WEBVTT 1 00:00:00.000 --> 00:00:00.740 Let's go. 2 00:00:01.920 --> 00:00:02.420 Okay. 3 00:00:02.480 --> 00:00:12.099 So thank you for joining Managing the Metrics, which is how to use numbers to coach, to train, and to build a high performing team. 4 00:00:13.040 --> 00:00:13.540 So 5 00:00:14.000 --> 00:00:15.059 consider that 6 00:00:15.585 --> 00:00:17.285 performance metrics are not important 7 00:00:17.905 --> 00:00:19.285 because of what they measure. 8 00:00:20.225 --> 00:00:25.045 But they're important because of what they tell us to pay attention to and they tell us what to do. 9 00:00:25.345 --> 00:00:26.885 So the numbers don't lie. 10 00:00:27.825 --> 00:00:30.485 They tell us the story of the team, of the culture, 11 00:00:31.030 --> 00:00:31.770 of leadership. 12 00:00:32.549 --> 00:00:36.010 And in this session, we're going to move from reporting numbers 13 00:00:36.470 --> 00:00:40.010 to managing through those numbers. That's what we're gonna look at today. 14 00:00:40.230 --> 00:00:45.610 So I'm gonna go over a few things that were promised in the newsletter, and then we're gonna open it up for conversation. 15 00:00:46.845 --> 00:00:49.985 Okay. So I'm gonna put some things up on the screen, 16 00:00:50.445 --> 00:00:53.825 some other sheets or examples of things as we go as well. 17 00:00:53.965 --> 00:00:57.265 And, of course, you're gonna get the recording of this. So 18 00:00:57.725 --> 00:01:00.864 so, Ellie, since you're here, what is it about 19 00:01:01.720 --> 00:01:04.300 metrics performance metrics and the numbers 20 00:01:04.680 --> 00:01:07.420 that is of most interest to you? 21 00:01:11.160 --> 00:01:16.140 In regards to what? Like, I I like to look at, like, conversion and who's converting 22 00:01:17.315 --> 00:01:19.015 however many number of people, 23 00:01:20.035 --> 00:01:21.495 and I like average ticket. 24 00:01:22.355 --> 00:01:22.855 Great. 25 00:01:23.475 --> 00:01:27.575 Okay. Good. Thank you. We'll talk about those. Yeah. So, 26 00:01:28.755 --> 00:01:34.200 the first key is where to look at is to interpret the key performance metrics that tell you 27 00:01:34.740 --> 00:01:37.380 what your team needs, and we're gonna break those down. 28 00:01:37.380 --> 00:01:41.960 So most managers have access to performance metrics either throughout the day. 29 00:01:42.180 --> 00:01:44.119 They may keep them open on their desktop. 30 00:01:44.659 --> 00:01:46.520 You may look at them once a day. 31 00:01:46.955 --> 00:01:49.375 Like, what are your what is your particular 32 00:01:50.475 --> 00:01:50.975 relationship 33 00:01:51.755 --> 00:01:58.495 to how frequently you look at the numbers and what numbers you look you said what numbers you look at, especially close ratio and average sale. 34 00:01:58.795 --> 00:02:03.009 Mhmm. I tend to look at those once a week. I send out an email to staff. 35 00:02:05.549 --> 00:02:08.289 I guess I should say protection is one of them too. 36 00:02:09.229 --> 00:02:14.370 But usually, I look at those once a week on Mondays when I'm kinda doing my office work. 37 00:02:16.995 --> 00:02:22.195 Throughout the day, typically, I'm looking at just kind of where our store sales are at. 38 00:02:22.195 --> 00:02:24.695 I'm not really looking at anything individual. 39 00:02:25.955 --> 00:02:26.455 Okay. 40 00:02:26.835 --> 00:02:29.300 And I can appreciate that just that way. 41 00:02:29.760 --> 00:02:33.860 So in addition to I look at at goal as the primary metric. 42 00:02:34.320 --> 00:02:34.820 Right? 43 00:02:35.360 --> 00:02:39.940 In addition to that, traffic close ratio, average sale, and then revenue per opportunity, 44 00:02:40.480 --> 00:02:44.015 I would look at as the the big the big four. 45 00:02:44.475 --> 00:02:49.215 And then from there, I would start to look at performance metrics like sketching, 46 00:02:50.475 --> 00:02:51.455 and appointments 47 00:02:52.155 --> 00:02:54.655 to see what's happening with those as 48 00:02:55.160 --> 00:02:55.640 as, 49 00:02:56.120 --> 00:02:56.620 tools 50 00:02:57.560 --> 00:02:58.940 to enhance the interaction 51 00:02:59.880 --> 00:03:02.860 and as results and outcomes of the interaction. 52 00:03:03.400 --> 00:03:04.140 And then, 53 00:03:04.440 --> 00:03:07.580 as you said, key product or category performance, 54 00:03:08.200 --> 00:03:09.500 looking at, say, protection, 55 00:03:10.364 --> 00:03:10.864 mattresses, 56 00:03:11.245 --> 00:03:13.745 and financing. And I know that financing, 57 00:03:15.805 --> 00:03:20.305 is a little different across the board, but it's still one of my most important metrics. 58 00:03:21.245 --> 00:03:21.745 So 59 00:03:22.650 --> 00:03:24.830 I look at them, and you might look at them against 60 00:03:25.209 --> 00:03:28.430 last year, against goal, against the previous month 61 00:03:28.970 --> 00:03:31.069 to see sort of where you are 62 00:03:31.690 --> 00:03:32.830 for that. Now 63 00:03:33.450 --> 00:03:38.855 I would also look at them against the industry and Trackwell AI and I are you on that? 64 00:03:40.195 --> 00:03:45.415 Mhmm. So Trackwell AI, which is the door counter for a lot of people that that that, 65 00:03:46.595 --> 00:03:48.295 that's able to sort of 66 00:03:49.400 --> 00:03:49.900 synthesize 67 00:03:50.200 --> 00:03:53.180 the information from the door and other 68 00:03:53.720 --> 00:03:57.180 CRM kind of information like contacts and appointments and, 69 00:03:58.599 --> 00:04:00.540 it does texting, I think, as well. 70 00:04:01.640 --> 00:04:03.660 Trackwell AI puts out monthly 71 00:04:05.435 --> 00:04:06.575 national averages 72 00:04:06.955 --> 00:04:09.855 so that I know that for May, 73 00:04:10.395 --> 00:04:11.295 like, the national 74 00:04:12.075 --> 00:04:13.615 number of ups is 11 75 00:04:14.555 --> 00:04:15.215 a day. 76 00:04:15.995 --> 00:04:16.735 The national, 77 00:04:18.209 --> 00:04:19.990 written business each day. 78 00:04:20.370 --> 00:04:24.789 What the national amount of time is that people spend with an up. 79 00:04:25.490 --> 00:04:29.750 What the national close ratio and average sales are for both mattresses 80 00:04:30.289 --> 00:04:31.030 and furniture. 81 00:04:31.410 --> 00:04:33.110 And I really like that 82 00:04:33.625 --> 00:04:34.905 to look at that as 83 00:04:36.585 --> 00:04:39.705 you know, when someone says, well, they're our top performer, and I say, well, what are they writing? 84 00:04:39.705 --> 00:04:43.405 And they're like, well, they wrote 45,000 last month. And I'm thinking, yikes. 85 00:04:43.705 --> 00:04:47.565 That's like king or queen of a two foot hill, you know, with that. And so, 86 00:04:48.590 --> 00:04:51.970 you know, especially when you look at it against the the national averages. 87 00:04:52.270 --> 00:04:55.889 So I like those so that we can see where do we stack up nationally 88 00:04:56.510 --> 00:04:58.770 against everyone, large and small. 89 00:04:59.950 --> 00:05:02.690 So let's look at the top four. Let's look at 90 00:05:03.085 --> 00:05:04.705 traffic. So we'll start with traffic. 91 00:05:06.044 --> 00:05:11.585 So it's steadily been declining for the last five years, and there's nothing to tell us that that's gonna be any different. 92 00:05:12.604 --> 00:05:15.245 And it's been declining between 811% 93 00:05:15.245 --> 00:05:16.465 for most stores. 94 00:05:18.500 --> 00:05:20.440 How much traffic you need 95 00:05:20.900 --> 00:05:21.800 depends on 96 00:05:22.820 --> 00:05:23.320 on 97 00:05:25.060 --> 00:05:29.220 what you do with it. So what your close ratio I'm with you on that, Allie. 98 00:05:29.220 --> 00:05:32.225 What your close ratio is and what your average sale is. 99 00:05:32.225 --> 00:05:38.705 So that when salespeople say or designers say, we don't have enough traffic, my question is, well, what are you doing with what you've got? 100 00:05:38.705 --> 00:05:41.045 Like, what's your current close ratio and average sale? 101 00:05:41.745 --> 00:05:44.545 Because you may need not you may not need more traffic. 102 00:05:44.545 --> 00:05:46.725 You need to close more of the traffic that you've got. 103 00:05:47.320 --> 00:05:58.780 Higher end stores can get away with less traffic because they can do more project work, which leads to higher close ratios and average sale than say an Ashley or prom or Bob's or a promotional store might do. 104 00:05:59.335 --> 00:05:59.915 And then 105 00:06:00.294 --> 00:06:03.675 we need to watch this in terms of marketing effectiveness, 106 00:06:04.055 --> 00:06:06.715 how many people who are coming in return versus 107 00:06:07.335 --> 00:06:08.075 new opportunities, 108 00:06:08.935 --> 00:06:09.435 and 109 00:06:09.815 --> 00:06:11.835 how much time do we have for downtime 110 00:06:12.550 --> 00:06:14.490 or low traffic time for 111 00:06:14.870 --> 00:06:15.370 appointments 112 00:06:15.830 --> 00:06:17.770 and for training and coaching opportunities. 113 00:06:18.790 --> 00:06:19.690 Right? So 114 00:06:20.470 --> 00:06:22.650 if you and when we look at 115 00:06:23.110 --> 00:06:24.405 staffing the store, 116 00:06:24.965 --> 00:06:29.525 how many people do we need for when we're open and for when high traffic times are? 117 00:06:29.525 --> 00:06:34.965 And it's surprising to me how some people don't really know when their high traffic times are. 118 00:06:34.965 --> 00:06:38.185 But if you just put your store into Google, it will tell you. 119 00:06:38.830 --> 00:06:40.930 If you don't know, it will tell you. 120 00:06:41.550 --> 00:06:45.490 So right. So it's like it's just such a great number. 121 00:06:46.110 --> 00:06:47.490 So do you know, 122 00:06:50.910 --> 00:06:52.690 do you know how many people 123 00:06:52.990 --> 00:06:54.050 each of your 124 00:06:54.695 --> 00:06:56.155 salespeople and designers 125 00:06:56.855 --> 00:06:57.755 need to see 126 00:06:58.375 --> 00:06:59.195 every month 127 00:06:59.575 --> 00:07:01.595 for them to make their goal? 128 00:07:03.095 --> 00:07:04.955 No. I've not picked up. Mm-mm. 129 00:07:05.255 --> 00:07:05.995 So it's 130 00:07:06.470 --> 00:07:10.230 it's a good number for us to have because we really need to give them that. 131 00:07:10.230 --> 00:07:15.530 Like, some of it, we we gotta let them create, but some of it, we really need to give them. 132 00:07:15.830 --> 00:07:18.470 I look at stores that do that do, 133 00:07:18.870 --> 00:07:25.085 house calls, you know, that do do a lot of appointments that they can go anywhere from 60 to 75. 134 00:07:25.085 --> 00:07:27.104 That's how low you can go with them. 135 00:07:27.485 --> 00:07:29.745 But you really have to cultivate projects 136 00:07:30.604 --> 00:07:33.585 because they are big ticket and they take more time. 137 00:07:34.044 --> 00:07:37.310 What I look at from 75 to, say, a 100 138 00:07:37.610 --> 00:07:38.910 is stores that are still, 139 00:07:39.930 --> 00:07:41.470 special order stores 140 00:07:42.330 --> 00:07:42.830 that 141 00:07:44.570 --> 00:07:48.430 they probably do more special order than they do selling off the floor. 142 00:07:49.294 --> 00:07:51.475 And then you could go over a 100 143 00:07:52.014 --> 00:07:53.375 to a 125 144 00:07:53.375 --> 00:07:55.635 per person with a like an Ashley store. 145 00:07:56.735 --> 00:07:57.055 Right? 146 00:07:57.055 --> 00:08:01.955 So when we look at it so when salespeople say they they're always gonna say, I don't have enough traffic, but 147 00:08:02.650 --> 00:08:05.130 depending on what they're doing with the traffic that they're getting. 148 00:08:05.130 --> 00:08:10.509 But we need to know how many do we actually need so that we can give them a shot 149 00:08:11.130 --> 00:08:14.110 to make their goal. We have to provide something like that. 150 00:08:14.745 --> 00:08:15.245 Okay. 151 00:08:16.345 --> 00:08:18.045 Next, close ratio and conversion. 152 00:08:18.505 --> 00:08:21.705 This is like the batting average, and I think that this is probably I'm with you. 153 00:08:21.705 --> 00:08:23.165 This is the critical number. 154 00:08:23.785 --> 00:08:24.285 And, 155 00:08:25.865 --> 00:08:28.525 this is this number is often offset 156 00:08:29.669 --> 00:08:31.289 by what the average sale is 157 00:08:31.750 --> 00:08:36.970 so that I can look at stores that I work with that are very small stores. Some are high close ratio. 158 00:08:37.029 --> 00:08:40.230 Some are not. But when they have a $5,000 159 00:08:40.230 --> 00:08:41.130 average sale, 160 00:08:42.225 --> 00:08:43.845 they can afford to not 161 00:08:45.024 --> 00:08:46.885 close everyone because of that. 162 00:08:47.505 --> 00:08:48.404 Right? But 163 00:08:49.665 --> 00:08:50.165 but 164 00:08:50.704 --> 00:08:53.765 close ratio is a is the is the fundamental 165 00:08:54.899 --> 00:08:56.899 performance indicator because it is 166 00:08:58.180 --> 00:09:00.199 it's what you do with what you get. 167 00:09:00.579 --> 00:09:04.279 And we're gonna get to revenue per opportunity, which I think is even better. But, 168 00:09:06.420 --> 00:09:09.079 what's your close ratio for your store now? 169 00:09:10.785 --> 00:09:11.925 It's lower. 170 00:09:13.024 --> 00:09:16.545 Nick, is what is it? Like a are we running it, like, a 25 171 00:09:16.945 --> 00:09:18.725 Yeah. Because 25%? 172 00:09:18.865 --> 00:09:23.045 I don't know if you remember. Our store I'm in Cascades. We have two storefronts, 173 00:09:23.825 --> 00:09:25.925 so it's a little trickier to count 174 00:09:26.330 --> 00:09:29.230 the number of ups because our two stores are separate. 175 00:09:29.530 --> 00:09:31.230 We have it twice. So 176 00:09:31.530 --> 00:09:33.470 a lot of our ups get counted twice, 177 00:09:34.170 --> 00:09:36.750 but I would say it's around 25%. 178 00:09:37.450 --> 00:09:41.630 So if it's 25 to so do you do you count it or you 179 00:09:43.545 --> 00:09:44.105 We have 180 00:09:44.825 --> 00:09:46.845 because of how our store is laid out, 181 00:09:47.305 --> 00:09:49.005 we will have salespeople 182 00:09:49.385 --> 00:09:53.005 on one side that are counting a customer as an up. 183 00:09:53.385 --> 00:10:00.290 The customer, if they don't get brought over by that salesperson, will go over to the other side and be counted again as a new up. 184 00:10:00.910 --> 00:10:01.410 Right. 185 00:10:02.029 --> 00:10:02.529 Okay. 186 00:10:02.990 --> 00:10:08.290 So that it's consistent is probably what's best. Mhmm. Right. Okay. 187 00:10:09.505 --> 00:10:13.665 Let's look at average sales. So average sale is the easiest number to 188 00:10:14.705 --> 00:10:19.685 the challenge is is it doesn't matter what you increase it to unless you close it. Mhmm. Right? 189 00:10:19.985 --> 00:10:23.765 So high end stores tend to have a higher average sale because of the product, 190 00:10:24.270 --> 00:10:30.530 which makes performance look better, but it's really not about performance as much as it is about product mix. 191 00:10:30.590 --> 00:10:31.730 Mhmm. Right? So 192 00:10:32.910 --> 00:10:39.010 so when we look at both of those together, close ratio and average sale is how we get revenue per opportunity, which is 193 00:10:39.345 --> 00:10:44.964 revenue per opportunity, dollars per up, sales per guest, performance index. It's all the same. 194 00:10:45.425 --> 00:10:45.925 And 195 00:10:46.385 --> 00:10:48.485 and it's do you use that number? 196 00:10:50.144 --> 00:10:50.644 Yes. 197 00:10:51.505 --> 00:10:52.805 We use that typically. 198 00:10:53.630 --> 00:10:54.670 I I don't know. I don't 199 00:10:56.430 --> 00:10:58.350 I'm not such a numbers person. 200 00:10:58.350 --> 00:11:03.730 But, yes, we look at, like, what their average ticket is to make sure that, you know, they're making us money. 201 00:11:04.350 --> 00:11:04.850 Right. 202 00:11:05.790 --> 00:11:07.810 So it's more on, like, an individual 203 00:11:09.015 --> 00:11:09.515 level. 204 00:11:09.895 --> 00:11:12.155 Our store tends to have a higher 205 00:11:14.935 --> 00:11:18.395 average ticket anyway just because we do a lot more custom 206 00:11:19.415 --> 00:11:20.315 sales here. 207 00:11:22.500 --> 00:11:25.959 So I don't know what what to do with it really beyond that. 208 00:11:26.740 --> 00:11:28.279 Okay. Good. So 209 00:11:28.980 --> 00:11:32.600 when we look at revenue per opportunity dollars per up, 210 00:11:33.220 --> 00:11:36.440 the the thing I I love most about this is that 211 00:11:36.815 --> 00:11:40.675 since it's a combination of both close ratio and average sale, it tells you 212 00:11:41.214 --> 00:11:41.714 what 213 00:11:42.894 --> 00:11:44.755 every customer is worth 214 00:11:45.135 --> 00:11:46.834 based on who waits on them. 215 00:11:48.095 --> 00:11:51.875 So if someone has a revenue per opportunity of, say, $7.50 216 00:11:52.209 --> 00:12:01.430 and someone else has a revenue of, opportunity of twelve fifty, I would much rather the $12.50 because they're gonna close more of them and they're gonna close for bigger tickets. 217 00:12:01.730 --> 00:12:02.870 Right? And 218 00:12:04.050 --> 00:12:04.550 and 219 00:12:06.265 --> 00:12:06.765 unlike 220 00:12:08.665 --> 00:12:17.325 most most revenue per opportunity, if you drill down to close ratio and average sale, you're gonna see with the strength and where the deficit actually resides 221 00:12:17.785 --> 00:12:21.245 so that you know in terms of training, where do you wanna lean into, 222 00:12:21.690 --> 00:12:23.630 What's the number that needs a boost? 223 00:12:24.090 --> 00:12:24.590 And 224 00:12:25.530 --> 00:12:29.230 when we look at it, there are really only actually four things 225 00:12:29.770 --> 00:12:30.670 that increase 226 00:12:30.970 --> 00:12:32.190 both close ratio 227 00:12:32.730 --> 00:12:35.710 and average sale. You wanna take a guess at what those are? 228 00:12:37.425 --> 00:12:38.325 I don't know. 229 00:12:38.945 --> 00:12:41.685 Okay. So just Tori, do you wanna guess? 230 00:12:44.305 --> 00:12:44.805 Relationships, 231 00:12:45.185 --> 00:12:45.685 maybe? 232 00:12:46.464 --> 00:12:48.805 Oh, it's a little bit it's a little bit more 233 00:12:49.505 --> 00:12:50.005 more 234 00:12:50.545 --> 00:12:51.765 finite than that. 235 00:12:52.930 --> 00:12:55.110 So what what increases 236 00:12:55.730 --> 00:12:57.590 what actions or tools increase 237 00:12:58.690 --> 00:13:01.030 both increase both close ratio 238 00:13:01.490 --> 00:13:03.590 and average sale? As an example, 239 00:13:04.450 --> 00:13:04.950 protection 240 00:13:05.330 --> 00:13:08.385 increases average sale, but it does not increase close ratio. 241 00:13:17.745 --> 00:13:19.125 Ratio. Thoughts, Tori? 242 00:13:22.800 --> 00:13:23.780 No. I'm sorry. 243 00:13:24.240 --> 00:13:26.020 That's okay. That's why you're here. 244 00:13:26.080 --> 00:13:32.180 So the the four things that increase it are the not in any order, but there are they all matter. 245 00:13:32.320 --> 00:13:32.820 Sketching 246 00:13:33.345 --> 00:13:38.245 increases both close ratio and average sale. You close more people and you close for bigger tickets. 247 00:13:39.024 --> 00:13:39.524 Appointments 248 00:13:40.385 --> 00:13:44.805 of any kind, on the phone, be back appointments, house call appointments, 249 00:13:45.345 --> 00:13:50.180 or virtual appointments. You increase your close ratio and you increase your average sale. 250 00:13:52.800 --> 00:13:54.579 So house call appointments 251 00:13:54.880 --> 00:14:01.940 are four times your average sale. 90% close ratio at the first presentation is what it should be 252 00:14:02.535 --> 00:14:04.635 and what it is when you follow the system. 253 00:14:05.735 --> 00:14:07.735 Feedback appointment, 67% 254 00:14:07.735 --> 00:14:08.555 close ratio. 255 00:14:11.495 --> 00:14:14.235 On the phone, if you close them on the phone, that's a 100. 256 00:14:14.920 --> 00:14:19.880 Because if you're only doing close ratio by traffic count, then start making more appointments on the phone. 257 00:14:19.880 --> 00:14:21.640 If they're gonna go home and measure, say, great. 258 00:14:21.640 --> 00:14:25.080 Let me give you a call at 06:00 after you've measured. We can do it over the phone. 259 00:14:25.080 --> 00:14:27.400 You don't have to come back. That's a 100% 260 00:14:27.400 --> 00:14:29.580 close ratio. One traffic unit, 261 00:14:30.335 --> 00:14:34.435 unless you count it by contacts, and even if you count it by contacts, it's 50%. 262 00:14:36.975 --> 00:14:41.075 Got it? So we've got sketching. We've got appointments. Financing 263 00:14:41.855 --> 00:14:45.420 financing increases both close ratio and average sale. 264 00:14:45.579 --> 00:14:51.200 And it's a whole thing all by itself just like protection is that you've got people that aren't selling, 265 00:14:51.579 --> 00:14:55.260 using protection. They don't see it as a value and all the blah blah blah blah blah. 266 00:14:55.260 --> 00:14:56.880 It's like you gotta use financing. 267 00:14:57.339 --> 00:15:02.195 Financing is not just for people that can't afford furniture if they didn't use it ever ever. 268 00:15:02.975 --> 00:15:04.675 And lastly is mattresses. 269 00:15:05.455 --> 00:15:09.875 Because mattress average sale is above the national average for furniture, 270 00:15:10.815 --> 00:15:13.075 and it's an 80% close ratio. 271 00:15:14.790 --> 00:15:18.090 So if we look at it and say, I wanna improve 272 00:15:18.550 --> 00:15:19.770 revenue per opportunity 273 00:15:20.310 --> 00:15:24.890 and I wanna improve both close ratio and average sale, then it's like, shoot. 274 00:15:25.590 --> 00:15:27.370 I am I'm not going to 275 00:15:28.485 --> 00:15:33.785 focus on everything, but I am gonna focus on the things that drive those numbers up. 276 00:15:36.245 --> 00:15:37.065 Got it? 277 00:15:37.525 --> 00:15:38.025 Okay. 278 00:15:39.525 --> 00:15:40.425 Alright. So 279 00:15:40.920 --> 00:15:44.380 what drive those numbers up? So let's just do that for a second. 280 00:15:45.480 --> 00:15:49.020 If you wanted to increase close ratio as a sales manager, 281 00:15:49.720 --> 00:15:52.380 what are your actions and what are the salespeople's 282 00:15:53.175 --> 00:15:56.875 actions? What actions because actions are the only things that produce results. 283 00:15:57.335 --> 00:15:59.755 What actions will increase close ratio? 284 00:16:03.255 --> 00:16:03.915 I mean, 285 00:16:04.980 --> 00:16:07.640 in our store, at least, we've been 286 00:16:08.980 --> 00:16:15.640 like, when they do their fabric checkouts and whatnot, we have, like, a line on there that gives the appointment date and time. 287 00:16:16.260 --> 00:16:18.040 So we're trying to 288 00:16:20.605 --> 00:16:26.445 have them buy into the appointments being important. Oh, Yoda said do or do not. There is no try. 289 00:16:26.445 --> 00:16:27.185 Right? Yeah. 290 00:16:27.245 --> 00:16:33.245 So lean into that because it's like fabric samples do not leave the store without an appointment to return. 291 00:16:33.245 --> 00:16:34.625 Like, never, never, never. 292 00:16:35.130 --> 00:16:41.230 And, like, and you could charge for them or or say or not charge for them and let them know you don't charge for them. 293 00:16:41.290 --> 00:16:45.790 But if they without an appointment, they are gonna shop with that sample 294 00:16:46.410 --> 00:16:48.714 Yep. And you lost control. 295 00:16:48.714 --> 00:16:52.654 That's why mechanic don't let their tools out of the garage for a good reason. 296 00:16:53.115 --> 00:16:58.415 Yep. Right? And I know so, again but it's a good thing to look at because 297 00:16:59.580 --> 00:17:00.480 speaking to 298 00:17:01.340 --> 00:17:05.359 performance indicators, because that's what they indicate, we have to look a little bit further, 299 00:17:05.740 --> 00:17:08.240 is that are they just using a sample 300 00:17:08.859 --> 00:17:09.840 as a hook, 301 00:17:10.540 --> 00:17:15.040 but it's still, you know, probability to close is, like, 30%, 302 00:17:15.335 --> 00:17:19.595 but they're using it as a hook? Or is it really something that they're that interested 303 00:17:20.295 --> 00:17:21.255 to take a sample home? 304 00:17:21.255 --> 00:17:24.954 And if they're that interested to take a sample home, they're that interested to make an appointment. 305 00:17:25.095 --> 00:17:28.875 The sample becomes their homework that tethers them to that salesperson. 306 00:17:31.470 --> 00:17:32.850 Yeah. Lean into it. 307 00:17:33.950 --> 00:17:37.650 Yeah. I was gonna say the homework is important too and setting intentional 308 00:17:38.190 --> 00:17:39.790 follow-up steps for, 309 00:17:40.270 --> 00:17:42.290 what what's to come next in our timeline. 310 00:17:42.750 --> 00:17:43.730 Without a doubt. 311 00:17:44.265 --> 00:17:45.485 Without a doubt. Absolutely. 312 00:17:45.945 --> 00:17:49.885 So close ratio things are so that would be one. 313 00:17:50.185 --> 00:17:54.265 Right? So letting samples go out so that we can bring it back and close it. Right? 314 00:17:54.265 --> 00:17:56.285 Appointments again. If you make appointments, 315 00:17:56.825 --> 00:18:01.659 you're gonna close it because it increases the serious nature of what we're doing. 316 00:18:06.200 --> 00:18:08.220 Other actions that increase close ratio. 317 00:18:15.165 --> 00:18:17.425 Think following up on quotes within 318 00:18:17.965 --> 00:18:23.265 twenty four hours. I would say that too. Following up on quotes within twenty four hours. And 319 00:18:24.150 --> 00:18:29.930 next in line with that, be prepared to follow-up five times and alter the method of communication. 320 00:18:30.710 --> 00:18:31.210 Mhmm. 321 00:18:31.590 --> 00:18:34.650 Right? But if they're not if they're not gonna do five follow ups, 322 00:18:34.950 --> 00:18:38.250 one is it doesn't matter. You gotta be able to do five. 323 00:18:38.945 --> 00:18:41.285 There was a team I was with the other day, and 324 00:18:41.745 --> 00:18:45.445 the they had worked with the customer. It was a quote, didn't schedule an appointment. 325 00:18:45.985 --> 00:18:48.565 They called them and left four messages. 326 00:18:48.865 --> 00:18:49.685 Four messages. 327 00:18:50.065 --> 00:18:51.845 And the manager said to her, 328 00:18:52.145 --> 00:18:53.125 send him a text. 329 00:18:53.910 --> 00:18:58.010 Bang. Customer called, texted right back. I thought, oh my gosh. 330 00:18:58.390 --> 00:19:00.570 How long is it gonna take us to learn this lesson? 331 00:19:00.710 --> 00:19:04.170 So I would say a couple of things when it comes to increasing close ratio. 332 00:19:04.710 --> 00:19:10.755 Ask for the sale. I know. It's such a duh. But we need to watch for ask for the sale and 333 00:19:11.215 --> 00:19:14.595 get really good at two things, asking discovery questions 334 00:19:14.975 --> 00:19:18.515 and handling objections. They're the flip side of the same hand 335 00:19:19.590 --> 00:19:21.050 because they're the same content. 336 00:19:21.590 --> 00:19:23.370 One is used early in the process. 337 00:19:23.670 --> 00:19:24.650 The other is, 338 00:19:25.270 --> 00:19:28.809 the other is later. If you haven't asked it, it's gonna come up as an objection. 339 00:19:29.590 --> 00:19:32.390 Right? And I'm doing, I think I have 03:00 today. 340 00:19:32.390 --> 00:19:36.105 I'm doing an entire thing just on asking discovery questions. 341 00:19:36.105 --> 00:19:39.405 So if you have anyone who needs to come, sit them in front of the screen. 342 00:19:39.785 --> 00:19:42.445 Okay. What's so in addition to protection, 343 00:19:42.985 --> 00:19:46.285 what else will increase close what else will increase average sale? 344 00:19:49.850 --> 00:19:51.470 How do we get that number up? 345 00:19:59.610 --> 00:20:01.950 Building trust to get more of the project? 346 00:20:02.825 --> 00:20:04.205 I would say that's true. 347 00:20:04.985 --> 00:20:06.925 Building trust to get more of the project. 348 00:20:07.945 --> 00:20:09.245 I think that we have, 349 00:20:10.105 --> 00:20:11.245 excuse me, a phenomenon 350 00:20:11.785 --> 00:20:19.220 in our industry that does we have a few things that we have a lot of things that we say that don't help us because they're limiting beliefs. 351 00:20:19.760 --> 00:20:21.220 And one of them is calling 352 00:20:21.600 --> 00:20:26.880 all this stuff behind me as calling them add ons. It's like it's not an add on. 353 00:20:26.880 --> 00:20:28.660 It's how you complete the room. 354 00:20:29.200 --> 00:20:35.335 So as this I would take on as a mantra, we do complete work. Complete work means it's accurate. 355 00:20:35.335 --> 00:20:39.915 Complete work means we're sketching. Complete work means we're asking all the things we need to ask. 356 00:20:40.055 --> 00:20:43.355 Complete work means we're following up. We do complete 357 00:20:43.815 --> 00:20:47.995 work. And complete work includes accessorizing a space. 358 00:20:49.490 --> 00:20:53.970 Right? Especially and I would lean into, because I know this is not happening. 359 00:20:53.970 --> 00:20:55.670 I did a four part series 360 00:20:56.050 --> 00:21:00.690 for the team in Los Angeles over the last couple of weeks all about house calls. 361 00:21:00.690 --> 00:21:03.270 I have a house call seminar, and we broke it into 362 00:21:03.915 --> 00:21:05.915 one hour meetings or something. And so 363 00:21:07.275 --> 00:21:15.855 and I had people that write, but they're, like, 1 and a half, $2,000,000 writers, but they were the only ones on the call that did accessory house calls. 364 00:21:15.915 --> 00:21:17.295 No one else did it. 365 00:21:17.800 --> 00:21:20.300 No one else. And this is a high end 366 00:21:21.240 --> 00:21:26.140 chain of stores. It's like, wow. How do you not do accessory house calls? Anyway, 367 00:21:26.760 --> 00:21:27.900 there's that. So 368 00:21:28.280 --> 00:21:31.500 making accessories part of doing complete work, 369 00:21:31.955 --> 00:21:37.415 making the rug part of every upholstery sale, making the rug part of every dining room sale. 370 00:21:37.795 --> 00:21:44.855 We used to call them overs and unders, like and for us as managers to be looking at the ticket and say, what are the overs and unders? 371 00:21:44.990 --> 00:21:48.130 Looking at their sketches, what's the overs and unders that you're recommending? 372 00:21:48.750 --> 00:21:49.970 One thing you recommended. 373 00:21:50.590 --> 00:21:53.170 Don't ever write one thing on a ticket either. 374 00:21:53.630 --> 00:21:56.210 Like that. Like, how do we get them thinking, 375 00:21:57.415 --> 00:21:59.015 complete the room, give them 376 00:21:59.575 --> 00:22:08.055 when customers buy a sofa, they expect that a sofa going into a room with existing furniture is going to transform that room, and it never will. 377 00:22:08.055 --> 00:22:15.760 And they're not completely happy, which is why you have salespeople that don't wanna make after delivery phone calls because they say, I don't wanna open an a can of worms. 378 00:22:15.900 --> 00:22:17.840 Another phrase we need to get rid of. 379 00:22:18.540 --> 00:22:19.040 Right? 380 00:22:19.500 --> 00:22:21.020 And so but think about it. 381 00:22:21.020 --> 00:22:25.635 That that is an opportunity that they're not looking at it the way that creates an opportunity. 382 00:22:26.495 --> 00:22:29.295 Okay. I'm all worked up about accessory house calls now. 383 00:22:29.295 --> 00:22:34.275 But that because it's so it's like that's what makes the room beautiful. It's stunning. 384 00:22:34.655 --> 00:22:36.515 And that's what we're looking for, stunning. 385 00:22:37.055 --> 00:22:38.195 Okay. So 386 00:22:38.929 --> 00:22:41.510 I'm gonna give you some other stuff in terms of the metrics. 387 00:22:42.210 --> 00:22:43.030 I recommend 388 00:22:43.490 --> 00:22:44.630 creating quarterly 389 00:22:45.010 --> 00:22:45.510 training 390 00:22:47.490 --> 00:22:48.309 based on 391 00:22:48.690 --> 00:22:50.950 performance improvements that you're looking for. 392 00:22:51.355 --> 00:22:56.174 So number one, establish a revenue goal for the year and a target. For instance, 393 00:22:56.715 --> 00:22:57.995 the example is is, 394 00:22:58.475 --> 00:22:59.674 4,500,000 395 00:22:59.674 --> 00:23:05.115 is the revenue goal, increased close ratio from 25 to 35% by the end of the year. 396 00:23:05.115 --> 00:23:06.575 So, like, pick a target. 397 00:23:08.030 --> 00:23:10.590 And then I would break the I'm gonna show you some things. 398 00:23:10.590 --> 00:23:13.730 I would break the twelve months into quarters and months 399 00:23:15.309 --> 00:23:16.210 with seasonal 400 00:23:16.990 --> 00:23:18.370 I'm gonna share my screen. 401 00:23:18.910 --> 00:23:19.650 With seasonal 402 00:23:23.005 --> 00:23:23.505 numbers. 403 00:23:23.965 --> 00:23:25.345 So if you look here, 404 00:23:26.125 --> 00:23:26.945 we've got 405 00:23:27.645 --> 00:23:28.865 the yearly goal 406 00:23:29.325 --> 00:23:30.945 is 7.2, 407 00:23:31.405 --> 00:23:35.985 but every month is broken in with a three to five year history is broken into 408 00:23:36.390 --> 00:23:39.990 what percentage each month has to 100%. 409 00:23:39.990 --> 00:23:44.410 You gotta fudge it a little bit. And then to the quarters. So you'll notice that 410 00:23:44.790 --> 00:23:46.630 q one is a 31% 411 00:23:46.630 --> 00:23:48.790 quarter. Q two is a 21% 412 00:23:48.790 --> 00:23:52.805 quarter. So that when you start to create your goals for the year, 413 00:23:53.265 --> 00:23:57.605 make the numbers not just one number every month, but make the numbers reflect 414 00:23:58.065 --> 00:23:58.805 the seasonality 415 00:23:59.585 --> 00:24:00.245 of that 416 00:24:00.945 --> 00:24:01.445 target. 417 00:24:02.545 --> 00:24:04.325 Next, let me show you another one. 418 00:24:08.029 --> 00:24:10.370 Then this is for you, for the managers. 419 00:24:10.830 --> 00:24:12.610 Next, you wanna break your 420 00:24:13.309 --> 00:24:13.809 goal 421 00:24:14.429 --> 00:24:18.769 into again, for this one, direct the team that's the manager. 422 00:24:19.195 --> 00:24:27.295 Direct the team to write six hundred thousand twenty twenty six, increase revenue per opportunity from eight ninety six to nine to a thousand. 423 00:24:27.675 --> 00:24:32.015 And then the strategy is to use four channels of performance improvement 424 00:24:32.360 --> 00:24:34.780 for achieving goal, sketching, protection, 425 00:24:35.240 --> 00:24:36.620 mattresses, and appointments. 426 00:24:37.160 --> 00:24:39.020 And then the manager actions, 427 00:24:39.560 --> 00:24:45.740 current performance is at 18, target is 50 for sketching, and then what the quarterly milestones are 428 00:24:46.184 --> 00:24:48.924 to achieve 50 by q four. 429 00:24:49.465 --> 00:24:53.404 And that's true across the board, and then the sales manager actions 430 00:24:54.105 --> 00:24:55.725 that would go along with 431 00:24:56.585 --> 00:25:00.365 having those numbers be achieved. Not what the salespeople are doing, 432 00:25:00.780 --> 00:25:02.720 but what the managers are doing. 433 00:25:06.700 --> 00:25:07.440 Got that? 434 00:25:08.700 --> 00:25:09.200 Okay. 435 00:25:09.980 --> 00:25:14.880 And then the last one I want to show you is also about you, 436 00:25:15.420 --> 00:25:16.240 which is, 437 00:25:16.675 --> 00:25:17.175 whoops, 438 00:25:18.195 --> 00:25:18.935 which is 439 00:25:20.835 --> 00:25:23.335 how am I gonna organize my time 440 00:25:24.115 --> 00:25:24.615 every 441 00:25:25.235 --> 00:25:26.295 every month 442 00:25:26.995 --> 00:25:31.919 to hit that target? So this one is about sketching. Increased close whoops. Sorry about that. 443 00:25:31.919 --> 00:25:34.980 Increased close ratio to 30 per 32%. 444 00:25:35.360 --> 00:25:38.899 And then this is when the sales meetings are gonna be on on Wednesdays. 445 00:25:40.399 --> 00:25:46.500 And they're all about sketching and about making appointments, handling objections, because this is about increasing close ratio 446 00:25:46.835 --> 00:25:55.015 and where the meetings and the huddles are gonna be as well as what contest are gonna run for that particular month that reflect what the targets are. 447 00:25:55.235 --> 00:25:57.495 So everything works together. 448 00:25:58.595 --> 00:26:01.095 Everything works together, but it's gonna start 449 00:26:01.770 --> 00:26:02.910 with the manager. 450 00:26:03.610 --> 00:26:04.110 Because 451 00:26:04.730 --> 00:26:05.230 performance 452 00:26:06.010 --> 00:26:06.510 performance 453 00:26:10.810 --> 00:26:14.350 metrics are actually indicators. They indicate something 454 00:26:15.435 --> 00:26:18.335 I'm gonna stop sharing now. They indicate something 455 00:26:19.355 --> 00:26:22.815 that we need to pay a little bit more attention to, and that 456 00:26:23.195 --> 00:26:23.695 requires 457 00:26:24.075 --> 00:26:24.575 observation. 458 00:26:25.435 --> 00:26:28.415 And I don't know what it's like for you, but 459 00:26:30.029 --> 00:26:30.529 observations 460 00:26:32.269 --> 00:26:37.470 and and data go hand in hand. So that if someone's got a 26% 461 00:26:37.470 --> 00:26:38.289 close ratio, 462 00:26:39.230 --> 00:26:40.850 the team is at, 463 00:26:42.794 --> 00:26:43.615 let's say 464 00:26:43.995 --> 00:26:46.335 let's say the standard is 28, 465 00:26:46.715 --> 00:26:49.774 performers are at 20 performers at 26, 466 00:26:49.914 --> 00:26:51.534 the goal is 32, 467 00:26:52.235 --> 00:26:57.695 then this is probably a training and a coaching thing based on what the team's performing at 468 00:26:58.050 --> 00:26:59.030 and what the, 469 00:27:01.170 --> 00:27:01.990 what the 470 00:27:02.770 --> 00:27:04.710 individual is performing at. 471 00:27:05.890 --> 00:27:06.390 So 472 00:27:07.410 --> 00:27:09.590 I recommend three to five observations 473 00:27:10.210 --> 00:27:11.030 per person. 474 00:27:11.810 --> 00:27:13.590 And I'm gonna show you 475 00:27:14.905 --> 00:27:18.125 And, Ally, you've seen this before. I don't know that Tory has, but 476 00:27:18.425 --> 00:27:23.885 so this is my seller to schedule a checklist, which as you can see is a checklist. Oops. 477 00:27:24.025 --> 00:27:25.965 I'm not sharing the screen. Sorry. 478 00:27:28.090 --> 00:27:29.870 Which you can see is a checklist. 479 00:27:30.409 --> 00:27:33.230 And so every step so if you were to observe 480 00:27:34.970 --> 00:27:35.629 the salesperson 481 00:27:36.730 --> 00:27:38.990 from start from the time they greet someone 482 00:27:39.450 --> 00:27:42.669 until they walk them to the door when the interaction is over, 483 00:27:43.135 --> 00:27:45.395 you get to watch all of their actions 484 00:27:45.855 --> 00:27:46.355 from 485 00:27:46.735 --> 00:27:47.475 the connection, 486 00:27:48.095 --> 00:27:49.475 the discovery questions, 487 00:27:49.934 --> 00:27:50.914 sales presentation, 488 00:27:51.535 --> 00:27:52.595 handling objections, 489 00:27:53.215 --> 00:27:54.195 getting the sale, 490 00:27:54.895 --> 00:27:56.115 all the way through. 491 00:27:56.509 --> 00:27:59.250 And just to begin to find 492 00:27:59.870 --> 00:28:01.889 consistent, inconsistent actions, 493 00:28:02.509 --> 00:28:05.250 all of which contribute to increasing performance. 494 00:28:05.710 --> 00:28:08.370 All of it. But without us observing them, 495 00:28:09.465 --> 00:28:12.605 the data is not enough. We tend to go into data 496 00:28:16.184 --> 00:28:17.725 and make something up. 497 00:28:18.184 --> 00:28:22.045 And then when we observe them without some sort of objective format 498 00:28:22.519 --> 00:28:23.899 to manage our observations, 499 00:28:24.519 --> 00:28:27.019 we're gonna observe them to look for evidence 500 00:28:27.799 --> 00:28:34.059 to what we already believe versus a more scientific method, which is let me find out what's happening 501 00:28:34.600 --> 00:28:37.500 and then let me test it against some other 502 00:28:37.965 --> 00:28:38.865 similar actions 503 00:28:39.725 --> 00:28:41.345 and see what's really happening. 504 00:28:41.965 --> 00:28:43.745 Right? Because it's easy to say 505 00:28:44.125 --> 00:28:47.485 someone's not closing enough. They should be asking for the sale more often. 506 00:28:47.485 --> 00:28:49.025 It's like, well, that's probably true. 507 00:28:49.405 --> 00:28:54.059 But it's likely that they're probably not asking enough discovery questions and they're not sketching enough 508 00:28:54.760 --> 00:28:55.740 just as much. 509 00:28:56.600 --> 00:28:58.059 Okay? Makes sense? 510 00:28:59.080 --> 00:29:03.179 Alright. So what questions do you have so far about the metrics? 511 00:29:03.559 --> 00:29:04.860 The four big metrics, 512 00:29:05.255 --> 00:29:08.075 the ones that contribute to them like sketching and appointments, 513 00:29:08.935 --> 00:29:11.355 and and as well as other, 514 00:29:12.455 --> 00:29:13.515 tools like 515 00:29:13.815 --> 00:29:14.315 met, 516 00:29:14.935 --> 00:29:15.435 protection, 517 00:29:16.535 --> 00:29:17.035 mattresses, 518 00:29:17.335 --> 00:29:17.835 financing. 519 00:29:18.375 --> 00:29:21.710 What questions do you have as any of those toward performance? 520 00:29:22.809 --> 00:29:24.990 I have a general question just about, 521 00:29:26.090 --> 00:29:29.390 the breaking it down your goals. I actually did that after 522 00:29:30.809 --> 00:29:33.230 one of your videos a few months ago. 523 00:29:35.095 --> 00:29:37.035 One of the things you said that is 524 00:29:37.895 --> 00:29:42.315 you don't wanna miss a quarter because if you miss a quarter, you won't catch up. Well, 525 00:29:42.775 --> 00:29:44.155 we miss our first quarter. 526 00:29:44.615 --> 00:29:46.235 So how can I 527 00:29:47.095 --> 00:29:48.795 what would be the best way 528 00:29:49.175 --> 00:29:50.155 to work on 529 00:29:51.150 --> 00:29:52.270 making that up? 530 00:29:52.270 --> 00:29:57.330 Like, how do I incorporate that into the goals going forward for the rest of the year? 531 00:29:58.190 --> 00:30:01.890 Well, I would so thank you for that question. So, personally, 532 00:30:02.190 --> 00:30:05.090 I wouldn't let it I wouldn't let the deficit 533 00:30:06.125 --> 00:30:07.425 exceed the next quarter. 534 00:30:07.965 --> 00:30:09.665 I would wanna make it up then. 535 00:30:09.965 --> 00:30:15.405 And then to look at your strong performers to help you to do that. Okay. Right? 536 00:30:15.405 --> 00:30:19.505 It's not when you wanna make up a deficit, it's not a time to put in 537 00:30:20.429 --> 00:30:23.490 the brand new people or the lowest performers to do that. 538 00:30:23.870 --> 00:30:25.330 Right? And so 539 00:30:25.789 --> 00:30:26.610 you might 540 00:30:27.309 --> 00:30:28.130 play with 541 00:30:28.750 --> 00:30:32.210 like, I'm a big fan of not using first in first up rotation 542 00:30:33.105 --> 00:30:34.485 for but rather 543 00:30:34.785 --> 00:30:35.845 having rotation 544 00:30:36.465 --> 00:30:37.525 be the earned 545 00:30:38.145 --> 00:30:38.645 position 546 00:30:39.345 --> 00:30:44.565 such that if you've got the highest close ratio, I want you to take the first person that comes in the door. 547 00:30:45.105 --> 00:30:47.365 So the so I would reward rotation 548 00:30:48.799 --> 00:30:49.700 I would reward 549 00:30:50.159 --> 00:30:50.659 rotation 550 00:30:51.120 --> 00:30:53.220 by based on what their close ratio is. 551 00:30:54.880 --> 00:30:57.600 Okay. That's interesting. We've never done that here. 552 00:30:57.600 --> 00:31:01.700 But most people don't because it doesn't seem fair and met most people, 553 00:31:02.385 --> 00:31:06.225 owners and managers, think that rotation has something to do with fairness. 554 00:31:06.225 --> 00:31:08.005 It has nothing to do with fairness. 555 00:31:08.705 --> 00:31:13.665 Rotation's only function is to make sure that the person who's up is really up. 556 00:31:13.665 --> 00:31:15.425 But I don't even think that we have 557 00:31:17.090 --> 00:31:17.590 so 558 00:31:17.890 --> 00:31:20.530 up is like a verb, a noun. It's, you know, all that. 559 00:31:20.530 --> 00:31:26.710 And so when you're up, are you really up to close the person that comes in, or are you somewhere in the vicinity? 560 00:31:29.265 --> 00:31:35.685 So I don't think that we honor being up at the level that's gonna produce the outcome that we're looking for. 561 00:31:36.225 --> 00:31:39.345 But I would do that. I would have people rotate it that way. 562 00:31:39.345 --> 00:31:40.965 There's a team I work with in the Midwest, 563 00:31:41.425 --> 00:31:46.179 and they do not only did they do that, but if you've had two days off, 564 00:31:46.559 --> 00:31:48.260 you're not in the first three. 565 00:31:49.200 --> 00:31:54.260 If you've been off for two days, you're not in the first three because you're probably your head's not in the game. 566 00:31:55.735 --> 00:31:58.395 Right? So they know that their early mornings, 567 00:31:58.774 --> 00:32:00.294 they close more in the morning. 568 00:32:00.294 --> 00:32:05.355 So they want people in the morning in rotation up who are gonna close those people. 569 00:32:05.414 --> 00:32:09.575 I know it's it's ballsy to do, but they have a 57% 570 00:32:09.575 --> 00:32:10.395 close ratio. 571 00:32:12.080 --> 00:32:14.660 And it's real because they have an actual person 572 00:32:15.040 --> 00:32:15.860 doing it. 573 00:32:19.760 --> 00:32:22.740 I love that stuff so much because it breaks all the rules. 574 00:32:23.404 --> 00:32:27.565 All this all the foolish rules that we just do because we've always done them that. Alright. 575 00:32:27.565 --> 00:32:28.705 Did that answer your question? 576 00:32:29.885 --> 00:32:30.705 Okay. Good. 577 00:32:31.005 --> 00:32:33.245 Alright. So I wanna show another thing. 578 00:32:33.245 --> 00:32:35.904 So I'm gonna get rid of this, but I wanna show something else. 579 00:32:38.030 --> 00:32:40.929 And that is I'm gonna put this is a spreadsheet 580 00:32:41.230 --> 00:32:42.049 for performance. 581 00:32:43.070 --> 00:32:44.130 Alright? So, 582 00:32:46.669 --> 00:32:49.650 I would say training comes first and then coaching. 583 00:32:50.085 --> 00:32:54.325 So when we look at this team and I like this and I of course, this I made this up. 584 00:32:54.325 --> 00:32:55.784 But I like this spreadsheet 585 00:32:56.725 --> 00:32:57.225 because, 586 00:33:00.725 --> 00:33:06.320 of all that it contains starting with the number of people they saw, the number of sales, close ratio, total 587 00:33:06.780 --> 00:33:07.280 sales, 588 00:33:07.740 --> 00:33:08.240 average, 589 00:33:08.860 --> 00:33:11.039 revenue per guest, number of hours 590 00:33:11.500 --> 00:33:14.080 worked, and how much per hour that they're generating. 591 00:33:16.139 --> 00:33:17.200 The number of sketches, 592 00:33:17.580 --> 00:33:20.080 percentage of sketches to total that they've seen, 593 00:33:21.164 --> 00:33:22.705 protection total numbers, 594 00:33:23.085 --> 00:33:25.264 protection percentage to total volume, 595 00:33:25.884 --> 00:33:26.945 number of appointments, 596 00:33:27.325 --> 00:33:29.585 percentage of appointments to people seen, 597 00:33:30.284 --> 00:33:38.580 volume in mattresses, percentage of mattresses to their total business, and then percentage of finance percentage of of their business that was financed. 598 00:33:39.200 --> 00:33:41.860 I like this because it's got everything in it that we need. 599 00:33:42.080 --> 00:33:46.259 The other thing I like about it is that if you go down to here, twelve and thirteen, 600 00:33:46.799 --> 00:33:49.539 it's got what the goal is for that metric 601 00:33:49.945 --> 00:33:52.365 and what the standard is for that metric. 602 00:33:52.905 --> 00:33:58.605 So in this case, the standard is this team is the standard is 90. So their marketing 603 00:33:59.465 --> 00:34:04.890 is intended that every one of their sales associates is gonna see 90 people at least a month. 604 00:34:04.970 --> 00:34:06.750 That's what they want them to do. 605 00:34:07.450 --> 00:34:13.230 The goal is to do a 110 because they think that there's a little more in there, but you can't do less than 90. 606 00:34:14.090 --> 00:34:18.590 And I wanna say something because this came up with, a a client the other day. 607 00:34:20.435 --> 00:34:23.735 When we set standards, we have to have a goal. 608 00:34:24.275 --> 00:34:25.715 Because I was working with the team. 609 00:34:25.715 --> 00:34:29.495 They've got outside it's an it's a trade show, and they've got outside salespeople. 610 00:34:29.955 --> 00:34:33.094 And he said, well, the standard is that you've gotta make 611 00:34:33.659 --> 00:34:34.880 make eight outside 612 00:34:35.260 --> 00:34:38.480 appointments every week. I said, yeah. But what's the goal? 613 00:34:39.339 --> 00:34:42.000 He said, well, what do you mean? He said, well, you know, the expectation 614 00:34:42.300 --> 00:34:44.480 is and it's like, yeah. But that's the expectation, 615 00:34:44.859 --> 00:34:46.159 which is the standard. 616 00:34:47.335 --> 00:34:52.555 So I get that the expectation should be eight, but the goal should be 12 to 15. 617 00:34:53.415 --> 00:34:56.395 Right? That when we set a standard with them as a metric, 618 00:34:56.695 --> 00:35:00.395 we wanna make sure that we have a goal. Same thing here. We've got a standard. 619 00:35:00.455 --> 00:35:03.500 You can't meet in rotation unless you hit 20% 620 00:35:03.880 --> 00:35:06.300 close ratio, but the goal is 38. 621 00:35:06.680 --> 00:35:08.220 Average sale, 2,000 622 00:35:08.600 --> 00:35:11.180 for standard goal of of 3,000. 623 00:35:11.400 --> 00:35:15.820 So that when we start to look at the bottom here and get a real sense 624 00:35:16.445 --> 00:35:23.345 for the standards and the goals, and then we look up into the totals, because the totals tell a lot. 625 00:35:24.125 --> 00:35:26.385 When we look at the totals and say, 626 00:35:26.845 --> 00:35:27.985 is the team 627 00:35:28.445 --> 00:35:28.945 performing 628 00:35:29.645 --> 00:35:33.859 above the standard and near the goal? Have they exceeded the goal? 629 00:35:34.799 --> 00:35:36.900 So again, if we look at, 630 00:35:37.839 --> 00:35:40.480 close ratio, they're 33% 631 00:35:40.480 --> 00:35:43.780 which is closer to the goal than it is to the standard. Yay. 632 00:35:44.555 --> 00:35:47.055 Same thing with average sale, $26.80. 633 00:35:47.195 --> 00:35:47.935 It's like 634 00:35:48.315 --> 00:35:51.375 just it's a little closer to the goal than it is the standard. 635 00:35:53.835 --> 00:35:54.715 $8.96 636 00:35:54.715 --> 00:35:57.375 for revenue per opportunity, again, same. 637 00:35:59.190 --> 00:36:02.970 But when we start to look over here at the behaviors 638 00:36:04.310 --> 00:36:05.210 that impact 639 00:36:05.590 --> 00:36:08.090 the right side that impacts the left side, 640 00:36:08.630 --> 00:36:09.690 because we have 641 00:36:10.070 --> 00:36:10.970 a performance 642 00:36:11.495 --> 00:36:13.595 standard for per for protection 643 00:36:14.215 --> 00:36:15.255 of 4%, 644 00:36:15.255 --> 00:36:19.035 a goal of seven, but they're as a team, they're at four. 645 00:36:20.055 --> 00:36:21.115 We have a performance 646 00:36:21.575 --> 00:36:22.715 standard for appointments 647 00:36:23.495 --> 00:36:27.330 at ten with a goal of 20, and they're at 17. 648 00:36:27.790 --> 00:36:32.130 Same thing with mattresses. So so we look at it. It's like, wait a second. 649 00:36:32.190 --> 00:36:34.130 I think we need if we're performing 650 00:36:34.830 --> 00:36:37.650 at 4%, which is just at standard, 651 00:36:40.645 --> 00:36:43.224 And then we need to be doing more training with protection. 652 00:36:43.765 --> 00:36:47.224 More training, more coaching, more practice, more role plays. 653 00:36:47.845 --> 00:36:50.885 Right? Same thing with sketches. 25% 654 00:36:50.885 --> 00:36:54.170 is the standard. 60 is the goal. They're at 34. 655 00:36:54.170 --> 00:36:58.670 We need to work on sketches more. So when we see the gross numbers, 656 00:36:59.050 --> 00:37:02.349 that indicates what the training needs to be for the team. 657 00:37:02.650 --> 00:37:05.230 But when we look at the individual performance, 658 00:37:05.785 --> 00:37:09.085 that's gonna tell us where they need coaching, especially if 659 00:37:09.465 --> 00:37:12.525 you've got if we look over here with close ratio, 660 00:37:13.865 --> 00:37:15.085 standard is 20, 661 00:37:15.785 --> 00:37:20.365 goal is 38, the team's at 33, but we look up at Pat who's at 17. 662 00:37:22.560 --> 00:37:23.620 Like, Pat needs 663 00:37:24.160 --> 00:37:25.540 she Pat needs coaching. 664 00:37:25.840 --> 00:37:30.980 Because the team doesn't need another training session on close ratio, but Pat certainly needs training. 665 00:37:31.360 --> 00:37:33.060 She needs additional help. 666 00:37:33.360 --> 00:37:36.500 And that would also go same thing with Quinn 667 00:37:37.075 --> 00:37:38.135 over here with 668 00:37:38.515 --> 00:37:42.855 he's just under it, but he or she is just under 2,000. 669 00:37:43.635 --> 00:37:47.015 But that's the standard. And standard, not hitting standard, 670 00:37:47.475 --> 00:37:50.375 should be sort of automatic coaching opportunity. 671 00:37:51.660 --> 00:37:53.520 So my question to you is, 672 00:37:54.300 --> 00:37:55.119 when you 673 00:37:55.420 --> 00:37:58.160 when you how do you look at the performance 674 00:37:58.460 --> 00:38:00.000 of your entire team 675 00:38:00.460 --> 00:38:01.520 and the individuals 676 00:38:01.980 --> 00:38:02.880 on your team 677 00:38:03.180 --> 00:38:06.079 so that you know, is this a training issue 678 00:38:06.525 --> 00:38:08.065 or is this a coaching issue? 679 00:38:14.845 --> 00:38:20.785 I don't have anything like this with, like, the sketches and and whatnot all in one spot. 680 00:38:21.300 --> 00:38:26.760 I think this is something that would be really helpful, and I do think it was probably a a coaching 681 00:38:27.700 --> 00:38:29.160 concern in our store. 682 00:38:32.340 --> 00:38:35.960 But I like that this is super organized to show, like, 683 00:38:36.725 --> 00:38:41.785 improving this is going to improve this, and it's just kind of like a trickle down effect. Exactly. 684 00:38:42.245 --> 00:38:47.625 And I I think it's it the organization of all of these statistics in one spot 685 00:38:48.085 --> 00:38:49.225 is is what, 686 00:38:50.250 --> 00:38:53.230 at least, what I'm struggling with as far as Yes. Goes. 687 00:38:54.010 --> 00:38:55.950 So what system are you using? 688 00:38:57.050 --> 00:39:01.790 I mean, we get reports through our profit systems and whatnot from notifications 689 00:39:02.090 --> 00:39:02.750 and whatnot. 690 00:39:04.025 --> 00:39:08.185 That gets sent to us. We get, you know, last hundred twenty days. We get monthly results. 691 00:39:08.185 --> 00:39:09.405 We get daily results, 692 00:39:09.865 --> 00:39:12.445 but it's all in different places. We have 693 00:39:12.745 --> 00:39:14.445 our own personal store 694 00:39:14.985 --> 00:39:17.485 protection information that's in another spreadsheet. 695 00:39:17.785 --> 00:39:18.525 We've got 696 00:39:20.079 --> 00:39:24.339 financing in another so it's just it's not all consolidated in one place. 697 00:39:26.559 --> 00:39:27.859 Yeah. And I know that 698 00:39:28.240 --> 00:39:29.460 that profit is 699 00:39:29.760 --> 00:39:31.220 is better at 700 00:39:31.520 --> 00:39:33.380 putting more information in 701 00:39:33.684 --> 00:39:37.944 and that there's more in the system that is often programmed to be used. 702 00:39:38.325 --> 00:39:42.424 So you might look and see how it could it be better than it is 703 00:39:43.125 --> 00:39:45.625 just within that system to give you 704 00:39:46.005 --> 00:39:47.865 a real clear data 705 00:39:48.325 --> 00:39:49.145 like this? 706 00:39:50.060 --> 00:39:51.340 So I think it I think you're right. 707 00:39:51.340 --> 00:39:57.520 It makes a difference that if we have to pull a lot of reports together to get a picture, it just makes it more cumbersome. 708 00:39:58.140 --> 00:39:58.640 Mhmm. 709 00:39:59.180 --> 00:39:59.680 Yeah. 710 00:40:00.300 --> 00:40:02.480 Tory, anything you wanna add to this? 711 00:40:03.585 --> 00:40:04.465 I'm so sorry. 712 00:40:04.465 --> 00:40:10.484 I just took a client phone call that I had to take, so I kinda missed out what you guys were talking about. 713 00:40:10.785 --> 00:40:13.365 Okay. That's great. We're just talking about 714 00:40:13.665 --> 00:40:20.270 having a a spreadsheet with the data on it so that you can have a snapshot of where things are. 715 00:40:20.569 --> 00:40:22.349 If you're I know tools to 716 00:40:22.890 --> 00:40:27.470 tools to win, tools to be first. They they have a good spreadsheet. 717 00:40:28.755 --> 00:40:30.535 I know Prophet has a good spreadsheet, 718 00:40:31.154 --> 00:40:34.055 and those are two of the ones that get probably used the most. 719 00:40:35.075 --> 00:40:37.815 Oh, it is Well, Ashey, I work with Tory. 720 00:40:39.875 --> 00:40:40.615 We actually 721 00:40:41.394 --> 00:40:42.934 this will be more of, like, 722 00:40:43.474 --> 00:40:43.974 gen, 723 00:40:45.069 --> 00:40:46.290 so, like, our managers' 724 00:40:47.790 --> 00:40:50.530 kinda responsibility to go through all of these. 725 00:40:51.630 --> 00:40:53.170 We don't really have 726 00:40:54.109 --> 00:40:55.410 a tool for, 727 00:40:55.869 --> 00:40:58.210 like, hours spent with clients. 728 00:40:59.015 --> 00:41:00.795 Are you with decorative materials? 729 00:41:01.175 --> 00:41:06.475 Correct. Yes. So but what you do have, though, is you I you used to use HubSpot. 730 00:41:08.215 --> 00:41:11.675 We no longer use HubSpot. We use a new integrated, 731 00:41:12.455 --> 00:41:12.955 system. 732 00:41:13.839 --> 00:41:17.780 But and that it that it does account for, like 733 00:41:19.200 --> 00:41:22.099 this will be a little bit more of, like, our outreach. 734 00:41:22.400 --> 00:41:28.099 In our positions, it will be more of, like, how many hours we are, but it's not really related at like, 735 00:41:28.615 --> 00:41:30.715 so related to, like, 736 00:41:31.655 --> 00:41:32.395 like, linear 737 00:41:32.775 --> 00:41:33.275 to 738 00:41:34.215 --> 00:41:39.595 this amount of hours equals this amount of, like, profit or, like, money spent, 739 00:41:40.135 --> 00:41:42.235 but or time spent to 740 00:41:42.560 --> 00:41:44.420 to what the client is purchasing. 741 00:41:45.119 --> 00:41:46.740 Yes. But we do have 742 00:41:47.200 --> 00:41:49.460 a system in terms of, like, the tiers 743 00:41:49.920 --> 00:41:50.900 of how we 744 00:41:53.600 --> 00:41:55.140 classify our clients 745 00:41:55.600 --> 00:41:56.740 for outreach. 746 00:41:57.105 --> 00:41:57.765 So in 747 00:41:58.145 --> 00:42:00.085 other words, the clients that are already, 748 00:42:01.345 --> 00:42:11.025 loyal to us, we have into, like, a first category, and then we have, like, a second category that is the people that we are trying to get to that one, number one category. 749 00:42:11.025 --> 00:42:14.440 And then we have a third that is a little bit more of, like, 750 00:42:16.819 --> 00:42:21.079 we try to you know? So it's it's like the strategies of how much 751 00:42:21.540 --> 00:42:22.440 time we spend, 752 00:42:23.460 --> 00:42:30.275 doing outreach to those people. Yes. But we're still learning on Yeah. Terms of, like, what not what 753 00:42:31.135 --> 00:42:36.915 our time spent in the showroom or time spent in actual appointments, what that translate into, 754 00:42:40.095 --> 00:42:43.170 how much they spend and how profitable those clients are. 755 00:42:43.410 --> 00:42:48.530 So, sure, right now, this is good information for us to see how you how you do it and, like, see examples. 756 00:42:48.530 --> 00:42:50.630 But at this point, we're not really kinda 757 00:42:51.809 --> 00:42:52.869 quite yet there. 758 00:42:53.329 --> 00:42:56.290 Yes. And I would say and this is for Jen as well. 759 00:42:56.290 --> 00:43:00.165 So feel free to when you get the link for this, feel free to share it with Jen that Yeah. 760 00:43:00.165 --> 00:43:03.865 I would say that what we wanna be looking at is we wanna look at, 761 00:43:04.885 --> 00:43:05.385 again, 762 00:43:05.845 --> 00:43:10.425 there's classifying our accounts. So there are trade showroom primarily in in Colorado. 763 00:43:10.885 --> 00:43:11.385 And, 764 00:43:12.645 --> 00:43:13.865 you wanna look at 765 00:43:17.420 --> 00:43:18.320 what are 766 00:43:19.180 --> 00:43:20.240 quote to close, 767 00:43:20.780 --> 00:43:23.840 like, visit to quote, quote to close, 768 00:43:24.460 --> 00:43:24.960 time, 769 00:43:25.340 --> 00:43:27.520 and ratio are. How much time 770 00:43:27.984 --> 00:43:33.125 so that you could that's a metric to reduce. I wanna reduce from quote to close time. 771 00:43:33.585 --> 00:43:34.565 It might be 772 00:43:35.185 --> 00:43:39.825 forty five days. Let's get it to forty, then let's get it to thirty eight. Right? 773 00:43:39.825 --> 00:43:43.525 That as well as average sales. So those are two 774 00:43:43.930 --> 00:43:44.910 that you can 775 00:43:45.290 --> 00:43:48.030 that would have a direct relationship to account 776 00:43:48.890 --> 00:43:49.390 development 777 00:43:50.330 --> 00:43:51.070 and outreach. 778 00:43:52.810 --> 00:43:54.190 So thank you for that. 779 00:43:54.490 --> 00:43:55.710 Okay. So 780 00:43:58.815 --> 00:44:03.315 so last thing that we wanna look at is and I'm gonna stop sharing this again. 781 00:44:03.615 --> 00:44:06.035 So last thing that we wanna look at is 782 00:44:07.295 --> 00:44:10.335 what the what the numbers actually mean. So 783 00:44:11.340 --> 00:44:14.800 and this is for really for the sales managers because 784 00:44:17.260 --> 00:44:19.040 the reality is is that 785 00:44:20.460 --> 00:44:21.120 the performance 786 00:44:21.420 --> 00:44:22.960 metrics are as much 787 00:44:23.340 --> 00:44:26.235 a measure of the sales manager's performance 788 00:44:26.615 --> 00:44:28.155 as they are of the salespeople's 789 00:44:28.535 --> 00:44:29.035 performance. 790 00:44:32.135 --> 00:44:32.635 Right? 791 00:44:33.095 --> 00:44:33.915 So that, 792 00:44:35.255 --> 00:44:35.905 it's a 793 00:44:37.310 --> 00:44:41.570 when you look at the store goal as your goal versus the store goal 794 00:44:42.430 --> 00:44:44.190 so the store goal is four fifty. 795 00:44:44.190 --> 00:44:47.570 It's like, well, that's true, but that means your goal is four fifty. 796 00:44:48.030 --> 00:44:51.490 Your goal is to make sure that the team hits four fifty. 797 00:44:52.905 --> 00:44:57.485 Right? Their goal is to hit their, you know, one twenty five. 798 00:44:58.025 --> 00:45:01.965 But yours is that the store makes its goal. So the same 799 00:45:04.105 --> 00:45:08.349 belief that the sales team is a reflection of the sales manager 800 00:45:09.130 --> 00:45:10.109 follows through 801 00:45:10.410 --> 00:45:11.470 with the metrics. 802 00:45:12.329 --> 00:45:16.829 So that I there are certain metrics that I look at that are usually 803 00:45:17.130 --> 00:45:18.430 collapsed to salespeople 804 00:45:19.049 --> 00:45:20.670 that I look at as, 805 00:45:21.995 --> 00:45:25.375 manager metrics. Like, I look at sketching as a manager metric. 806 00:45:25.515 --> 00:45:28.575 I look at perform at protection as a manager metric. 807 00:45:29.435 --> 00:45:34.095 That if a when a manager understands the value in terms of 808 00:45:35.289 --> 00:45:36.089 close ratio 809 00:45:37.690 --> 00:45:39.230 well, I'll add to that, 810 00:45:39.769 --> 00:45:41.710 mattresses to that in retail. 811 00:45:43.450 --> 00:45:44.829 When I look at protection, 812 00:45:45.690 --> 00:45:46.190 sketching, 813 00:45:46.890 --> 00:45:47.390 and 814 00:45:49.185 --> 00:45:50.405 what did I just say, 815 00:45:50.945 --> 00:45:53.605 appointments, I think I said. That the that 816 00:45:57.265 --> 00:45:58.485 mattresses. That 817 00:45:59.505 --> 00:46:01.765 what the sales manager is doing 818 00:46:02.385 --> 00:46:03.125 in that 819 00:46:05.300 --> 00:46:05.800 training, 820 00:46:06.580 --> 00:46:07.080 coaching, 821 00:46:07.619 --> 00:46:08.520 active engagement 822 00:46:08.820 --> 00:46:12.840 on the floor, helping overcome objections, helping them to close, 823 00:46:14.260 --> 00:46:17.720 identifying the salespeople who are poor in those categories 824 00:46:18.180 --> 00:46:23.025 and really helping them to close them, and what are the actions associated with doing that, 825 00:46:23.325 --> 00:46:25.245 that's what makes those numbers go up. 826 00:46:25.245 --> 00:46:29.505 Those numbers go up don't go up because of peer pressure from the salespeople. 827 00:46:30.285 --> 00:46:34.785 Those numbers go up as a direct result of the sales manager's interaction. 828 00:46:35.700 --> 00:46:36.440 Direct result. 829 00:46:36.660 --> 00:46:43.960 So that if you're at 3% protection right now and you wanna be at seven by the end of the year, that's absolutely and utterly doable. 830 00:46:44.500 --> 00:46:52.215 When you look at what is what's the strategy and what are the actions that the sales manager has to take between now and the end of the year 831 00:46:52.595 --> 00:46:54.135 to make those numbers move. 832 00:46:54.995 --> 00:46:58.695 And there aren't a million things, but there are several things 833 00:46:59.075 --> 00:46:59.575 that 834 00:47:00.275 --> 00:47:01.555 to make protection go up. 835 00:47:01.555 --> 00:47:06.780 And the reason protection is a real sales manager number is that sales managers are often 836 00:47:07.400 --> 00:47:08.700 bonus on profit 837 00:47:09.400 --> 00:47:10.859 areas like protection, 838 00:47:11.400 --> 00:47:14.700 and the salespeople aren't. They're given what they're given. 839 00:47:15.079 --> 00:47:16.220 But that shows 840 00:47:17.025 --> 00:47:25.684 where sales manager selling skills for that particular area are to either help them close it or help them sell it to begin with, and to handle the objections that they get. 841 00:47:26.305 --> 00:47:31.924 And to put that front and center knowing that in some some retail stores, 842 00:47:33.160 --> 00:47:38.860 protection and mattresses are where they're keeping that store alive because of the profitability of those two categories. 843 00:47:39.480 --> 00:47:39.980 So 844 00:47:40.520 --> 00:47:43.580 I encourage you to look at your own areas. 845 00:47:45.115 --> 00:47:46.955 What are the areas that I'm really good at? 846 00:47:46.955 --> 00:47:50.415 I might some sales managers are really great at having enthusiastic 847 00:47:50.795 --> 00:47:52.015 sales manager meetings, 848 00:47:52.955 --> 00:47:55.855 sales meetings, but they're, you know, the number's not so much. 849 00:47:56.315 --> 00:47:59.930 Or maybe not so good on one on ones. They're not they don't love them as much. 850 00:47:59.930 --> 00:48:01.549 They like the bigger group meetings. 851 00:48:01.849 --> 00:48:04.670 Or some sales managers might be good at 852 00:48:04.970 --> 00:48:09.309 creating a team that really gets along well, but that team's not hitting their targets. 853 00:48:09.930 --> 00:48:15.115 So when you look at your own performance and say, what do I what do I need to develop 854 00:48:15.495 --> 00:48:18.155 in my in my sales manager ability? 855 00:48:19.095 --> 00:48:23.275 That as I look at the rest of the year, what do I what do I need to work on? 856 00:48:23.815 --> 00:48:29.010 And just start making a note of that. Like, because that's what that's how it 857 00:48:29.390 --> 00:48:32.050 works. So this is a quarterly meeting, 858 00:48:32.350 --> 00:48:32.850 and 859 00:48:33.470 --> 00:48:36.510 it's usually right before my next cohort starts. 860 00:48:36.510 --> 00:48:41.470 I have a sales manager, a seller to schedule it, sales manager training program that starts in July. 861 00:48:41.470 --> 00:48:42.610 The cohort starts 862 00:48:43.105 --> 00:48:44.885 July 7 at one eastern. 863 00:48:46.305 --> 00:48:51.365 And I also do this individually as individual coaching meetings as well with sales managers. 864 00:48:51.825 --> 00:48:53.125 But take a look at 865 00:48:53.425 --> 00:48:56.965 your performance and your team's performance and and ask yourself, 866 00:48:57.700 --> 00:49:00.040 if I'm good at helping people sell mattresses, 867 00:49:00.660 --> 00:49:03.800 what is it that makes me good at selling helping them sell mattresses 868 00:49:04.180 --> 00:49:06.280 that I could use to help them sell protection? 869 00:49:06.900 --> 00:49:08.440 Or I don't really know 870 00:49:08.820 --> 00:49:12.205 what I'm best at, but I do know what their numbers are. 871 00:49:12.205 --> 00:49:15.905 So what am I doing that's that's helping those numbers to be what they are? 872 00:49:16.205 --> 00:49:19.505 And if you need any help on that, you know, you've got my contact information. 873 00:49:19.885 --> 00:49:24.385 Reach out. If anyone has any questions now about that, when you look at your own performance, 874 00:49:24.960 --> 00:49:28.900 do you think I'm good at this, but I could be better at this? 875 00:49:31.680 --> 00:49:33.460 Would you take a stab at that, Ally? 876 00:49:36.400 --> 00:49:37.940 Honestly, I have no idea. 877 00:49:38.800 --> 00:49:39.540 Oh, okay. 878 00:49:41.545 --> 00:49:46.525 Well, you said earlier. You said about the the numbers, that the numbers are not really 879 00:49:47.465 --> 00:49:50.045 an area that you're as strong in as others. 880 00:49:50.905 --> 00:49:53.245 Yeah. I think that's true. I mean, I'm 881 00:49:53.660 --> 00:49:59.900 organized, so I think building some sort of spreadsheet or something that I could have them consolidated would be something that I could do. 882 00:49:59.900 --> 00:50:00.400 But, 883 00:50:01.740 --> 00:50:03.840 yeah, other than that, I don't really know. 884 00:50:04.300 --> 00:50:07.440 Well, some of yours this this is actually a good one because 885 00:50:08.005 --> 00:50:12.265 some of yours like, that one is an example of relationship to the numbers, 886 00:50:12.645 --> 00:50:16.345 given that you have to pull numbers from from different places. 887 00:50:17.045 --> 00:50:17.445 That's 888 00:50:17.925 --> 00:50:24.800 I would say my at first blush, I would say that's more of a systemic issue than it is a personal issue. 889 00:50:25.900 --> 00:50:31.359 Right? And when I look at the the sales managers that have been through the program, 890 00:50:32.140 --> 00:50:36.400 the thing that I find is the most common area for most sales managers 891 00:50:36.885 --> 00:50:37.865 is organization 892 00:50:38.805 --> 00:50:39.305 and 893 00:50:40.565 --> 00:50:42.665 bringing structure to what they do 894 00:50:43.205 --> 00:50:43.945 so that 895 00:50:45.205 --> 00:50:49.385 they don't leave at the end of the day just being tired and spent, 896 00:50:49.880 --> 00:50:55.500 but they leave at the end of the day having accomplished the things that matter most and have really productive days. 897 00:50:55.880 --> 00:50:57.580 And their teams are making goal, 898 00:50:58.120 --> 00:50:59.900 right, which I think is, like, critical. 899 00:51:00.440 --> 00:51:03.500 A lot of sales managers are pulled in a lot of directions 900 00:51:04.200 --> 00:51:06.725 because their jobs are not well defined 901 00:51:07.425 --> 00:51:07.925 about 902 00:51:08.305 --> 00:51:09.925 revenue producing roles 903 00:51:10.385 --> 00:51:10.885 versus 904 00:51:11.345 --> 00:51:13.045 senior customer service people. 905 00:51:14.225 --> 00:51:20.085 And you get pulled in stuff that's already in the drawer instead of helping put more money in the drawer today. 906 00:51:23.220 --> 00:51:23.720 Okay. 907 00:51:24.100 --> 00:51:24.600 Okay. 908 00:51:24.740 --> 00:51:29.800 So as we start to wrap this up, are there any other questions, anything we didn't cover about the metrics 909 00:51:30.420 --> 00:51:40.795 or using the metrics and understanding them and what contributes to raising them so that you can move forward and build a high performing team of your own. 910 00:51:43.735 --> 00:51:50.075 Do you have a system that you use that works well for you to keep track of sketching? 911 00:51:54.840 --> 00:51:58.859 I would say I would say here's I'll say what not to do. 912 00:51:59.960 --> 00:52:02.700 I would say don't have sketches turned in 913 00:52:04.325 --> 00:52:07.224 because then we have the tail wagging the dog. 914 00:52:08.244 --> 00:52:08.744 Right? 915 00:52:09.125 --> 00:52:11.704 But I would say you could do contests. 916 00:52:11.765 --> 00:52:16.770 You could keep a running total on the I would do contests about it so that you've gotta keep a running total. 917 00:52:16.930 --> 00:52:24.790 The other thing I would do is in all one on ones, you have to bring your appointment book and you have to bring your sketches to all one on one meetings. 918 00:52:24.930 --> 00:52:31.030 And that you can spread the sketches out on the desk and look at the sketches standing up and say, 919 00:52:31.585 --> 00:52:32.645 what's in common? 920 00:52:33.025 --> 00:52:37.205 What are some things I'm consistently doing and what are some things I'm not doing? 921 00:52:38.465 --> 00:52:41.285 Right? So let that be in the personal coaching. 922 00:52:41.985 --> 00:52:45.045 That's what I would do. And then keep, if you're out 923 00:52:46.329 --> 00:52:50.190 handing sketch paper to people who are not sketching when they were the customer, 924 00:52:50.569 --> 00:52:53.150 start making notes of that so that you have 925 00:52:53.770 --> 00:52:55.790 you have what you're counting on the board, 926 00:52:56.170 --> 00:52:56.910 you have 927 00:52:57.210 --> 00:53:01.230 what you're seeing in one on ones, and then you have what you're seeing on the floor. 928 00:53:02.515 --> 00:53:06.775 But if you've got any traffic counter, your traffic counter should be able to count your sketches. 929 00:53:08.835 --> 00:53:11.575 And then you'd then let technology do it. 930 00:53:13.980 --> 00:53:14.480 Okay. 931 00:53:15.020 --> 00:53:15.520 Okay. 932 00:53:15.980 --> 00:53:20.240 So that's it. If there are any questions about any of this or about the program 933 00:53:20.619 --> 00:53:22.160 or one on one coaching, 934 00:53:22.460 --> 00:53:27.360 please reach out to me. Laura, thank you so much for being here. Laura is my trusted 935 00:53:27.740 --> 00:53:28.240 associate. 936 00:53:28.805 --> 00:53:31.145 And, so thank you. Thank you. And 937 00:53:31.525 --> 00:53:32.425 so look, 938 00:53:32.725 --> 00:53:35.625 June is make the first half of the year. 939 00:53:35.845 --> 00:53:40.345 So whatever the gap is that you need to fill, you have a 100% of the month left. 940 00:53:40.485 --> 00:53:45.319 So go make gold for June and make gold for the first half of twenty twenty six. 941 00:53:45.380 --> 00:53:49.319 And if you have any salespeople that you wanna have hop on the call at 03:00, 942 00:53:49.460 --> 00:53:54.760 we've got one on asking discovery questions. So I hope to see you or your team members then. 943 00:53:54.819 --> 00:53:55.960 Alright. Thanks, everyone. 944 00:53:56.500 --> 00:53:58.200 Thank you. Bye. Thank you.