understand. They're not organized and they're not disciplined enough to talk to people. They don't create a cadence around their calendar. Okay. It's just kind of like this reactive mindset. You have to be proactive, you have to be a planner. If you're not a planner, you're not going to make it in leadership. Period. Without the one-on-ones, you can't understand your reps and understand these curves, uh, their trends, and if they're up or they're down. And um, it allowed it inhibits your ability to coach and ultimately increase the performance. Now, these one-on-ones aren't don't have to be an hour long. They could be five to 15 minutes, and it makes a dramatic improvement. And you're teaching your people as you do these the patterns of success of studying the KPIs, looking at their dashboards, their numbers, right? And sometimes you'll sit down with your people uh as a sales leader and and um you'll you'll catch a blind spot. You know, you're looking at their volume, you're looking at their sets, their sit rate, their close rate, their attrition, how many referrals are they generating, right? And as you look at all the data, there's always gonna be a hole and there's always opportunities for you to praise them, right? And so these 101s are critical. I see many people dropping the ball on those. And even if they do do them, they're not tracking the numbers. The lack of preparation is massively inhibiting their leadership and ultimately the performance they're gonna get out of their team. Now, the second part of this is a lot of leaders are afraid to hold their people accountable to their goals or they don't know how to do it. They come off as micromanagee. Okay. Now, I believe in a principle that you micromanage until there's trust. But if you set the right expectation up front with your people that say, hey, can I hold you accountable to this goal? You ask for permission from the people to do that. And as you do so, um, when you follow up and you hold them accountable, it comes from a place of loving care rather than manipulation. Or he's just doing this because he wants to make more money, make more overrides. All he cares about is the number. He doesn't care about me. Okay. So I can't stress enough the organization, the tracking of the KPIs, the studying of the trends and the curves, use AI, use graphs to help you. Okay. And the preparation in these meetings to help coach your people and run these one-on-ones effectively. Now, if you want to take the one-on-ones to another level, uh, watch, watch my page. I talk about it a lot, but um it's so critical that you guys uh also pour into your people in their personal life. All right, we'll cover that a little bit later. All right, guys. The second point is the speed of execution, okay? Great salespeople uh move very fast, as they should. Great leaders move fast, but they also know when to move slow. Now, how does this translate into leadership? Let me tell you kind of from my story. Um, when it comes to negotiating pay with people, when it comes to um hiring people, my gosh, I can't stress this enough. Listen, hiring any sales rep, all right. I I know most salespeople are paid on commission, even if you pay them a small salary, whatever, okay, and you're not really worried because they're gonna bring in revenue, that you only pay them when they bring in revenue, but you have to understand there's a massive risk that most leaders don't calculate. And it's in the culture, it's the team, okay, and culture drives results, which drives uh sorry, culture drives behavior, which drives results. And so you need to be slow to hire, fast to fire. I've made both of these mistakes several times, and it's literally cost me a million dollars. You can hire an A plus performer with sales talent, but if he is a C in his culture or adherence in a fit within the company, your core values and everything, it will cause a massive rift. In fact, the the better the talent that he has with this lack of alignment on other principles and other other ideology with your company, uh, the more it will backfire as if he was not skilled because these guys usually have influence and they they uh have pull. Okay, so if there's dissentment in the company or in the team from this top performer, it will actually kill your culture, which will ultimately kill the performance of other reps. And then when you fire him, you might end up losing a lot of other people as well. Okay, so one thing I want to highlight is if you act fast, it's it's good. You want to execute, you need to learn to execute with speed as a salesman and even as a leader. Now, if everybody has clarity, everyone's on the same page, everyone's aligned, and you know what you need to do to hit your target now and in the in the long run, speed is king. Money loves speed. Now, as long as there's a lack of clarity and you take action fast, it's going to exacerbate uncertainty. And uncertainty is going to rip apart your sales team and ultimately kill the performance in the buy-in. So, what does this mean on a leadership level? If you have other leaders that you're working with trying to promote, you need to dedicate time every month, every quarter to sit down with those people and think on the business, slow down to speed up. Hey, Nick, we can't take one or two days off. Yeah, you can take two days off, hell, even three days off to meet as a leadership team to get 3x the production over the night the next 90 days, than as if you had not. Okay. And as you grow a business, there's going to be more problems and things that break. As you grow a sales team, uh, there's going to be more issues. You have to understand who to promote, who not to promote, who to cut, who not to cut, right? There's a lot of change that you'll have to make as you grow. Even if you're in a well-oiled, well-established company, this is critical. Okay. The third thing that has to change is going from being reactive to proactive. Okay. Great salespeople can still be reactive. They have to put out fires, text customers fast, uh, respond to when customers want to cancel. You got to be on the ball. Okay. Now, when it comes to great leadership, you have to do this. You have to put out fires. You have to be quick to execute, quick to reply to people. I see a lot of people fail, especially with the communication side. They just don't communicate. You can't build anything with any team without communication. You need consistency, you need communication. All right. But with that, yeah, it becomes a game of whack-a-mole because they're they're so used to this habit of putting out fires as they come at from their sales experience. When they move into leadership, there's way more problems and there's they're just they're used to putting out fires. And it's again, it's not running a business, it's whack-a-mole. You're playing a game, not running a business. And so you have to transition from the whack-a-mole game by building out systems, and building out systems is being proactive, not reactive. It's okay, I put out the fire. Now what caused the fire and how can I stop this in the future? Do I need to delegate something to somebody? Right. Uh there needs to be a chain of command with communication, whatever it is. But to summarize, the solution is to build systems and build leadership. A great system is looking at a problem that you solved, documenting it, then training other people on that system and then holding them accountable. That's the three-step process to drive effective systems. Now, the systems are only as good as the leadership that's implementing it. So that point number two of training them is critical. All right, the fourth point that has to change is the focus. The focus of great salesmanship is innately short-term focused. Great leadership is long-term focused. Sales, guys, is an instant gratification game. Leadership is a delay of gratification game. Making sales comes quick. Building people comes slow. There are shortcuts to mastering sales. There's virtually no shortcuts to building people, which is it's the slowest yet fastest way to build a business. Okay. Now I want to help you guys understand these short-term wins as you transition from great salesmanship to great leadership. Part of what bridges that gap is leading from the front. You got to be out there doing the thing, showing them in the field. You can't be a desk jockey in sales. You're going to lose. Okay. But there is a transition point. Okay. And so it's this, you know, selling all the time, uh, working in the business, trading time for money to working on the business, uh, basically building and scaling. You have to transition kind of like this. All right. And again, I see a lot of people just kind of knee-jerk switch from one position to the next, or they burn out and they want to go into leadership, they start recruiting a ton of people. People will know. Okay. So what I did, it worked pretty well. And I was selling all the time, making 200,000 a month in solar in Utah. And then I did that for quite a while. And then I started scaling back to 100,000 and then 50,000 a month. And I was able to make 50,000 a month, working about 20 hours in the field a week. And so I was able to dedicate another 20 to 50, 60 hours a week, depending on the time of year, to building the business, working on marketing, building systems, building people, training, recruiting. All right. So that's part of the game that you have to play is switching that transition. Luckily in my industry, I've actually built out an entire system for this within door to door, because our optimal time to sell is between, you know, two and nine PM. And the optimal time to build the business, train people, recruit, podcast, do marketing for me was in the morning, in the first part of the day. So it was a perfect schedule that I ran. Okay. I was, you know, out the office the first half of the day, second half of the day, I was in the field. And that allowed me to maintain my 50, 50 to 100,000 a month income, which also helped me empower people, lead from the front because they knew I wasn't being a desk jockey. So when I told them to go do something, I had the moral authority, you know, uh to do so. Because I was doing it myself, right? And uh I was doing it 20 hours a week, making more than anybody, and still able to do all the other things. And so it didn't just it was a form of inspiring my people, not just telling them what to do. Okay. All right, that leads me to the fifth point here, okay? And this is the difference between sales and marketing. Now, to be a great leader doesn't mean you have to be a great marketer. But if you become great at the skill, it will quickly expedite your success because it'll empower you to recruit and build people faster. Sales and marketing are the same. Uh, urgency applies to it. Understanding your avatar applies to it, okay? But sales is selling one to one. Marketing is selling one to many. Now, leaders that grow the fastest in sales understand this principle that marketing is senior to sales. So to run great sales teams, you don't have to be a great marketer. I'm just telling you, if you can build out the schedule and system and have the bandwidth and you have the desire to do so, it's going to expedite your recruiting efforts and ultimately allow you to build faster. Now, if you have terrible other leaders in systems that you're plugging into, your repetition is terrible. It doesn't matter how good you are at the market recruiting, it's gonna flop. So before you go hard on the marketing and the recruiting, make sure your systems, your people, everything is dialed. Okay, guys, the last couple points here. Uh, number six is sales is about controlling, leadership is about enabling. Uh, you absolutely want to embrace this mindset of control freaking we can laugh at it, right? It's terrible for relationships, it's great for selling. Uh now it's it's not that you control your prospect, but you're a great salesman will control the conversation through asking questions, not just pushing them around and talking over them. Great salespeople will control the conversation and still only talk 20% of the time. All right. Uh, but because they're asking questions, just like a doctor would diagnose a patient, a great salesman is going to uh sell by asking questions and controlling the conversation. And a prospect asks a question and the great salesman takes control back by asking the question. It's a control game, all right? It's controlling KPI's inputs and outputs, right? You have control. Even with a law of averages, you can control the success. Now, leadership, uh, it's less about control, it's more about channeling that control into systems and enabling other people to basically fail. And that's the hard part is letting them fail. This is the the lesson as a parent, as a leader, that everybody has to learn. And you have to let go of this control freak side and and enable and give things away to people. Let them let them fail. And here's the hardest part, uh, you know, for me, and I've seen a lot of other people uh fail at this transition part because they know their close rate is 50 to 70, 80 percent, whatever it is. And then the guy that they hired is 30, 40, 50 percent or less. And so it's painstaking to watch these leads kind of get thrown away to guys who aren't as good as you. Okay. Now, here's the entrepreneurship leadership rule of thumb. It's the 70-30 rule. If somebody can do something 70% as effectively as you, delegate it. If not, keep doing it and have them shout at you and train with you until they can perform at 70% of what you're able to do. So let's say you as the leader, you close seven out of ten leads that come in. Uh, if you're able to get your people to close at least five out of ten of those leads, you're that's the rule of thumb, right? If they're closing two or three, then you shouldn't keep just dishing them leads. You need to come in, train them, and have them shadow you and have what them watch you do it until they can duplicate the skill or just pull someone new in. The last point here is that sales is about convincing, leadership is about inspiring. All right. Now, uh confidence is what makes people great in sales. Certainty is what makes people great in leadership. Confidence comes from how to sell well, and conviction is also in there, as we talked about, and that comes from why you sell, why you do it, what's the impact of your product or service, how does it make people's life better? Is it something you own? Is it something you give to your friends and family? If you didn't make a commission, that's how you know you're convicted, and you will sell to the degree that you're sold. Okay. Now, leadership, different story. You can have all the confidence, all the conviction in the world. That will help. But certainty comes from how you live your life, not how you sell, not why you do what you do. It comes from how do you live? How is your discipline? Are you giving it everything? There is massive authority. It's called moral authority, okay? And when you are telling people to do something, as I told you, like I had the authority to do so because I was doing it myself. And so, sales, guys, is a game of skill development. Leadership is a game of self development. And what I love to teach people is that you can only change. Change others to the degree that you have changed yourself. So if you're not developing yourself, learning, becoming smarter and better, you can only attract to the level that you have personally become. And this is this is the pinnacle, the foundation of leadership. People are buying into you just like people buy from the salesperson. They're buying the person because they like them. That's a huge part of it, right? With leadership, it's even more so. People are not just buying a product and trading money for your product or service. They're literally trading their life to come work and follow you, okay? To trust you. And so you have to be very compelling. And that purely doesn't come from what you say or do. You might be able to inspire people by your flattering words or ideas for a season, but eventually they see if you're the real deal or not over time. And so it's less about trying to put on a show and really go back into the dark room, slow down, work on yourself, understand where are you weak. And I'm I'm not just talking in the career and the business and financials. I'm talking your physical life, your emotional side, your spiritual side, your relationships. Okay. If I were you, I'd write down all the pillars of your life and rank yourself one through 10. And the ones that are the lowest, focus on that. For me, a year and a half ago, it was emotional health. I uh, you know, I was reactive in situations. I would get I was easily angered. And as I slowed down and started working on myself, journaling my thoughts, my emotions, I went to a Tony Robbins event, started doing some breakthrough work, overcoming pornography, different things like that. It gave me this new uh conviction. And it literally translated to success in business because I was able to understand, empathize, uh, be more patient with people, right? And there's just this different energy that you have when you're developing yourself. And so if you're gonna push your people to develop and level up their sales talent, but you're not leveling up you as a person in general, okay, you're you're gonna be coming from a point of hypocrisy to some degree. And so I'm telling you, leverage this moral authority. Um, work on yourself, okay? Go hard. And if you want a pattern for this, I'm not obsessive with morning routines, but uh, they do help, okay? I believe spend the first part of your day, five to nine, working on yourself. Yeah. And if you want to build into leadership, spend nine to two or one o'clock or so building the business, okay? And then, and then uh the rest of the day spend in the business. Now, to some degree, you might have to vary those. You know, if you're in sales and you're trying to transition into leadership, uh, you might have to, you know, you might only have from nine to 10 or 9 to 11 in the morning to be able to work on the business and you're selling the rest of the day. Now, if you're on the phone and selling leads, I it's different schedule, right? You want to be on the phones in the morning. So you might have to work on the business and build and scale, recruit uh at the end of the day. So I'm just giving you a framework of what worked for me, guys. Okay, guys. So in this training today, so far, I have a couple more things to cover, but so far, just to recap, we've covered what things translate from great salesmanship to leadership, and we've covered which ones do not, and we broke those down in depth. Okay. And now I'm gonna tell you the three priorities of a great sales leader and the three roles of a great sales leader. Okay. The three priorities, let's start with that. Number one, sell. Number two, recruit. Number three, develop others. You need to simplify. Those at the core are the focus of great sales leadership. You have to be able to sell and lead from the front. If you just do two and three, recruit and develop other people and train, uh, you're not going to have as more authority as I and other great sales leaders have had. Now, you look at some massive organizations like Vivent and Door to Door, and there's many other organizations within virtual sales and phone sales that have done the same. Their leadership had a system where there, even the regional vice presidents, okay, that had over a thousand reps, were required to sell a certain amount of accounts, 30 accounts, every single year, because they understood this leadership from empathy, this moral authority aspect and how empowering it was to drive sales performance. It removes all hypocrisy. So, number one is sell. Number two is recruit. Okay. Uh, unless you are bringing new blood and talent to the team, you're, you're, you're not gonna grow. Okay. Now, not only that, um, the recruiting aspect is massive because it gives you leverage. Whether your guys try to negotiate against you or whatever, the the best way to win any negotiation is to not need it. And as you are pulling in more people, you're not as desperate for that position. So it's not that you're using this against people to keep them to stay. It's just if they try to leverage you and manipulate you, you don't have to take it. But that's not the key reason. The main reason is to grow the bottom line. And the reality is, no matter how good the sales training is, uh, 80 to 90% of people that get into sales, the statistic is they fail. Great sales teams, systems, obviously that that number is a lot lower. But regardless, you could be world class and you're still gonna have a 50% turn rate. And you could be super selective with who you hire and hire less people. So your turn rate is, you know, closer to 10, 20%. But still at the end of the day, uh, recruiting is the funnel that pumps in talent into your organization. Okay. Number three is developing other people. This this is almost the most important, okay? Um, because if you don't develop your people, you have the perfect system, you'd be really good at selling, you're never gonna grow. And part of this, you have to understand if your people don't want to develop, uh, you're you're don't pour into those people. Now, I want to break this down a little further. You have your top 20% of your people that drive 80% of the results. We all know the Pareto principle, okay? Now, what I have done is I've created a system with my one-on-ones where my top our team leaders, the the guys who are managing the the sales team on the floor, right? They are meeting with these guys, the top 20% every week on their one-on-one, and the bottom 80% every other week. So, in other words, the bottom 80% don't get the same amount of time and input and training as the top 20%. That's how you have to play the game. Because those top 20% are driving most of the results, and the more you pump into them and train them and mentor them, the more results they're ultimately going to get in with recruiting, with selling, and developing other leaders. And so it becomes an exponential game versus linear. Okay. And then uh regional VP, divisional owners, um, I believe the best system is they meet with their top people, their top 20% monthly, and then on a quarterly cadence, they meet with the bottom 80%. So everybody's getting seen at least quarterly by even the top guys. Uh, this helps the buy-in of the culture, setting goals, everything. But it's also allowing uh you guys to prioritize uh who's pumping in the results and into put more into them.

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Okay.

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I've always said we feed the beast that's part of my company. We put more time, capital, energy training into the top 20%. And I honestly do believe, guys, it's even more truncated towards like 5% and 95%. So take what you want with that. Okay. The three roles of a great sales leader, guys. This is the last part of the training here. Uh, boss, mentor, friend. The boss is the guy who holds the line, holds the standard. You need to set the standard and hold it. When people don't hit it, the number one thing you need to do is you need to get rid of them. Not on the day, but you give them a week. So you get your shit together, you hit the KPI, or you're out of here. That builds culture. That culture drives results. Okay. That results is what everybody wants, but they're not willing to do the hard thing and cut the guy. I know it sounds mean, but it's how you build a world-class sales team and sales organization. Number two, mentor. Okay. Outside of the sales results, how are you helping them grow physically, mentally, emotionally? This will drive uh the this is critical, not just for you know, the feel good and for retention. You do this because it will quite literally drive results. Now, the the boss part drives results in the short term, the mentor part drives results in the long term. And it's your best odds for long-term success and ultimately building leaders and recruiting more people and scaling your organization or your sales team faster. Okay, the third part is the friend. Um, this part is also critical uh because you have to have the emotional connection. And this is where that rule of seven comes in. You you you want to have uh such a good connection where you know your your guy's uh pets' names, their wife's names, you know, you know about the the part of the details of their family and personal life. And you're able to show up and talk things not just about business, but how they're doing as a human. And if you can cultivate all three of these, okay, um, you're going to fill the role of a great sales leader and your your success will be much faster than most. Okay. So, guys, I hope this training was effective. Uh, my challenge for you guys is just pick two things, two or three things from this video to in this training to implement and execute. And if this was helpful at all, please, whether you're listening on the podcast or on YouTube or a training video, share this with somebody else so that we can help move the needle, grow more people in effect, and change more lives for the better. Thank you guys.