ABC… & the Sniper Standards

All right, guys, welcome to another episode of Coffee is for Closers. It's Matt and James here today as usual.

Hope we're all having a good day. Guys. We've been having fun for the last five minutes. Talking shit before we started. Hence if you logged on, you would have heard Matt laughing as he said hello.

Yeah, yeah. Another joke at my expense. So I am to everybody. But today's episode is going to be the best podcast you've ever listened to and approved by my mother. She said that last night. So, yeah. What are we going to talk about today, James? I'll let you take that. Along the way, we're going to talk.

About really like what we've done in our organization to develop leadership and develop culture, values and standards for everyone, like at whatever level they're in within our organization. And that has been like the cornerstone and key for us being able to act on, take action on a lot of our high level strategy and grow sales sniper to a significantly above average rate of scale. So exciting for. Not so much for the individual sales reps for today, but you know, agency owners and that who employ sales reps or have. Have teams or whatnot. That's a big one.

I think also, like, for the individual rep, it's kind of good to see, like, I think what management is looking for in terms of growth and like really kind of charting a path into where you want to go within your sales career. Like, if you just want to be the high flying sales rep, do you want to be the guy who is like the guy behind the guy, which is where James likes to be. Likes to be the guy behind the guy. Right.

If you listen to this podcast, you will make your first million within three years. I'm going to repeat that. You will make a million dollars within three years of the first episode. You listen to. We don't want pikers. We're not here to save the manatees. We're here to make podcasts. You really want this? You listen and review.

Put that coffee down.

But also, if you're a sales rep listening, give this to your boss to listen to so they can see how they can treat you better, to get the best out of you.

I think he's gonna get ranty today.

Maybe, maybe not.

I feel the rant coming on, James.

I feel not necessarily ranty, but I don't know, probably a little bit passionate maybe.

Passionate, Passionate speech. Yeah. Blood alone moves the wheels of history. I have no idea what the fuck. That's a Mussolini quote. Yeah.

Who said that quote?

Mussolini. Okay. He was a dictator during World War II. Yeah. All right, cool guys. So let's get straight into it. So like really what I'll do first of all is I think break down how we actually operate at Sales Sniper in terms of taking a sales rep on. And if you listen to the podcast we did a few weeks ago with Rode, like you'd better know that he came on as a setter. So what he came on is known as a Charlie. So we have the ABCs of selling, which is not always be closing. It's Alphabet Charlie. And that's like a rank if you want to get full militaristic and when total wank fest about it. For our non Australian friends, wank is a term for masturbation. So if you, if you want to get, if you want to be a jerk off about it. Yeah, it's like a military term. So, so what we're doing is like putting in essentially like a rank structure. Because when we have a structure like that, then people have a pathway. In one of the more recent videos I did about why people fail to retain salespeople, a lot of them just don't create pathways for their salespeople to become successful in the long term and be fulfilled in different parts of their life, which is something that James is particularly good at. I'll probably let him do a lot of talking about that today. But yeah, like by putting in that sort of Charlie, which is going to be the setters who are like appointment setters and like lead like fishing nets.

Yeah, Nacha, I guess glorified assistance in some way with far extra responsibility. And it's all right, lower pay. Yeah, but it's, it's like a training role like with a distinct pathway to get up to a Bravo, get up to an Alpha level. And what they typically do is they, they help out our top dogs, getting them appointments and they get glorified assistance in some way with far extra responsibility paid on the sales that our top guys make, which is very consistent because they typically close it, you know, above 70% for those guys that have them. And when you graduate to becoming an Alpha, you get yourself Charlie, you know, so that's a pathway for them and that opens up them or free time because really if you are an awesome sales guy, that's pretty much what you should be doing. And if you're spending a significant, let's say if you're working 30 hours a week, if you're spending 12 of those doing lead follow up triages and things like that, that's 12 hours less of sales calls that you could be doing, which is profit generating activities. So if we can find a way to give you that 12 hours back, you've earned that by closing at 70% consistently for a long period of time.

Exactly. So for us, like it was a thing that we put in because like it was more like based around me and Marco at first because we were like, well actually at first it was around me because I was like, well, if I'm going to do closing, I want to do nothing but closing because my close rate is so high. What's the point? Anything else is a waste of time in terms of like time for money. And so what we did is we got people in to help out do follow ups. And then over a period of time we developed Marco into that same level, which we can talk about today as well. Some of the click moments that you call like a good click moment that when it all sort of comes together for somebody, then did the same for him and then Will and then Rode who graduated from Charlie to Bravo to Alpha like within six months, like really quickly. And then sort of like, you know, just really getting everything out of their way. Like people still do their own follow ups. I don't want to like get that twisted but like essentially like people who are in like long term farming sequences who are just like not good fits at the moment. Those are more the people that I'm talking about. Like I still do my own follow ups. Like if I get a no sale or is a follow up required or whatever, I'll still do that. Right. But it's really about kind of like identifying the best use of someone's time. And like the people who need to learn, those people need reps, they need to do a lot of things. Like they need to talk to a lot of people, have a lot of good things about. Like I still do my own follow ups. Like if I get a no sale or as a follow up requirement, I'll still do that. Right. But it's really about kind of like identifying the best use of someone's time. And like the people who need to learn those people need reps, they need to do a lot of things. Like they need to talk to a lot of people, have a lot of interactions. So we take someone like Ace for example, like when he came onto us, like I don't even remember he come through the internship that we did. Pretty sure he did.

Yes or no. So he came late to the internship and he just sent us messages he saw and he like emailed messaged Facebook every mode of communication with us and then hunger. And then he kept messaging me and I was like, you know what? We're, I said we're fooling the internship. And I go, you know what? Fuck it, let's do it.

Interaction. So we take something like Ace, for example, like when he came onto us, like I don't even remember, he come.

Through the intern and then had an amazing attitude. So like, okay, you are now a Charlie. But for clarity, like he was like.

The, he is like what we're trying to create though.

Yeah, exactly.

Like he's got the hunger. Anyway. He was, he was super hungry and like to the point where he would just kind of do anything. And he just, he had like heaps of drivers. Like, you know, I talk about a lot about like people running towards their goals. Like running towards ice cream, running to an ice cream truck. Like nobody really sprints towards an ice cream truck. But if you're running away from something, you run pretty quick. And like that kid had a line behind him.

And it's something I've talked about our goals like, you know, towards motivators, away from motivators, which is a discussion for a whole nother day. But your Charlies are essentially like the guys that we get on. They have the ability to get good. They're not yet there yet, but they're inexperienced. They have the right attitude, the right mindset and, and need to be developed into the next level. So that job is like hitting the list, smiling and dialing outreach, everything to bring in leads for our team to close. And then they get the experience by being on the phone getting rebookings. And if they're qualifying people for us and if they're not qualified, pitching the.

Drop sales so that like for example, I just really like that if we take like a certain account, for example, like the employees are selling the $500 programs, you know, so like, you know, it's good because they can make commissions. It's a great pathway for someone who wants to learn because like I'm a big believer that in order to learn like you have to have repetition. You have to be able to do it regularly and consistently. And the only way that's going to happen is if, is if you do have people to die. Now there's never usually like a lack of leads, right? But there might be a lack of booked calls, there might be a lack of something. So for a closer that's closed minded, there might not be a lack of opportunity. But if we can bring someone in whose job is to generate opportunity not through cold outreach, but through like having a look at like the spheres of influence that the account holder has. Like if you take Sales Lamper for example, like sphere of influence would be our Facebook group. Make sure you join free content. Right now the point of that is to like is to generate a community so that we can upsell our low end and then upsell our high end as well, which we don't really do much of because we're pretty busy selling other people's shit, to be honest. But we do that to develop a community, right?

And then one day you'll get pitched.

One day? One day. So we're like, that's one sphere of movement. The next would be my personal Facebook page because that gets a lot of interactions. The next would be the email list. The next would be like my DMs and then the Facebook page. Right. So we have those spheres of interest also LinkedIn, Twitter, all that kind of stuff. We have those spheres where like people are interacting. So like, well those people are interacting with content. So are they potentially customers? Let's just do some quick interaction, see if they are actually potential customers and get them booked into a call. Can we get their phone numbers some way through some sort of lead generation or through some sort of bribe, like giving away the objection handling matrix if we were to put a phone number on that. Something like that. Right. So I'm just taking sales Sniper as an example because I don't want to use anybody's, you know, I don't want to fuck anyone's chi when it comes to like their lead gen strategies. So I'll just talk about us. But we also have this podcast and the YouTube channel, right? So we have all these different spheres of influence that we can utilize to funnel back into certain areas or that somebody can then go like we usually get about say 10 comments per YouTube channel per YouTube video. So if somebody were to go in there as me and converse with that person, they could probably get them onto a book. Coleman, one in five, one in eight times. Because that person is watching content, has trust. So there are all these things that you can do to self generate leads. If you do want some help with that, you can go onto our website under the resources tab and have a look at the sales rep lead generation which is in there, which is something that we've developed to help the Charlies get more opportunity for themselves. Right? But through all that kind of interaction, there's a couple of things they get. The first of all is they learn the value of A lead. Super important because a lot of closers these days, especially who come out of like the Dan Lock school, come out of sales, mentor. Any of the high ticket closing courses that teach you that you can leave your 9 to 5, right, regardless of how good or bad those courses are. I'm not talking about the efficacy and the content in those courses. What I'm talking about is like any of the courses that tell you that you can leave a 9 to 5 and become a closer and replace your income quickly and earn six figures or more, right? That's a load of shit when it comes to like the particular timeframes in those courses. Unless they're 12 month courses and then you can probably do that, right? But they're all like 812 weeks. Many of those people coming out don't really understand the value of a lead because one, they've never worked in the business, they've never sold anything, never owned their own business, and they've never had to grind leads because they're talking about being a closer, quote unquote. And the connotation of a closer is someone who just come in and closes like warm leads, right? Whereas the background that I come from, that Marco comes from, that you come from, James, is that we just got phone numbers and had to fucking grind it out. Then there's guys who are even more hardcore than that, which is the door knockers and the cold callers, right? So bow down and praise Jesus to those guys, you know, And Marco was a door knocker, right? And so I have full respect to those guys and like, so giving them that, like, that hunger and taking away like the fragility of like the closer is super important and breaking out of someone. And that's one of the things that I think that we do probably better than anyone in the world. I would probably argue that point is that we break that cycle pretty hard and we like, you know, for us it's. We don't give a fuck about close rates. We don't really care about anything. But it's like, man, like how much activity have you done? Like how many people have you called? You know, like, what is it? Ace does like 30 appointments a week. Yeah, like he need fucking miracles as appointments.

Yeah, he does probably like 200 goals a day plus other tasks. But anyway, that's Charlie in a nutshell.

Charlie. Yeah. And then what we do is, well, what we're. What, what, what the plan is, because it's a sort of like a relatively new ish structure. Like we've had it in place but it's only really been formalized recently is that whenever a Charlie wants to graduate to a Bravo, we get in someone who wants to be a Charlie. They get on the job training. So like Ace would train his own replacement. Right. And then go into a Bravo role. In a Bravo role you take out the super time intensive things and then you add in like you basically do all that stuff for yourself, you know. So instead of doing it for other people, you do it for yourself. So now you're actually closing deals. But it might not be a super high ticket. Like with Road, for example, like he was on a couple of 3k offers. He was on like a 5k offer, you know what I mean?

10K as well, maybe.

Yeah. And it's like, it's pretty good reps, nothing super crazy in terms of like the difficulty of sale. In terms of like. Well, that's not necessarily true because the price point hasn't really reflected difficulty really the marketing, just something that's like a lower risk proposition from an account holder. Because 30k offer can be really expensive to get somebody on the call. Whereas like a 3K offer you might only cost a couple hundred bucks. Right. So if that person needs six to eight weeks of teething before they can be consistent, like it's not the end of the world.

Yeah. And then like with the brothers, they, they're closing those deals, they're doing the triage as they get in the mail stuff. So they're probably, you know, you guys doing that anywhere from 5 to 17.5 K months, you know.

Yeah, I would say we try and get them to, I would like to get them to average 10.

Okay. Yeah, right.

If they could average 10, I'd be pretty happy. It's going to take them a little while to get there just simply because like usually they're only going to be on one account, maybe two, but like they're just not quite there yet in terms of like their abilities to close super consistently. But like we have access to so much sales training in Sales Sniper. They get twice a week with me. They can book one on ones whenever they want. Right. Which is, which is cool as long as I have the availability. They also have our internal sales trainer Jimmy who they can book whenever they want. He does, he reviews like at least one to two calls a week per person. So we have a very, very high level. Plus we have daily sales huddles and okrs they have to meet each day and all that kind of stuff. So there's a lot of stuff they have to do. To ensure that like their activity levels are high and they have like KPIs and activity. Not close rate because close rate will get better. Everyone's going to try and close as much as they can at all times. That's why I don't, I don't put numbers on that because it seems stupid. But putting numbers on like how many follow ups do you do per week? That, that seems to make sense to me. Then the broader, the alphas. The alphas should, should really from a monetary perspective they should be making like 30k. Yeah, yeah. But it might take them six months to get there once they're an alpha. But they should like go from 10 to 15 to 20 to 25 to 30 pretty quickly within six months because the opportunity is there and they have everything out of their way to be able to do it.

It's really like we find it is very hard for the guys to get from that 4,5k to 15k months. All right. But once they typically, once they're getting to that 15k and floating around that 15k mark, that's when that click moment happens. Yeah, usually there they're doing good enough, they've got enough opportunity, they're just not getting everyone. They don't have everything in place to consistently convert super high. Because the only difference between the 15k months and the 30k months is a slight amount of volume. But the close rate.

Yeah, it's, yeah it's, it's when that's when, that's when it starts going. And it's funny right, because that, that click moment doesn't actually necessarily happen because of training for me. It was like when I went from being a good closer to being a really good closer or you know, was like when I started training with Jeremy and then it was all kind of in place because I was kind of doing all the right things anyway. And there's never really been a mindset issue. But like when I went from, because I was generating roughly 20 to 25,000 pretty much every month in comms, that was really consistent. But then when I went to generate like 50, 60, $70,000 a month, like I think like last month I did like, I mean I don't take the comms but I Easy did 50, 60,000 US like last month. I mean, yeah, if you take into account the sales coaching that I sold for myself and then so easy be a hundred K. But like it's funny I do that like I did selling like 12 hours a week. But, but yeah, like for the guys to get to that Next level. Like, for me, it was coaching, but I think because I'd already run the. The gyms, and I kind of had everything in a little bit older. I'm older than everybody pretty much, you know, So I kind of gone through a lot of that development stuff. What's that?

A lot more life experience.

Yeah, exactly, exactly. And I think, like, for Marco, right, the moment. Because, like, as much as I love Marco and I hope he listens to this, and he's like, one of my favorite dudes in the world. Like, he used to win cheaps and complain heaps about things, like problems, right? Like, with Marco, the click moment for his. Because his, like. Because he used to sort of be really focused on, like, the problems that we had. And, like, we would always have to coach him through that and be like, hey, dude, like, it's fine. He'd be like, well, I got no sales calls. I got no leads. He'd be like, hey, dude, like, it's fine. Like, leads are always up and down, you know, like, sales are always up and down. It is where it is. As long as we're doing our thing, then we're happy. We're good to go. We're doing our best, right? But then, like, the moment that we bought Dan on to be, like, his pad one and to be like his, like, little, like, yearling to go.

His Charlie.

Yeah, his Charlie, Exactly. And we gave him the responsibility of doing. Developing someone, and he did really well. He made a few mistakes in developing people, which is totally normal and fine. And that was all part of his development was to learn how to develop somebody. But, yeah, like, the moment that we did that, like, it clicked and his. His output doubled. And it had nothing to do with, like, Dan helping him. It had to do with the fact that he was now actively going through and teaching his own processes that he wasn't. He probably didn't know he was doing, but now he had to explain them. And that's what, for me, that has helped me get really good over those Last sort of 6 to 12 months is the fact that now I'm in charge of developing so many people that, like, the things that I do naturally, I've now developed into systems and SOPs, and now I'm doing them more consciously instead of, like, just kind of rattling them off. Like, all those. All those analogies and stories and reframes and loops and set points and hooks, all that kind of stuff that I was doing, just kind of like, because it's. It felt right then actively having a look and Analyze like, oh, that's what I'm doing. Okay, that makes sense. Now I can, and now I can.

Like refine it, you know, but also like as a part of Marco's development process, I spent more time with him developing his leadership and development skills. And a part of that leadership learning is like you can only focus on the things that you can control. And from that he stopped. He wouldn't accept someone under him giving excuses. Right. And because he couldn't do that, he learned that as a leader, as leader, I can't be the one making complaints and focusing on things outside of my control because I don't want the people under me doing that. And that's when he stopped and fully changed. He had that click moment to understand that like, ah, there are better ways to do things than the ways I'm doing now. I just have to be open to it and learn.

Yeah, exactly. And then like it kind of gives you, whenever you start leading people, like you start looking for solutions instead of like focusing on problems.

Yeah. And then there was a change. It becomes solution driven rather than problem driven.

Yeah. And he doesn't complain about anything, but usually there's a problem, he fixes it and tells us he fixed it.

Yeah, yeah.

Sometimes fixing it causes more problems.

And that's, that's the difference between the Bravas and the Alphas. They what we classify the Alphas as the guys that have had that click moment and they've got the best out of themselves. So now it's about just refining and I guess like on a way of relating that to business. For the guys that are looking, the ABC is kind of like equivalent to your phases in, in business. Right. Your Charlie's is like your startup phase. You got a couple of clients, you don't know what you're doing, you're trying to figure out your niche, Your Bravos are in your growth phase. It's like you got a couple of clients, you've hit your 10k months, you're moving to the a hundred k months, you're building infrastructure, putting things in place so you can get to become that million dollar a year company. And then the Alphas, you've built all that infrastructure. It makes sense, you've grown enough, but now you're at a stage where you're ready to scale. Right. And that's how we look at it. We look at the ABC as essentially, you know, you're scaling up models. Right. Where now the guys that are at that aha moment, that click moment, they are in a position of scaling their own life. And they're doing it by one, scaling the processes that they do in terms of the way they do the sales, their scripts, everything like that. But also they're getting every that shit sorted in their day to day lives. Getting the habits in place, getting, getting the health in place, not overworking, committing to the right things so that they're able to incredibly expedite their earnings and their responses and they're taking on new challenges and getting to where they want to be from like a developed developmental stage. That kind of makes sense. You know, that's kind of way that I've looked at it and we've taught these guys in a way then in a similar way to scaling business just.

On a personal level. I think like it's funny because I think the click moment for like they're different for everybody. For me it was more educational. I think for Marco is more responsibility based. And that's when if you go back to the YouTube video that we'll link in, the description of this podcast was like, how to, like how to keep people salespeople long term is about finding a pathway for them to be fulfilled and successful within your business long term.

Yep.

And so I think for Will, it was actually more of like it was a moment I won't go too deep into. It was a moment of like particular self doubt. Yeah, I think that we helped him through and then from there it was like, well if these guys believe in me this much then yeah, it's just self belief based but, but also like. And then making him make a decision that was like you're either in or you're out. There's no more half in, half out. Like you're either going balls deep or you're not going to go.

No. And now we, we've got that ABC in place and you know like down to a T that we're able to more rapidly take people through those stages and get them to the Bravo stage really, really quickly and then from there help them get those click moments. And the good thing about our Alpha team now is they have the Bravos, they have the Charlies assigned to them and they're only allowed to become that Alpha when they are capable of delivering that aha moment to someone lower than them. And that's the key distinguishing difference. And the way that like we've done that and we've gone from a Bravo to an Alpha in our company is really the development of bringing the team together for like a shared vision, shared values and a very high level of standards. Right.

I think that was an aha moment that was probably delivered by Barry in one of the meetings that we had where we're like, we thought we had a really good culture. And he's like, well, no, you have, like, a cool vibe.

Yeah.

And I was like, oh, yeah, yeah. And now we have a fucking phenomenal culture. I think, like, really, really, really good. Like, really good actual culture. Like, the culture of the business is super solid because everyone's in the same. But he was totally right. For those of you who don't know, Barry Maggieletti has a podcast called the Freedom Pathway. He's got a really good book, too, if you want to read it. Yeah, the Freedom Pathway. Anyway, we'll link it in the description below. Check it out. It's, you know, but he. He's. He's. He's like a business mentor of ours. Our four mentors are like, Barry, Maggie, Charlie Valor, James Cant as our fitness shots. James can. And then Ryan. Mr. Ryan Sirhant has helped me with some personal branding stuff.

So one of my biggest mentors is Craig Bellamy from the Melbourne Storm. I don't. Don't work with him, but I used to, and I. It was after that conversation with Barry, or we said, you know, we got a good culture. He's like, you don't. Because. Do all of your staff know your core values? I was like, yeah, you're right, they don't. And I had a very strong click moment for me about some stuff that I learned from Craig Bellamy at the Melbourne Storm years ago when we put that into fruition. And we. We had values and stuff like that, but they'd never been implemented and made mandatory study for everyone. And now all of our staff can basically go through and recite those at any given time, and they live those values. And the reason it's so important is those values drive the standards of everyone in the organization. And we, you know, one of those value being open, and we have a very open culture within our team to the point where everybody on our team lifts to the next level because that's warranted. And there's people that will call them out if they're not doing what's necessary. And we hire and fire based off those values very, very quickly, Right? So our VA is like, jen, if I personally don't uphold those values, she has permission to tell me that I'm not doing a good enough job. Right? She has the permission to tell Matt if he's not doing a good enough job, if he's not being consistent enough, if he's not being persistent enough. Whatever that be. In the same way that Dan can tell Marco, hey man, that's not good enough. That's not what we do here. Right. If Tony doesn't do hasn't done his follow ups, anyone on our team will has the power and responsibility and we've empowered that within them to say, hey Tony man, like you didn't do your follow ups. That's not good enough. That's not what we do here. It's not what we're about. Doesn't match our values and when. And we're very transparent with our staff, we tell them everything that's going on. Also why that's going on and why it's important for them to follow it. Right. If Tony doesn't do hasn't done his follow ups, anyone on our team will has the power and responsibility and we've empowered that within them to say, hey Tony man, like you didn't do your follow ups. That's not good enough so that we can help get them to the next level. And because we've now built that culture by implement stuff, that's not what we do here. It's not what we're about. Doesn't match our values and we're very transparent in these things. Everyone is on the same path and they. It's such an open culture that everyone knows their place and they know what we do here and what we don't do here so that the standards are lifted to meet our expectations. And our expectations are very high. And because everyone buys into those standards and they want to be pushed to exceed those expectations, every single person in the organization is pushing each other towards that. And that's what breeds a culture of success is we all buy into the exact same values. The vision of where we're going, but more importantly why we're going there. And it doesn't allow people to drop the ball. And if they drop the ball, they get called out. And if they get called out, they want to make up for it and do better so it doesn't happen again.

Yeah, very powerful. I think that transparency like today in the team meeting, I went through all of our fixed expenses and I didn't do that to like scare anybody. Fixed expenses are like, you know, close to $100,000 a month. But I did it to like just be like, hey, this is why we're doing it. This is my reasoning behind some of the decisions that I'm making. Like, and I want the team to know that because like, I don't, I don't need to hide anything. Like, I don't hide the common splits that we get. I don't do anything like that. Like, I don't really see the point, you know, because, like, they want us to grow because, like, the amount of stuff that we provide them is. Is well worth the money. And we make their lives easy, and we do other admin, and we provide them with accounts that they could never get by themselves. And that's also. Which brings us to, like, the next point, which is, like, how do we. What is one of the things that we've done that I don't think anybody else is doing? I think by the end of the year, we would have spent close to $100,000 on staff. Spent 50 grand on watches. 52,000, actually. 52. $52,000 on watches for staff. There's a couple watches that I have that I haven't given out yet, so.

Sounds like I'm getting a Christmas present.

I have no idea what you're talking about. Definitely, Definitely that's not the case. No, it definitely, definitely is the case. Congratulations. But, yeah, so, like, 52,000 plus, like, our staff party will cost, you know, tens of thousands of dollars, which is just, you know, but it's like, there's a couple things. Why? Like, first of all, we have the cash, which is awesome. We don't really boast about money too much. Like, we tell people how much sales we make, but, like, we don't really. We don't really give our. Like, a lot of sales organizations put up their numbers. When you remember that one on Instagram that I told you where the guy was boasting numbers, and then, like, you look at the close rate, which he brushed over, and it was like, 9%. What is this guy doing to hide those numbers? At least change them on the spreadsheet before you put it on social media. But, like, yeah, like, the reason why we do that is because, like, if I buy Marco a $10,000 watch, right? Like, Marco has the money to buy whatever watch he wants. Like, I know how much money Marco makes. Marco just fine, right? Marco doesn't need any money from me. But first of all, if we have a look at the driver behind the salesperson, like, buying him something that he would never buy himself but he covets as a status symbol, like, that's a good move for us. One, because it makes him happy. I like making myself happy, like, making Marco happy. But two, like, it makes him. It makes him feel good, and it sort of solidifies the relationship. Relationship. And what we're willing to do for him, you know, and something that he would never buy himself. You know, we bought Will a really, really nice watch as well. Bought him a TAG Heuer Aqua Racer. I actually bought him a TAG Heuer because I knew that his dad wore a TAG Heuer, right? So there would be, like a connection there, but he would never buy it for himself, you know, even though, again, he's got the money too. I know he does because I fucking pay him. So. But it's something that he would never buy himself. And so, like, things like that, like, there's other guys that we've bought all kinds of random shit for, done things for people, bought holidays for people when they were in bad situations and needed some help and, you know, all these kind of things. And like, you know, we've even discussed buying one of our stock numbers a car, you know, because, like, he sort of needs it. And so there's all these kind of things that we can do. And, like, if you talk to your accountant, they're gonna be like, hey, don't do that. And be like, dude, I don't think you understand the game that we're playing. Yeah, like, salespeople are especially really good salespeople. Like, they have. They have every bit of opportunity in front of them. And, like, we're never going to be able to match the levels of opportunities that they'll be given or at least the perceived opportunity. So I think that if they stay with us, they'll make more money long term. Plus they're in an awesome organization which has a chance to grow to probably, like, I think we can probably get to 8, 9 figures eventually. Some of the deals that we put in place, you know, I mean, I think we'll be at eight figures by next year for sure, end of financial year. And so, like, but like, so they're going to be in that kind of organization where they have internal room to grow, which doesn't just involve them being on the phones their entire life, which is great. But also, like, people are going to throw large numbers at them. Like, I am sure if I went into Marco's DMs right now, there's 50 job opportunities. Like, I know that, you know, people are going to offer him crazy cash, but he's going to say no to every single one of them. One, because he's very loyal. But two, because we treat him really well. And three, because, like, we have an openness in our organization where we speak to people. I want to know where they want to be, and I want to know what their key drivers are. Like, we just took on a new guy. I'll just call him G. Because he has not informed his current employer that he will no longer be working with him. But, you know, I really wanted to find out before I took him on what his key financial and emotional driver was, which. Which is the conversation I had yesterday, because I needed to make sure that if I was going to take him away from something that he currently has, which is, like, pretty much like, you know, it's pretty solid. It's not making what he wants, but it's making him pretty decent money. Like, it's over $10,000 a month US which is handy cash. But I want him to be able to, like, know what he wants, to provide, know where he wants to be. And then if I could provide a pathway for that to become a reality, then I would say yes, but I would never, ever tell him to take that away if I couldn't provide the pathway. And they, like, that's a real statement. Like, I would never try and, like, bamboozle the sales rep into coming in so that I can just make quick cash off him and try and then fuck him over. You know, I didn't generally believe that he could make. He could easily make 20 grand a month easy with the accounts that we're giving him. Easy. It's easy. 20 grand a month. Right. And so, like, I really wanted to make sure that we could provide the fulfillment that he needs financially, and that will give him the freedom, what he wants to do in his business. And then, plus, we'll have the conversation as we go. Because he's a bit of an older guy. Like, he's. I think he's a little bit older than me. His kids are, like, in his teens. Right. So he's like, in his 40s. Like, early 40s. And so we want to be able to have that conversation because he'd be great managing material. You know, there's a lot of different ways that we can go down that instead of him just being on the phones as well.

Yeah, yeah. But it's also like, those gifts are value. You know what I mean? That it solidifies. It's like a simple action that we can take to show that we. Outside of all the other things that we do, that we have our guys back and that we are first and foremost, like, our priority is to make sure our guys looked after. And that stems from wanting a good team and wanting to be able to turn up every day in an organization that makes us feel good. And the way we do that is providing for our team because that's where we get value from. And being able to buy people gifts solidifies the other actions that we take, that is putting them before a client, et cetera, et cetera. And when people believe that you have their best interests, which we do, they will work significantly harder for you and be completely on board with where you want to go. And that's what's. I mean, like, we spent a thousand dollars getting a va, an entire office setup so that they could work better.

We also bought her a new living room.

Yeah. But bought her a TV because she didn't have a TV for kids and was getting distracted by them. So like, okay, well, we can't have that. Let's buy a tv. And that was a present. And like, for those, you know, for our VA's in the Philippines, that, that's a life changing experience. You know, that's the equivalent of a $100,000 a year job that we gave.

She also gets paid, like as an Australian. Yeah, she gets paid an Australian wage.

And she deserves it, you know, so.

If she's bowing out of control over.

There, don't come in and message us saying, hey, I want to get paid all this. It's like, no, you earn that first.

Like, she's awesome. We couldn't do this shit without her. So. Yeah. And also, you know that we're not. You know that we're not. You know, if I was more in it for the, the status of doing it and I would have put it on Facebook. Yeah, I just, we just did it and sent it to him. Was like, yeah, congratulations.

Although we kind of just did a podcast. Yeah. But you know.

The die hard people, you know, you know, buy fancy cars and watches. They don't put them on Facebook. So I should have, hopefully I should get that car next week.

Yeah, I want those cars.

So.

You know, if you're a business owner that runs a sales team and you actually want to be successful in your business, then you need to figure out what the fuck your salespeople, or not even just your salespeople, but your staff, what they want and why they're driven to that. And give them a way to achieve that in their life within your organization so that they become a long term part of your culture. Develop the culture, develop your values, develop your standards so that they are upheld every day. And don't be a pussy to call people out when it's not being done. Otherwise you get complacent with where things are at. And that's what you need to grow to multiple eight figures.

All right, well, mic drop. Let's leave it there.

Let's leave it there.

Hi, guys. Hope you enjoyed this podcast. A little bit of a sneak peek into the back end of what Sales Sniper does to keep people happy. Particularly points are actually care about people and buy them expensive shit.

And make sure that they're turning up every day with the standards of the people who they want to become. Because if they want to become someone and you're allowing them not to live that life, you're doing them a disservice.

And just our last thing, if you can't provide a pathway for that person to be fulfilled either financially or like responsibility or emotionally within your organization, understand that it's okay for that person to have a short lifespan and like, be happy when they move on. Because, like, if you're intentionally holding people back, like, you're a dick.

Absolutely.

You know, some of the stuff that I've heard from sales agencies and from placement agencies, some of these. I don't know how you'd say it, maybe like coaching sales people is. Yeah, something like that.

You know, where they don't.

Yeah. Where they don't want reps earning more than like 7,500 grand a year because they want them to stay hungry. That's bullshit.

Yeah, you get. And just. I just want to reiterate a point. You get way more hungry when you're making well over 100 grand a year because you get nice toys that drive you and make you want to work harder because you finally realize what living is all about.

Yeah. So we're getting, we're getting. We're getting a nice car for James. Sorting it out over the next month or two. And he called me after the test drive and said, if that's what money gets you, I'm taking the brakes off this freight train.

He made. It's a whole nother side. And it felt more alive and powerful. I was like, fuck, I've never had something so nice before. I'm like, this is awesome. I want to.

Something so powerful between your legs.

Have no use.

Alright, guys. Anyway, please subscribe, like, comment, share. Wherever you're watching this, just do something to help the algorithm boost it up. If you listen to this on a podcast, make sure you share it with a friend. I don't give a shit if you review, make sure you subscribe and share. And you know, as always, if you listen to the end, well played. If you like it, great, make sure you let us know. If you don't I don't know why the fuck you're listening this long, so beat it.

Thanks, guys. Bye.

Put that coffee down. Coffee's for closers only.