How to Nail Your Sales Job Application

All right, guys, welcome to the episode of Coffee is for clothes. A little bit rearranged today.

Yeah.

So hashtag. Yeah, wait, wait, wait for the multi cam setup to come. All right, we're going to talk about today is how to not get hired as a sales professional in.

Yeah.

And what not to do in interviews or in emails, Facebook messenger conversations that immediately make us go, see you later. Please don't apply.

Exactly. So make sure you like, subscribe, notification bell, all that kind of good stuff and we'll see you on the other side.

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 put that coffee down.

So you actually deal with most of the hires? Yes and no.

Like yeah, I mean I did used to and then we've, we've pushed those tasks on elsewhere. But I get a lot of DMS just because I don't have have appointment setters in, in my dm. So I read a lot of them occasionally. And to those dms, I usually just say, hey, fill out this link and go to this person or say, hey, handball it across. But once I've had that conversation just to feel someone out, I'll say, hey, you know, fill this form in or please don't. Yeah, move forward with things. I don't feel like it'll be a good fit. And then from there we have a pretty stringent process which is group interview into a well application into group interview into into skills assessment, then into an official interview and placement into the organization. You have to pass through, jump through a lot of hoops to get into the position where we even consider you for a role. And also we're doing that hiring process. There may or may not even be roles available. We just want people in the system because they do open up really quickly. So you sell me if you message me and I say, yeah, we've got a spot available by the time you actually finish your process, that's no longer there, but there's probably a new one on offer.

Yeah. So what are some of the key like is today we've gone over stuff in the past about like the things of how to get. But like what are some of the things that immediately like for you as someone who is, you know, in a company in a position where you Hire lots of people.

Yeah.

What are some of the big no.

Gos that you usually like? The initial messages, the first one is, is arrogance. Really when you get on and you're just like that heavy sales resistant stuff. Like, yeah, bro, I close at X percentage. You know, I make all this cash. King of the castle. I have all this stuff. It's like, all right, cool. Well, that doesn't even scrape the bottom 10% of our team. So don't show what you're getting at here. And any. Anything that indicates arrogance, not culture fit. Extremely poor grammar. That's an immediate turn off. If you write your as in you are as opposed to your. It's just like, come on, bro, like.

What are you doing?

Yeah, this is a professional organization. You to get in, you want to at least have the perception that you can be professional.

Yeah.

And really like one of the biggest things is people not doing that research and.

Yeah, yeah.

Like it's like not knowing anything about the company before they go and try and just go, hey, yeah, yeah.

Like there's. Those are probably the main turn offs immediately. Just because we hire on culture, not so much on what your skill set is.

Yeah.

Because we don't really hire sales reps. We hire mostly setters and then transform them into sales reps over time. So unless you're someone that's, you know, consistently closing at above 50% on a decent offer and has probably been bringing in a minimum of like 15k a month commission consistently for the last 6 months, we're probably not hiring you for a sales role. Chances are we'd be more comfortable hiring someone in a setting position and developing the right skills before they've had a chance to learn poor ones and consistently reframe them. It's easier to train someone fresh than retrain someone that has got really poor skills. Unless they're already at a level which is quite high.

Yeah, for sure. So arrogance coming in, not doing your research. I think for me, one of the big ones is that I get hit and I'll put is like, I'd love to. It's sort of like that. It's the conversation around like, I want to help you scale your business.

Like, no, you don't.

It's like, no, you just want to get a bunch of comps.

Yeah.

So which is fine. Like the two are not mutually exclusive, but it's just a very like. It's a very interesting. It sort of puts me on the back foot immediately. Like, you know what I mean?

You're starting off the conversation. I've been honest.

Yeah.

It's like, what are you going to provide? What are you talking about? It's like, what are you Business card? Like, it's. The offer is very ambiguous. This as well, you know, it's like, are you a sales guy? Like, what do you want? Whereas if someone comes to me, like, I have a couple times a week had a guy come to me, like, hey, I love the culture that you've managed to manifest within sales sniper. And if. If there are any opportunities to get into you and starting at the bottom, I. I would love to discuss any opportunities. Oh, my God.

Yeah, dude.

Here's the process. Go for it. I had one guy, man.

Okay.

Dude even listens to the podcast. I'm pretty sure. So take this feedback A was gonna ace. I had a sales call with him a long time ago about inner circle.

Yeah.

He just didn't have the cash, which was cool. I think I sold him into, like, something or other. And then he, like, emails me out of the blue and says, hey, we talked a while ago. I'd love to chat about I've got the bug to make a million bucks or something. Right. You guys seem to be. You guys seem to be the only guys who were. Who are doing big things in the sales game. I was like, well, that's not true. But anyway, thank you. Yeah, like, let's have a chat about me selling for you. If you're just going to hop on the phone and try and sell me something, don't bother.

Right?

This is what he said. Don't bother. Replying like, don't bother. I just want to get in there and do some sales. I said, hey, man, like, if you want to apply, here's the link. And he goes, I don't do that. I was like, don't do what? He was like, he goes, like, oh, I don't.

I don't. I don't.

I don't do online forms. This is what he said. And I said, then you don't do job interview. I was like, you're not special. Who do you think you are? Like, that's our process. I said, if you want to go through it, great. If you don't, what do I give? That's exactly what I said to him. What do I give?

A.

And then never. Anyway, it's, like, so strange.

Yeah.

We had another guy that hit up the business page and, you know, I gave him, well, yeah, all you got to do is put this application in and, you know, if it looks good, we'll. We'll let you Book into a group interview. If you seem good in that group interview, you'll proceed to do some skills testing to see where we're at.

It's just a process everyone has to follow. Like, no one's special.

This was funny about this guy is he goes, yeah, no, sure thing. I've got a interview next week. If it doesn't work out, I'll have a look at the application form. So like, why did you message me? Yeah, I was like, well, I think, yeah, thank you. No worries. I'll just be contingency plan. I go, hey, based on that, man, maybe we're probably not a good fit for each other.

Yeah.

He goes, oh, you, you don't know what you're missing out on. I've been doing this. Like, I used to sell my own high ticket offer and I'm okay with that. And I was making 10k a month selling my own offer. I was like, whoa. So not even taking comms. Right. Because it's your own offer. You are making 10k a month. That just means you are either really bad at or run a poor business. I'm like, oh, yeah, jeez. I'm like, sorry, man. Like, maybe, you know, we can't match your, your level of ambitions because he wanted to get back to 10k a month.

Yeah.

Like, I don't know if we can match that.

Yeah.

It's just weird, like the level of arrogance that some people come in with when they're asking for a job. And it's like, if you're a sales guy, like, you should be able to sell yourself. If you can't pretty much immediately hook me, like, what's the point? And also, I ignore pretty much everyone who asked me for a job.

Yeah.

On purpose.

Yeah.

So like, let's see how you follow up.

Yeah.

So like, if you don't follow up. I had one guy, like, every now and then I'll go through and I'll do a C and I'll be like, hey, don't ever, don't ever ask us for a job. Like, I ignored you on purpose.

Yeah. Yeah.

Like you, you didn't follow up at all.

Yeah.

So therefore you are not a good sales guy. Like, and, and I'll do it. Then every now and then people have excuses and I'll be like, you're sales guy, man. If you can't sell yourself, like, what, what are the chances that you can sell a contract?

How do you have conviction?

You can't even follow up with a guy that you want a job from.

Like, you'll get eaten. A laugh here, buddy. I hate to say.

Yeah, man.

Like, it just seems really stupid. So, like, not following up, I think. I think is a big one, because I think most people will throw in something like that when they're interviewing salespeople, some sort of thing that they have to prove their sales ability. Yeah, right. Whether it's a role play. I can't remember what company it is. It might be traffic and funnels, but I could totally be wrong. Is where they make you. I think it might be. No, it's not them. It's someone else. I just can't remember. But they make you do the whole sales process in eight minutes. So they give you, like.

Like, speed run.

They make you, like. They make you try and sell them in eight minutes. It's tough, right? So, like, they. They give you a script. They give you, like, an onboarding package. You have to do it, and then everyone has to do it. Have to go through in eight minutes and have to say in eight minutes. And if you can't do it, you don't get for the next one. It's a pretty good idea. It is pretty good because it will show you, like, how much of an understanding someone has about the sales process and what they can cut out and.

What they need to keep, or it will totally freak them out, give them an anxiety attack, and they bomb it.

Yeah.

That could be the greatest ever.

Yes. Well.

Yeah, if they're really good, they won't be anxious. They'll just go, okay. Like, there's. And you'd be like, well, there's two or three ways that I can do this. Okay. Like, all right, I'll do it this way.

And even if you get half the process, like, down pat and. Right. Like, you shouldn't promise.

It's just a way to, like, put people under pressure so they can show you what they're made of.

Yeah. Yeah.

You know?

Yeah.

Both of them.

Yeah.

It's the same reason why we have, like, the intentional breaking period. So, like, for those of you who don't know, people that were kind of new or on the fence about, or people who were not sure, good culture fits. We put them in wheel jail.

Yeah.

They go to Mr. Will Hingson and they get put into his prison, and they either come out the other side a much better and stronger sales rep, or they give up by day three and they are never seen from again.

This is to be my favorite thing.

When I was trying people at the.

Melbourne Storm, I used to take on all the younger kids. It Was my job to like test them mentally.

Yeah.

To see, you know, let's say if they did progress through the years and end up a player, if it's a grand final up by 1.2 minutes left in the game, like are you going to have like the mental ability to actually do what you're meant to do.

Yeah.

And not up so that you lose and let the whole team down.

Yeah.

And there was a lot of crazy that we did to those kids. You would be able to figure out really quickly who has the ability mentally to actually cope with stuff. So that's a really good, good way to do it.

Just try and break people.

Yeah.

So you see where the breaking point is.

Yeah.

I think like a lot of people especially like they want like the, you can, I think you can tell very quickly in a, in a recruitment process.

Yeah.

Like if somebody wants to be like the product, that stereotypical inbound closer like loser type guy.

Yeah.

Who's like just feed me warm leads. Like it's the people, the people that are really successful within our organization are the people who have come for the culture.

Yeah.

And they know that like they could get paid more elsewhere per sale elsewhere. They probably won't put themselves in a position where they'll be able to have the opportunity to make as much money as here. Because the offers that we have, some of the offers that we have, like we're one of the offer that we're onboarding at the moment. The top price is 4 million. Like the. It's between 2 to 4 million.

Yeah.

Per. Per deal. Well but so like not many other places we have other ones that are. You know Thales TC he sold four or five mid high six figure deals. He's got a $650,000 deal on the cards at the moment.

Yeah, he's had some big ones.

So you know like. And you know he could get paid more, more per sale elsewhere potentially like from a percentage standpoint. But the offers that we attract are quite high yield.

It's hard to get them consistently. And even if we found those offers, you like for them to be around in 12 months is not likely.

Yeah.

So our, it's our constant rotation and the fact that we probably, I don't know, I would say we probably have serious chats with three a week.

Yeah, well I mean we're also hedged in terms of client accounts. We've always got.

Yeah.

We've always ready to come on board if.

Yeah, we've always hit the fan. So you know the reality is like as a Sales guy. If you're, you know, onboarding yourself onto a new account, like, I would say only one out of every three accounts will work out.

Yep. Yeah.

So, like, you're always better on having to. That's just a better way of doing things.

Particularly if it's high percentage that they're offering you.

Yeah.

So always better off having two. And you need to have, like, a strategy to be able to sell yourself. Like, you need to be able to set yourself above the pack and. And not come in arrogant and come in, like. And never, ever point to the fence. The sales guy comes to me, right? And there's like, I'll close at 60%. My only response would be, what are you going to do if you don't?

Yeah. Prove.

Well, it's not even prove it. It's. All right, cool, man. Like, let's say you close at 40. What are you going to give me?

Yeah.

Because I'm coming in. I'm going to set that as your KPI.

Yeah. Yeah.

So if you close at 40, will you take half the comps?

But also you're making that assumption based on knowing nothing about how we determine clause rate. What if we count your no shows or not?

Yeah. Right.

What the league quality is. How can you say, like, it could be a tough niche. Like, we have niches that wanted to close.

It's.

It's so. It really is, man. Like, what you're selling plays such a large role in what you can close. And people ask me, like, what close rate do you. I go, there's literally no way of knowing that answer. Yeah, we have to get. We have to look at the past three months of data that you have and set that as a baseline and you try and beat it every month.

Yeah.

I go, like. But there are some offers where 30% is stellar. There are some offers where. Yeah, we're like, 60% is like standard.

Yeah.

I mean, we promote guys closing at 30 on some accounts and we fire guys closing at 30. Yeah.

Like at seventh level, I think. I haven't looked at it for like a couple of weeks, but I think we close at 43.

Yeah.

Which is it? That seems down from.

That's some old calls that turn up. Right?

Yeah.

So, like, it's pretty good considering. We're very liberal with it. We put through to a sales call because we like to pipeline people. So 43 is good. I'm super happy with that. It's a very scalable entity. But some of our accounts, like, our lowest account is probably closing at probably.

Like 20 yeah, I'd say maybe like.

High teens, 20, something like that. But it's a biz op offer super high volume issues. You know what I mean? It's just like, you know, it's just, it's never going to be anything too much higher than that. I don't think.

You know what I mean?

Because the average for that industry is around seven to eight. So like we're, we're tracking it, you know, three times better than the average within in that same niche. So, you know, it's sort of a difficult thing. And I think that's why those kind of metrics are kind of, they're something that you track but not something that you really hang your hat on.

Yeah, but.

And then you can have savages. Like you could have an account that closes at 60%. Like for example, TC on one of our accounts is closing at like 90%.

Yeah.

Which everybody else is closing at like 30.

Right.

So it's like, can you really gauge.

Off one person but you exclude him?

Yeah. So the account overall is closing at like 40, but not really.

Yeah, yeah, yeah.

You know, like it's just like it kind of drags the number up a bit.

That account is closing at 30. There's one guy closing at 90.

Yeah.

Who we exclude because it's not exactly.

Right.

He's just too good.

And we collect around $200,000 a week for that account.

Yeah. But back on to like hiring the guys that are going to be the culture fit. Like we had one guy the other week who turned down a three hundred thousand thousand dollar base wage. Plus we've had two guys.

So one guy turned down forty thousand dollars a month retainer, which is insane. Right. And another guy just turned down a $410,000 a year salary because like the culture. So you know, I think like we, we look at people as investments.

Yeah.

You know what I mean?

Heavily. And we invest in them.

Yeah.

And so like I want people who are there for division, not there for the money.

Money.

Like it's super obvious when someone kind of looks at us as a place that you can just come in and make money.

Yeah.

It's very obvious. And it never works out. Like we just, we usually just don't bring them on because we do have kind of a board of studies and we do have a way that we bring people on.

And since we've not been directly involved in that hiring process, we've actually.

Yeah.

We've had some, some of the guys hire people and then they've come through into onboarding. They've looked at the names and gone. I know that guy. Cut.

Yeah.

Like, he will be a cancer in six months.

Yeah.

And it really is, it's like there's, there's not a good culture fit there. But. So I think, like, but you need to have an understanding of the culture of the business that you're going to come into. Absolutely. And, and, and when you come in, it's like, I, I want to be a part of the club. Like, so that, that's what's really going to set you apart. Because, like, if you just come in, like, oh yeah, I'll come in. Smash sales, bro. It's like, how can I add? I want to add value. I want to, I want to be a part of the culture. I want to be here long term. I'd love to know if you guys have any, like, management career pathways, stuff like that. Like, how are you going to know? Because, like, the hiring of employees, it's such a, it's such a draining task on the business. And like, there's so much onboarding needs to go on. Like, what you need to realize is that like, at least at this level, it's not free. Like, first of all, if you're coming in, like, there's not a no risk proposition, we're like, oh, just give me, give me leads and I'll close them. Like, just commission only. Like, it's no risk. It's like, well, first of all, we got to pay for all the infrastructure. I have a guy that has to onboard you. You have to learn the offers. You have to do this. Like, we have to put $10,000 worth of administrative time and effort and people every time we onboard somebody. So it's like there is a burden on our side. So it's like you need to be one super proactive, I think, like, hey, what can I do? Everything that you sent, get it done immediately. If you don't get it immediately, I'll just see later.

Yeah.

If you have to ask questions, like, the first one, the easiest way to.

Get out is ask stupid questions.

Like, find an answer you didn't even try. Like the amount of times that, like when we were running a, that internship, I would boot people out of internship because, like, they would just ask dumb questions. And it wasn't that the question was dumb, it was that you clearly had not tried to solve the problem. Yeah. Which is what it was. But if you came to the exact same question being, I've tried this, I've tried this, I've tried this, I've Tried this. Could you provide me with any guidance on how to fix this problem? I go, yeah, man.

Here you go.

If you go, hey, man, how do I submit this form? I don't know. Press submit. Like, what do I know?

Hey, how do I kind of touch. I can't attach this file. Touch a different one.

Okay.

Work it out. If I have to guide you through how to submit an application, make a.

PDF that said the attachment didn't work, submit that, and then email me it separately. Because the thing is, like, if it were me, like, I would just solve my problem.

Yeah.

And then I would create a workaround. Like when I got, like, when I apologize.

Yeah.

Like our Click Funnels award, for example. Those forms were ridiculous.

Yeah. Right.

So I was like, this isn't going to work because I have to upload too many things. Things. So I created a zip drive, put as much as I could, and then whacked it in there. And then I emailed them on a sidebar going, this is all the additional information that wouldn't fit, given the file limit that you gave me on a Google form.

Yeah.

So I was like, thank you.

Yeah.

And they went, oh, thanks. I was like, sweet. And then I gave him a G drive as well, with all of it in one G drive. And I was like, in case you want it, like, here's just everything. Instead of opening all the files.

Yes.

Save us. Go on that info for your email.

Yeah.

And so, like, I was just like, yeah, let's solve the problem. So, like, I had a lot of people go, hey, man, I don't have a sales call. It's like, okay, do role play.

Say, all right, I don't have a sales call.

Yeah, I'm new. I don't have a sales call.

Okay. Okay.

It's funny how people, like, would do that because they're afraid of not getting in. It's like, no wonder you've never had experience.

Yeah. Yeah.

Make a mistake aggressively.

Yeah.

But, you know, I mean, so. Yeah, that's a big one. Like a lack of initiative. It's like if someone. I used to tell people, I go, I'm sure you'll figure it out. And they go, I don't know how to. I go. And I used to write back, if I have to tell you how to submit something or how to solve a basic problem like this, maybe you're not right for sales.

How are you ever going to make a sale?

Yeah.

You're not teachable.

Right. So initiative is a huge one because, like, you can tell straight away when Someone comes on, everything's done quickly. They're adapting. They log into a portal, scream through it.

Yeah.

They go for it. They ask questions. They're active. They come onto a meeting, their camera's on. If you go to a job meeting on Zoom and your camera's off, no way.

You get it. Yeah.

I just like, hey, bro, like, that is very disrespectful. How about you show me some respect?

If you want something, I don't have a webcam, use your phone. Like, yeah, go buy a webcam.

Why do you not have a webcam? Like, this is your job.

Yeah.

The other one is, like, laziness. Like, clear evidence that you are going to be lazy. Like, we had. We had one guy, me. Well, he'd been with. He'd been with us in the past, and we. We moved on for whatever reasons. It wasn't bad. Like, yeah, doors open if you ever want to come back. And he wanted a special treatment. Like, oh, you know what? I still have to fill out the application interview. I was like, yeah, you know, special.

Yeah.

It's like, oh, yeah.

But you guys said that, you know, there'd be a possibility for me. I'm like, yeah, there is. Here's the application for that possibility. And then, you know, wasn't done. Three days later, I'm like, hey, man, you can do this. Like, you reached out to us. He said, oh, yeah, yeah, I'll get it done. I'll get it done. And then, anyway, two weeks later, it's not done because you want to take the time to do it, right. It's a application form. It takes you not even 10 minutes. Like, the questions are, what's your experience? How long have you been in sales? Like, it doesn't take a rocket science to figure that out. Anyway, I was like, hey, look, this is just clearly not going to work. Like, you still have poor habits, which is why things didn't work out. More than likely that a combination of things. It was, like, deeply offended. You know, at no point did it make it out. Like, there was like, this was a rush. I was like, first of all, you reached out to us for a job. Second of all, I followed you up to say, hey, this hasn't been done yet. If I followed you up to say, hey, this hasn't been done yet. We want to have a look at it. How does that not display that it's a rush? It's like, dude, like, please don't ever go play again. Like, all due respect, you're a good guy, but you're lazy. And that rolls over. And the reason why people say no to $400,000 basis is because we don't let those people in to bring down the culture. And if we did, they would probably leave. So it's not just like, you know.

Like, especially if someone's good, like we'll pay. Like, I mean some of our guys are on some very hefty bases.

Yeah, yeah.

You know, like mid six figure basis. So like our management team is paid very, very well. And the reason why we pay well is one because like we want them, you know, know a lot of them.

Are on, you know, incentive structures.

A lot of them are on 200k plus US dollar basis. Right. And, and the reason is as well is because like, well, you're a good sales guy, so your potential for income is quite high. But I'm putting you in a position to where you never have to stress about it. Well, you can't really make the money because they're not going to give you enough time to do as many sales as what you want to. So I'm going to subsidize that. You know what I mean? Like so. But I think that's, that, that's fair. And I think that we like our overheads are really high. Like our overheads are, you know, 300 plus we a month could run at.

A significantly higher profit margin if we chose to.

Yeah.

If we were frugal. But yeah, yolo, which our next podcast.

When we got three camera angles.

Yeah.

I think like, you know, it's funny, it's like I don't understand the mentality of a business owner who just wants to rape their own business for cash.

Yeah, yeah.

Because like for me, like I would rather make less money. We make a good amount of cash still playing leftover.

Yeah.

But like I'd rather make less and have a bunch of cool people around me. And going to work is really fun.

Enjoy it.

Yeah.

And I think like, I don't know why a lot of business owners don't think that way. Because like if someone's like, hey, like I want to make 20 grand a month and they're awesome culture fit and they're doing killing it and they're doing all this kind of stuff, it's like, okay, I'll figure out bit a little way to get you there, you know, and then it's like just have cool people around you and have fun. And then like work doesn't even feel like work. And then all your zoom calls are super fun. Like our team is awesome.

Like It's.

I get off those calls and I'm like, I can't believe all these cool people work for us.

Yeah.

It's like we invested $100,000 in a retreat. We're going to invest significantly more in.

A lot of the whole build.

No. Right.

It cost more than that.

Yeah, I bet. Yeah.

Yeah.

Because then there's the prizes.

We bought three Breitlings.

Yeah. Yeah.

Well, we actually bought five. We couldn't send two overseas so we just bought new.

That's a good story. We bought Breitlings, had them shipped here and then they wouldn't let us ship them to the States that we had.

To go and buy more and just. Well, they would send us, they would let us if we went and got the paperwork.

But I'm actually wearing one right now.

That's where they were.

This is nice one. It's really nice.

But it was easier just to buy new ones and fill out the paperwork and that's why our profit margin isn't as high.

So it could be. So Barry, if you're watching, if we're not a shareholder, I'll pay you ton of money, you'll be fine.

Yeah, you, you get a good hour.

$15,000 an hour rate is going well for you.

But yeah, if like it's so short sightedness to pillage all the profit out because it doesn't give you the money to invest back in the people.

Yeah.

And what I mean by short sightedness is that like that business isn't around in three years because we haven't spent enough money building.

Boring.

Yeah.

Work's supposed to be fun. So it's like we want people who are like work, work is going to be fun. They enjoy it. Like I was having a chat with TC on the weekend, just yapping over thing and it's like, man, like he's a great dude. Yeah, I like chatting. I can't wait till I can get to the States and meet everyone and have people.

Yeah, maybe, maybe January.

January.

We'll definitely be there in Feb. Be there in Feb.

But yeah, like you know, get to, get to meet everyone, hang out with people because like these are people that we generally have a good time with. And I think like one of, if not the most important metrics for us as a business is like would we have a beer with that person? And if the answer is no, then like what is the point of having even if they are a great sales guy? Because like, it's just there's one sales guy who's a great sales guy. Who's asked to work for us a few times, and we said every time, you know, talking about.

I could picture three.

Yeah.

Just like, that dude would make us a ton of money, but he's a douchebag.

Yeah.

And that just doesn't. It just doesn't. It's just not going to be fun in the long term. And they're going to kind of.

It's not fun for other people. Yeah, yeah.

And it's just like, okay, like, I guess you could segregate them and have them on a special deal, but it's like, ah. That kind of seems like, like a whole thing.

A lot of effort.

Yeah.

And it's like, let's just hire.

Like, why would I want to give that opportunity when I could give it to someone that I enjoy, that deserves it? All right, so. And like, the other thing is, you want the best way to attract talent is to be seen as the place where everyone wants to go because of all the cool that happens.

I get a message from it, top sales guy at one of the top coaching companies saying, like, I am tethered to here right now for this reason. The moment I am not, I would like to be considered for an opportunity because you guys are the best of the best.

Yeah, we get that.

These guys were considered the best. The best about a year ago.

So I think we've probably got half our stealth that have reached half our. That's sinking ship. Oh, that's another story.

Yeah. Yeah.

Two of them actually. Actually last week.

I've got a couple in the real call.

Yeah. Yeah.

So it's super interesting. It's fun times. But yeah, like, I think that's got to be the overarching thing for us. So if you're out there looking for a job, whether it's with us or whether it's with somebody else, here is the synopsis. First of all, don't be. Don't come in thinking that you're all arrogant and cool because, like, at the end of the day, there is a. You need to understand there's an inherent and associated risk with bringing you on as a potential closer employee. Right. There is. There's a risk.

And if you think you're good when you get this apartment, you will find out very quickly that our guys are so much better.

Yeah.

Or maybe they are super good. Yes. You know, but like, maybe you have.

A reason to be arrogant.

Yeah.

Oh, like, there's. There's, like, there's one guy, Tyson, if you're watching Shadow, Tasha, I've tried to hire that guy 10 times, please. He keeps saying no.

Anyway, what's it gonna take you on a siding bonus?

We can talk.

I've offered signing bonuses to a few people a few times. Yeah, they've worked. I'll give you $10,000. Okay, let's go get a million dollar.

Line and just pillage.

Yeah, we thought about that. We thought about that. Just so you know, we thought about getting a million dollar line of equity and just stealing every single top sales guy in the industry anyway. But. Yeah, so do that. Come in, like, have an understanding of the business. I think is really, really important. If you come up with no understanding, knowledge, background, if you haven't consumed the content, gone through, like, and then make sure that you're aggressive but not annoying with your follow up because, like, chances are you're being tested. And make sure that you get everything done quickly. Make sure that you're on top of the ball, and just present yourself as a person in which is easy to work with.

And one last thing that I just realized over enthusiasm, it's like, shut the up. You're not that excited to work for us. You stop sending me 20 videos and voicemails, like, I'm just gonna say, hey, you're a pain in my ass. You're wasting my time. Like, I feel obliged to have to respond to you because the level. Yeah, I don't have time to.

Let's just best example, Luke, who works for us, right?

Yeah.

He was not in sales, so that's. That's hard to get a gig with us if you've never sold before.

Yeah.

So what he did is he watched the vlog blogs and then figured out where we were because he's from Sydney as well.

Yeah.

And then he worked for FedEx at the time, and he FedExed me memes.

Really?

I didn't know this.

Yeah, he FedEx me memes because Cam.

Found the office and bought in.

Yeah.

Scotch for us.

Yeah.

I was like, yeah. So he. He made memes, right? And then FedEx them to me because he's like, everyone else is just gonna meme you into your inbox. I figured I'd stand out from the crowd. Wrote me like a little letter on what he'd like. And I was like, send me his phone number. And I was like, hey, bro, I have to respond to this. This is next level. Came in to an interview in the office wearing a suit, looking all good to go. I said, okay, I'll pay you absolutely nothing to do a bunch of work for the first month. And he goes, I'll take it. And now he's a full time employee. Killing, killing it, killing, killing it.

Killing the game and still, still training dogs.

So, yeah, so yeah, there you go. Now he's. Yeah, he just npqs the dogs. Yeah, he does just love it.

The dog's like barking and he goes, how is that? How is chasing that ball possibly affecting you every time?

What happens if you keep chasing the ball and you never get it? Realize it's just a ball and a tether. Doesn't mean anything. Your mom's dead and you know, take him down.

You're adopted from a shelter. Yeah, exactly.

Yeah.

And somebody cut your balls off when you're an infant. All right guys, if you like this kind of content, make sure you like subscribe. Hit notification bell. If you listen to this as an audio only person, which I think about 70% of you are, make sure you subscribe wherever you are listening and we will see you guys soon.

Thank you guys.

Bye. Put that coffee down. Coffees for closers only.