#245 4 Sales Team Training Secrets Top Businesses Use Daily

Summary

---

Podcast Summary: Owned and Operated – Episode #245

4 Sales Team Training Secrets Top Businesses Use Daily

Release date: September 25, 2025
Hosts: John Wilson & Jack Carr

---

Overview

In this episode, hosts John Wilson (Ohio-based owner of a $30 million plumbing, HVAC, and electrical business) and Jack Carr (owner of Rapid Response Plumbing, Heating, and Cooling in Nashville) discuss the four essential steps successful businesses use for training their sales teams to drive rapid revenue growth in the home services industry. With practical examples, candid reflections, and specific actionable advice, they break down each step, highlighting the significance of process, consistency, metrics, and accountability for scaling a sales operation.

---

Key Discussion Points & Insights

[00:00-01:39] Introducing the Topic: The Importance of Sales Training in Home Services

• Fast Growth Through Sales Teams: John shares how adding a sales function led to 50% revenue growth in a single year.
• Staffing Strategy: Jack reveals that hiring a salesperson as their third team member contributed to 100% year-over-year growth for three consecutive years.
• Key Question: "How do you build and train a sales team to raise revenue fast?"

---

[01:46-09:29] Step 1: Have a Process

• Sales Process as Scientific Method:
  • "I'm a good like, let's build a discipline... I think about a sales process as the scientific method. How do we test, analyze, repeat?"
    — John Wilson [03:30]
• Adapt Proven Frameworks:
  • "Don't try to rebuild the entire thing from scratch... The scripts are already out there."
    — Jack Carr [04:57]
• Order of Operations Analogy:
  • Comparing troubleshooting a sale to diagnosing a furnace, emphasizing the importance of identifying exactly where in the process things break down.
  • "You need to know the steps because there's an order of operations. And when you go to diagnose the problem, you need to know where to look."
    — John Wilson [00:14], [09:29]

Memorable Quote:

• "You can build a big business with not much sales process. If you want your business to grow and explode, need a process because you need to be able to run 100 appointments roughly all the same."
  — John Wilson [05:24]

---

[09:29-13:37] Step 2: Be Consistent With Sales Training

• Maintain a Regular Schedule:
  • Consistency is difficult, especially with a busy team, but crucial for long-term success.
  • "The three calls that we miss in the morning that we do this training are worth less than them running for two weeks without a training."
    — Jack Carr [10:51]
• Skills Practice & Role Play:
  • "Someone's a salesperson, someone's a customer. The customer tries to, you know, throw up every objection in the world... It's uncomfortable at first. Just do it. Push through."
    — John Wilson [11:08]
• Leverage Technology:
  • Use AI and call-listening tools for feedback and improvement.
• Peer Mentorship:
  • Encourage team members to review each other's sales calls for collaborative learning.

---

[13:37-17:49] Step 3: Install Metrics and Measure Frequently

• Scorecards and Transparency:
  • Post metrics visibly in the office; everyone knows where they stand.
  • "There are scorecards all over the wall. People need to know the score. And they need to know what victory looks like."
    — John Wilson [13:55]
• Gamification:
  • Integrate contests, badges, and leaderboards to motivate staff.
• Frequent Updates:
  • Results are reviewed constantly, not just monthly.
  • "You set targets and you measure against those targets hourly, daily, by minute... we're going to measure them frequently."
    — John Wilson [16:16]
• Accountability for All Performance Levels:
  • "Last guy should know he's the last guy... and everyone in between should know exactly where they stand."
    — John Wilson [17:45]
• Embracing Healthy Discomfort:
  • If someone is sad to be at the bottom of the leaderboard, "That is a them problem."
    — John Wilson [18:13]

---

[19:52-24:46] Step 4: Inspect What You Expect

• Monitor & Coach Continuously:
  • Weekly KPI reviews, ride-alongs, using tools to track calls and processes.
  • "Are we monitoring the performance and are we inspecting what we expect?"
    — John Wilson [20:55]
• Iterative Improvement:
  • If someone’s process is weak, cycle them back to more training, including possible one-on-one sessions.
• Use Data to Guide Training:
  • Identify common areas of sales objections (e.g., price is too high) and tailor training sessions accordingly.
  • Example: When plumbing staff repeatedly reported "too expensive" objections, leaders found they weren’t presenting financing options or enough choices.
• Troubleshoot Training Gaps:
  • If multiple people fail at the same step, revisit that area in group training.
• Step 4.5 – Commit to Coaching:
  • Focus on recovery and improvement rather than immediate replacement.
  • "I don't want people to feel like you run this and then yes, yes, you're out if you get it. It's like, hey, this is a process in itself to coach these people up."
    — Jack Carr [21:54]

---

[24:52-End] Additional Insights & Closing Thoughts

• Customized/Seasonal Training:
  • Variations in sales/operations training depending on the season (e.g., technical training in winter vs. summer).
• Diagnosing Internal Gaps:
  • Not only helps with sales team performance but reveals weaknesses in the company’s training process itself.

---

Notable Quotes & Memorable Moments

• "This is a game. And if they don’t think it’s a game, then... they’re probably the lowest on the scoreboard and you probably need to be thinking about coaching out."
  — John Wilson [17:04]

• "Anyone can succeed in a business that is selling things that someone literally needs... we’re not selling Lamborghinis. We’re selling toilets."
  — John Wilson [18:43], [18:54]

• "Inspect what you expect. Yeah, no, I love that. Follow up, accountability. It's that simple."
  — Jack Carr [21:00]

• "The repeat is a valuable piece... Let's get you back... It's a process in itself to coach these people up."
  — Jack Carr [21:57]

---

Timestamps for Key Segments

• Sales process importance & analogy: [00:00-04:57]
• Building vs. borrowing a process: [04:57-06:11]
• Consistency challenges and benefits: [09:29-13:16]
• Metrics and competitive gamification: [13:37-17:49]
• Handling low performers and accountability: [17:49-18:43]
• Inspection, coaching, and training improvement: [19:52-24:46]
• Seasonal & specialized trainings and wrap-up: [24:52-End]

---

Summary Table: The 4 Sales Training Secrets

| Step | Core Idea | Key Actions & Insights | |------------------------------------------|-----------------------------------------------------------------------|--------------------------------------------------------| | 1. Have a Process | Structure is critical | Use an order of operations; adapt proven methods | | 2. Be Consistent with Sales Training | Training must be a regular part of operations | Role play, peer review, leverage tech for feedback | | 3. Install Metrics & Measure Frequently | Clear targets and scoreboards fuel improvement | Display stats, gamify progress, review constantly | | 4. Inspect What You Expect | Ongoing monitoring plus coaching ensures standards are upheld | KPI-based reviews, ride-alongs, personalized coaching |

---

Final Thought

This episode’s central message: Consistent process-driven training, combined with transparent metrics and relentless coaching, enables home service businesses to scale fast and sustain high performance in their sales teams.

---

For more actionable insights, visit ownedandoperated.com.

Transcript

[John Wilson]

Because you can build a big business with not much sales process. We have to know where each call messed up so that we can fix that step so that on the next call will be better.

[Jack Carr]

Don't try to rebuild the entire thing from scratch.

[Co-host/Guest]

Yeah.

[Jack Carr]

People have done it before.

[John Wilson]

You need to know the steps because there's an order of operations. And when you go to diagnose the problem, you need to know where to look.

[Co-host/Guest]

Yeah.

[Jack Carr]

So how is your sales training? Kind of a basic.

[John Wilson]

Yeah, for like metrics, you set targets and you measure against those targets.

[Co-host/Guest]

So.

[John Wilson]

So this is not something that you wait until you're big to do. This is how you get big. Welcome back to Owned and Operated. I am your host, John Wilson. I run a $30 million plumbing H vac and electric business in Ohio. And here on Owned and Operated, we talk about how to build your home service business. Today I'm joined by Jack Carr, the host of Jackquisitions. And Jack runs Rapid response Plumbing, Heating and Cooling in Nashville. Today we're talking about the four steps on how to train your sales team so that you can raise revenue fast. Let's dive in. When we first added sales as a function, our revenue just started absolutely blowing through the roof. The first year that we did it was a 50% revenue growth year. So nailing these four steps, super important. And I know that you've had a similar story with your sales.

[Jack Carr]

Yeah, we brought on a salesperson as our third hire. So it was me in the field.

[Co-host/Guest]

Yeah.

[Jack Carr]

Another person in the field and I was answering phones and then a salesperson.

[Co-host/Guest]

Yeah.

[Jack Carr]

Amazing. And that was the driver that has pushed us to over a hundred percent year over year for the last three years in growth.

[John Wilson]

Awesome. All right, so today we're talking about the four steps. We're talking. Yeah, we're talking about the four steps on how to build and train a sales team so that we can raise revenue fast. So step number one, have a process.

[Sponsor Representative]

One of the most common and expensive mistakes that I see in acquisitions in the home service space is not getting serious about accounting. Whether you're buying a business or you're already running one, you need the right financial partner to save you time, money, and headaches. That's why we partnered with Apple Tree Business Services. They are a one stop shop that'll help you get through the due diligence process, but then they'll partner with you.

[Jack Carr]

After to help you out with payroll.

[Sponsor Representative]

And bookkeeping and taxes. They know home services. They're fluent in tools like service titan and housecall.

[Jack Carr]

Pro grow.

[Sponsor Representative]

If you're tired of the surprise tax bills or an accountant who ghosts you when you really need them, Apple Tree.

[Jack Carr]

Is the upgrade you deserve.

[Sponsor Representative]

Listeners of the show can get a free tax and financial review and if you're buying a business, they'll give you 10 off quality of earnings. Just head on over to AppleTree business dot com.

[Jack Carr]

Talk to Patrick, click the link, let.

[Sponsor Representative]

Them know Jack sends you and they.

[Jack Carr]

Will take care of you, I think.

[Supporting Guest/Contributor]

Yeah, yeah.

[Jack Carr]

Have a process, have some SOPs start working on scripts because there's so much to there and there's so many things that you can sell or avenues to go through that actually locking down some scripts that work for not only the industry.

[Supporting Guest/Contributor]

Right.

[Jack Carr]

It's not only a sales script, but it's also script that matches your business. Like who are you as a business and how does your story and how does your salesperson or people.

[Co-host/Guest]

Yeah.

[Jack Carr]

How are they able to push revenue with those items? Because a big part of sales is do, do they trust you? Who are you and why you? Well, you trust us. This is our story now let's push the sale.

[Co-host/Guest]

Yeah.

[Jack Carr]

Agree with all that.

[John Wilson]

The way that I think about a process is I'm not a very good like rah rah, let's go do the thing guy. I'm a good like let's build a, you know, let's make this a discipline. And when I think about a sales process, I think about it as the scientific method. How do we test, analyze, repeat. Like how do we reduce the the number of variables on each and every test to the least amount of changes so that we can tweak different parts of it. So that's how I think of sales process.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

So if I'm running a sales process and we're big proponents of nextar with run their sales process when we were like coming up in the industry, we use certain path and they've got a great process. I think the biggest lesson is use a process. It like we're happy with Nexar certain paths good. But like use a process. You know, how are you asking questions? How are you thinking about closing objections? How are you like bringing up price early in the call? Like yeah, usually, you know, this system calls X and the idea again we, we want to reduce the overall amount of variables because if every single call is unique then how can we get better? We have to know where each call messed up so that we can fix that step so that on the next call we'll be better. This is scientific method and even more.

[Jack Carr]

So than that people have done it before. Like you saying nexstar has the book. Certain Pass has the book. So don't try to rebuild the entire thing from scratch. Like, go out there, scrape a process from that's already been built that already is out there. The scripts are already out there. For the most part. Even if you're stealing from other industries, there's hugely valuable.

[John Wilson]

I mean, we've interviewed valuable roofers. We've, you know, we're plumbing H vac and electric. And it's. It's almost comical because you can build a big business with not much sales process. Now you can't build any business in a bathroom model company without a sales process. You need to be locked in on a process because nobody needs a bathroom model. They want it. People need a furnace. So you don't need to be that good at selling. It's like, it's literally selling, what, hot chocolate to Eskimos? Like, it's not that complicated. Someone needs your thing and you're the guy offering it. Not. Not complicated. If you want your business to grow and explode, need a process because you need to be able to run 100 appointments roughly. All the same.

[Jack Carr]

Yeah. It's interesting because you focus on the process of like, from when the call comes in all the way through, which I think is the very, you know, 32,000 foot level of like.

[John Wilson]

Well, how do you reduce the var watching walk.

[Jack Carr]

Yeah. Where they.

[John Wilson]

How can we get better if we don't know each of the ten steps to. To work on those?

[Jack Carr]

I think that there's a distinction, what I'm trying to get at between 1 and 2 and what. Because it's interesting where you start. You start on like, hey, this is the process of what the technician should be doing. He gets there.

[Co-host/Guest]

Yeah.

[Jack Carr]

He puts his bag down here. He has the conversation here. He parks his car here. And you're right. Like, that is the sales process at the same time where I focus. And it's really interesting to see, like, the difference in mindset.

[Co-host/Guest]

Yeah.

[Jack Carr]

Is our focus is like, what is the type of conversation? Like, how is that type of technician having the script? Yeah, I mean, I do think that. I think that you're better at the entire process we are focused on. Like, okay, so you had this. You had the discussion at the. The. The same thermostat, but, like, what did you talk about? How did you say these. What are your. What were your conversations? So we focus heavily on the actual sales script itself.

[Co-host/Guest]

Yeah.

[Jack Carr]

Like, how did you offer that? Did you say, I didn't know Rich Jordan, who at top of mind right now has a great posting that he, he's talked about a lot, which he was saying, if I were to find anything, do you want to know about it on my full evaluation or something along those lines. It's like we use the same kind of scripts to make sure that we are planting those seeds from that first phone call all the way through to the end. And I think our growth is actually in what we're not doing, which is, hey, like let's actually lock down these.

[John Wilson]

Other parts, what steps? So the way I'm going to, you know, scientific method is one way to describe it. I'm going to now describe it in a way that's relevant to our industry. Order of operations. If I'm an H Vac service tech and there is a furnace broken, I was trained from day one on the order of operations.

[Jack Carr]

There are steps.

[John Wilson]

There is an order when the thermostat calls for heat, there are then six or seven steps after for that furnace to fire and create heat. And if I'm diagnosing a broken furnace, what I'm going to do is I'm going to follow the order of operations. Okay. I adjusted the thermostat and nothing happened. Okay. Problems at the thermostat, problems at step one. So I think that's the beauty of like a step by step process is because when we're diagnosing low sales, when we're diagnosing the problem, we can identify which part of the problem do we need to be focusing on.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

So hey, my conversion rate sucks. All right, awesome. So we're probably on the explore step. We're probably on like open ended questions. We're probably talking about like did you give enough options? Did you ask at lifestyle? Did you explore the home? If the objection is price too high. Okay, well again, did you give options? Did you talk about financing? Like we can diagnose the sale the same way we can diagnose a water.

[Jack Carr]

I think that makes sense because that's when you would, you'd find out where the issue is and then you would work fix it. Issue.

[Co-host/Guest]

Yeah.

[John Wilson]

The fix would go get a new gas valve if you can go replace the batteries and thermostats.

[Jack Carr]

If you start on scripting, you're actually a step ahead for a potential problem that's not even where the actual issue's at.

[John Wilson]

Right.

[Jack Carr]

It's a good point.

[Co-host/Guest]

Yep.

[John Wilson]

So you need to know the steps because there's an order of operations and when you go to diagnose the Problem. You need to know where to look. Are you tired of chasing reviews and watching competitors outrank you on Google? Well, Big Reputation has your back. They're an AI powered review and SEO platform built just for home service businesses. With automated review generation, AI, keyword rich responses, and heat map local search tracking, you'll finally get the visibility and reputation you deserve. Plus, they integrate with all major CRMs you already use. And the best part, setup is free and your first month is on the house. Book your demo in the description below. Big Reputation AI. All right, number two, be consistent in your sales training. So how.

[Jack Carr]

Yes.

[Co-host/Guest]

Yeah.

[Jack Carr]

Oh my gosh. We especially specifically from a technician point of view. Not, not so much from our comfort advisor, but from a technician point of view. We used to be terrible at this. And because once you have four texts.

[Supporting Guest/Contributor]

Right.

[Jack Carr]

It is extremely difficult to pull all four techs in on a Friday afternoon.

[Co-host/Guest]

Yeah.

[Jack Carr]

Or Friday morning when the schedule's full.

[Co-host/Guest]

Yeah.

[Jack Carr]

Like how do you make sure that that continues to happen? But at some point along the way, the, the misses just got too big.

[Co-host/Guest]

Yeah.

[Jack Carr]

And it was because. And they're missing on silly things that.

[Co-host/Guest]

Yeah.

[Jack Carr]

We've trained prior, but a year ago, six months ago, three months ago, and now we're dealing with it again.

[Co-host/Guest]

Yeah.

[Jack Carr]

And I remember the day when that happened. I said we are not missing the three calls that we miss in the morning that we do this training are worth less than them running for two weeks without a training.

[Co-host/Guest]

Yeah.

[John Wilson]

100%.

[Jack Carr]

So.

[John Wilson]

100%.

[Jack Carr]

Definitely making sure that consistent.

[Co-host/Guest]

You're consistent.

[John Wilson]

Same day, same time. On top of that, what do you do inside there? So I would, you know, I'll give some examples of what we do. But people can take this wherever they want. So we do skills practice. And skills practice is role play. So someone's a salesperson, someone's a customer. The customer tries to, you know, throw up every objection in the world. Prices. Because it's practice. Like we want to practice before we're live. Doctors aren't doing their first ever, like cut on a human. Right. A live human that needs their help. So you have to do skills practice so that when you are alive and in the field and like this counts, you don't trip up. You remember the steps because you've tried it. So do skills practice. It's uncomfortable at first. It's weird for everybody. Just do it. Push through. Yeah, just push through. Literally after the two, you do it twice and nobody gives a anymore.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

And it's great. Review former quotes. So pull up yesterday's jobs. Hey, here's one that went really great. Like, what did you do? What did you do great? Hey everyone, let's give him feedback. Like, how could he have done better? Maybe he did 90. Well, 90s. Awesome. But like could we have gotten 95? Where did. Where did we miss? Yeah, let's do a quote. That was bad. Hey, we didn't close this one. Why do you think that was? Let's talk about it. How do we think we could have done better? What was the dynamics? What steps is the. You know, where did we lose the customer? What step? How do we help diagnose so we can do skills practice?

[Jack Carr]

There's some cool stuff too now that that's out there that will actually. You can run their. You can run stuff through AI and it'll actually give you some really nice bullet points on where it believes that it. You. Your either your call center could do better. This call center is part of sales. Yeah, it's the whole stack.

[Co-host/Guest]

Yeah.

[Jack Carr]

And then I know that we don't utilize it but like the, the rillas and the. The listening services of the world will give you some really, really good feedback. Did well.

[Co-host/Guest]

Yeah.

[Jack Carr]

And what they didn't do well.

[Co-host/Guest]

Yeah.

[Jack Carr]

But yeah, I agree. Is making sure that you are doing those trainings consistently. It's been huge for us. Like I cannot stress that enough is as that small operator. I know.

[Co-host/Guest]

Yeah.

[Jack Carr]

Like it was hard and it still hurts today because we run now two to three a week in plumbing. Because plumbing was our problem child for a while. It's doing way better now. We are still at 2.

[Co-host/Guest]

Yep.

[Jack Carr]

And we run in the off season. We run two in H vac. The on season we run one.

[Co-host/Guest]

Yeah.

[Jack Carr]

Because we cut. We condense a little bit.

[John Wilson]

Yeah, that makes sense. Still though, full sales be consistent. Same day, same time. Ideally you're doing some skills practice, you're opening up invoices, you're reviewing actual performance and you're allowing for peer mentorship. Y that all those things usually help number three install metrics and measure them frequently or make them very available. So one of the first things that usually happens when people come into our shop, other companies, technicians, whatever, there are scorecards all over the wall. There's like 10. So you walk in and it's like plumbing sales. This guy like number one. And it just continues to go at H vac, drains, whatever. We have the install side, we have the company wide scorecard. How we doing for the month, how we do it for the year? Are we pacing? People need to know the score. And they need to know what victory looks like. If you as an owner can't tell them, hey, your goal is X, then that's not good enough. Like, you can't just tell someone. If someone says, hey, like, what's my target? Like, what's my win for the day? And you're like, more. Well, that's not a very, like, helpful or productive conversation. There needs to be a target. There needs to be a win. People need to chase something. So for each position, we have metrics. Hey, here's the average closing rate that we expect for your position. Here's the average ticket we expect for your position. Here's the number of calls we expect. Here's the overall performance in a month that we expect. Here's the average number of options.

[Jack Carr]

Let me ask you a question. How has that changed? Because I've seen change within your business in the last three years. How do you view that change from.

[John Wilson]

Definitely changed in the last three years.

[Jack Carr]

From a smaller shop?

[Co-host/Guest]

Yeah.

[Jack Carr]

As you're growing to being able to provide those metrics. So, like, we do to. To give the very basic.

[Co-host/Guest]

Yeah.

[Jack Carr]

And what anybody out there can do is during those sales training meetings, like, we have everybody's numbers up and we go over numbers, and then once those meetings are over, that same dashboard sits up on the screen all day for the next six days until the next sales training comes along. And so we all know each other's numbers at all points in time. Super basic. Right. And then they all, individually, because we're a much smaller group, are able to know those things.

[Co-host/Guest]

Yeah.

[Jack Carr]

So how is your sales training from kind of a basic.

[Co-host/Guest]

Yeah.

[John Wilson]

For, like, metrics, I'll say, like, first off, having measurements and understanding our numbers here, like setting the metrics and measuring them frequently, that is how we went from small to big.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

Like, so. So this is not something that you wait until you're big to do. This is how you get big.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

You set targets and you measure against those targets hourly, daily, by minute. Like, whatever it is. But when I say measure them frequently, it's not like, once a month. Like, no. Like, I can look at my phone. I probably will in the next few minutes. Look at my phone. See, we're out for today. Like, it's a compulsion. So we're going to measure them frequently, depending on the team. We have been broadcasting score. We've been, like, on slack. We'll send it across the board. We go over it in sales trainings. It's on every tv. Like, the guys will just sit there and, like, Wait for their team to come up. What place am I in? We just brought on a new software to help, like, gamify it. So now there's contests, there's badges, there's who sold the most water heaters, who sold the most furnaces. So we have all of that. So we're working on, like a game version of the same thing. Because it.

[Jack Carr]

I mean, the technician. It's a game.

[John Wilson]

This is a game. Yeah, this is just a game. And. And this is, you know, we just did a video on like, hiring a players and hiring the best. And like, the best think that this is a game. And if they don't think it's a game, then that means they're not. Like, they're probably the lowest on the scoreboard and you probably need to be thinking about coaching out.

[Jack Carr]

So number three is making sure that metrics.

[John Wilson]

Installing metrics in front of them frequently.

[Co-host/Guest]

Yeah.

[John Wilson]

And making them very available. Like, they should be able to open up their phone any minute, midnight, 6am whatever, and know what their score is right now. And they should also know pretty easily where they rank in the team. Are they the top. Top guy should know. He's the top guy.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

Last guy should know. He's the last guy. And everyone in between should know exactly where they stand.

[Jack Carr]

What do you say to people who claim. Because we've gotten the feedback for. Oh, and I've actually heard you get the feedback before in person. Well done. Doesn't that drive, you know, some people to be sad because they're at the bottom? And your response always makes me very happy.

[John Wilson]

Good.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

Yeah.

[Jack Carr]

But that's. I think the last time I asked you this question, you said, well, it should.

[Co-host/Guest]

Yeah.

[Jack Carr]

Should make them sad. Like, that's a them problem.

[John Wilson]

Yeah, that is a them problem. Like, we've given them the. Well, we've done the other steps.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

We have a process. We've invested in that process. We're consistent with our sales training. We deliver skills practice.

[Supporting Guest/Contributor]

We.

[John Wilson]

We work on objections. We're reviewing former quotes. They're getting peer feedback. Like, we've done all. Now if we didn't do that. And I was just being a turd. Sure. But we are giving them all of the tools to succeed.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

And if they still are not succeeding, that is no longer. John.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

That is that individual that is choosing to not succeed. Anyone can succeed in a business that is selling things that someone literally needs.

[Co-host/Guest]

You know, I don't know.

[John Wilson]

We're not selling Lamborghinis. We're selling toilets.

[Supporting Guest/Contributor]

Yeah.

[Co-host/Guest]

Yeah.

[Jack Carr]

You're replacing broken toilets.

[John Wilson]

Yeah, we're replacing.

[Jack Carr]

Yeah, like you need it, my guy.

[Sponsor Representative]

Yeah, it's no secret that my office here in Nashville is almost completely empty. So how do I support my team as well as have great growth metrics? Well, the answer is international contractors with quick Staffers. So Quick Staffers is a premier staffing agency which will place top tier talent and in your business, built by the trades for the trades. So if you need a csr, they'll be placing a CSR that is highly trained in your business, that knows service titan and can book calls effectively. Day one, call one. Affordable, reliable and trained in all of the industry best practices. Quick Staffers can help you cut that overhead, boost conversions and scale your business fast. So don't waste another lead. Visit quickstaffers.com and transform your business today.

[John Wilson]

Number four. Number four, inspect what you expect. We've done all this stuff, we've run a process, we've been consistent in our sales training, we've installed metrics. Now we need to monitor performance. Here's how we're going to do it. We're going to measure weekly against their KPIs. Like we set the KPIs, but are we measuring it and are we talking about it? We talking with their manager? Are we talking directly with them? Here's how we can help. Are we doing ride alongs? Are we, is someone riding along with them once a month and like, hey, I saw this. You sort of like, you know, you could have tightened up this part of the process. You skip too fast to hear, are we doing that? Are we using a tool like Craft where it can listen to the, like the call along along with it can listen to the call live and then a manager can later review the call and identify like, hey, this is where the call went well, this is where the call went bad. Like, this is where you lost the customer. So are we monitoring the performance and are we inspecting what we expect?

[Jack Carr]

That's a great. Inspect what you expect. Yeah, no, I love that.

[Supporting Guest/Contributor]

Yeah.

[Jack Carr]

Follow up accountability. It's that simple.

[Co-host/Guest]

Yeah.

[John Wilson]

And we've built the tools.

[Supporting Guest/Contributor]

Yep.

[John Wilson]

We've trained them on those tools. Often we've given them a scorecard to show them how well they're using those tools. And now we as leaders need to be watching them as they use those tools. Are they using them correctly? Are they using them at all? Are they running the process the way we intended?

[Jack Carr]

I think there's a 4.5 here too. I think if, if there is recoverability in this individual, whatever position they may be. I think there's a coaching step after. Right. If, if you were trying to build a great sales team, not everybody is going to do good at all points. So after you inspect what you expect, you do those ride alongs.

[John Wilson]

Well, you're just back to step one. So like, hey, we're doing these ride alongs, we're inspecting it and like your process kind of sucks. So like let's run the process. Let's put you back into consistent sales training. Maybe we up your sales training by one day. Maybe we do one on one sales training.

[Jack Carr]

So I think that is the 4.5 though. It's like that, that is a piece.

[Supporting Guest/Contributor]

Yeah.

[Jack Carr]

The repeat is, is a valuable piece to be able to like, hey, let's get you back. Because I don't want, I don't want people to feel like we're coming out of this. Like you run this and then yes, yes, you're out if you get it. It's like, hey, this.

[John Wilson]

Yeah, we want to coach.

[Jack Carr]

Is a process in itself to coach these people up. Because we really do have high expectations. At least I have high expectations on my team. And so to get better and to do better, like it is a coaching process.

[John Wilson]

Yeah, yeah. And I think what this does it like it allows us to. It's the system of order of operations. It allows us to diagnose. So we know we have a baseline of like we're. We should be roughly doing the same thing. We should be turning on the thermostat. The next step happens. Right. Because we have a sales process. It's six whatevers. We've been consistent on talking about that process, on training on that process. They understand what they're like, how many and what they're to be held accountable for. So it helps us identify like, which part is messed up.

[Supporting Guest/Contributor]

Yeah.

[Jack Carr]

And ironically it helps you internally figure out which part of your training process is messed up 100%. Like this is like, yeah, hey, order of operation.

[John Wilson]

Everyone else if, well, this everyone is bad.

[Jack Carr]

My training is bad. A step two needs to reevaluate how we're doing that.

[John Wilson]

An example, like an acute example for us is our plumbing department. We're getting a ton of that job's too expensive pushback. And we know that because we're training, we have metrics and we're monitoring via ride alongs. So looks like, hey, we had 30. That price is a little too high for me last week. What do we do? Like where is that in. Okay, well how many of them brought up financing? Turns out not A lot.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

How many of them? What was their average number of options, which is part of the process? Two. Okay. Well, we kind of expect three to four. So they're alone. Like if I give less people options and the only options I give are expensive. Sure, we're expensive. They have a right to have that objection.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

And if I don't offer them easy ways to affordably pay for a service, they are right to think that we're too expensive.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

But we do do those two things. We do have options. We do have financing. So where did our sales process break? So, yeah, this is the. That's how you multiply sales effort across a greater swath of people. If it's just one person, great. But if it's 50, how do we think of this as a process where we can. Hey, this is weird. We have a bunch of people struggling with this sales objection for price too high. Where are we messing up in our training? Which step do we need to work on as a group? Because we're clearly not getting it to help everybody improve.

[Jack Carr]

I think that also guides the training itself. Like, what is focusing on. Well, let's focus on objections. Let's focus on. Or specifically financing.

[John Wilson]

Yeah, specifically that objection. Like, hey, if. If that's most of our objectives. Objections last week.

[Jack Carr]

Role play.

[John Wilson]

That's what we're. We're skills practicing that.

[Co-host/Guest]

Yeah.

[John Wilson]

So it really does it. The inspect what you expect helps drive the first couple steps.

[Supporting Guest/Contributor]

Yeah.

[Jack Carr]

Last question, which is sort of off topic, but like, do you focus a lot of your trainings if you don't have specific items or failures in. In your systems, do you focus those trainings to be. I guess I'm thinking in H vacs particularly. But do you focus them to be seasonal specific? Like do you have a winter training and then a summer training or a spring or a fall training for.

[John Wilson]

Yeah. Yeah. We have mechanical like technical training and we have like sales or operations training.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

So we do both.

[Jack Carr]

Okay, sweet.

[Co-host/Guest]

Yep.

[Jack Carr]

I love it.

[Supporting Guest/Contributor]

Yeah.

[John Wilson]

So that is how you train your sales team and you raise revenue fast.

[Co-host/Guest]

Great.

[Jack Carr]

Like and sub.

[John Wilson]

If you like what you heard, make sure you like and sub. And check out owned and operated Com.