 We had a lot of questions about culture, cells, team. If I look at like the most common questions some of us have mentioned or heard or like people are trying to do it. We had a relation to cells, teams and culture and training and getting a team up to speed. So I just want to walk through what we do at our office with both of our cells teams really quick and just so you can see kind of the processes. So we have some of those, like you can talk about yesterday, we have some of those and Malang was talking about too, some of those systems and processes now, but we didn't always know what those were. And so now when our office, and I realize it's a little different on the secure insurance group side, obviously hiring agents on our side, hiring someone to either sell, be on our marketing cells team or training cells team. But what we do is we have an initial interview which is conducted by Andy, okay? And if he, you know, if they like did some research and he likes what he sees, then he sets up a, I actually, especially if it's cells related, I have him go send them the disk assessment while we're waiting on the second interview, okay? And a disk assessment for those who don't know, who knows what disk assessment is by the way, okay? Some of us. So a disk assessment is D-I-S-C. I think it's really important when you're hiring salespeople. And there's other ones too, like Nate uses a different one, which is fine. But D is like, okay, drive determination, like, you know, they're aggressive, they're self-starter, you know, they'll do whatever it takes. I is like influential, social. They can influence people to making decisions, they can work a room, the great personality, S is more service related, C is more compliance related. So like in our office, salespeople and project managers, really salespeople, project managers, service department, project managers and engineers, you know? And so for me, I took a paper disk, it was a little longer one time, and I was a hundred on a D and a 90 on an I, and then my S and C were lower, you know, middle probably, which didn't mean no one compliant. This means I've got a little more drive than compliance, I guess. Or service, you know, that's not my forte, I guess. So we have them do that. I need their leading letter to be a D or an I, okay? So if they're leading letters on a D or an I, I'm like, Andy, there's no reason to have them back, okay? Don't bring them back for a second interview, because they're never gonna make it, they're typically never gonna make it in sales. Why? Because they're gonna wanna be more service related or computer related than actually being a self-starter and making calls we don't want to. Or they're not gonna be able to influence people in making a decision, right? I know closing, you can train a lot of stuff, but if they don't have some type of natural ability of being good with people, I can't train, I can't train a personality, right? So then we bring them in for a second interview. So bring them in for a second interview. What do we do then? You, you, uh... That's where I have either the sales team or one of the directors are to compete with them to see if they would mesh and gel on the team. Okay, yeah, so with the directors, there we go. To see what they think. If everybody likes them, then we, then you ended up calling them back and hiring them, right? Okay, so that's the presses of actually hiring a specific sales person. You think it'd be valuable to, if you're not doing like an in-face interview to maybe call people on Indeed or you have a phone call, just to sit on the desk before you even do the first interview? Yeah, because there's a free version on Tony Robbins' website. It'll at least tell you their leading letter. But yeah, and if I was doing them remotely, I would absolutely be doing them on Zoom. They can't show up for Zoom. They're never gonna make it, right? So I'm actually putting obstacles in their way. Like one of my favorite scenes from a movie was, one of my favorite movies of all time is the movie, A Miracle, the 1980 hockey team, USA hockey team and Miracle on Ice. And in that movie, what does he do? He gives everybody like a hundred page exam or test to see who's gonna do the exam and who's not. And he actually liked the goalie that didn't because he's like, dude, I do whatever I want. But otherwise, he wanted people that did the exam and did the test. And he wanted to like, he threw him away when he got him, right? But it was just the thought of, okay, I want them to jump through some hoops. So after we go through this, then once they're hired, we set up a shadow day. This is in our office, even though they're employees W2, the shadow day is unpaid. So it's a half day to a full day. And it's always on a Friday. So that we do, and we don't have to pay for it, it's like a training day. The Friday before they start on a Monday. And so shadow days are always on a Friday. Finish the week, they're able to go over the weekend and learn some more, then they're ready to be back in a Monday and continue to improve. Okay, so when we do a shadow day, we have them do a lot of stuff, dude. What all do they do? They're coming in the morning and they're really just part of everything that our team does, trainings, means, meeting team. Then we take them to our video library about our company. It explains who everybody is, who they are for certain things, what they're selling, what the company's about. And then what they do is they go through several different stations where they'll get with one of our team leads. They will go over the script. They will go play the script. They will listen to different calls during that day. Select recordings. Recordings, whether it's a week call, whether it's a parking call. And then toward the end of the day, when they'll do training again, they'll do lunch. And then they'll actually come back and that afternoon we'll be focused on them actually getting on HubSpot, getting on our CRM and calling their team lead, but they're set up at the station with the headset going over the script, whether it's leads or not. So mock calls, yeah. Okay, good. And they're walking through the script. Good. Okay, so then they're coming in on a, also on this chat, on a, do I normally get up and say like what I'm looking for on a Friday or a Monday? Friday. Well, you do it both, really? Yeah. Because, that's true. They show up on a Friday and then they see what's involved. Yeah. And some of them don't show up on Monday. But they do show up on Monday. No, I don't want them to. You know what I mean? So we actually, we push them to not show up on Monday a little bit. But they can grow in the culture. And so one of the things, a couple of things that we do too that help with someone to last is not only do we have them do the discs, not only do we have them to meet some of the team, but on the shadow day, there's really two things that happen. So I get up and actually speak. Sometimes we'll have two people starting, one, three, four, whatever, in front of the whole team, but it's directed to new people. And I'm having, I'm actually leading with some of the tough stuff and then I'm having some of the other teams speak on some of the other things. So for example, I will talk about the three things that we look for. And if they have these, they'll be successful. And then I talk about some of the integrity pieces that are, you know, that are, they're kind of our rules, right? Our house rules. So as far as the three things, I let them know that we look for individuals that are reliable, right? You know, so I'm like, hey, dude, if you got a tummy ache and you don't show up, you're never gonna make it, right? So, you know, we look for people that are going to show up every single day, whether they feel like it or not, they're showing up, right? And I elude, hey, I realize a different world right now. You got a fever, right? Or if you think you got COVID anyway, don't show up. However, show up, okay? So we talk a lot about being reliable and I elaborate on that. Then we talk about, because I wanna set that stage from the beginning and they don't see us miss work, you know what I mean? So I expect them to show up. Like Derek and Tucker, you can ask them if they're, you know, they don't show up. I'm FaceTime and Derek at freaking 8.30. Like, dude, are you dying? You know, you're on your way. Like, what's up? The second thing I talk about is being coachable. So I let them know. I'm like, hey, how much experience do you have? And the guy the day is like, dude, I've been selling for like, you know, 15 years. I ran a department and all that. And I'm like, dude, you probably won't make it here. He's like, why? Because we do things my way. And if you don't listen and do what I say, my way works your current way, I promise you won't. And, you know, listen, I'm gonna get rid of you. So, you know, this way works. We do what we do things well. You know, I'm like, hey, dude, Mike made 15 grand last month, but because why? Because he did what we said. And if you don't, you're never gonna make it, right? So I talk through being coachable, right? And some of this is pretty direct, right? It really is. But why? Because it gets you in control from the get go. Most people are scared to set that stage with their sales team. And I've learned that if we don't for the beginning, we never get it back. And to that point, if we're not direct right up front, we get so frustrated a day and a half later because we've wasted our time. Like, I can't tell you, I used to be really tough because I would look at kind of the human side of things of like, oh, maybe give this guy a chance or whatever. And now I'm like, all right, this guy's not gonna make it. Like, Cody, I'm getting frustrated. I don't even wanna, you know, try to do my job because they're interrupting me every two minutes. But if we're not as direct as possible with that coachable aspect, then it hurts us literally 36 hours later because the people saw me. Yes, so now the rest of the team is coming to me like, hey, I think you should get rid of this guy. I'm not even having to do it, you know, like that's the kind of culture environment we have. The third one I talked through is work ethic. And I tell them, hey, if you can't like put in the dials and focus and really put in the work, you know, we won't work because these are the three things that we need for people that we know if you follow them, you'll be successful, right? And if you won't, you won't be successful. And, you know, if you're not making money, you don't wanna be here anyway. So we talked through these and then we move on to the integrity piece is some of the things that I always say, hey, like, there's no negativity allowed in our office. We have some signs. I think you may have saw some of them through the office. No negativity allowed. Derek probably put some of those up. I tell him, hey, no drama, no negativity. You're whining, you're coming in, complaining about your dog. Nobody cares, okay? So let's, let's, let's, we X-nade that pretty quick in a confessor in a sales room. Like you think that stuff can grow before you know it. It's like everybody's freaking whining. And we've had that, I would say a year and a half ago, I would say even nine, I would say one year ago, cause I think I took back over my sales team about one year ago. I was not proud of my sales team. And Landon and I were having some trouble with the sales team. And I said, hey, I'm taking it back over. And cause we really, there wasn't really leadership. We're letting them do their own thing. And when you leave sales people to their own devices, they do whatever the freak they want. And they don't do what you want them to do. I can promise you that. So we took it back over and it's really changed. Another thing I talked through is no lying. I let them know from the get go, like if I ever catch you lying, period, you're immediately let go. We won't talk about it. I don't care what you said. I don't care why you lied. We don't, we're not put up with it. I'm like, I was raised better than that and it's not going to happen, okay? And then the third piece is no cursing. That's a tough one in a sales environment, in a sales room. You don't hear me curse and I don't want to hear you curse. So yeah, does it slip every once in a while? But when they do, they catch it or they're like, Cody, I apologize, it won't happen again. It's a thing and it's a good thing because when you guys were walking through the freaking office yesterday, who wants to hear my sales team throwing around freaking F bombs all day? Nobody does. So we talked through these things. Then I have them stand up and introduce themselves which can be a little intimidating when you're a newbie coming into a room of 19 salespeople and you got to introduce yourself and speak up and tell us where you're from and all that, that can be a little intimidating. So we set the tone there. And then I have the most senior sales reps like a Derek jump up and kind of tell their story of how they were working at Hudson Hawk down the street and booking haircuts and now making eight bucks an hour and now they're gonna make six figures. And they talk through like why they love being here. And I don't have to make it up. They wouldn't stay with me in line if they didn't. You know what I mean? So we set the stage but then I finish it with positive so that they can feel how amazing an opportunity it really, really is deep down and how their life can and will change if they just do what we say and stick to this. And then as far as real quick, as far as daily stuff that we do, every single day we have an entire team meeting at 8.30 a.m., now we do it outside. From 8.40 to nine and 1.30 to 1.50 are both sales meetings, sales trainings every single day. So in those daily sales trainings we are watching sales training videos. So for example, I have a new CA sales system with 400 modules and quizzes for insurance sales teams. And then outside of the CA sales system we're doing some role playing because I don't want them jumping on the phones first call and sucking, right? Nobody wants that. Because it could be a great opportunity and they can make a lot of money and then they blow it, right? Then we're doing something about energy activity. I'm a big believer in a sales room, the energy is everything. So jumping jacks, push-ups, something twice a day. And it's yeah, maybe it's like a military boot camp but it's fun, the energy is great and people love it and they're getting more in shape. They're running half marathons with me now. And then the last thing is they do some type of one, two, three team cells, the Ric Flair. Woo, I mean they do all kind of stuff, I don't know, but they have fun with it. So we do all that twice a day. And that's, and what it really builds is a culture of like we can have 50 sales people and this is the model that works and it creates consistency. It creates control, most sales teams don't have discipline. And being around Cardone and at his office and getting to tour that place and being at conferences and different stuff and watching people on YouTube and stuff, you're to take ideas like Lustig said yesterday and for me, you start to learn what works. Like I made a thousand mistakes over the last three years with sales people and you start to learn what works. I look like John Madden with a whiteboard. It's just all over the place but. We do have a bunch of speakers who wanna get moving but any questions on any of that? Hey, if you enjoyed this. I got another one. You're gonna have a lot. It's right there, click on it, see you in there. Seven things, right? First one, you have to be phenomenal at building relationships with people. At building relationships with people. Who believes that they are already really good at this? Who believes that their average is this? They're just okay.