Transcript
Speaker: Welcome to the Solarpreneur Podcast, where we teach you to take your solar business to the next level. My name is Taylor Armstrong. i went from $50 in my bank account and struggling for groceries to closing 150 deals in a year and cracking the code on why sales reps fell.
Speaker: I teach you avoid the mistakes I made and bring in the top solar dogs of the industry to let you in on the secrets of generating more leads, falling up like a pro and closing more deals.
Speaker: What is a solopreneur, you might ask? A solopreneur is a new breed of solopro that is willing to do whatever it takes to achieve mastery, and you are about to become one. All right, we're back with another podcast, and I'm super excited for today's show. We got someone that has been in the industry a long time.
Speaker: Been doing massive things, making waves in the industry and um leading a massive division, massive team. So thank you for coming on with us, Mr. Ty Fox. Welcome to the podcast.
Speaker: Absolutely, man. Happy to be here. We'll get in your background a little bit more here in a minute. Just from as we were talking before we started recording here, you were running new Sun. And now you guys recently got acquired, sounds like by Sunrun. So now you're leading the ship over there, leading the division over there. and I guess first question, what's that a transition been like going over? A lot a lot of changes obviously going on in the industry. So what's that change been like for you guys? How's that been? Yeah, it's almost like any change you have just amplifies on top of itself, right? The industry's changing a lot. Then you got to go change protocols, systems, processes. On top of that, it's been a grind, to be honest. Like, dude, it's transitions are always tough. At the end of the day, we're excited to be there. But I'd be lying to you if I told you it was really smooth. At the end of the day, no transition is incredibly smooth. It just comes down to us.
Speaker: dialing in, learning new processes, acclimate as much as we can while introducing things that we did really well in the dealer world. going from that. I'm always curious because I know sometimes bringing over all your guys, sometimes people are like, you know, discontent about it, don't want to go. do you have any advice if there are changes like that massive changes where it's like you're changing the logo on your shirt and everything sure it's tough to keep all the guys happy what's what's been for you got any like advice with that how do you keep your team like bought into the whole mission changing i think your your expectation is you're going to make everybody happy you're never going to be satisfied And that's an unfortunate truth that even myself, I'm saying, dude, I'm not happy about everything that habit that's going down.
Speaker: But it's all about, hey, what are the good parts? what the bad parts? How do we avoid as much as the bad and take in as much as the good? And when we started looking at something initially, it was, I like 80% of the stuff here. I really don't like 20% of the stuff here. We could go work with that as that irons out of our time. We've lost the two of our groups.
Speaker: And so it was really tough. It was like, hey, what's the expectation? what Can we go bank on these guys? And ultimately, they chose that it was a better fit for them and their teams to go stick in the dealer world and kind of run and do their own thing.
Speaker: As much as I love those guys, I want them to go dominate. I have no enemies in this space. Like if you're out, you're grinding, you're working your tail off, dude, there's enough for everybody to go win. But the guys that are in are that did acclimate and jump two feet in, dude, it's still not easy, but they are winning more than the ones who aren't.
Speaker: And so it it does go to show that you have to go put your trust in leaders that know better than you do. I had to go do the same thing many times in my career, um but that doesn't mean it's ever easy. It is difficult. It's tough. Once you go kind of iron out the wrinkles in those processes, systems, cultures, whatever it is, we're we're now starting to see like PTO override setups that are really native to Sunrun that wasn't native to New Sun and guys are really excited about it. It's a different process. We did lose some bodies along the way. Really good, talented guys. When they're curious and there's been a lot of turbulence in this space, that hasn't helped. But eventually, hopefully, dude, if you have a five-month vision, yeah, dude, it it just seems like everything is going down the tube.
Speaker: But if you have a five-year vision, just like I did five years ago, I had those same thoughts five years ago, and we ended up dominating. And so as long as you have five-year vision, a lot of this... A drop in the bucket is very different than a drop in the water or in the ocean. And sometimes it feels like a drop in the bucket. When it's a drop in the ocean, you just got to wrong with it. Love that. It's so good. Funny, i was listening to a podcast just the other day. Actually, Sunrun's podcast, are Electric People which is really good. Ty was interviewing Casey Baugh on there. He was telling his whole journey.
Speaker: And yeah, he talked about that. Just he had always tried to follow the leader over like the highest pay scale and a lot of the other factors. He was more following the people in it and the leader. you know, it's something think about, too, because so many people just go chase chase the highest paycheck, lowest red line, all that. And solar, I get guys asking me from dealers, like, why would you work it? You know, I'm at Legacy currently. They're like, why would you do that? Why not just go to a dealer, get a really low red line? And I'm like, well, yeah, that's part of it. But like also I'm following people that are steps ahead of me. Like most of the time in small dealers and stuff. Yeah, you might get paid more per deal.
Speaker: but is that going to be like the most growth for you? Is that going to be the best thing long term? So I mean, I think that's so good to think about. And hopefully a lot of you guys saw that in you as you're coming over because, you know, obviously as a leader, i think if guys follow you and think that they can grow from you, then it's that much easier to bring them over to new opportunities because they're following you more than, you know, the logo on the shirt. It's more about following you and the growth you ah you've given them. You agree with that?
Speaker: Absolutely. I understand the logic of going and chasing the lowest red line, especially if you're a one-man show. Dude, it makes tons sense. But our job as leaders is to go make up that difference of whatever they could go make in a low red line with influence will that will eventually pay them more in the long term.
Speaker: None of my dudes were at the lowest red line in the dealer world when we were at Mewson. None of them. We were had higher red lines than a vast majority of people, but no one made $2 million for us. they were at higher red lines. And so is the low red line an indicator of good income? Sure.
Speaker: But it is it the apex of it? Absolutely not. When it comes to system, culture, processes, like are you wearing every single hat? Are you playing a therapist too much? like There are other things that take into account that if you... I'm all about giving up 10 cents if I get more than 10 cents in return. The guys that chase up the lowest red line usually just have been victims of having leaders that haven't done that for them. Which I understand.
Speaker: Say, okay, man, I gave this dude 10 cents for two years did nothing for me. Totally makes sense. So they want to go chase the lowest. However, you'll find other dogs in the industry. You're like, yo, my leaders made 10 cents, but they passed me with guys. They released headaches.
Speaker: They were out there training. They took on the but ah the office when I needed help. And so it was worth that investment of 10 cents. Because of that, over time, I made more than 10 cents or whatever that would have equated to in production. That's our job as leaders. It'll make up that difference. Yeah, has have you ever had situations where you've had, you know, guys coming to you or like conversations? It's like, hey, here's the value I'm giving me. you Do you have to remind your guys, hey, this is what you're getting?
Speaker: um You get guys coming with with that concern ever like, hey, I think I might go to a different company, a lower red line. And you, don't know, saved them or reminded them of all the stuff you've done for them. We haven't had anybody really talented leave us until our acquisition of Sunrun. And so it was always like, we had guys like, hey, we want to do this. But if you have it in the structure where it's like, hey, this is your red line. However, when you go perform this amount, you have this many breakoffs, you have this many leaders within your group.
Speaker: You already know what the next step is of what your red line is going to be. So let's say you're at a hypothetical 3.0 red line, but you want to get down to a 2.8 red line. This is what you need to do to go get it. Right. And so as leaders, it's our job to hold our guys accountable, but also push the behavior to where they can go get it.
Speaker: that way, dude, would you rather go work with a dude that just negotiated a low red line or a guy that earned it? And like that's what Ty was talking about in my podcast with Casey. It's like, dude, you want to go follow guys that earn it, other guys that negotiate it, right? Because those guys will eventually leave. I know a lot of guys that have gone and negotiated, they have better red lines than I was ever on. that are getting smoked right now because of the guys want to go work with them. Because when that one leader chooses to go try to get the lowest red line, guess what behavior they just teach their guys go do right after? To go do the same thing, and the exact same thing. And so all of a sudden, your margins get compressed, compressed, compressed.
Speaker: And over time, that cannibalizes the business in a lot of different setups. Like, dude, we ran a profitable dealer model better than anybody. And we were still getting compressed with guys trying to go do that. At the end of the day, you have your margin is just going to your discipline. Your margin is is literally a reflection of your discipline within the within the job.
Speaker: And you get to go see who is disciplined and who is it's very, very fast in this industry. Hopefully you guys listen to this and understand that. Yeah, you guys, you always got to look at the value because, you know, I've had guys even in the past on my own team just be like so caught up that they have a higher red line. And, you know, some of these guys, I ask them to like go out with guys and go train and lead a training. and they're like, okay, well, what's it in it for me? are you Are you going to pay me for this? You're going to get paid. Someone's going to follow you and you're going to work more because of it. That's your pay. And then as you do this over time, yeah, you're going to grow into leadership.
Speaker: But some guys, you know, they come in, they're like, oh, well, why would I go out with someone unless I'm making like my own override on them right away? I'm like, well, you got to earn it too, man. It's like you can't expect to be the leader without putting in the work before it. Like, yeah, obviously, if you do all that every day, all the time, then maybe there should be some compensation.
Speaker: But it's like there's these little things that you got to be the leader before there's a paycheck, at paycheck attached to it. And that's what I've seen, too, guys that are like super stingy with that. It's usually not a lot of growth because they're always just like, oh, lower like red line. What's in it for me? Are you going to pay me to run a training and this and that? I'm like, yeah, dude Yeah, the the red line chasers have been a very, like um over my history in solar, it's been very easy to go see. They actually bring no long-term value to any company that they're with.
Speaker: So it's really good for companies to recognize who is the red low the lowest red line chaser and just fire on fast and communicate with everybody else in the industry. It's like, hey, let's do the cancer. right I'm not saying that going and getting the lowest red line is a bad thing. I'm saying that it it has to be built into the structure of the process and into the business to where it actually makes sense marginally to go give guys the lowest red line.
Speaker: It doesn't make sense to give it the lowest red line to a dude that self-jeds three a week. Makes no sense. It makes sense to give the lowest red line to the leader who has 200 reps that is leading from the front, dominating, elevating his people. That is a threat, but he's also loyal.
Speaker: You know what I mean? It's like, dude, those the Redmine Chasers aren't a threat to anybody. And I think that they feel like they are. Those of us, i do that at the top, we don't compete, we collaborate. And so we're we're letting people know from different companies, like, hey, just a heads up, this dude is not a good look. If you really want a bad look for your company, go hire it.
Speaker: Right. And and it's it's it's funny how much we collaborate in this space. It's a small space and it gets smaller and smaller as time goes on with the consolidation of the space. It's up to us to go communicate that to where i do there's a lot of cancers in this space still.
Speaker: that that and That is who those people are. They bring no long-term value to the company. And they still feel like they are God's gift to me. I'm worth it. We're all in for a shrewd awakening, especially you guys, if you still think that way.
Speaker: I'd rather go get those long those those are lower red lines and not higher margins to the guys that are actually impactful, real leaders in the space. um I wanted to catch up real quick. I didn't necessarily mean to dive into that super deep. but Yeah, that was fast. we Zero to hundred quick. um Yeah. But ah yeah, for people that don't know you as well, Ty, do you want to give us just like the Reader's Digest version? and How you got into solar? I know you gave me like the short version before we started recording too. But but ah yeah, what was that like coming from alarms going to solar? do you want to tell us that whole transition?
Speaker: Yeah, I got started in 2015. I was that kid. i was at BYU College of Utah. And I was the dude that never wanted to touch a door. Right. I was like, want to put right on Wall Street. Anything that has to do door-to-door sales has been easy.
Speaker: But I kind of got in on a dare. And I was also poor at the time. So I needed to make some cash. Started selling for Vivid. And I had great, a good experience my first year, better experience my second year. it's kind gotten to the point like, dude, I'm actually getting pretty good at this. going to go stick around a little longer see where this ends up. Was at the event for six years, loved my career there, had a great time there, loved my leaders, loved the company. Towards the end of my time there, there were some things that made it a little tougher for me to think I want to build here a long term. Around that same time frame, I was introduced to what solar would look like the summer of 2020.
Speaker: And I started to see that there were guys that worked at Viven before that were in solar companies that recruited less, sold less, did less, was but less good looking. what and do what Whatever metric you want to put up there. I was like, dude, I will counsel on you every one these. And they were making more money than I was at Viven. And i was running I was running two teams at the time. And I was like, dude, this is there's there's no way. Like, dude, I feel like I'm top 2% and I'm still getting smoked by these dudes that weren't even in at the top 30. Okay, maybe I'm the one that's wrong.
Speaker: And I had to humble myself a little bit to look at some 1099s. I was like, yo, we are in the wrong place. There is a way. We need to go catch it for as long as we can. And so we pivoted 2021, went on my first blitz in solar to Stockton, California and and made $70,000. My first blitz. This is crazy. This is a totally different gig. Like the amount of alarms and overrides would have to go make to get 70 grand is bonkers. Started recruiting, building, training.
Speaker: and even more than we were i did at the end of the time, had a crazy momentum. it Started with Sunrun initially, Sunrun acquired us the first time in 2021. Long story short, we were selling like 170 accounts a week and they could only install about 12 of them. And so we gave them the cash back, gave them stock back, ended on good terms.
Speaker: Started our are rolled up with the previous leadership that we had worked with that bit with Jordan Binning at Rise Energy. Two years later, we rebranded to New Sun and we were murdering. we were We were doing awesome. Had a lot really own talent, lot of good momentum. At the beginning of this year, we started to look at an acquisition with Sunrun. It started to make more sense.
Speaker: There were a lot of things they didn't do right the first time that they had dialed the second time. Install times, all that stuff was a lot better the second go around. And so we ultimately decided it was the right move for us. And so we closed, I was essentially closed up a shop with New Sun in May and we started pivoting all of our guys to New Sun and Okay. wow And and you're you're in California?
Speaker: Or what market are you in? ah Most of our guys are in California. We have some in Texas, East Coast, Chicago, Arizona. But most of our production comes from Texas. And at Vivint, we were always in markets where they were very saturated with Vivint customers. And so it just came down to knocking way more doors than what normal reps would go to just because of the saturation was a lot tougher.
Speaker: The whole mentality was, it guys, and we know that you're going to go get blasted with people that say, hey, I i was just knocked into. I get it. But if you go knock on a door, say you're going to find one. that was our we We ran a ship ah atba for four years in markets that were like that. So when we pivoted it to California solar, the saturation setup was like our dream come true for us. So like, hey, we've knocked the saturated markets for four years. So let's just go run the till and you'll do the exact same thing. And it was the same playbook, just selling a different product. Guys, we're not going to go on our doors today. We know you're going to get blasted with, hey, you were the 10th guy to come by, but you will find one person that will say yes.
Speaker: Using that, not it's not necessarily the way we train our reps now because that's just what we knew. There's much more efficient ways to go do it. But at the time, that was what we trained our guys to go do. And we used that momentum to kickstart a really good, successful career in solar. That's great. That's funny. Stockton, that's actually where I did my first blitz. I didn't make 70 grand like you, but but I did. I love Stockton.
Speaker: Yeah, it's a great place to go sell. That's why so many people continue to go back there. And in California, we don't go sell where it's the best hype. We go sell where it's the greatest need. And back then it was in Stockton and we still have guys there that love to go knock for other parts the bay.
Speaker: But yeah, most majority of our guys are in California. Cool. And then are you personally in California too, or you're in Texas? or No, I'm in Utah. So on the Nissan headquarters were in Utah. I got off the doors in 2023, and we started taking on more of a managerial role.
Speaker: So we were out leading the troops, taking care of everything. From two thousand twenty at the end of 2020 up until 2023 is when I started to not personally produce, and we started taking on that managerial role at that point.
Speaker: Well, we'll talk about that yeah in a minute. As we're seeing now, a lot of people I'm following on social media and stuff like that. And you see the noise. Some of these guys are going to like insurance, other industries. And some people are saying about solar, like similar things to what you said when you came from alarms, like, oh, solar is washed up.
Speaker: Oh, this is the next big thing. the time now to get out of solar. What's your like response to that? And what do you I'm sure you've had maybe some of your guys even I'm sure in the transition want to maybe go check out some those opportunities. Yeah. First of all, are you still high on solar? What are you telling guys? What are you seeing in solar? And what's the reason to stay in solar with all these like, you know, shiny new objects we're seeing other things to sell? I think that it would be naive for any of us to go not look at better opportunities because that is what led for me to go to alarms and just solar in the first place. right I had to go put on my humility hat you'll see that it's not what I thought it was prior.
Speaker: And so i'm ah I'm open. Any of our guys that want to go look anywhere, it's an open book. It's like, guys, go. like it I'm never going to be the one holding you guys back. I always want you guys to go look at other opportunities. If you should find something that's better fitted for you guys, that's awesome. Dude, you should go pull that trigger.
Speaker: But I'm still under the impression that you're knocking door to door, solar is the best issue for you to go knock. And there's a few reasons for that. But at the end of the day, if I'm knocking in California, in the hoods that I have with the talent um of our guys, you put them in pests, alarms, fiber, or anything, none of them are making more money than would in solar.
Speaker: right It's high ticket. It's a desperate need. It's a growing industry. um Back when we had federal funds, it made it a little bit more sense when we had loans, right? But we still have that with with leases and with a PPA or TPO product.
Speaker: And dan um at the end of the day, it's like, dude, the scalability is very difficult in of these other industries. In alarms, but I was selling $250, $300 a year going into my final year. If I wanted you to go take a rookie, I'd go show them the exact same skill set that I had for them to go with.
Speaker: Maybe not as many much volume, but they had to go knock the door, pitch the homeowner, get inside the house, show them the video, build a package, get the credit card, dispatch the technician. right These are all things that I knew very well because I did it for years. And that can be a little intimidating for a first-year rep as opposed to, hey, man, I don't need you to learn how to sell solar. I just need you to learn how to get a utility bill and create need on the door.
Speaker: No credit card involved, no social involved, any of that stuff. How do we go create the best intro level door to door position that there is? Solar is it. And I still firmly believe that. As people go leave the space, it will create a vacuum and people can go fill that vacuum very, very quickly. There's more leadership there. It's not a going away industry.
Speaker: yeah so and And what people don't understand is like with Fed, with all these other industries coming up, what's the right move? It's like, make sure staying in places where inflation is still increasing or costs for the energy are still increasing every single year.
Speaker: California is really good for that. If you can go do that and already go find ah a pitch to the customer where it's cheaper than the current utility, you're going to go find a winning solution. That doesn't mean you can't go operate and dominate in like the Texas or the Florida or whatever.
Speaker: But for me and my people, i will always go operate best in markets where I know i'm fighting against a high-rising utility. And as long as the utility keeps to making mistakes, that's all the ammo that we need to go dominate. it's not You don't have that advantage in any other industry.
Speaker: If you did, if I can be selling selling Boeing airplanes because there's a better need of door-to-door, I'd be doing that, right? if It's like if I could sell Mona Lisa's door-to-door and make more money, i would be doing that. But no one needs a Mona Lisa and no one can fit an airplane, right? And so what's the next best thing that and most people need that yeah everyone can afford?
Speaker: It's solar. Yeah, love it. And I know it's it's true. you know, we've had some guys come back on blitzes. They've gone and done like fiber, some of these other things. And they'll get one deal on one of these solar blitzes. And they're like, man, I just made what I made in like two weeks, two, three weeks doing fiber.
Speaker: So I'm like, well, why did you switch? and Why did you go to that one? Why not just saying solar, solar? But, you know, I think it is sometimes a lot of newer reps, they come in and it can be tough because they don't see these like quick hits of energy, quick hits of money coming in.
Speaker: And so people are like, it's so much easier to be like short sighted where they just get a quick, quick check coming in and then they're excited about that. think that's it was. And I came from pest control and kind of a similar thing. It's like you're getting. Yeah.
Speaker: multiple deals in a day. So yeah, I mean, that's the tough thing about solar, guys. stuff You guys have to have the discipline to know, hey, I look at setting up an appointment almost as like as if I made like a fiber pest control cell or something, then really I'm probably you're going to make way more in solar than these other industries. But for me, from what I'm seeing, I think that's why people leave is they just see like the quick or quick money sometimes and forget about the long-term kind of vision and opportunity solar.
Speaker: Yeah, I do. You're slot on. I have friends that are dominating in PES. I have friends that are dominating in FIBER. I have guys still at Vivint, good friends of mine that are absolutely murdering it have some of the best years they've ever had.
Speaker: And dude, I want them to go win as well, right? We are not enemies in this. We are friends in this. I support them. When it comes to recruiting battles, it's like, dude, it's it's all gassed. It's like, hey, guns out blazing and I'm not going to go lose those battles.
Speaker: But when it comes to outside of that, it's like, dude, I want all them go win. The difference, the X factor in solar is that needing pests and fiber, all of us only have, let's say, 10 hours knocking per day. but So there does come a time where you maximize those 10 hours.
Speaker: Like, dude, in alarms, it was very difficult for us to go sell five plus accounts a day. Prospecting, finding all this other stuff in fiber, it's tough that. There is a cap. with every industry. And that cap is just because we have a limited amount of time.
Speaker: Make sense? However, in solar, in Sutter Closer specifically, all your if you can train four guys, now of a sudden you have 40 hours plus your 10, 50 hours to generate leads.
Speaker: you're going to go beat those dudes that are only operating for 10 hours every single day. And if you can go get to the point where yeah I've got guys selling six accounts a day, but that's only being, they're not self-genning six accounts a day. They developed a system that allows to sell six to accounts.
Speaker: So we're having alarm numbers in solar. So it's it's inconsequential when it comes to who's going to have the better outcome. That doesn't mean, du i'm I'm not anti-pest, anti-fiber, anti fiber anti ti any of these other industries. I'm much more pro-solar, if that makes sense. Yeah.
Speaker: and guys that dominate I've got friends that dominate in real estate. I've got guys that dominate in car sales. i got guys that dominate in insurance. All those are very good industries.
Speaker: It just comes down to what best suited for you and your skill set. I'd be remiss if I said that, dude, if guys are going to go dominate in other industries better than they did in solar, dude, guys, go. like i We want to go lock in with people who are going to go, this is their best craft, if that makes sense. and it's up to us to do everything we can to go create that and go from there. Yeah. And some people, they may be better suited in some of these other industries. But i mean, that's just how it goes. People are sometimes better, have different skill sets that are could be better suited for different products. and But yeah, yeah i'm speaking of setter closer, from what I heard about new Sun Tide, I think you guys were pretty much all setter closer coming from new Sun, correct? And then Sun Run, I know Sun Run, i don't know if it's changed a lot, but most of my friends selling at Sun Run
Speaker: They do focus a lot just on self-genning. I'm curious about that. You guys coming over? Did you bring the whole setter closer over to Sunrun? Has that been like some friction? Did you have to, i don't know, convince them with that what's been that process, bringing that whole setter closer and integrating it with Sunrun?
Speaker: So Sunrun, there's two programs at Sunrun. And the one, your buddies that you sell at Sunrun is attached to something called they call the street, right? ah It's their program. Legacy, for example, you have guys that live there year-round, right? I see you have a legacy dollar. You work with Soriano.
Speaker: Yeah. yeah du I love John. I love John. He's a stud. um But he operates a year-round model. and There were other groups at Legacy that operated on a Blitz model. You have to operate them very differently, right? So when we came over to Sunrun, we just ran a very similar playbook.
Speaker: My interpretation in in Solar is if you are self-shining, you are wasting time because you are adding to the pool. I am interested in multiplication duplicate and and duplication.
Speaker: Right. So going back to my analogy, if we only have 10 hours in a day, it's very difficult to go get 20 closes in a week if you're self-checking all of those. However, if you have an army of setters and you duplicate your time, you duplicate your talents and you're helping elevate everyone else's income as well, the math is apparent and it is undeniable that setter closure is a better use of your time and your talents.
Speaker: It is I've seen every metric. I've seen everything. Now, the street side of Sunderland does age yeah a self-gen model better than anybody else. Really impressive guys over there that I have a ton of respect for. But be the first to tell you that all these guys that are dominating self-gen model, they would be a lot better if they would just have five points on their schedule every single day rather than knocking. Our whole philosophy at New Sun, I will take this philosophy to any other business that we go dominate. Your job is to go dominate in your most profitable current skill set.
Speaker: So if I bring in some 18-year-old kid, a 21-year-old kid that doesn't know anything about solar, I'm not going to go after him closing deals inside homes. It's immature. It doesn't make a ton of sense. And he will make way more money if he's generating those leads and assisting those leads to someone that is a really dominant closer inside someone's home.
Speaker: right Would you like ask me, man, like you obviously assuming we know the answer to this. So would you rather go have a $10,000 commission that you are 100% responsible for and you don't really have a great success rate with that? Take a $3,000 commission and you are becoming the best at your craft in doing that. And you're having one of the best hosts in the industry take care of the rest of it for you.
Speaker: Yeah, second one. now The second one, right? And now there is a timeframe for where that no longer is applicable because you've had so many repetitions that you got so good. It is, hey, it's time to go level up and take on the closing roll, right? But at that point, it's like you're going to, when you first start setting, you suck. Then you get really good.
Speaker: And when you first start closing, you suck. Then you get really good. Then you first start leading. You first suck. And then you get really good. That is a so cyclical repetition that not a lot of people can go um elevate themselves within. That is a skill set in and of itself for us entrepreneurial so mentality style people to go master.
Speaker: Right. Being really comfortable with being really bad at first. And then you'll elevate yourself out of it. But this in this model, when anybody does that and they're recruiting in their building, when they start closing, they've now got six setters under their belt that they have personally trained that are doing well.
Speaker: Now they wake up to six appointments on a day when the dude that's been selling something 15 years has to go eat everything he kills. Right. Right. Where this dude's got six appointments. This dude might have six appointments a week.
Speaker: and this dude's got it on the day. He just multiplied his influence, multiplied his time, his talents. And it's irrefutable. I've seen every metric. I've seen every comparison in in the book.
Speaker: The guys that are, that are setter closer that do it the right way, make more money and have way more influence. Yeah. Yeah, I agree. You know, there's lots of arguments. And it's funny because even even at my own company, there's tons of like division on this. Like some of her some of our regionals, even things like that are divided on, oh, we should like push guys to close super quick and this and that. Some are like, no.
Speaker: So it's it's definitely a hot take. And um I think you can have success in both of them. But I would agree. I think the people that have closed the most, made the most money, I've always seen set are close or close their model.
Speaker: And, you know, when you see the ridiculous numbers, I don't think I've ever seen someone throwing down ridiculous numbers where it's not been a set or close or model. And I think it's just more sustainable, too, for guys when they're waking up to appointments and not have to focus on two sides of the job.
Speaker: So, yeah, for whatever reason. I think ah more money is is seen when you do follow that model. But are you I'm curious, you guys see setters that are making um insane money to that because some people are like, Oh, why would I be setter? I'm not making as good a money. But I've seen some setters also make insane money and sometimes even more than closers. So do you have some setters that are thrown down and making really good money to you?
Speaker: Yeah, we do. Like one of our last week, just like the first one off of my head, one of our setters has been with us this year and made 13 grand in one paycheck. That was just an internal ad sun run.
Speaker: but We had guys in our model at New Sun, we didn't have it just setter than closer. It was, hey, you're going to be a setter. There's a fixed pay. And we had our setters making $6,000 to $9,000 every single week, which is really good money. It's more money than I ever made when I was dominating at the top or like in a good position. did it right Now, again, not knocking that. It's just a different industry.
Speaker: Then we created something called Setter Captain, where it's a split with the closer. So your average commission went from, let's say, $2,500 to now to You basically just doubled it.
Speaker: This is for people that hit a minimum, that are new leader, up and coming leaders. They've had recruits, they have builds. So again, your construction of your system does matter ah what role you go play and what you go dominate at.
Speaker: I had setter captains making 20 grand in a week, every single week. Right. And I had closers making zero. Right. So it's just, it's the nature of the beast. Now there is a season where everything has to go mature, take on the next stage. Every setter that is doing well needs to become a setter captain needs to elevate into leadership. Then as you take on more responsibility, your pay should also increase. So those setter captains that are getting really good kind of rising to the top. Hey man, it's time to turn the page and you you me start closing.
Speaker: right So let's get you into closing. There's no mystery that closers make more money than centers. There's no mystery in that ever. like Closing is where all the money or a majority of the money is made.
Speaker: But I don't want to go take a version rep that's never done it before and just throw them into the lion's den when it's like, hey, there are processes and systems to get you to the top. All the the most dominant people that I've ever worked with at one point had to go start setting.
Speaker: myself imp included, right? No setter won't still work for a manager or work for a closer that's never done before, that just skipped their way to the top, right? So it's not just about the pay, it's about the influence and ah the bedrock of where you are building your program.
Speaker: Everyone respects the guy way more that is not too good for the trenches, that he's still out there with guys in between appointments, he's still mocking, right? Those are the leaders you want to go follow, Those are the the leaders that we've also seen to make the most amount of money in our industry.
Speaker: And you make the most amount of money, not just because you're selling the most, but because you're taking care of the most amount of clients. You're taking care of the overrides here. You're getting overrides for your guys. That means your guys are making money, right? So there's way more funnels to go make money in this industry. Closing is just one of them. Setting just one of them, right? When you got overrides, you have long-term, there's a lot of other things that come into play.
Speaker: And again, setter-closer isn't dealt for everybody because it does require leaders to be really good, talented people. yeah The self-gen model doesn't require that as much, right? I would argue.
Speaker: And I would, dude, I'll go toe-to-toe with anybody that says self-gen is more profitable. Like, don't get and don't get it twisted. There have been times in my life where I'm I'm dealing with so much headache. It'd be just nice to just to knock my own doors close my own stuff.
Speaker: Right. However, that's what I'm thinking selfishly. That's when I'm thinking like, Hey, knee need me, me, me. That's not what I'm thinking about the masses or getting everybody else to their next levels. It gets the best of us, but we have to mature out of that thinking and remind ourselves like, no, we are here to go build and to take care the bedrock. Speaking of that, I know before we started recording, you're saying that something you train your guys on is just, you know, kind of that importance of having the influence over your people and them seeing you as you're the one constantly trying to sharpen the saw and everything. So when you're doing a model like that, like set or closer, because I've seen some closers on the flip side to where they're just so set in, they're just going to wait for the next appointment, like they would never dream of going to knock a door.
Speaker: So like, oh, this appointment canceled. I'm just going to hang out, grow Instagram for the next hour until I get another appointment on the schedule. So do you have anything you do? Like, how do you prevent that? And then I guess the second piece of it is how do you keep your guys as they're progressing? Maybe the closer...
Speaker: managing, how do they maintain influence? Like, are they going out and knocking guys with steel with with guys still? And maybe speaking for yourself too, because I know you're not necessarily out knocking every day with guys, but how do you yourself like maintain the influence and everything when you're not necessarily knocking with them?
Speaker: But yeah, what are your thoughts on that? There's so much to pick apart in that. and Dude, we can have a three-hour discussion just on that one question alone, man. um I think that one one thing that i that we teach our guys a lot is when we are in turf, when we are knocking, when we are doing all this, dude, wherever you are, be there, right? where you Yeah, you can go scroll Instagram. And let's say you spend an hour every single day doing that. And you do that six days a week. That means you have six hours of scrolling on Instagram that got you nowhere. Right.
Speaker: Right. Where if you are, if you went from setter to setter captain to closure, you have this still set of setting there. Right. So those six hours or essentially another half day, a full day of knocking, if you can go pull out two extra bills or two extra deals that way in the right market, that pays you 20 grand.
Speaker: Yeah. So you're actively making that choice of where Instagram over $20,000. That's a crazy, but sometimes like we get caught up in our emotions. No, I don't want to go do this. Hey, i'm too good for this. say I've done this too much.
Speaker: I don't see a lot of reps that are, that thinks that way that last long-term. Yeah. Right. It's, it's, if you were a really good closer, like, let me ask you, Taylor, you obviously know the answer to this because you're in the industry and we're having the conversation right now.
Speaker: But if there's a closer that has an extra hour, he can sit on Instagram. He can go self-share and go pull bills. He could go pull bills and post that he's pulling bills to the group chat or whatever um communication medium you have in your group. Or he can go hit up a setter that he's close to.
Speaker: Hey, man, I've got an extra hour. I've got a drink. I've got a gorilla bar. I'm going to come knock with you. I'm going to give it give you some feedback. I'm going to give you tips on what I wish I would have known if I had a leader on my back or what my leader taught me.
Speaker: like Drop me a pin. I got you for about 40 minutes and perform my next appointment. Which is going to have the best ah ROI long-term? Well, Yeah, I'd going out and training the other guy, i would say.
Speaker: Right. And it you're spot on. And you can, I mean, like the influence of Kishol and guys that posting in the in the group meal, like, hey, man, I'm not about this either. Like I was in your shoes. I'm still in your shoes.
Speaker: Right. So my shower, I just posted two bills. That just shows every other setter in the office. I do. He's not too good to go do I'm doing. He doesn't need me to make money. Right? That's a huge value add. But then on on option number four, if I go roll up to a setter, it's like, hey, man, I want to hear your pitch. I want to see where you're messed up. I've been doing this for years. So obviously, there's things I can go teach you.
Speaker: But if I can go spend an hour with that rep, and instead of getting two closes a week, I can turn that rep into getting three closes a week, just because I critiqued and helped them a little bit.
Speaker: That rep is now forever we're grateful because I just increased his monthly production by four deals. which could pay him 10 grand. On the flip side, if I know that there's four more deals a month going into the queue and I'm a closer in that queue, guess whose income also goes up? Mine. I can go add by doing my own thing or I can go duplicate and multiply my time by spending that time with setters that might be struggling. Right? It's like, dude, you are a leader. So go lead. Meaning go spend time with the people that are struggling a little bit.
Speaker: and showcase where they're doing it right, where they're doing it wrong. And that will turn into a positive ROI for you. It might not be as immediate as you going just ripping your own deals, but it will long-term pay you way more. In the Sutter Closer model, we we have a set ah setup where if you are self-jetting, you are wasting time because you could be investing that time with a rep that needs you that will eventually give you more leads long-term anyway.
Speaker: Right. So it's like, hey, I might be giving away two dare or giving up two deals this week of what I could go personally produce or I can go help this one rep get increased our efficiency by 50 percent. I'm going to eat either way. But this one pays me long term way more. I love that. Yeah. And it's like you're going to do it either way. So you might as well have someone on your hip training someone else. Go and do it.
Speaker: Well, yeah, dude, go drop off an energy drink in a clove bar to the rep. I promise you, he's going to feel like you're the greatest gift to man that hour, right? And look, you're going to give him a refresh. Like, hey, hop in the car real quick. We're going to go for 10 minutes. Like, dude, grub up. We're going to eat a little bit then we're going to knock on the doors. What are you struggling with? How can I help? Okay, let's go knock. Yeah, going to try that. Yeah, and something, well, yeah, all your guys, you guys do like car groups or anything? Do people all go out the same areas and things like that? Because, yeah, that's part of a... all culture, we've got kind of like a mix. Some people on our teams do all self gen, some people do setter closer and people are over like San Diego, you know, we're in San Diego.
Speaker: And so it's tough because they see like the differences within our own office. Some people are self gen, some people are going wherever they want. And so that's something we've been struggling with is it' like, Alright, guys, let's all go out the same area. um i know you're seeing some guys just go off on their own. But It's important like we got to all go out together because then like if we're out there, and then I can help you too.
Speaker: And I can't help you if you're an hour away from the area I'm at right before my next appointment. So, um but yeah, that's good. That's good. Yeah, I love what you said about bringing my drink too because it's like the little things they see.
Speaker: See that you care. Yeah. um but yeah that's awesome and then for the other part um when you are yeah yeah you yourself as you transition to you know like leading the whole ship you're notly out there knocking with guys and everything how do you still maintain influences as your guys level up maybe they're managing their region bigger teams to those guys still go out and knock or what are some things that you know you you have your leaders that are leading whole regions and and bigger divisions. What do you guys do to still stay within influence? And i don't know if you still got a knocker. What are some things you guys do to maintain that influence and still stay sharp?
Speaker: Well, our job is at this at this stage, and this is something we've had to go learn at. Remember how I said like you or you suck at something, then you get better at something, then take on a new role, you suck at it, and you get good at it.
Speaker: We were not good at this managerial style role. I always feel much more at home when I'm in turf with guys, still to this day. right Now at Sunrun, we have more conversations with leaders of tech and finance and these different things, especially in a publicly traded company. It's very different than even it was at Newsom.
Speaker: um my job is to go place people in the right setup with the right culture, the right tools, the right everything, and kind of GTFO, right? Where it's like, hey, like, there's that saying where if like, if it operates without you being there, that is a good setup, right?
Speaker: That means you're the right leaders are in place, the right cultures are in place. Nothing makes me happier than, like, let's say I'm on a call, you get I get a call from a leader, like, hey, real quick, I'll call you right back when I'm done with this call. And then i get a text and say, hey, man, I actually figured it out.
Speaker: Though that little dopamine hit is almost as good as selling over once. Because that means that my leaders are getting good. And I remember what that was like. I would hit on my leader and I kid, I need something. i would figure it out and I'd say, hey, no no worries, we're good.
Speaker: right That just means that my leadership was getting better every single day. Nowadays, it's juicing troops, making sure the right in incentive, the right structure, the right culture in place, replacing where i put stuff needs to go, like It's not all sunshine shi and rainbows. We had a leader that was acting pretty selfish last week, but we had to go remove from that.
Speaker: right And so that's my job to go have those conversations. um We are also a lot more responsible for production. like the We have people we report to now that all they really care about is not all they care about, but it's a lot more indicative of the numbers are coming and revenues being generated.
Speaker: i am primarily responsible for that. And so that is a lot of weight on shoulders, right? But that that weight is distributed based on the talent of the leaders that we have in in market. But still to the same, when I go fly out, um one of the last blitzes I went on, or not blitzes, the last visits I went on, I went knocked with guys three of the five days I was there.
Speaker: right One of the days got absolutely smoked. right We still get smoked. or lay in in the good Some of the good ones. um but then But then there was another day where I pulled eight bills in 45 minutes. And so it's like, dude, like there are like there are times where like it is up to me to go show like, hey, I'm here for you. What do you guys need? He goes, no, I need you to knock with guys. Even though I'm, i will I'll admit, I'm not nearly as polished as I was when it was an everyday thing.
Speaker: and That doesn't mean that I don't have experience. I can go help these guys out there. Right. And so it's my job to kind of plug in the holes where the managers need that the most. But it's also my job that also that Kingman, you kind of got to go figure it out.
Speaker: I trust in your ability to figure it out more than my ability sometimes as me having to fly in and fix it. So holding your accountable, um always recruiting, always plugging different reps with different processes, different programs.
Speaker: It's a little bit of a different beast, ah especially at Sunrun, where they have different things and resources, tools that we never had access to. um Learning those, sitting connected with those people. um There's a lot more calls, my mom, nowadays than I've ever been on in my career, which is yeah for better or for worse, is what it is.
Speaker: But it's also important for our guys to understand that every leader that people that are at ah that is at a high position, at one point in time, had to go through the same season you're going through. They were just naturally elevated because their groups did very, very well They weren't looking for the promotion.
Speaker: um They weren't looking for X, Y, Z. They didn't glorify that setup. For the most part, they were doing so much production and their leaders were doing so good that they needed a new leader to take on different roles when it comes to compliance, when it comes to trainings, when it comes to resources, when it comes to finance, when it comes to all this other stuff.
Speaker: you Someone has to go take on that mantle. It usually tends to be the guys that were dominating at this level are the ones who, and that happens at Vivint, happens Pest, happens at Legacy. That happens in every business, especially door to door and outside of door to door.
Speaker: And actually you're going to take on new roles as your people start to go separate to new roles themselves. So with your teams, as you guys transitioned over to Sunrun, did you plug in, did you kind of integrate with their teams or your team's still pretty separate from, you know, what they already had in place?
Speaker: Yeah, I think the arrogance of our group is a little all-time high, so I don't know how they would have acclimated normally. um However, someone did a really good job. at For example, their processes are very different than you had in the dealer.
Speaker: So they would place really good guys that were primarily self-generous, but new programs really, really well, the tech process, all that stuff, something we didn't know very well. They incentivized them to, hey, like this group, you have this guy. This group, you have this guy.
Speaker: this group, you have this guy and they would all communicate with each other back and forth. Um, then so no, we don't have, we're, we're not reporting to separate groups. We're all, we're all a unit still, but Sunrun has integrated some of the best people that they have to forward those anchors, answer questions, things that I don't know. There's,
Speaker: no I probably 6,000 to 8,000 text messages a day. Down near half of those are questions I have no idea about. have to ask somebody else or whatever. i we're still The processes are still pretty new, but it's all about they've done a good job at creating structure and having at least someone for our guys to ask questions to.
Speaker: Yeah, man, it's a good thing we had to mute your notifications or we probably would have been having a text like every two seconds. yeah i hi I don't even want to know how many calls I've missed out being here, but that's okay. At the same time, I'm hoping I get some messages saying, hey man, I actually figured it out. You know? Yeah, yeah, for sure.
Speaker: That's awesome. Well, um and another question I had some our team has struggled with too is just knowing how to like incentivize guys to recruit because you know, like a typical team, it's like you got the manager that's making most the overrides and um some guys, they don't see a lot incentive to bring people on because they're like, Oh, what's what's what's in it for me?
Speaker: um So do you guys have any ways of recruiting or kind of like incentivizing your guys to bring people on and grow the team organically that way? I'm just curious to hear what you guys do.
Speaker: Yeah. In years fast, it's never been a problem of ours. We've never had, we've never had a problem bringing in guys because where you show me the incentive, I will show you the behavior.
Speaker: And so if you have guys saying, hey, what's in it for me, that usually is indicative of that the behavior is off, meaning that the incentive is also off. And so any first year rep should be able to bring in guys and should be compensated for it. okay that's my That's my opinion. doesn't matter if they've been here for six months or six years. Anybody should bring in somebody. if they are growing the pie at all, they should have a slice of it.
Speaker: Now, you've got to make sure it's done the correct way. um Well, for the last few years at Newsun, we had a a recruiting bonus. So if rep A recruits rep B and rep B gets an install, rep A gets a bonus on top of overrides.
Speaker: right okay But it also allowed us as if you're going to go from setter to setter captain, you needed to have three organic recruits to be able to become setter captain. Because the one thing that we started to see in this industry is if you get a really good setter,
Speaker: I'll play with you. See you you think the same way as we have, same protocols we had. If you had a good setter, what's the natural thing a really good setter wants to give two months down the road? don't know. Start closing, probably. They want to start closing. No, that's that's the natural progression. day Hey, I'm dominating. I'm doing really good. There is money leaning on the table because I'm really good. I want to start closing.
Speaker: And so we started to see is that these really good setters, some of the best in the industry, you guys are applauding 10 accounts a week. All of a sudden, if I go turn nu ten those 10 accounts and I turn them into a closer, the queue is now deficit 10 accounts. Does that make sense?
Speaker: Yeah. Meaning as soon as I promote that dude to closer, who is now eating less? Yeah, the closer. All the other closers that were inside the queue. So how incentivized is the manager or the closer or the closers are currently in the queue to train the new closer that just started self-checking?
Speaker: Yeah, not very much, yeah. No, so that rep feels like they're getting neglected and that rep feels like they're not getting the help that they need and they're getting training because there's no longer an incentive. You show me the incentive, I will show you the behavior, right? And when stuff like that is happening, unfortunately, that rep that didn't get enough love at one company will eventually lead to another company for a manager that will train you by to go self-champ.
Speaker: We've seen it time and time and time again. And so instead of having that behavior because the incentive is off, incentivize growth to day one. You bring in bodies, we'll pay you an override. if you Once you become a set of captain, your override will go up.
Speaker: Once you start closing, your override will go up even more. Once you start managing, your override will go up even more. Right? However, we will pay you that out of the gate day one. Bonus, that. So that way, when you're bringing in bodies, I don't want you recruiting a single soul.
Speaker: You just make the introduction, you're bringing them to me, i will recruit everybody, and I'll make sure you keep the override and you keep the bonus. Fair? And so when you have guys thinking in that way, all of a sudden, when you have guys thinking that way and they're getting recruits, they're doing a good job, let's say a guy gets four recruits, he now becomes a setter captain, he's starting to learn how to try how to ah how too close. starts closing,
Speaker: he now starts closing The entire group is okay with it because the four bodies that he brought in is doing more than he was doing himself. Right. So if you were doing 10 sets a week as a really dominant setter, we just recruited four guys that are doing four accounts a week each.
Speaker: I just replaced 16 accounts with 10 or 10 accounts with 16. Now there's six account surplus. Now all the other closers are actually eating more. because there are more accounts coming through.
Speaker: And the managers incentivize to train the new closer, right? And and so again, you show me the incentive, I'll show you the behavior. Any structure that wants to go build and grow at a pace that we did, we will grow about 130% three years ago.
Speaker: And it was only because we had a really good incentive structure for our first year, guys. That's good. Yeah, I love that. Yeah, it's something where our team has struggled with sometimes and just coming up with a good incentive structure that benefits everybody. And then, and you know, we had one where it's like they're incentivized to bring on setters. But then, you know, in one case, we had a guy who wanted to bring on his friend that's been closing on another company.
Speaker: And then we're like, oh, shoot, well, we don't have like an incentive for that. So, ah you know, it's just thinking of different ways to incentivize them, make sure everybody wins. Because when someone feels like they're not winning, it's it's like they lose the motivation to recruit. And there's like, you know, what's the point? It's tough. and Dude, it's tough. And one thing I would recommend to anybody that's looking to go build, don't look to recruit closers. okay closing um Look to recruit leaders and setters. Closers are this the most, closing is the most replaceable position in our in our industry. Okay. The he most replaceable one. Because I can have a good closer that closes 60% of the sets he's sent and then installs 50% of those. So he's at a 30% installation ratio.
Speaker: I can go find 15 other guys that are at 50. So the value that that rep has is actually zero, unless he has reps that look up to him. He's leading, he's growing, he's developing, right?
Speaker: Bad point, dude, you have the people, you have the leverage, you have the power. Right. If you're a single rep as no bodies, you're the, you have a position that is very replaceable in this industry. That doesn't mean that you're at, you're at net zero or you're not valuable.
Speaker: It's that on the totem pole, you are the least valuable when it comes to a set or closer model. Right. These are guys that like some, some really talented reps are not near. mean, if I do look at the value of a company,
Speaker: You go to the CEO and you ask, like hey, I've got this really good closer. He's been in the industry for 10 years, but he's gotten zero bodies. Or I've got a really good leader that has 20 reps. He's not a good closer yet, but we can go figure out a solutions for him. Which would the CEO rather have?
Speaker: Yeah, the leader for sure. The leader, right? Because if this dude's got, let's say, 10 reps, he can't go close all those deals himself anyway. I can then go back to the self-gen closer in the first scenario. Say, hey, man, I've got sets.
Speaker: i'm going to I'm going to tax you. You're not making everything on them. But instead of you having to go knock doors, you now show up to four appointments a day. Let's go roll. Right. So the managers incentivize the pay to closer.
Speaker: Right. But it's like, but if you're not willing to go do that, I've got 10 other people on my phone that will go fly out tomorrow to go take those leads. Solar is that good. It's still that good. And there's plenty of margin to go around when the selfishness factor starts to come in is when you start to see the wrong behaviors take place. So, dude, spread the love.
Speaker: Thin margins, ton of volume will be a safer bet that a ton of margin on a little bit of volume. Yeah. Love that. yeah And I would say it's pretty rare. I don't think a leader is going to be leading that many people. I'd be pretty shocked to see a leader that has 20 people under him that doesn't, at least not a close decent at that point. How many guys are following him?
Speaker: Well, that, that pressure, he has a lot of pressure to go and get really good, really fast. Cause if he doesn't close, those guys don't eat. And so, yeah, yeah. i don't I don't need more motivation. i need more responsibility, right? And so you get a guy that's getting responsible for other people's income, he'll either buckle or elevate super fast.
Speaker: Leaders tend to elevate really quick. Yeah, for sure. Love that. Well, Ty, we're coming up close to an hour here. So I know you've got probably a thousand notifications by now once we end the show here. I hope might hope i hope not, but here we are.
Speaker: Yeah. But ah before we end, if guys want to reach out to you, maybe ask more questions, and stuff like that. What's the best? i don't know if you want to drop your Instagram or best place to get in touch with you before we wrap up here.
Speaker: Instagram's the best, either myself or I've offloaded a lot of that to to my team. um But Tyrell J Fox, T-Y-R-E-L-L-J-F-O-X is my handle. More than happy to answer any questions. This industry is big enough for everyone to go win. And so even guys that don't work with me, I always want to go answer those questions.
Speaker: Might take a second take to see it and then respond back. But any ah any inbound stuff, I'm more than happy to go out. Okay. Love that. And then last question before we end, maybe for like a setter that's struggling right now, someone new in the industry, what are some things you've seen between like your top setters, lower producing? What are some like key differences you've seen of people that are really popping up versus the ones that are struggling?
Speaker: Just to wrap up here. Really good question. um If I was a struggling rep and I needed to, okay, what's the sauce to get this thing turned around? There's two things that I would measure, right? The first is how good am I at the job?
Speaker: Like this comes down to what am i what's my skill set from a ranking from zero to 10? What is my skill set looking like? And at first, it's a two, maybe. If you're if you're naturally gifted, it's a two.
Speaker: However, there's another lever. There's two levers, right? We can get better at our skills. But our work ethic needs to be where we control, right? As an 18-year-old kid that doesn't know what he's doing, might not have the gift of the gab.
Speaker: You might not have your skills. Your skills are at a two out of 10. Your work ethic needs to stay at 10 out of 10 the entire time, right? um As a rep, as a 10 out of 10, they're getting dropped off earlier. getting picked up later. They're not sitting on the curb.
Speaker: They're evaluating what they're doing in between pitches. As time goes on, that 10 out of 10 work ethic rep will have enough repetitions, enough volume, enough variation to where their skills are naturally going to get better over time, right? They're just getting better because they're doing so much volume.
Speaker: As that continues to go up, the best people I've ever had the opportunity and blessing to lead are the ones who have kept that 10 out of 10 work ethic, regardless of whether theyre whatever role they're in.
Speaker: And they just increase their skills to match it. When you go get 10 and 10 matched up, that's where income goes through the roof. That's where influence goes crazy. You're at the top of the numbers board. Everyone everyone looks up to you.
Speaker: But it's also a skill set that ah when you go on to your next role, again, you're a setter and skills are now 10 out of 10. Now you're going to start closing. You're now back down to here again, right? Keep your day work ethic 10 out of 10. Your closing sucks, but you can go increase your skills.
Speaker: Then you become a leader. Goes back down. Then you start to get better. Then you start becoming a manager. that goes back down. That cycle is what separates the best reps in our industry versus the ones that the wannabes that just don't have it all together.
Speaker: So keep your work ethic 10 out of 10. Learn from every mistake. Learn from every success and failure. Go to your manager. Work the hours. Knock the doors. You have to put in your reps. But make sure that your skills are getting better along the way. And then as you master that equation, there's nothing that you can't go do in this. It just comes down to mastering those two.
Speaker: Nugget. So good. Well, Ty, thank you so much for coming on. And I think that's huge. Keeping the work ethic 10 out of 10, because that is one thing we can always control is the work eic ethic. And even the other things are a little bit less controllable, but control the controllables. And yeah, I know that 100% will help anyone listening this podcast today.
Speaker: So Ty, appreciate you coming on, man. Can't wait to see you guys continue to grow. We'll have to run it up again and see what you got going in the future. But I appreciate you coming on today. And we'll be sure to blast this out. So thank you so much.
Speaker: Taylor, but thanks for having me. Tell John I said hello. Okay, will do, brother. Appreciate you. Thanks, Dan. So some of you already know that I run my own door-to-door sales team here in San Diego. And as we are gearing up for the summer, I realized if we do the same thing we always did, we're going to get the same results. But if I want to increase my deal flow, I need to do something different to get an advantage.
Speaker: Then we discovered an app called SolarScout. But it's not a door knocking app, it's a data platform that shows us who is likely to go solar in our market. It shows us who has previously applied for solar but later cancelled the deal, who has moved in recently, and even how much electricity the homes are using in a given neighborhood.
Speaker: It's been working for a lot of teams across the country, and now I'm on board too. I'm going to be one of the first to use Solar Scout in San Diego, so I decided to partner up. But I told them, hey, I'm going to talk about Solar Scout on my show, you need to give my listeners a great deal. And they did.
Speaker: So go to solarscout.app forward slash Taylor and book a demo with them, and you'll get 10% off your first month when you sign up. That's solarscout.app forward slash Taylor.
Speaker: Okay, back the show. Hey, Solarpreneurs, quick question. What if you could surround yourself with the industry's top performing sales pros, marketers, and CEOs and learn from their experience and wisdom in less than 20 minutes a day?
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