 I want to jump into some sales training. I want to throw in some stories and some of those things before. But I want to talk to people that have a sales team or people that want to have a sales team. I did a recent webinar on this topic. There was not very many team owners on it. But I'm going to also add a spin to it for anybody that has a sales team or that wants to build a sales team. I'm going to give you seven things you need to know really quick, seven things you know really quick in about seven minutes that you can immediately take away and apply to your sales team and get results and see results. Who wants those seven secrets in seven minutes? All right, good. Perfect, perfect. I saw some hands. I only heard a few people though, so maybe we'll give three or four, or should we give all seven? I don't know. OK. All right, OK. Help me out then. Let me hear it as we're almost done. The first one is we hire slow. I have bad handwriting, but it's not as bad as Jordan Belfort. I learned that quickly. I'm like, dude, I don't even know if you can see what you're writing, but it's good. It's good. Because we hire slow. We put someone through several interviews, and the first question we ask them when we're about to hire them is what do you know about our company? If they did no research, they're lazy, and we escort them to the door immediately, a total waste of time. We'll also put them through a disk assessment, a personality assessment, because I want to know their behavior. The disk is I want to hire sales people that have a leading letter. Their dominant letter is either a D or an I. D is like I'm driven. I'm a self-starter. I'm a risk taker. I'm aggressive. I'm personally 100 on a D. I is influential, social, good personality, but I can also influence people in making decisions and doing things. Who thinks that influence people in making decisions is good and is important in sales? I'm a 90 there. S, I consider it more service-related, steady. Customer service is the type of position we would do for that, and then C is more conscientious, really computer work, analytical data, and that kind of stuff, some of our Facebook engineers. We put them through this, and if they have a leading letter of a D or I when we're recruiting sales people, we will invite them to a second interview, where we will bring in a sales director to explain how working at our office has changed their life, this and that, and they're able to share their experiences, a testimonial, kind of like Silver did earlier, and they're able to share with them why they are fortunate to get to work with us in our office. So the big key is I used to hire everyone. Now Andy does all the interviews, and we hire very slow, very, very slow. We take our time. It's a privilege to be on our sales team. It is. They make phenomenal money, and at any point, if they don't view it as such, I don't want to work in there. So we hire slow. We also fire fast as I move into that. If I'm seeing patterns that's over and over within the first 24, 48, 72 hours, I'm cutting ties at that moment. There's no reason. If you're seeing it that early, it's going to come up again. And a lot of us are too afraid to be honest. Honest people, Judge and Matt just talked about that yesterday. Most of us are scared to be honest with people we work with, so we fire fast. We also have quotas in the first 15 days, 15 business days. If they don't hit them, I'll still be visa, baby, okay? Hire slow, fire fast. Third, is we set expectations out of the gate, as I'm trying to figure out how to spell it. Okay, set expectations out of the gate. And that is to not, that's not only activity numbers, dials. That's, you know, because for example, we have an 830 all team meeting to kick off every single day, 60, 70 people. Then from 840 to nine, and from 130 to two, we have two cells related trainings. Every single day, twice a day. If it's good enough to do it one day, it's good enough to do every day, right? So we do this every single day, two times a day, and we set the expectations that when you're in this meeting, you're gonna be paying attention, you're gonna be taking notes, you're not gonna be late, you're not gonna be on your phone, you're not gonna talk to customers. Like if they're in the room, and they're on the phone with the customer, they're about to start a sales training, I will, and they don't get off, I will physically walk over. So sorry, I'll call you back in five minutes and hang up. I don't care if they're about to pick the cell or not, I don't care. Because this time is the most important part of the day. And you gotta set the tone early. Most people do not set the tone early with their sales team. And they let people get away with stuff and before you know it, they're in a rut, they're unmotivated, and you're like, oh my gosh, man, I don't know what to do, because none of my salespeople are freaking care. That was me two years ago. That will never be me again. So we set expectations up front. We also track their activity daily. We have leaderboards around the office tracking all their activity, so that we know every second of every day what's going on. I wanna know dials, I wanna know conversations, I wanna know talk time, I wanna know sales, and I wanna know revenue. Okay, so we are literally tracking their activity constantly. We also have a white, we have a whiteboard really exactly like this in our office. And we keep track of their week on a whiteboard. Everybody's gotta go up and put, so each day, this would be like Monday, Tuesday, and then we have a total box at the end. If you want to shoot me an email, Cody at Cody Askins, I'll send you a picture because this is not what it looks like, okay? We have them insert, we have them insert. Dials, conversations, sales, and money at the end of each day. They have to physically walk up before they leave and fill it out. Because who wants to walk up and do that every day? Nobody. Especially if this is the type of personality they are. They hate it, right? So again, we're tracking activity, and then we can see daily numbers, weekly numbers, monthly numbers, the previous week, the previous month, and we're able to track that for every single rep in our office. Okay, so after tracking activity, we already talked about this briefly. We train every single day, but when we train, it's videos, like I have a CA sales system that you've probably seen around, that we released this year that has over 450 modules and quizzes, and is specifically built for insurance sales teams to plug in and train every single day. And it's me on all the videos, as well as a monthly live Q&A that's group style for anyone that's a member of our sales system or any team or any agent to actually get on and be specifically trained by me every month, physically as well, not just video content. Okay, so we're training every single day. We're watching videos. We're role playing, and like Jordan talked about in the fire, little fire get together, it's something specific. It's something small. It's an objection. It's this phrase. It's how to ask for the business with this. It's the client says this, and what do you say? It's our intro pitch, so that when we get on the phone the first time, we're not rusty. Who's ever made a call and you're like, dude, I screwed that up. I felt rusty, that sucked, and I hope I never do that again. We just lost money. You lost money, I lost money, and we're operating a business because we're not a charity because we want to make money. So we are improving every single day. They are getting better every single, that's the point. Then we jump into some energy activity. Jumping jacks, push-ups, squats, run around the building, something. Again, because I need their energy up. If they woke up at 7.30, they got to the office at 8.30, and that's pretty much, I mean, I consider that sleeping in, by the way. They get to the office, and maybe they haven't had coffee, or they're running late, or they're stressed out, or they're, you know, whatever. I need to wake them up. They can't like float through the day and finally wake up at 10, 11 o'clock. It's just, it's dumb. Energy activity, and then a little one, two, three cells, or they do like a Ric Flair or Woo on Wednesdays. I don't know. They change it up. But something is like, and the people that came to the retreat, like how much was our cells room like freaking buzzing, man? Like it's like, we got music playing in the background to help the energy, like the culture and the room is just, it's buzzing. It's fun, it's like, you don't want us to go to an office, sit in a cubicle or in a random office, and be all alone with no music, no supervision. Whether they say they don't want supervision or not, they do, I promise. Because when they get supervision, they make more money. So like, you know, I don't know why they wouldn't, okay? So that's, so we train daily. Two more, real quick. We're gonna bring Nate up. We do a monthly P&L on every single cells person. If I'm spending money on them in any way, I wanna see if I lost money or made money. If we lose money two months in a row on somebody, we let them go. Doesn't happen more than once. Pretty rare because of how structured our systems are in our office. So monthly P&L, if you want an example of that, Andy can probably get it to you, okay? And then the last one is focus and urgency. For our marketing sales team, Landon just released a Xbox, new Xbox five series, something Xbox-y, I don't know. Some prize from contests that I think you got the idea from JB or somebody. Somebody released an Xbox contest on Facebook or something. I think we stole the idea, I don't know. For our sales team. And we are constantly looking for ways to re-energize, to refocus. We'll have random spiffs. We'll give stuff away. We'll give out cash. I'll walk in and say, the next person to make a sale is 100 bucks, something. So we're always increasing the focus and the urgency. We had several contests lined up for this year that didn't happen for a trip to the NBA finals and the World Series and all this stuff. We're paying them in different ways when they win those contests, but some way to keep their attention, to keep the urgency up. And so we'll do random sales where we're selling this for the next 24 hours and the leader wins something. To keep them enthused and to keep the focus and the urgency up. So, from every able to work with you or your sales team, I would love to, that's my passion is sales training and helping teams get to another level. I've learned a ton over the last few years on doing that in organizations that I used to be absolutely horrible at. And some of you are probably in the shoes I was in and it sucks and you wanna eventually get out. Hey, if you enjoyed this, I got another one you're gonna love. It's right there, click on it. See you in there. Today I wanna talk about how to write 100 Medicare policies during AEP of this year. Right, we're a few weeks away. We're like what, a month and six days.