 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 were trying to do, it was in 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 usually you can see kind of the processes. So we have some of those like you were talking about yesterday. We have some of those and Malang was talking about too, some of those systems and processes. Now we didn't always know what those were. And so now in 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 our 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 DISC. 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. That's the reality. S is more service related. C is more compliance related. So like for in our office sells, sells people in project managers, really sells people 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. It just 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 going to make it typically never going to make it in sales. Why? Because they're going to want to 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 going to 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. They're bringing in for a second interview. What do we do then? That's where I have either the sales team or one of the directors of our team with them to see if they would mesh and gel on them. Okay. So with the directors, there we go. To see what they think, if everybody likes them, then you ended up calling them back and hiring them, right? Okay. So that's the process of actually hiring a specific sales person. 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 going to 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 going to do the exam and who's not. And he actually liked the goalie that didn't because he's like, dude, I'd do whatever I want, you know? But otherwise, he wanted people that did the exam and did the test, you know? And he wanted to like, he really, 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, and then they're ready to be back in a Monday and continue to improve. So when we do a shadow day, we have them do a lot of stuff, dude. What all do they do? They come in in the morning and they're really just part of everything that our team does. Trains, means, we need a team. Then we take them to our video library about our company. It explains who everybody is, who they are, 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 in 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 parties. 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... Do I normally get up and say what I'm looking for on a Friday or a Monday? Friday. Well, you do it both, really? Yeah. That's true. They show up on 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 engrossed 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 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 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 going to make it, right? So 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 want to 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 in 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? I'm like, 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 from 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, 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 want to, 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 as the people suck. 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 talk through is work ethic. And I tell him, hey, if you can't like put in the dials and focus and really put in the work, you know, it 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 want to be here anyway. So we talk through these. And then we move on to the integrity pieces. 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, there's 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 actually that pretty quick. And it confessed her in a sales room. 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 was, I would say even nine, I would say one year ago, because 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 because 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. The other thing I talked through is no, 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, but it's, 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. You know, like it's a thing. And it's a good thing because it, like when you guys were walking through the freaking office yesterday, so who wants to hear my sales team throw around freaking F bombs all day? Like nobody does, you know? So we talked through these things. Then we, 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 sales people and you got to introduce yourself and speak up and tell us where you're from and all that. That can be, 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, you know, making eight bucks an hour and now they're going to make six figures, you know? And they talk through like, why they love being here? And I don't have to make it up. Like, you know, they wouldn't stay with me in line if they didn't, you know what I mean? So then, so we set the stage, but then we finish it with positive so that they can feel how amazing that opportunity 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 9. And 1.30 to 1.50 are both sales meetings, sales trainings, every single day, right? So in those daily sales trainings, we are watching sales training videos. So for example, I have a new CACELLS system with 400 modules and quizzes for insurance sales teams. And then we, outside of the CACELLS 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 can 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 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, sales, 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 a tour of that place and being at conferences, different stuff and taking it from, 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 1,000 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. We do have a bunch of speakers who want to get moving, but any questions on any of that? Let me make it. Can I make a comment? Yeah, please. So I watched Cody do this. And I'll tell you what, one of the things that I was most impressed with is we went on a, almost like a six week, went around the country and we came back to a big mess of lack of culture and lack of excellence and whatever. And that was at the moment where we were like, I know Cody saw like, I don't want this to continue to take place, but it really only took about 10 business days to really take a complete 180 with that. So if you're already down the road and you're like frustrated, it really, I'm telling you, if you're like bold, it's almost like breaking a horse. It's like, you got to like take the reins, but it didn't take that long to turn it back around. Two of the sales people walked out. Yeah. But I'm glad they did. But it took two weeks though. So it's like, that's what I was like thinking. It's like, man, it's cancer. Now it's going to take six months to resolve this whole thing. You know? It really was like, as long as you, but one of the things that I saw was like, there was just no nonsense. Here's what it is. Two people left. It was turned around in 10 days. So it takes time to develop that too. Like I used to get ran over so bad by sales people. Seriously. The commission structure alone is not enough to motivate them. In my opinion. No, it never will be, no matter how big it is. Yeah. Quick question. So you, they hit the D or the I, right? And so, awesome. Correct. When you're trying so, and I think this is where we struggle is putting them where they actually need to go. So like for you, obviously you got your marketing and then you have your training. Where, what really triggers, hey, you're going to go marketing or you're going to go here? We put up a job post that's different for each. And depending on which one they respond to. And I don't hire as many sales people on the CA side. Derek Tucker. We get two more starting Monday, but I've, that company's kind of grown smaller and more organically sales wise. And we've plucked from each team. But really they're typically responding to the marketing sales team or a specific job post for a specific organization. And then, but sometimes we, any interviews them like, hey, I actually think, they interview for CA, but they used to sell on websites. They need to be selling marketing. You know, some like, okay, cool. On that, to speak to that turnaround, that kind of 10 day turnaround that Landon was talking about too. We had maybe 50 to 60% of that this daily process in place already, but that negativity was affecting it. So we were already watching training videos every day, but it wasn't taken seriously. People were making fun of like the video or how it sounded. But then they weren't making sales. Well, and Derek can attest to this. If they're on their, that nobody's on their phone, nobody's late. If they show up and they got to take a call, or even if a client's calling and they can make a sale right now, you can make the same sale in 10 minutes. So all the time with new people, they're about to walk in late or walk out on the phone or something like, hey, sit down. No phones allowed. We go through some of that early on, but I used to not say something to let it fester. We had two new guys. They had a bunch of monitor boxes and they were like, lounged out and their feet on monitor boxes while they're making sales. So the old me would have been like, it's fine, no worries. They're making calls. So I went to Andy and say, go get rid of the monitor boxes and tell him not to do that again. And so he just went and handled it. But if I let it go, I'm playing favorites or before you know it, it's okay. What do you guys do to dress coat? Because I noticed, I mean, is that like a big deal in the office? So that was dressed better than normal because you were all going to our office, to be honest. But I would say it's typically business casual, slacks polo, nice jeans and a polo, some dress shirts. Derick will still wear a suit every once in a while, but I would say generally, you know. Is there something you push or is that something you kind of see as one of those things? Like, I mean, there's a few things you're going to draw the line on, you know, what you're getting. For sure, for sure. You know what? That's not something I'm really going to, I mean, let's say, we see this consistent pattern. Okay, now I'm going to say something, but you know, but I don't know, where do you rank that as like, yeah, that's a big deal. It's mindset. It's, you know, it's a big success always. Yeah, it's still a decent deal to me. And actually a bigger reason than that is my dad's office, which we didn't have a chance to, we didn't have time to tour yesterday, is the other 40, 250 square feet on the other side of the building. And he has people come into their office a lot and he gives them tours or shows them around or whatever you want to call it. And yeah, that's my Arkansas tour tours. Thanks for that. And so part of it's like, I don't want to be embarrassed to his side, because we don't really get to many people walking in, you know, marketing training in Springfield, Missouri, rent, rent rarely. One of the occasional person just show up, but it's very rare. And, but I still wouldn't really, I wouldn't get to where I allow shorts or flip-flops or t-shirt chain like that, personally. So, yeah. And there was a time, there was a time. I'm wearing Cody Jersey's and the same little shirt. What do you guys use to recruit just in the deed or do you guys do anything special? Just in deed. Just in deed. Which for an actual employee is easier on indeed. 1099, you know, contractor, agent, not as easy on indeed. And they don't want you to do it unless you put some money behind it. We rely a lot on referrals. That's our best source, for sure. That's a good point. Our best salespeople were referred by somebody else, typically. Derek was referred by his buddy Danny. And we have several people that that's the case. And so, there's a call center that I'm coaching right now that's trying to get to like 50 sales reps this year. And I'm like, you know, you have a company, they already have another company with 395 people. And they're like, we're struggling to hire people. And they get foreign people on payroll. They all know somebody that, you know, would join the organization. So they picked up like 40 people just by getting internal referrals. So we do that, we do that a lot actually. So when we're like, hey, we want to add three people, first thing we go is like, we mentioned team meeting or Slack or social. We get a lot of activity from social. Hey, if you love this, you'll love how to do a presentation for insurance agents. There's a couple pieces of this video that I've never talked about before. It's right here. Click on it. You'll love. I always talk about my specific appointment process, the warm up, fact find, present and close, and then the cool down. Okay, I always talk to.