I've Closed 300+ Wholesale Deals — Here's Exactly How I Hire My Sales Team

If you finally want to scale your wholesaling business, you're going to need to learn how to hire great salespeople. In today's video, I'm going to be showing you exactly how we do it so you don't make the same mistakes that I did. And after closing more than 300 real estate deals, I can tell you that the most important thing that is going to come for you to actually scaling to multiple six figures or past $50K per month is going to come with you actually learning how to hire great salespeople. So if you stick on to the end, you're going to be learning exactly what to do and what not to do. That way you can copy me and hire your first sales rep as soon as possible. With that being said, let's get on with the video. So Before you start looking into hiring a sales rep, first, you need to have an established sales process where you know exactly what to do when you're talking to homeowners. Two, you need to have your KPIs ready because if you don't, you're going to make your salespeople fail. If you don't know what the cost per deal is, cost per lead, and for you to actually have the marketing budget to actually feed them and for them to make a living. But let's say that we have all those things in place. The other thing that we're going to need is you need to establish the core values for your company. Now I know you may say, hey, this sounds kind of tacky, and I'm gonna explain to you exactly why the core values matter. Because as you start scaling, it's not so much about you. Your job is going to be for you to be actually be the leader, but your core values are going to reflect the things that you actually care about and anyone that comes within the business, right? So you gotta be able that anyone that comes and works for you, they're a core value fit for the things that you care for and you know how you make decisions and the behaviors that are rewarded and the things that are not tolerated. That way you actually have a standard thing that you can follow if someone, you know, misaligns with a core value, they gotta go. But if you don't have this in place, you are not going to be able to attract great people because you're only going to be as good as the culture for the company. Because if you're not doing your job, then people are not going to be able to perform because you're not attracting the right person. So I have an exercise that I like to do with all of our clients, and pretty much is a core value exercise. Step 1, I want you to identify 3 people that you admire, but there's some rules. These people have to know you, they have to be over 18 years old, and they can be mentors, friends, family members or colleagues, and I want you to write their names now. And for each person, I want you to think of 3 qualities or characteristics that you really admire about that person. Example, you know, like integrity, hard work, you know, maybe they're very nice. And I want you to think of those things. And I have a prompt for you for ChatGPT, and pretty much it's like, hey, I have these people that I admire. Person 1 is whatever characteristic 1, characteristic 2, characteristic 3. And I want you to do that for 3 to 4 people. And then towards the end, I want you to type in ChatGPT for it to identify common themes and Patterns across these characteristics and provide 3 to 5 core values that represent what I value most and explain how each core value connects to the characteristics that I listed on a daily basis and how it involves a day-to-day. So what this is going to do is pretty much give you the things that you actually care about and you're gonna be able to know what do these things mean in practice? Uh, how does it show up in daily work? What behaviors align with this value and what behaviors violate this value? So for example, an example can be integrity, hunger, coachability, teamwork, accountability. And this is very important because how you do this and the things that you care about, it's pretty much how you're setting the foundation for your company to be more successful. Phase 2 is going to be sourcing and attracting great closers. My main way that I like to do it, number 1, is going to be with your network. So now have a little bit of a social media following. People know that we do deals and this has gotten us really, really good sales reps. So you can post this on Instagram, Facebook, or LinkedIn, or whatever your company uses for channels. You can just copy and paste this. Hey, we're hiring acquisition manager for our company. If you know of a high-performing energy closer who loves talking to homeowners, we're looking to someone else to join our team. You can— you don't need to have real estate experience as long as you have already had some sort of customer service role. If you love talking to homeowners, if you're coachable and hungry to grow, if you value integrity and teamwork, and you want to list the on-target earnings if they follow, you know, everything to the plan and how much they could actually make, right? So that is step number 1, using your network. Uh, for me, I'm in the position where I can just make a post and a lot of my friends are actually recruiters, so we can get sales reps pretty quick. Uh, but if you don't have that, I want you to bridge your network, because pretty much there's people that are following you if you're already doing deals and they want to work with you. So for you just to hire the person that you align with the most and you think is going to be coachable and make it a really good sales rep. And another thing is I want you to strip off any self-limiting beliefs that you think that someone else won't be able to close as good as you, because I used to think the same way. And then one of our sales reps got 30 contracts in just like 90 days and it was doing amazing. So that shifted the belief. So here, if you truly want to scale, it's all going to come down to how you hire the great people. Another thing is to reach out to past members that have worked for your company or someone that you know, and then you can ask them for referrals, right? And you can offer some bonuses if they send you someone that is actually good. Step 3, you can qualify those referrals. What do you think would be a good fit? How do they handle pressure? Are they coachable? What is their work ethic? What is their goal, right? The other thing is you can just use like other job boards or platform. So you can use Indeed, LinkedIn Jobs, Facebook groups, uh, something like High Ticket Sales Jobs. There's a lot of people that want to get into real estate and they want to earn commissions. So there's a lot of good sales reps in those groups. Maybe if you go to your local, like, meetup, you see someone that has potential, that can be really good. Channel 3, through a recruitment company, is probably going to cost you $3,000 to $5,000 to $10,000 if they produce. But remember, if the salesperson performs, then they're probably making you 8 to 10x back of what you pay them on a monthly basis. So that's pretty much what we want. Phase 3, so let's say you make the post and then you're getting the application. What we like to do is we have a Typeform, we're asking, you know, like their normal stuff, phone number, their email, past roles, what experience do they have, what do they think there'd be a good role for the company, stuff like that. Uh, so like, let's say that you do that, that is the application and initial screening. So you need to have a way that you can get those responses back as you promote the job posting. And then towards the end of that Typeform, we make them submit a short video where we can see their personality and we pretty much tell them like, hey, tell us exactly what you think you would be a good fit for us. And what we pretty much want is to see if they are that enthusiasm and they have high energy and then just see what they sound like because first impressions Interviews are everything. You can get a good gauge on how you see the person, cuz if you don't like 'em, then they won't perform. But what you want to review for when you make the form for the application, for them to have clear communication skills, whether it's like written or video, if they have some sort of sales job experience or customer-facing experience. We don't really care for people who have real estate experience as long as they have customer service experience. If we teach 'em our sales process and everything, they're gonna be able to perform cuz they have that experience already. But like I said, we want to have that enthusiasm and energy in the video submission, professional presentation, in which willingness to follow a process, because if they don't fit that, then that means that they're not even that motivated to work. Uh, so here's some red flags at the application stage. If they're vague or poorly written responses, if they have no energy, if they have spelling or grammar errors, if they do like an incomplete application or unclear career history, or if they still have like a part-time job, we don't want that. Phase 4 would be the phone screening interview based on your top applications from the initial posting. And pretty much we want to see what they sound like, communication skill, uh, energy, and pretty much if they're a basic fit before our first interview. Uh, so for the pre-call preparation, we want to review the Typeform responses and the video submission, have your core values inside within your company, and prepare notes, uh, on the role and compensation. And, you know, just do like an initial timer of 10, 15 minutes. We're just trying to see who they are. We are not interviewing 'em fully just yet. Uh, but for the phone screening questions and red flags, we want to ask 'em like, hey, tell me about yourself and what you're interested about this Closer role. From my home company, and we just want to gauge, okay, what do they sound like? Are they enthusiastic? And then here we're looking for the red flags. Okay. Do they lack energy or hesitation? Do they have like vague reasons or do they have like no expectations? They were just like kind of curious about the role. That's pretty much what we're trying to find out. And also, if we don't see exactly what their career goals are, because imagine they're just trying to learn and then dump you. We don't want that. But then we want to know about their sales experience. What is your background in sales or customer-facing roles? Tell me about the most successful deal or interaction you've had, you know, things like that. We want to know about specific examples, clear process they followed, understanding of what made them successful, confidence without arrogance. And then of course, red flag, red flags here, pretty much the same thing on that last one. We are trying to gauge if they're going to be a core value fit or not. Question 3, handling rejection. Hey, tell me about a time that you maybe lost a deal or you dealt with something that affected you in the job. How did you handle that? We want to know about the specific example, acknowledgement of the role, maybe if they made a mistake, what they learned, and pretty much in their growth mindset to see if they push past it in order to overcome that. And then, you know, red flags, we want to know, okay, they had like a defensive attitude, no lessons learned, uh, inability to discuss failure, uh, cause that's pretty important. Question 4, coachability. Tell me about a time someone gave you critical feedback. How did you respond? And we're going to know about that. Question 5, work ethic and hunger. Why do they want to do this? What are the goals? What's the family like? Kind of like all that stuff. Team fit. How do you work with a team? Tell me about a time you collaborate and achieve a goal. So we have all these questions here, but okay, like let's say you do your initial phone screening and decision matrix, you can move on to the next If you pretty much like what they said, how they sounded, if they have potential, if they have that energy, you're going to know in your gut if they are a good person or not. It would be a red flag if they only answered a couple and they lack the, um, or if your gut told you that they're not a good fit. That's pretty much what we want that initial phase 5. Let's say you got your top candidates, then you can do a Zoom interview or in-person, 45 to 60 minutes. And here we're going to dive more into who they are, their sales ability, their coachability, if they're a team fit or a core value fit for us. And this is pretty much where you are assessing if they could actually work within the company and if they're worth giving them a shot. So we want to review the phone screening question and the notes and prepare your interview questions into like what it is that you are going to ask them. So for us, we'll do the welcome in the report. Um, now we're kind of meeting face to face, so kind of let them know exactly what the role overview is, what we do as a company, and then we're going to deep dive into the questions and then our questions and the next future steps. So what we like to ask again is like, hey, tell me about a time where you faced resistance within your past jobs. How did you overcome their objections? We want to know like they are using like critical thinking to solve different things, right? Question 2, tell me about a time where you had to meet a challenging target and what strategies do you use to actually achieve it? So we wanna know if they're like a go-getter, that's gonna be super important. Question 3, motivation success metrics. What motivates you to succeed in this sales role? How do you measure your success? We wanna know pretty much like what they're going to do in order to make sure this happens. 'Cause what we want is someone that is an A player and is going to do whatever it takes to reach their goal. And that is what we want from a salesperson. And we do, we do want 'em to be motivated because we deal with a lot of rejection and a lot of nos in wholesaling. So they got to know what to expect. So we ask all these questions in the Zoom interview. It's important that you pretty much know exactly what you're asking and why. What we want is to kind of get that gauge for the, for the salesperson, right? And then we're going to ask them like, hey, what is this role going to entail as far as activity and work ethic? Are you comfortable with making like all these calls and being rejected? Are you okay following up with leads or handling rejection? How do you manage different prospects? How do you time management skill? How do you do all this, right? So we pretty much want to know exactly what they've done. And then towards the end, it's more so about the core values. Fit alignment. Our company values are X, Y, Z. What resonates you the most with these core values? And pretty much what we want is if they have alignment with our values and specific examples of living those values. And then here, red flags is if they're vague or generic answers, no specific examples. Then, you know, another question is like, hey, where do you want to be in 2 years? What is one area that you want to improve on as a closer if you were to take on this role? And then you can pretty much just review their responses and kind of, you know, just take it from there. But like, let's say you did that for all of the candidates, pick the top 1, 2, and and then just kind of moving forward to hiring them. So then you pretty much need to present an offer later, an offer letter. Would the role start? How much would they make? What are the hours of the company that you're going to work? What the responsibilities are, how much they need to show up, lunch breaks, holidays, when the meetings are, kind of like all that stuff. Now, a lot of people complain that sales reps don't perform, but a lot of the times is going to come down— if they fail, it's gonna come down to you cuz you didn't set up the proper expectation, the proper onboarding, the proper training, the proper coaching and accountability. So a closer is not going to produce without complete context of how do you do it and how do you comp— how does the company actually work? So number one, whenever we onboard someone, we have a seller psychology training. They gotta know exactly who they're talking to. So remember, homeowners are usually the stress, and we gotta know how do they handle salespeople, because if we don't understand that, they won't be able to understand our sales process. So number two, they gotta understand our sales process and the value proposition and why we ask the question that we ask. And it's all that. So all of this is gonna come down to the seller psychology training and our sales process and explaining it, why it works. 3, how you position your company versus other competitors like realtors or other companies. What are the things that you do very well? How do you help homeowners who use our ideal ICP? How do you structure the offer? How do you make money? How do you comp? How the whole business pretty much works and the income potential based on the actual business metrics and what they need to do on a daily basis to actually achieve their goal. And this is pretty much the foundation. And if you don't have this foundation, they're not going to perform. So you need to be very good at at being a leader and give them the resources that they need in order for them to actually— now, the reason why I said that you need to have your KPIs in check is because you need to be able to reverse engineer the business model. And the reason why this matters is because you need to know, okay, how much revenue does this person need to make? Because a good salesperson is going to get compensated, right? So if you don't have the marketing budget to feed them leads and opportunities, they're not going to be able to close stuff. You can make magic happen. But this is going to be important because you're going to be able to know exactly how much revenue they want to generate and what is actually expected based on your KPIs, how much profit they can actually make, how many deals a closer needs to close on a monthly basis to reach their goal, and what their income will be based on, on the actual business metrics. Because if you don't have this, then nothing else matters. So this is pretty much like a standard compensation structure. We could give them like a base salary of $1,500 to $2K per month. In commission, it'll be anywhere from 7% to 10%, depending on how big you are. And you can do quarterly bonus depending if they exceeded the targets as far as close revenue per month. But here, you know, kind of give you an example. Tier 1 base, if they only close 3 deals a month, uh, the commission is 8%. Let's say that your average deal size was $15K. It's going to come down to your numbers. Tier 2, if they actually are exceeding expectations, $6K to $7K. And then if they're like a total beast, 5 to 6 deals per month can be more than, you know, 6 figures a year salary, just depending on how good they are and your average deal size. So step 2, you need to ensure that the marketing budget is available because pretty much you're going to account for the salary base, the $1,500 to $2K, but also you need to be able to feed them with the marketing because if they don't have the leads and people to talk to, they're not going to be able to make money. Like I said, you can't make magic happen without the leads. So if you didn't have the marketing spend, they're going to fail. So the rule of thumb is within the first 30 days, we wanted to get at least 1 or 2 contracts. And then by month 4, I'm sorry, by month 2, 3 to 4, because I think an average salesperson is going to be able to get, should be able to get 4 to 5 deals per month if they follow the process and if they average. If they're really good, they can push past 5, and you're going to be able to know on a daily basis as you are talking to them. So when I was talking about the onboarding, super important that you didn't just throw them in the fire without having the proper context. So pretty much what we do with our team is we have modules that are recorded. The module 1 is the seller psychology and avatar. Are pretty much the closer needs to understand who they're talking to and why, who is our ideal customer profile, the seller psychology, and who is not our ICP. Module 2, our sales process and value proposition. Day 2 to 3, closer clearly explain what do we do and why it's valuable, our complete sales process and how we're different than a realtor and how we value our proposition. Module 3 is how the company makes money. So they gotta understand the roles in it and what their job is actually, actually is and how They pretty much make the compensation based on the profit. Module 4, our sales process and scripts. So pretty much opening and rapport building, why it's important, the qualification, the setting the expectations, handling rejection, the motivation, uh, objection, deal killers, all that stuff. Offer, the closing, the different strategies that we have. Um, but all this is gonna keep on, of course, the context. Module 5, the offer strategy and negotiating. How do we structure the deals and how do we negotiate? Uh, 6, CRM and systems. We need to train them on how to track their pipeline and how everything works within the CRM compliance and I mean, you know, you can take this as quick as you can. Also, live training and shadowing. That's probably like after day 5 that they can start shadowing before they try it on their own. And then after that would be more so like supervised calls, throw them with all the past follow-ups and we just kind of let them work the CRM before we give them any inbound leads. And then after we feel that they're ready, we will just kind of keep on checking on them and we throw them on the phone. But here it's very important that if you want your salespeople to perform, you need to have weekly one-on-one coaching with them. And that is pretty much how they can improve in order for them to get to their income goal. So without the weekly coaching, they're going to plateau and they're going to fail if we don't give them feedback into what's working. So your job as the owner is to help them become better so they can actually reach their goals. So the one-on-one structure that we do, they're 60 minutes and they're weekly. And what we do is I want them to bring 2 to 3 calls that they thought that they did well on, 2 to 3 that they could improve on. Then we listen to the calls together and then we discuss key moments and things that we can coach them on. And pretty much we go over where they're at as far as their KPIs for them to reach their goal. And we pretty much lay out what we talked about and any area of improvement for the following week. So then we want to see a difference from that week until the next week. So also we want to know about their current performance, how many calls they made, how many conversations, how many qualified leads had, how many offers, contracts signed, potential income, and progress towards the monthly goal. Part 3, daily training topics. So this is going to be pretty much your daily meeting with you and the salespeople. So what we do is for each week, we are going to choose one of the categories for the, within the sales process. So call it like on week 1, you know, like first week, motivation and mindset. Okay, how do we dig for the motivation? We talk about the theory, why it's important, and then we role play like Wednesdays and Thursdays. Uh, that way they get a reminder. Week 2, kind of setting expectations. So on Thursday, we will do the theory, and then Wednesday and Thursday we're going to role play. How do we set up the proper expectations? Then we do the same thing with roadblocks, objections, deal killers, um, the offer strategies, closing techniques, things that we do to close more deals. And pretty much each week you wanna go back to week 1 because salespeople need to be reminded more than they need to be like retaught. So it's important that we manage them effectively. So here, the way that you actually win is just by caring more for your salespeople. That way they actually perform, but you as the leader have to bring in the energy and set the tone to how they do anything. Cause If you fail at this, they're not going to perform. And then we go into the daily training and reinforcement. We want to be in a chat. We want to see that they're getting the leads as soon as the lead comes in, that they're interactive within the group chat that you have within the company. And then you want to reinforce good behavior and give them the energy that they need and then be available for any questions they may have. And then step 6, performance tracking and accountability. You want them to have a plan into, okay, how many dials they need to do on any given day, on a given week, how many appointments they need to complete over the phone, how many offers, how many contracts. You need to have the expectation on a weekly basis, daily basis, monthly basis, and quarterly basis, because if you don't, you're going to fail. And here, like I said, your responsibility would be to allocate the sufficient marketing budget for them to actually succeed, to develop and refine the sales process, to provide comprehensive onboarding, schedule one-on-ones, track metrics consistently, and provide the tools and resources for them to actually succeed. And then you want to do into the 60th, 90 days evaluation and decision. We want to be sure that They are getting at least one contract within the first 30 days. You gotta be sure that they are hitting their numbers as far as conversations made, contract signed, uh, revenue generated and projected. Because if they don't, then they gotta go or that you need to do a better job. But here the metrics that we want to track is, okay, are they coachable? Are they asking you questions? Are they getting the suggestions that you are giving them? Are they a team fit? Are they reliable? Do they have a good attitude? And Do they have clear communication with you? Are they asking questions? They're responsive. And do they have like urgency to make sure stuff actually gets done? So you can hire permanently if they met or exceed the expectations, if they have strong behavioral metrics, if the team feedback is positive, and if you believe that they can continue to improve and if they're aligned with the company values, right? You can extend the probation, the probation period, if you're, they're close to the metrics, but they just need a little bit more time. The team feedback is mostly positive. Maybe they're not hitting it there, but you see they have potential and then you can part ways if they are way below the metrics, they're not coachable, or they're resistant to feedback, or they are a poor— they're like poor team value fit or negative attitude, or maybe they have like a lot of things going on at home and you just don't see it, that it's a good relationship, then you can part ways if that happens. But here, pretty much what we want is for us to have alignment, uh, where we want to have the aligned goals for the closer's income goal and the company goal, the aligned incentives, the aligned processes, the aligned expectations, the aligned support. And pretty much if you have this, you're going to be able to hire some great closers. So there you have it. That is exactly how we hire and onboard and train salespeople. And remember, you're only as good as the people that are in your team. So if you truly want to scale, this is a must that you must do. And trust me, it's a whole different animal than you just closing deals. You're going to need to become a better person and a better leader. So a book that I recommend, it's called The Motive. Highly recommend it for you to read that book. And pretty much if you care more for your employees and your team, you're going to be able to make way more money. So if you stuck until the end and you to help scale your wholesaling business with our marketing system and all of our SOPs, that way you actually scale based on profit and you're not spinning your wheels, staying stuck and not growing how you're supposed to, I want you to click on the link down below and see exactly how we can help you scale your wholesaling business. Whether you want to get to $50K a month or $100K per month, just click on the link down below. We'll schedule our strategy call and show you exactly how we can help you. If we're a fit, we'd love to have you. And if not, I promise you that we're going to leave you better than we find you. So with that being said, thanks for watching and I'll catch you in the next