Here’s the replay video and transcript from Rob Copenhaver’s May 29, 2020 Zoominar.

Sales is not magic. Success is determined by following a best practice process delivered by skilled salespeople operating within an infrastructure that supports and promotes their efforts.

This recorded Zoominar focuses on addressing six common faults of the sales organization that must be addressed to achieve the sales results that you deserve:

* No Sales Forecasting
* Lack of a Defined Sales Process
* Improper & Ill-Prepared Staffing
* Wrong Compensation Structure
* No Systematic Measurement of Progress
* Weak Sales Leadership

Sales Xceleration is EOS-compatible. EOS-running businesses often use Sales Xceleration, and vice versa. Further, Sales Xceleration national and EOS Worldwide are strategic partners.

My friend Rob Copenhaver is your presenter. He specializes in providing outsourced VP of sales services to small- and medium-sized private businesses. He earned his MBA from Creighton University.

Zoominar Replay Recording

Zoominar Transcript

Note: Automatically transcribed using You will almost certainly find some entertaining transcription errors. They are our gift to you.

John Fulwider  02:06

All right, it is 8am friends. Good morning. My name is John Fulwider. I am your host this morning for six fixes to get more sales with my friend Rob koppenhaver of sales acceleration. I’m going to introduce Rob in more detail in a little bit. First, a little bit about some upcoming webinars that we have available for you mark your calendar for June 12 at 8am Please, when we will have Steve conkel membership Chair of eo Nebraska, the entrepreneurs organization in Nebraska, talking about business owner peer groups. If you own a business you need to be in a peer group for your happiness and mental health. You need to regularly get perspective from people who also have thrown up Thursday night because they couldn’t make payroll on Friday morning. There is just no substitute for the camaraderie of fellow business owners who have been there and thrown up that. So eo Nebraska membership chair Steve conkel is going to be our guest speaker. Steve owns Stony Brook exteriors and is passionate about seeing his fellow business owners actually enjoy owning their business. So be there June 12 at 8am and then on June 26. At 8am we will have Mike fall malt, and Tony Bednar, talking about hiring the right integrator at the right time. A lot of people on the call this morning are familiar with EOS, the entrepreneurial operating system that describes this key phone In the business, the integrator who frees up the visionary to be in her or his unique ability, makes the trains run on time takes the plan and executes it seamlessly integrates the work of the major functions in the business solves the day to day in the weeds tactical problems. The book rocket fuel that describes the integrator, my gosh, makes the integrator sounds like a unicorn. Where do you find one? How do you hire them? They make them sound like the best thing since sliced bread with strawberry jam. And there’s all this mystery around integrators. How much do they make? How do you know when you’re ready for a full time integrator, what value could an interim or fractional integrator provide for companies who are building up to a full time integrator, my guests Mike and Tony have actual answers and data collected from years of experience helping In EOS running companies find integrators. They are the visionary and the integrator at Keystone search and executive search firm that has itself run on EOS for 10 years. And by the way, they did the integrator search for EOS worldwide. So they found an integrator for the organization that invented the concept of integrator. So, I think you’ll really enjoy Mike and Tony June 26 at 8am. Alright, a little bit about me your host, I am John Fulwider. I am an EOS implementer which means that I help visionaries and their leadership teams grow their businesses faster than they ever thought possible. We do it by getting you great at three things vision and traction and healthy So first, taking that visionary vision for growing her or his business, simplifying it clarifying getting in into everybody’s heads so they can execute on it. traction, instilling discipline and accountability in your business. So Everywhere you look, people know what your vision and plan are, and they want to work to help you accomplish it. And then healthy starting with your leadership team, and eventually going throughout the whole company. We’re getting everybody to be members of healthy, cohesive teams who work well together and actually enjoy working together. There’s a little bit more detail on this that I can share with you at the end of today’s zoom in or if you’re interested, stick around for after Rob’s talk. And I’ll share a few more details about how by strengthening six key components of your business. Those 136 issues are flying at you from left, right up, down, backwards, forwards diagonal, making every day a crazy whirlwind in your business. And we can just call him all that down and help you get a grip on your business. So you’re running it rather than it’s running you But enough about me. Let’s get to the star of the show today. Rob koppenhaver. My friend is your presenter. He is an expert at creating sales teams, implementing sales infrastructure and breaking all time sales records in small and medium sized businesses. He was an accomplished sales hunter and sales leader before he joined the sales acceleration network of outsourced sales leaders. I love Rob and sales acceleration because everything they do is EOS compatible. And EOS running companies often hire sales acceleration and vice versa. Now those of you on the call who run EOS with me or with somebody else, you know that EOS running companies already have the foundation for starting spending their sales departments because they’ve already begun strengthening the people process and data components. Rob is going to show us this morning how to build on that foundation to six, six problems with your sales department. Before we clap for Rob, as he comes on stage, let me just tell you that we welcome questions at any time, type them in the chat or in the q&a function there in zoom. I will ask those questions of Rob. We welcome questions at any time with that. Let’s actually have a round of applause. It’ll feel good even though he can’t hear you for Rob koppenhaver. All right. Several people are using the raise hand function to stimulate applause. Great job team. Rob, take it away.

Rob Copenhaver  15:57

JOHN, thank you very much.

John Fulwider  16:03

Let’s see.

Rob Copenhaver  16:07

All right, everybody ready to share my screen? Hopefully that came across. Okay.

John Fulwider  16:13

Yes, we are seeing it, Rob.


All right.

Rob Copenhaver  16:18

Okay, let me move you out of the way here. Thanks, everybody. Thanks, john. Again, I’m Rob koppenhaver with OSX sales solutions. A little bit of introduction on myself. I’m with OSX stands for Omaha sales acceleration. We are a member company of sales acceleration, sales acceleration as 125 advisor companies with over 2800 combined years of experience, experiences we’ve worked with over 1200 companies over the past several years. We’ve increased first year just first year sales accumulatively by $1.4 million dollars. So a little bit about our billion dollars, so maybe get that right. So a little bit about me 28 years. years of experience on the sales side. I’ve worked with 27 companies across North America. I’ve helped nine companies cash out and get acquired. I got an MBA from Creighton University. And I have my CSL designation stands for certified sales leader. It is a designation given away by sales acceleration. So today we’re going to talk about six fixes to help you with sales. One of the things sales acceleration does is we’re very, very big into the data. So what we do is we have a assessment that we give out to all of our new customers, no matter who they are to establish a base, what you’re looking at before and he looked at the very bottom down there, the percentage of people who rank themselves as poor or below average, so we had above average, we had satisfactory we had below average, we had poor 87% struggle with sales strategy 90% struggle with sales methodology 88% struggle Was sales analysis and 87 with the sales organization itself. So we’re finding that CEOs presence, owners of companies are just not satisfied with their state of the union when it comes to sales. So what is sales? If you look here what my friends think I do upper left hand corner, I just party all the time. Well, my parents think I do I provide a very nice valuable service. Very cute, what society thinks I do use car salesmen. What my prospects think I do, that’s probably true in the past, what I think I do very studious, very stout, and what I actually do so got to tell a story here. I have not been in sales my entire life. I started out as an insurance accountant had Mutual of Omaha. I was in the accounting profession for nine years and then I moved over to the actuarial Department of National indemnity, not certain if that was an upgrade or not, had the opportunity to join a small vendor over in Cedar Rapids, Iowa. That’s all accounting software to insurance companies. Since I was an insurance accountant, I was a natural. I helped design the product. I helped implement the product. And I was the subject matter expert or the sales engineers they call it back in the day they called me demo boy. So demo boy on his very first sales presentation ever, I flew out to Los Angeles, California. I went with our Western sales rep, walked in, talk to the CFO of a company for about an hour, had a yellow pad, asked a bunch of questions, wrote a bunch of notes, and we’re walking out the door and I turned to Lynn Lynn Burstein who took me in there and I said, Lynn, what what happened? She said, Well, what do you mean what happened? I said, Did he just buy from us? And she said, No, no, he didn’t buy I said, Did he just throw us out? said no. I said, Well, you’re the salesperson is, don’t you say the magic words and hypnotize them sprinkle fairy dust and they either buy or they die. She just laughed, shook her head and said, you know, Rob, because there’s nothing magical about this. This is the process that we do. We’re going to go through we’re going to have more meetings, we’re going to have demonstrations. There might be an RFI or an RFP. I said, What’s an RFP? She said, You got a lot to learn. A year later, I was offered a position in sales. That was 1992. And I’ve been in sales ever since. So sales is not magic. It’s best practices. So what I deal with is the organizational infrastructure is one of the things that I do and the quote they’re great salespeople will fail if the sales infrastructure is wrong. I frequently hear CEOs of companies say I hired people that came highly recommended. I know they were just killing it the other company, and I don’t know why they’re not doing it here. I don’t know what the problem is. A lot of times the infrastructure is not there. So we’re going to look at six key points here today. Number one, no sales forecasting number two, lack of a defined sales process. Number three, improper and ill prepared staffing. Number four, wrong compensation structure number five, no systematic measurements. Number six, weak sales leadership. A lot of times people say, Rob, you’ve been at sales for a while. How do you speed up sales? What is that? What is that, again? What’s the magic silver bullet to speed up sales. The key is you’ve got to be strong at all six of these, because if you’re if you’re weak at one of these, it doesn’t necessarily speed up sales, but it certainly will slow things down. So number one, sales forecasting, and at the bottom error rates, and this projected sales increase has a margin of error of 100%. So basically forecasting the future, which is the future so you need to have a target in order to hit a target. A lot of times I deal with companies I deal with a lot of startups in my career. A lot of times it’s like, well, what’s your sales forecast? First Year 1,000,002nd year 2 million, then four, then eight, then 16, then 32. With no plan to hire any more salespeople or anything like that, we need to establish a target and one thing about once you start the major things they Just kind of start to improve. And I find this quite often is, as we establish targets and just start the major before we even start implementing, things start to get a lot better. When you establish these targets, they have to be smart goals. What is smart stands for Specific, Measurable, Achievable, Relevant, and time bound. At the bottom there, communicate and agreed upon by staff, not only the sales staff, but across the entire organization. last thing you want is the salespeople turn around saying, Yeah, we’re going to do 50 million next year. And the ops people are saying, oh, we’re only doing 1,000,005. Today, well, how are we going to ramp up to do that all has to be agreed upon. You need to have variable forecast, you need to have a low, medium and high. I mean, who would have forecast the COVID thing that would be on the low low side of things? I don’t know if anybody forecast that one. But you got to take that into account and you got to be flexible to have that. You need to look at your key customers. I worked with a company one time hired me and I said What’s your problem? They said we had a Major client left, they were 80% of our business. It was like, whoa. So you need to look at your key customers. are you growing them? Are you shrinking them? are they leaving you? What’s your competition doing? Do they have a new offering? Are they shutting their doors, which would be a good thing for you? You need to look at your new business and renewal see a new business, the new logos, as we say, Are you out there getting new logos? On the renewal side of things? Are we renewing them? Are we charging them more upon the renewals? You need to look at the products and the margins? Which products bring you the most margin? Do you focus on those? You need to look at subscription fees very popular now I’d like that recurring stuff. I mean, even Microsoft out there 365. It’s a lot less to buy, but you pay for it every single month and it adds up. Look at the one time Look at the product fees, look at the services fees and actually have a forecast for all of those. You need to look at the quarters of the salespeople. And one thing that the big thing with me is if you had five salespeople And each one had a quarter of a million dollars. Well, the total sales forecast should be 5 million. It’s a math thing. I never like it when the total of the quote is never equal the total of the enterprise. This is going to drive how many salespeople you need. And it will coordinate and share with the rest of the business so that the sales organization is not a hidden organization is transparent. So here’s the sales process. It’s very complex process that you follow, and then you close the sale. A lot of times we make it way, way more difficult than it needs to be. So the sales process, what is that strategic planning and the tactical implementation? What are we trying to do? And how are we going to try to do it? Next thing, make it simple, make it easy to buy from you. So one thing somebody said to me one time they said, you know, Rob, I noticed when you sell to people, you really simplify things. You make it easy for them to understand so that they can buy from you. And I guess I impressed them. They thought that I was really good. Trying to do that intentionally. But actually, I was just simplifying it for myself so that I understood it. But it did make it easier for my customers to understand easier to buy from me. Your unique value proposition Why do you when you’re defendable, competitive, a lot of times I’ll ask people, what is your unique value proposition? The number one thing I hear is our people. Problem is your competition can say that and a lot of other people can say that too. So what is it that you absolutely can say we do this better than anybody else? And nobody can touch us here. Why does your competition when you need to identify what their unique value proposition and you see the SWOT over there? So what is the competition’s strength, weakness, opportunities and threats? You need to build the persona of the perfect customer and I always tell people, you know, we always like to try to go after it all. We come out with a sawed off shotgun and just start blasting away and everything falls out of the sky We run after we need a more formalized approach because what if you’re so good Busy, you just can’t take on another customer. And you’ve said yes to that one customer that was kind of a square peg in a round hole. And the perfect customer that your product just fits perfectly and it’s going to be easy, the margins are bigger, and you can’t take them because you already took the square peg in the round hole. So identify the perfect customer for you. And then prospect develop prospecting, specific to that perfect customer. You need a sales playbook. This will help you manage the sales stages of the pipeline. You have prospects, you have suspects, you have people that are in the middle of discovery, you’re presenting solutions, you have proposals, you’re doing contract negotiations, people, companies who are in those different stages of the pipeline needed to be traded to be treated differently. Many times not always, but many times people develop flowcharts especially if there’s a lot of people and a lot of art departments that are touching it. This is an important part of that. Understanding the flow of how do we how do we sell? You need action plans for each stage? That is, when we’re at a certain stage? What are the what are the basically the items we need to check off before we can go to the next stage? What are the documents available? What are the communications that we need to tell? Is there a newsletter that goes out that we send out weekly, monthly, quarterly? Well, it might depend upon where they’re at. And the old sales toolkit. Those of you been in sales for a while, I’ve been at it almost 30 years, we got a lot of stories, we got a lot of pretty funny stories that we can tell a lot of things we’ve encountered, and a lot of useful things that we can use going forward. We call that the toolbox. And one thing you learn is you get a lot of tools in that toolbox. You don’t pull every single tool out every time you go in. You got to listen you got to learn you got to ask the right questions to know what tools you bring out of the toolbox. But over the years, you want to have a big toolbox salesperson CRM, I’ve been in software sales. So I’m kind of on the technical side of things. I’m not a, I’m not an IT guy, I can’t program. I took Fortran, on 80 column punch cards back in college, which confirmed to me I didn’t want to continue with it. But I also learned that computers and applications can remember and repeat things a whole lot better than I can. So the CRM, customer relationship management system, this is where you track all of your prospects, and all of your customers. And since I worked for software companies in the past, I used to like to go up and ask the trick question to different people across the organization, what’s our most important asset? And of course, I heard our people of course, we always hear that one, our software, the building that we’re in, no, the most important asset is your customers, your prospects, which are in the CRM, and if without the CRM, you’re not going to know who those people are. So it’s vital that you have One first thing that CRM will do will help people sell salespeople sell how you have prospect histories, notes, emails, documents, phone calls, you have the rating, the prioritization of where are they at in the process. I always hated it in the past, where I’d call up and I talked to somebody. Hey, Joe, it’s Rob, I just wanted to talk to you about that proposal I sent over to you. And Joe would say, Rob, you called me yesterday and talked to me and I’m like, looking really dumb right now. So CRM can prevent you from doing dumb things, but remind you when you have upcoming scheduled tasks to do, I always love when I’d be talking to somebody and I’d say, john, when do you recommend I call you back? Can you call me back a week from Thursday? I certainly will do and I put it out there and next Thursday it comes up and I call him I’m on call any job or john because you told me to call you It can also help guide the process flow. So as you go through the different stages you enter notes can also have a workflow Built in, it helps management manage, it does pipeline management, it does forecasting, it does reef resource planning, any of those that have worked with me, you know, I’m very big into pipeline management. I love to have it in a CRM, when it’s automated, it’s a lot of things you can do with it. But even without a CRM, I always do it in Excel. And we update it on a on a weekly basis. And it’s a real pain. And certainly nobody likes doing it. I don’t like getting it that way. But it’s something you have to do. And the CRM turns this into something that just happens automatically. You don’t have to put a pipeline report together as long as you’re updating things. It also looks at process modification, because you get all sorts of reports out of the system. And if all of a sudden you have a stage of the sales cycle, that is always getting stagnant. Everybody’s piling up, there’s something wrong. What is it? How come after we do the presentation, nobody ever buys? Well, we can do a deep dive, everybody can look and say, you know, something, maybe that PowerPoint presentation that’s 300 PowerPoints long, maybe we’re boring them with that integration with other systems. This is one of the newest best things that you have out there. I love it. When I send emails out of Outlook, it records into my CRM, when I send it out of the CRM, it records it to my outlook. You can have integrations with accounting, you can have integrations with proposal management systems. So a lot of these integrations that are out there right now just make your job easier. It also helps marketing because depending on where they’re at in the sales cycle, within the CRM, and a lot of marketing applications can be integrated with the CRM. Also, it will track your new business, your renewals and your upsells and your what I call it cycles. So on the renewal side of things, if you have somebody that’s coming up in September, you probably want to start talking to him about renewals right now if you wait too long last second, you might find out he’s in a deep dive with somebody else. It’s a competitive situation. You didn’t know about it and you’re not participating. So that helps you on the upsell side of things. Hey, we got some new stuff. It’s always easier to knock on a door that said yes before and get them to say yes again. And it cycles. Well, you found out that they’re with your competitor, but you found out that they’re not totally happy. And then a year from now, they’re going to start looking around again. And you know that it takes about a year to find a new system and implement it while the cycle is now them. CRM adoption, why sales people hate to use them. It’s just more work. It’s a lot more typing. I got other things to do. I’m fine writing it on my calendar. I keep track of it in Outlook. Those are all excuses. If I’m on the phone talking to somebody, I’m entering notes as I’m talking to them right into the CRM. As soon as I hang up the phone with them. I established the very next activity that we agreed Upon if I had a very favorable when they said yeah send the proposal, then what I would do is I would actually put the proposal together and I would move them up to the proposal stage of the sales cycle. So a very, very good thing. Why do people love to use them more money or commission? I felt that technology when I was a direct sales Hunter was a competitive weapon for me. Because I came from an IT background or worked in a lot IT projects even when I was an accounting side. And I use the CRM like nobody. And I bet I probably had 10 times the number of prospects of anybody else in my organization or my competing organizations, which showed my numbers. So the other thing is consistent, accurate data, you need to have consistent, accurate data. So another story, I was working for a publicly traded company down in Atlanta, Georgia. And I was a division head at that time and I had my one on one meetings and I would review the top three deals that were going going on in the pipeline, and I had one guy come in to me and sit down and on his pipeline. He had ABC Company, ABC. I looked at him and I said, Jeff, you’ve been talking about ABC forever. And you finally got him on your pipeline. That’s Congratulations, you broken through. That’s, that’s wonderful. And he turned to me. He said, Yeah, I’m thinking about calling him to. You haven’t talked to him yet? Not yet, but I’m thinking about it. I said, so I need to go in and report to the CEO of a publicly traded company is going to tell us to the board in the world that we’re pursuing ABC Company, you haven’t talked to him yet? He’s like, yeah, I said, No, no, that’s that’s a little too optimistic. He leaves my office. The next day john comes in, and I’m looking down at his pipeline. I’m like, john, you’ve been talking about XYZ company. You said the contracts coming in tomorrow. I don’t see him in the pipeline. He goes, Yeah, it’s coming in tomorrow. I said, Why aren’t they in the pipeline? He goes, I just don’t want to jinx it. Oh, my God. So you you as a good sales manager. You look at Those inconsistency is especially in a publicly traded company, to coach those people to have more consistent data. And when you have that you have a treasure trove of information, proper sales staffing, am I the only one around who actually enjoys closing deals, so something about salespeople, everybody loves being involved with the sales process. I go out with sales engineers or I would bring along an implementation person to talk about the implementation side of things. And they loved it. We’d go in we talk for a couple hours we’d leave the house this is so exciting. I wish I could be in sales. I want to do that. I’d say great to see that phone over there pick it up. You call somebody that you’ve never talked to before. We don’t doesn’t know you at all, and convince them that we need to show up and come in and talk to them about how we’re going to solve some problem using our product. And they would look at me and go, Okay, I don’t want to be in that sales just is not for some people. You’ve got to love the clothes. You’ve got to love to take it all the way to the end. A lot of great account management very, very vital to your company. But there’s just something different about a closer. So, proper staffing. Number one, how many people do you need? Okay, remember, we put the forecast together if it anticipated volumes. That’s how you figure out how many people and notice how it worked to the right. I say no half people. So let’s say you have three people and you’re wondering whether to hire another person. And you don’t really need a full time person but you need another person so you kind of have somebody do half time sales and don’t don’t do it. Hire person designated and sales and that’s all they do. No, no have people around. Also the right right people in the right seats. Do you need hunters? Do you need farmers a hunter B and somebody out there looks for new lows, finds them, closes them, throws them over the wall to the farmer is it a farmer is an account manager again, somebody who grows accounts very very valuable to the company. can grow to huge volumes and takes care of current comps customers and defends against the competition. Is this a complex sale? It takes a couple years to close it, we’re going to get a whole team involved or is it a transactional sale? I’m selling my pillows over the internet or on my phone. Do you need inside or outside? sales? My very first sales job over in Cedar Rapids, Iowa. We had an inside sales staff we had a little product. So for $2,000 a year they do demos over the phone and they would sell it. I was selling something that was more outbound. And I would do a lot of traveling. And so we had an inside and outside sales approach. They’re subject matter experts. How technical is your product? Sometimes the salespeople can go out and explain everything. Other times. It’s so technical, that if you got all the salespeople up to speed on the technical side, you’d be training them forever, they’d never have a chance to sell. So you did designate one person as a subject matter expert to support that person. Do you have Lead Generation, a person or a group of people, and all they do is generate new leads set appointments for you. And another thing to think about when it comes to the right people is corporate culture. That’s huge. And a lot of people don’t think about this. And what I was telling a lot of people is, you know, just because you have a killer hunter did a great job at a fortune 50 company, when they come to your startup, can they do it, and a lot of times that person at the fortune 50 company or even, you know, smaller companies that they’re used to having a support staff, I joined a company a couple couple decades ago, and I was the only person there for a while we began to build. Then we got acquired, and the acquiring company, when they did sales presentations. They had a group of 12 people they brought with you, I was used to going out by myself or maybe bringing one other people that was their corporate culture. Well, anybody that works in that environment where you have all those staff goes to a start up, they’re not used to that also, I got my Midwest versus New York City. There’s some people that are just, you know, great relation. More small town people, Midwestern. You go to New York City. I had problems competing in New York City for a long time. I finally figured it out. I don’t know what I did. I guess I didn’t figure it out. I just started working, but it’s different and vice versa. I had a woman that worked for me. She was from the Jersey Shore. Originally, she sold IBM on Wall Street. And if I would have had her pursue an opportunity in Waco, Texas, they probably they probably take her out back shooter, and she was just that aggressive. Also, the most important part a good hire all sales managers out there, you hire that higher, your job is much easier and you look much better. So you got to find a good one. So good salespeople know what to do. Why cuz somebody told them how to do it or what to do. Here’s the list of what you do. Great salespeople know how to do it. So little distinction there, so hiring the best so salespeople can sell themselves. So beware. When you got the job interview going on, a lot of times, you’re like, wow, this person’s great. Then you find out the only thing they can sell is themselves. Use behavioral assessments, find out a lot about them. You actually use outside recruiters, they’ll they do this on a full time basis. They’re pretty good about sniffing things out using assessments, testing people making sure that you know they follow up in a certain amount of time. After you hire the best you want to onboard them. You want to get them up and going. I always kind of giggled when I’d show up at a company and they’d be like, Oh, we forgot you were coming. We don’t have any passwords for you. And you know, we don’t have a computer yet or tell before the first day, get all that stuff put together all the HR paperwork, all the sales stuff. Day one day, week, one, month one and quarterly have goals, have a checklist. Annual appraisals Of course we all go through annual appraisals. I loved it when I when I was in accounting. I remember my boss he say said he had to say one bad thing about me. So he didn’t like the fact that I would stand on my chair. Because the cubicles were six feet tall. And I’m 510. And when I wanted to talk to somebody next to me, I didn’t want to walk around the cubicle. So I just stood on my chair. And he didn’t like that. Once, once I got into sales numbers, get your number he didn’t, I loved it. I love being that subjective. But it’s not just quota. It’s how well you get along with everybody else. Remember, this is corporate culture. If your B rating the operations or the implementation people that actually solve the problems for the customers that you promised that you would solve their problems, that’s not a good thing. job descriptions clearly defined tasks, set expectations. Salespeople love expectations. They’ll complain about Oh, go we got to do all that. Yeah, but they love to know what’s expected of them. Who gets involved in when do they do it in the process? The old that’s not my job. Be very clear about this. What is your job and what is not your job? I worked with a company I was working with a guy who’s trying to make a better sales organization and found out the sales organization 75% of the stuff they did wasn’t sales related at all. And so I turned to him and said, My job is to get the sales organization selling you guys doing 75% implementation work. So do this. Next time that you’re about ready to do a task. Ask yourself, how much commission do I make off this? And if the answer is none, don’t do it. Now that sounds kind of brutal, but I was trying to make a point there. Also job descriptions used in the hiring process, set requirements and activities and clearly defined territories and named accounts. last thing you want is the jump all first one to it type thing, set it up by state, set it up by product, have named accounts, but have ownership of those accounts within your territory. That gives you accountability. So compensation plans favorite part for salespeople. You look these guys trying to figure out one of my compensation plans that I had in the past. So when you look at small to mid sized companies, this was the study done by sales acceleration 19% of it was all based 15% was all commission 25% was a high base, low commission 21%, low base High Commission 20% was 5050. And that’s kind of where I shoot for. Sometimes I get a little more a little less with the base, depending upon what they’re at if we want to have highly, highly compensated and sometimes it’s a little more salary, if it’s kind of a startup and don’t really know what the sales are going to be. But you want to have some sort of commission and one sort of base. The reason being, salespeople are coin operated. I had a guy tell me that one time thought was great. They, you need to inset their behavior to be consistent with organizational goals. What does that mean? If you design a commission plan that doesn’t sync with the goals of the company It’s a bad situation because third bullet there are second in debt. salespeople are going to in exploit that plan. That’s just going to happen. They are going to find out the easiest way to make the most money. And a lot of people shake their head and well that doesn’t seem right. No, that’s perfect. You just need to design a plan so when they exploit it, they’re headed in exactly the direction you want them to. commission is not a bonus huge. Do not think of commission as a bonus. Salespeople love motivation. They love being paid commission commission should come out, I believe monthly. I’m not opposed to quarterly but that’s my second choice. But this keeps people going and keeps them updated, keeps, keeps them motivated. Once you once you get that big commission check and you go, man, this is great. And then you look at your pipeline and go oh god, I just sold everything out of my pipeline panic, guess what happens? You get out there and you find a bunch of more ones sales. is the easiest low paying job and the most difficult high paying job. So if you have some sales people that just to kind of find what the base Heck, why not just hang around? Pretty easy job. So if you think of it base pay will allow you to eat hamburger commission will bring you the steak in the lobster be more concerned about underpaying your superstars than overpaying your superstars. In a meeting one time a bunch of CEOs and presidents of companies, a big roundtable and one of the guys raised his hand. And he said, Hey, I got a problem. And I want to know any other CEOs here if you have a similar problem, but my top sales guy makes more money than I do. And one of the other CEOs raised his hand and said, Give me his business card and I’ll take care of that problem for you. So commission plans, how do you develop a commission plan? First of all, you decide how much do we want this person to make? And that target is based on what basically based upon what your competition’s doing. Then you look at it and you say if you’re at the 5050 As indicated here, you do the math commission is only for dedicated full time sales staff. If you have a sales engineer put them on a bonus program if you have other people that participate in supporting sales, put them on a bonus program, but do not provide commission based on having that individual close transaction go to somebody who’s not in sales. Because what’ll happen a lot of times somebody types in there. Okay, there you go. Because if you have people that are like I I was at a place one time they had an IT person in anytime that they would touch a sale, they would get a piece of it. Well guess what? They touched everything. And they got away from what their full time job was doing. Put them on a bonus program, no problem. commission draws. A lot of times you get that new salesperson they were making great money but they got to come over start over with you start a new pipeline, and they’re like, I can’t I can’t live on this. I’m not used to my family’s not using Living on this, you might give them a commission draw, which says for six months, we’re going to give you an extra few thousand. That it’s like a loan that you’ll pay back and after six months you’ll be making so much commission everything will be whole bonuses and contests. Anytime you have them have a specific goal in mind, we’re trying to hit a certain number we’re trying to push a certain product out there and significantly reward the top performers. Don’t make it proportional how much your top performers make to your bottom performers. Make make it a lot more for the top guys though the 8020 rule. Make the plan simple to calculate and administer. A great plan is one when a salesperson is about ready to close the sale in the back of his mind. He quickly does the math and goes Aha, that’s my commission. perfect plan. I love those plans. And it’s simple for the administrator, some accounting person, my background, to be able to sit there and administrate these these things. You want to update them and change them every single year. And in sales, we always joke that the quota goes up and the percentage goes down. It is a fact of life. But the fact is, you’re still you’re still targeting and at plan amount. And as far as a player coach or a player CEO, where you have somebody, I’m a direct seller, but I’m also the sales manager or, or I’m the CEO, but I also I also sell directly doesn’t work. It’s not a long term. It’s a short term thing. It works well in the short term while you’re expanding or something, but don’t think that’s going to be a long term thing you can do.

John Fulwider  48:34

Hey, well, we’ve got question row. Okay, great. firewall number question number one comes from Joe Roy. He asks, How do you deal with the staff slash administration that does not understand sales and throws roadblocks in the way?

Rob Copenhaver  48:53

Yeah, very important. One of the things you have to do is you’ve got to make the sales organization transparent Again, my very first job with a with a vendor, they brought me and I was not in sales, I was an operation set out. And so we all, we all had these big cubicles, and we’d all work and we’re all heads down quiet. And there was one area where they had small cubicles and everybody was loud and screaming, that was sales. And everybody talked about, oh, that sales, they’re different. They’re very, very different. You need to make them not different. You need to get them out, go over talk to the other people explain what you’re doing, explain how they fit into the process, what what their job entails, and how it supports you making the sale and the successful implementation and the success of your clients. Once they see the bigger picture, it’ll it’ll make a big difference. Also, maybe implementing bonus programs or something like that could help something like that. But mostly is about transparency and open communication.

John Fulwider  49:59

All right. And then our second question comes from Anthony Montag. He asks, Rob, you make a strong case for having a CRM. And I like the idea of having a CRM. But what are the steps to successfully putting one in place? I see more examples of garbage in garbage out due to bad setups. And he specifically says bad setups, not bad software.

Rob Copenhaver  50:25

Yeah, yep, hundred percent correct there. Pretty much all the CRMs out there are good in one way or another. Some are better than others, depending on what you’re doing. They’re all crappy. If you put in bad data, I’ve walked into companies where they have a CRM up and running, and I’m like, great. Then I look at what’s in there. And they bought a bunch of databases and imported them and they were horrible databases that had that had nothing to their customer persona and they just jammed it up. I was in one company they had 15 stages in their sales cycle to close business. So ever all the salespeople use prospect and customer put your lonely to they use. So yeah, when you set it up, you got to keep it simple you got to streamline. So, Joe, the first thing I would do is I would sit here and say who are our customers today? Number two, who are our prospects today? Number three, what are our sales cycle stages the pipeline, and then we’re going to take those prospects and sort and sort them and put them into that. Once you’re there, you’re ready to put those into the CRM or update the CRM to be accurate with what you have there. A lot of times people use Excel to help them get there. Did that answer your question?

John Fulwider  51:49

Yeah, thank you. All right. Let’s move on. Okay.

Rob Copenhaver  51:54

Okay. So systematic measurement. Simply majoring will improve results. We said that Something called mile markers or scorecards us familiar with something like that. Just don’t wait around for the annual numbers. You know, how did you do last year? Well, would you close? Okay, we all know everybody measures that. But what else along the way? How many appointments did we have? How many phone calls did we make? How many proposals did we send out? How many on site field inspections did we do? There are good mile markers, and there are bad mile markers as an example, one of the first companies I was working at, we had internal prospecting people that made phone calls, they would say it was great, they’ve set appointments for me, and then I would just go out and hold the appointment. And they were making about 30 to 35 calls a day. They got a new sales manager that was really trying to make them do better insisted on 60 calls a day, thinking mt 60 is nearly double. So we have about double the number of appointments. We had less appointments much less appointments and the reason being when I when I was talking to the is Internal prospecting people they said, a problem was is everybody was so worried about hitting 60 a day that when you got a good one on the phone that wanted to talk, all you wanted to do was hang up because you had to make another phone call. So there was a bad Mile Marker there. As far as measurement CRM, there’s another one Joe, for that CRM to be able to do these things. And the thing about a CRM, it’s real time. When you’re dealing with these reports, usually the best you can do is on a weekly basis, it’s an Excel a lot of times it’s on a monthly basis. And a lot of times what you’re having to do is if you’re a sales manager, you’re getting five different spreadsheets from five different people and you’re merging them together. CRM takes care of all that for you. Weekly pipeline reports so you’re not when they come out of the CRM or you’re developing them is sitting down with the sales staff and making sure that every every stage of the pipeline is increasing. You have new prospects coming in meaning we’re prospecting people that were prospects, they’re becoming qualified the qualified people. We’re doing discovery on the Discovery people. We’re moving forward to solutions. We’re going to proposals. So everything is moving forward, are also looking at the top, top three candidates have to help strategize on how do we close these, and also a shared business plan. And this goes back to how do you have other people in the organization who necessarily been kind of butting heads with sales, get them involved, put the shared business plan out there that sales puts together, out there with the operations people get everybody to agree on it. It’s funny, when you have people who help you set it, that goal becomes immediately accepted by them. If you turn around and just say, oh, here, here’s here’s what we’re going to do and just take it and if they don’t always agree with that. So sales management, what my friends think I do sit around playing my ukulele what my mother thinks I do. What society thinks about Do this probably right, what my colleagues thinks I do, what I think I do. And what I really do is pull my hair out again. So, sales leadership versus sales management. There’s different types of I’ve, I’ve worked with a lot of different sales managers, I’ve reported to them in the past. There are those that I call the desk jockeys, they sit in their office, they put together Excel spreadsheets and PowerPoints, they don’t really go out and help it help people close business. They’re just they just manage their desk and try to manage the staff from the desk. Then there are deal stealers and that is when the sales manager goes out, they want to get involved with everything and they’ve tried to take over and they try to close the business. So you don’t want either one of those, the great ones or the developers of people. You go out with your salespeople Keep your mouth shut. You say two things afterwards. You tell them what they did, right what they did wrong. So where do you find the sales leader? I’ll tell you right now the sales leader the sales manager is the worst train person on the planet, because usually they just grab somebody and throw them into that position. And a lot of times the skills you need to be a sales leader is different than any skill that that person ever had in the past. So where do you find the sales leader? CEO? That’s always your first one, because that’s the way it happens. You started the company, then your best salesperson, well, the best salesperson was always kind of pushing the edge of the envelope all the time, and now you put them in charge of other salespeople, probably not the skill set to have there that usually doesn’t work out at all. How do you hire them? skill set you put together what the skill set for the sales management is different from the skills for the skills of the salesperson, give them behavioral and skills assessment. Look for management expertise and experience that they’ve done this before. Maybe in a similar type market. What did they Is it a remote sale for cited several times in my career, I manage salespeople that were all over the United States. And that’s Different than managing people that are sitting right outside your office. Here’s a good one too. But the candidate is not from our industry. Too many times people say hey, you know what we need somebody from our industry they need to be an extra we got to find an expert from our industry. Well, first of all, that really narrows the field significantly narrows the field, a great salesperson, great sales management person will learn the industry. So what I always like to tell people is if you got 100 people in your company, they’re all industry experts. If you hire the hundred and first expert in your industry, second change anything. Now you need to bring a sales leader in. So what sales leadership doing coaching, mentoring, training, hiring, firing, inside and outside training, sometimes you do it sometimes you contract outside people to come in and do the training. There’s advantages, they they bring back that expertise and share it with everybody. There’s something called a performance improvement plan. This is when somebody is kind of failing and you give them a 30 day or 60 day window to improve it. Usually you’re telling them is a 30 to 60 day window for them to to be able to find a new job. And here’s a big one keeping a bad salesperson is not fair to them. And it’s not fair to the organization. Usually when I had to have that difficult conversation with a salesperson, I would sit down with them and they would immediately understand this is not for them and kind of just, yeah, terminate those sales. Meetings are critical. I always like to say if you got a good salesperson, give them a good product, a good territory and a good commission plan and get out of their way. And they’ll go out to do it. And that’s pretty much true but you do got to check in on them. So you have meetings and the number one meeting here is one on one meetings. They could last 15 minutes they could be an hour and there’s what I follow here a POC what accomplishment so on on weekly basis, I meet with each person this is a development what did you do last week? Next one planned? What are you planning to do next week? Oh, obstacles, what obstacles are standing in your way that I can knock down and see comments? What do you want to tell me? What do you want to talk about? This is your time? Let’s hear it. So here’s where you have your one on one meeting. Another thing is you look at their pipeline, are they growing every stage of the pipeline, and individual deal strategies and tactics, depending upon the size of the company, give me your top two, give me your top 10 whatever deals you’re working on, and explain where they’re at to me. And the last thing I want to hear as well, I’m waiting, I’m waiting on this one. I’m waiting on that one, I might go I have a plan for each and here’s what’s going to happen and when here’s when it’s going to happen. I had a boss one time sales manager knew less about sales than anybody knew less about the business than anybody. But he was great at saying Did you consider this and really kind of making you step back and go You know what, I’m looking at this wrong. So a great sales manager will do that. Also team meetings is where you get everybody together and share because if Joe did something last week and got burned on it, last thing I want to hear is Mary went out did the exact same thing. And she got burned on it. Let’s share those things at these meetings. So somebody did something and it didn’t work. And we don’t repeat that. And if somebody did something that did work, that Yeah, we want to repeat that. The qbr quarterly business review on a quarterly basis get together, every salesperson is a CEO of their own little territory, right? That’s the way they got to look at it. They own their own business within a business, but you want to get together with the operations people to and again, this is this is how you open it up to the rest of the company to say, yeah, yeah, we’re getting exposure to what sales we understand what they’re trying to do and we want to help them now. And of course annual reviews when you sit down and give them the new commission plan. The last meeting down there is a ride along and that is you whether you fly or drive or just hang on the telephone in a car. Call, but you just sit in the background, keep your mouth shut and let the salesperson try to sell. And afterwards here are the three things you did that were wonderful. And here are the three things that you should probably work on. Those are critical. So

John Fulwider  61:15

Well, we’ve got questions,

Rob Copenhaver  61:17

I saw that.

John Fulwider  61:19

Let’s hear the firt the first all Aftermath order, because one refers just to the slide you were on. So Teresa asks, and on scrolled off the screen how Teresa asked, How often do you recommend the one on one with your salespeople?

Rob Copenhaver  61:41

every week or every other week? My preference is every week if possible, make them systematic scheduled at the same time every week and then try to never ever ever miss them. If you start skipping these, moving them around, sends a wrong message to the sales team.

John Fulwider  61:58

Exactly. Let me just reinforce Fat as I said at the outset, friends, for those of you who run EOS or interested in running EOS, the entrepreneurial operating system, everything Rob is telling you is EOS compatible. This one on one meeting that he’s recommending with your Salesforce, that is a meeting pulse. Remember, one of the tools that enabled us to get traction is having a meeting pulse where we keep our circles connected. And what makes a meeting a meeting pulses same day, same time, same agenda starts on time and ends on time. You’re familiar, of course with the level 10 meeting for the leadership team that is a type of meeting polls, but so are these one on one a POC meetings, right? He’s saying the same agenda needs to be a POC, right, those are the four steps in your agenda. Okay, a question on another topic. Rob sarov asks, Are there any particular resources For early stage startups where resources are low, and the founders will most likely be doing it themselves.

Rob Copenhaver  63:09

Get sales acceleration. I mean, the reason sales acceleration came to be is to help startup companies, smaller businesses, businesses trying to grow. The sweet spot for companies that sales acceleration, I would say anywhere from 2 million in revenue to 20 million in revenue. We go all the way up to three 400 million. That’s unusual. We deal with startups that are zero. And I’ve walked into several startups myself where I was in somebody’s basement crawling over the top of file servers to sit at a card table because we call it the boardroom. But there’s a lot of resources there. Even if you know you don’t contract with somebody like myself, there’s a lot of materials that we have that are free that are on our website that I can I’ll gladly point you to that I think would be very valuable for you.

John Fulwider  63:57

Alright, that’s it for questions. Go on to the next slide then.

Rob Copenhaver  64:02

Okay. sales leadership clearly defined expectations. We want to develop accountability. Salespeople like to be held accountable, they will complain about it like crazy, but they want to be held accountable. They want to know what the expectations are. They want to know what the goals are. And they want to know what the reward is if they beat that goal. And if you can do that, you’re going to have a well motivated team, communicate open and often repeat the repetition of a consistent message. I drive my wife crazy. I repeat myself all the time. It’s a habit I’ve learned over the years. It’s a great sales thing, but my wife’s not in sales working for me so she kind of reminds me quit repeating myself. beak be consistent with actions for everyone. Okay, everybody, you have to have this report in every Friday with there’s Joe he never turns it in but he’s just killing it, man. He just so I’m not even going to ask I just and then comes that day with Joe isn’t on a hot streak anymore. And you’re like, Okay, Joe, you need to do that Friday report why you never had me do it before? Why should I have to do it now, you need to be consistent with actions like that. Also, everybody else knows what everybody else is required to do and not do. So you want to celebrate the superstars. But don’t let them out of any expectations. Make the here we go makes the sales function transparent to the rest of the organization, help operational staff feel involved. What you might do is periodically have one of them sit in on a sales call travel to a sales call to sit there. I mean, you take one of your technical people say I’d like you to come along and sit there and I don’t know if any questions are going to come in, up. But if they do, and then they come in there and they’re they’re excited. They see the interaction. They kinda understand what the salesperson asked a lot of good questions that Oh, there’s a technical question for me. Oh, and then they get a talk and they feel like they really helped to Big motivational there and celebrate wins across the entire company. You know sales always have their little thermometer or we we always had bells whenever anybody got a sale in they’d start ringing a bell. Well, let’s make sure that the operations people hear that and participate and enjoy it. All right, that brings me to the end, we covered the six different points. We have something called the sales agility assessment, we have two versions of it. One is 10 questions, and it’s real time you answer these 10 multiple choice questions takes you less than five minutes, and it’ll give you a score about your preparedness. For growing sales. We have a much larger one. It’s 41 questions. And that’s usually when somebody is doing a project with us. It establishes a baseline of where they’re at today. And then after we get done with our consulting gig, we have them take it again to measure what the improvement in their scores are across the entire animation. structure. So, so this presentation today dealt with the infrastructure, setting that up so that you can get top quality salespeople and getting them in there. It didn’t hit a lot upon the actual training of the salesperson and how do you close business? That’s a that’s another subject because you got to have this in place first. But this will this sales agility assessment. So anybody let john know if you’re interested in taking that we can send you links to it. So

John Fulwider  67:29

yeah, and Rob, let me let me let the audience know that I will be emailing all of you are recording and a transcript of Rob’s presentation today. So be looking for that in your email. In that link will also be a link to take the sales agility assessments, and it is illuminating so sort of steel yourself for what it will reveal it’s scored on a scale of 100 I myself got 32 out of 100. So I now know a lot of areas I need to improve in the sales department of my business. All right, Rob, anything else before we open it up for q&a?

Rob Copenhaver  68:15

No, I just want to thank everybody for listening to me any questions that you have Please answer now. If you think of questions later, please email myself for john.

John Fulwider  68:25

Yeah, and Rob’s contact information and his phone number will be in that email as well. Friend starts typing away furiously in q&a. While you start thinking of your questions, let me just recap a few of my favorite parts from Rob’s presentation. My My gosh, did he ever share a bunch of valuable information talking about car rims, computers and applications can remember and repeat things a lot better than I can. Your most important asset is your customers and prospects which are in your sent CRM. Let’s see, we’ve got another question. Anthony asks, we are working with someone in it, that’s an industry leader in our space to generate leads, and then put them in a process to nurture those leads and bring us qualified leads that we can develop a relationship with. This was a first time for us, what has your experience been with outside lead generation?

Rob Copenhaver  69:28

So one of the nice things was sales acceleration. It’s been around about eight, nine years, they’ve developed National Partnerships, strategic partnerships with EOS and a lot of other companies. And there are three separate lead generation pipeline management, appointment setting, whatever you want to call them. vendors that we deal with that we make as an option to the customers that we serve. The key to this the ultimate key to they do a great job. They all seem to do it. Great. Job, when you set them up correctly, this means you got to have an airtight, perfect customer persona, the better you define what the perfect customer looks like to you will allow them to target their calls to the right people. Otherwise they’re going to be calling some people that are outside of that. So you’re gonna get interest, you’re going to be following up with people that is the square peg in the round hole. And it just, it can be a lot easier than that sales. Does that need to be that tough.

John Fulwider  70:32

So Rob, you ended up answering Matt Foley’s next question with airtight customer persona, and I’m going to actually pose math questions, then I’m going to answer it from an elf perspective and let you build on that answer. So So Matt Foley says about your comments about square peg in a round hole working with clients who end up being a waste of time flashed of birth time away from better clients, any best practices to avoid this Alright, here’s my answer. best practice is to run eo s get your leadership team to agree on your marketing strategy, which has four questions, the first of which is, who is your ideal client? So when I’m working with clients, you know, the question on the Eos tool says target markets. I double down and I say ideal client, man search your memory for clients you’ve worked with, who kicked your tires and lit your fires those people who man they lit you up so much you so enjoyed working with them, that when you worked with them, you did remarkable work. And as a result of that remarkable work, they wait for it remark about you. And so when you work with those ideal clients, you’d have this brass ring answering the mail, referral driven business gift, the leadership team super clear about who gets asked our Red velvet rope, and that will help you avoid wasting time with four pegs in round holes. Rob, what would you add to that?

Rob Copenhaver  72:09

You’re absolutely right. And I mean, like you mentioned that EOS and sales acceleration have been hand in hand national partners for I think a lot about five years now. We sponsor your guys annual summit, you sponsored our annual summit. And the crossover is we are the sales rock, we go deep on the sales rock, but there’s a commonality across the whole organization that you’re talking about there, who is our perfect customer, you know, what does that look like? And then all of our efforts should be pointed at going after the perfect customer because you just get frustrated when you chase after customers that are outside. Everybody gets excited every salesperson wants to go chase everything. You know they get a call another company’s gonna buy we got to get out there. The toughest thing is be able to sit back and go, you know, this isn’t a good fit if we landed. It is margins aren’t gonna be there. We’re not certain we can deliver it right? They’re gonna be mad at us. You know.

John Fulwider  73:08

We got time for one last question. And we’ll have a deep dive question from Sarah on customer persona. He asks, Is that the buying organizations personas, or the check writing decision maker within that organization persona? Oh, great point. That’s it’s

Rob Copenhaver  73:27

both. It’s absolutely it’s absolutely both. So you got it. Yeah. What is the organizational look like? And then who is the prototype person in that organization that we usually use our is our first attempt to go into, and then you know, who’s the backup after that? But you’re absolutely right. Is it? Do we call the IT person because we’re a technical company we call the ops person do we go straight to the CEO?


Yeah, both of them. Yeah.

John Fulwider  73:54

Great. Okay, friends, thanks for all your great, great questions. We have one about Social media that we’ve left on answered, Rob has that and will reach out to you directly with an answer on that, Anthony. What I want to do in this bonus material here, which is talking about just a second while I get back to my screen talking about Eos. So we started off saying that I’m an EOS implementer. What I specialize in is helping companies really solve issues with their organizations by looking at the six key components of your business. So let me just give you a really quick tour. Sales gets six in part by focusing on your people, your data and your process component. Let’s talk about all of those components. So and when you put this in context, you’re running a business. You’re a sales leader, you’re the CEO, you’re the owner of a privately held business man 136 things are flying at you every day. From up left down for backwards and diagonal. Man there are wastebasket fires burning right outside your Office Store dumpster fires in the parking lot smoke gets in your eyes, you can’t see the forest for the trees. It is wild and crazy. And so what we know is that to the extent you will look past those 136 things and just focus on six key components of your business. Man, it just tends to calm everything down so that you have a grip on your business and you’re running it rather than it’s running you. So let me shoot you forward to the end of the journey that I take with all of my clients, companies you’ve heard of like company cam f concrete. I care specialties Montag manufacturing And many, many more, we go on a journey together to strengthen your vision component. What that means is getting everybody in your company, all on the same page with where you’re going, and how you plan to get there. And further, everybody in your company knows their part in accomplishing the vision, and they want to accomplish it for you. we strengthen your people component, which means we define great people uniquely for your company, getting the right people in the right seats, so that you can actually accomplish that vision because you can’t get to that vision without great people. And actually, what we do is we make talent attraction and retention simpler and easier because we create this compelling culture that attracts the right people and repels the wrong people. we strengthen the data component Rob talked a lot about the data component and keeping up to date forecasts and keeping leading indicators Rather than a lagging indicator, so at all times, week after week, you know what winning means. And you’ve got a scoreboard visible, so you know how close you are to winning the game, right? So what we do is we eliminate this practice, most companies have where, you know, they keep track of the health of the business with guesses, egos and assumptions. No, we’re boiling it right down to real measurable data that gives you an absolute pulse on your business. We also strengthen take a look at the lower left hand corner of the picture here was strengthen the issues component. What that means is that man, frustrations are going to arise, obstacles are going to come things are going to take us off, people are going to take us off at EOS running companies. We just have this culture and this discipline of talking about those issues out in the open and solving them as they arise rather than doing what most companies do, which is wrapped up in duct tape and baling wire. stick them in the corner. Hope they don’t explode. And by the way they always do. We’re strengthening the process component getting your core processes, your secret sauce and your unique way of adding value, getting it simplified, documented and followed by all fast, what’s going to give us predictability, profitability, ultimately scalability to any size that we desire. One of those processes is a consistently followed sales process, like Rob has outlined for us and he can teach you to dive deeper on. And then the last thing that we do is we strengthen the traction component. That means bringing that vision down to the ground week in and week out with discipline and real accountability. Friends, it is no mistake that the EOS model here looks like a wheel with vision at the top traction at the bottom, because what we like to say is that vision without traction is hallucination. If you try to get one without the other, oh my gosh, you’re just going to do what most other business owners and business leaders do, which is man, they’re frustrated, they’re scratching their head. This just isn’t working. I’m not getting what I want out of my business. I’m already working 70 hours a week, and I think it must just be me. I’m not working hard enough. So here’s what I’m going to do. I’m going to press harder on the gas pedal and work 80 hours a week, but I don’t have traction. So here’s what ends up happening. I spin my wheels, throw up a bunch of mud, frustrate myself and others. Oh, man. And that’s not what I want. For my friends building great companies with great people serving great companies in the serving great customers in the greatest state in In the union, Nebraska. That’s why I love sharing EOS and traction with anyone. Give me a call if you’d like 402202282 o, if you’d like a free introduction for your leadership team to EOS takes 90 minutes gives you all the information you need to make a great decision about whether you want to run iOS and if you do, whether you want my help implementing it in your company. Alright, so a couple of quick reminders before we conclude rumored June 12, business owner peer groups with Steve conkel June 26. hire the right integrator at the right time with Mike and Tony bass it friends. Thanks so much for being here to see Rob. Talk about six fixes to get more sales. Watch your email for additional information. I’m going to double check the chat function if there’s any more questions. There are not Friends, it’s been great having you here. Enjoy your Friday have a restful weekend. Thanks for being here.


Thanks, everyone.

John Fulwider  81:30

Anthony, since you’re still on the call, you want to stick around for a second. And Rob can address your questions. So Anthony, stick around just a second. So Rob, answering his questions was what are your thoughts on using social media to drive sales? And how do you get sales out of it and not just likes? Oh my god. I love that question. I have the same question. Oh, Crap. Anthony. Rob dropped off. All right, Anthony. I will make sure that Rob john gets that question addressed to you via email or with a phone call. Anthony, thanks for being here. I’m going to sign off as well. You know, call me individually. Have a great day. Anthony, signing out.