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How to Develop a Winning Culture in Solar - Alex Hogan-Hall
63 Plays4 years ago
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Speaker 1 (00:03):
Welcome to the Solarpreneur podcast, where we teach you to take your solar business to the next level. My name is Taylor Armstrong and 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 fail. I teach you to avoid the mistakes I made and bringing the top solar dogs, the industry to let you in on the secrets of generating more leads, falling up like a pro and closing more deals. What is a Solarpreneur you might ask a Solarpreneur is a new breed of solar pro that is willing to do whatever it takes to achieve mastery and you are about to become one.
Speaker 2 (00:42):
What's going on Solarpreneurs. I am super excited for this episode. We have a live episode in the studio. I always love doing it with live guests because I think I get more out of it and more connection with the guests. And I'm super excited because we have our second lady, second girl rep coming on the show. I don't know. I don't know if you guys like get like female girls, lady, whatever. Um, but anyway, it's okay. So we've got Alex Hogan hall on the show here, live in the studio, Alex. Thanks for coming out today and coming on the show. Yeah, of course.
Speaker 3 (01:15):
Taylor, thanks so much for having me. I'm excited to be
Speaker 2 (01:17):
Here. Yeah, it'll be super fun. And she's, uh, hopefully moving our assume, but you're right now you're commuting from Utah working with the team, right? Yes, sir.
Speaker 3 (01:25):
Yep. Back and forth,
Speaker 2 (01:26):
California. You're getting sick of that. Uh, that plane ride yet. Are you guys like riding in the plane?
Speaker 3 (01:31):
Oh my gosh. I feel like everyone at Delta probably has to know me by now. It's the same flight.
Speaker 2 (01:38):
Uh, is it like you see like the same pilots and like flight attendants and stuff? Or does that change your name?
Speaker 3 (01:43):
I see the same, like Utah based crew. I feel like every time.
Speaker 2 (01:47):
Nice. Well, that's cool. And, um, so for those that don't know, Alex, she right now is the, uh, you might have to help me a little bit, but your CMO right at,
Speaker 3 (01:57):
Yep. I'm a chief marketing officer and chairman of the board for true power.
Speaker 2 (02:02):
Okay. True power in Alex. She has a ton of experience. We're just talking a little bit before the show and she gave me their own whole, you know, kind of run down of everything. She's done all the experiences she's had and, um, she's done a ton awesome stuff. So, um, Alex, do you want to give us kind of like the rundown for those who don't know you kind of how you got into the industry, how you got into door to door and, um, I guess how you got into the position that you're at now too. Yeah,
Speaker 3 (02:25):
Sure. Cool. So, um, so I got started in the industry back in 2015. I had just finished up college with a degree in Marine biology and I was just loved the environment of super, you know, pro hippie fixing, fixing climate change. So couldn't find a job in Marine bio. So I applied to this position to knock doors and sell solar. So I was like, look, I can do this for a petition signing or something. It's going to be easy to get paid. Um, so I tried it out. I was one of the first, uh, direct training classes over at Trinity solar out in New Jersey. Um, back in, I think of 2015. And at the time we really didn't have much training in place support systems. It was still very new to the business. Um, so I was one of the first female sales reps. They brought on board.
Speaker 3 (03:11):
I had to like make my own polos with the logo on it and stuff, um, at the time. So yeah, just start now and I, uh, didn't have any sales background or anything didn't think
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Transcript
Introduction to the Solarpreneur Podcast
00:00:03
Speaker
Welcome to the Solarpreneur Podcast, where we teach you to take your solar business to the next level.
00:00:08
Speaker
My name is Taylor Armstrong.
00:00:10
Speaker
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.
What is a Solopreneur?
00:00:19
Speaker
I teach you how to 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.
00:00:31
Speaker
What is a solopreneur, you might ask?
00:00:33
Speaker
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.
Guest Introduction: Alex Hogan Hall
00:00:42
Speaker
What's going on, solopreneurs?
00:00:43
Speaker
I am super excited for this episode.
00:00:46
Speaker
We have a live episode in the studio.
00:00:48
Speaker
I always love doing it with live guests because I think I get more out of it and more connection with the guests.
00:00:55
Speaker
And I'm super excited because we have our second episode.
00:00:57
Speaker
lady, second girl rep coming on the show.
00:01:01
Speaker
I don't know if you guys like it, like female, girls, lady, whatever.
00:01:06
Speaker
Any works.
00:01:07
Speaker
Any works, okay.
00:01:08
Speaker
So we've got Alex Hogan Hall on the show here live in the studio.
00:01:12
Speaker
Alex, thanks for coming out today and coming on the show.
00:01:15
Speaker
Yeah, of course, Taylor.
00:01:16
Speaker
Thanks so much for having me.
00:01:16
Speaker
I'm excited to be here.
00:01:18
Speaker
Yeah, it'll be super fun, and she's hopefully moving out soon, but you're right now, you're commuting from Utah, working with the team, right?
00:01:24
Speaker
Yes, sir.
00:01:25
Speaker
Yep, back and forth, Utah to California.
00:01:27
Speaker
You getting sick of that plane ride yet, or you guys like riding in the plane?
00:01:31
Speaker
Oh, my gosh.
00:01:32
Speaker
I feel like everyone at Delta probably has to know me by now.
00:01:35
Speaker
Yeah, I bet.
00:01:37
Speaker
It's the same flight every week.
00:01:38
Speaker
Yeah, is it like you see like the same pilots and like flight attempts and stuff?
00:01:42
Speaker
Or does that change your name?
00:01:43
Speaker
Yeah, I see the same like Utah-based crew I feel like every time.
00:01:47
Speaker
Nice.
00:01:47
Speaker
Well, that's
Alex Hogan Hall's Career Journey
00:01:49
Speaker
cool.
00:01:49
Speaker
And so for those that don't know Alex, she right now is the, you might have to help me a little bit, but you're CMO, right?
00:01:56
Speaker
Yeah.
00:01:57
Speaker
Yep, I'm Chief Marketing Officer and Chairman of the Board for True Power.
00:02:02
Speaker
Okay, True Power.
00:02:03
Speaker
And Alex, she has a ton of experience.
00:02:05
Speaker
We were just talking a little bit before the show, and she gave me the whole, you know, kind of rundown of everything she's done, all the experiences she's had, and she's done a ton of awesome stuff.
00:02:14
Speaker
So, Alex, do you want to give us kind of like the rundown for those who don't know you, how you got into the industry, how you got into door-to-door, and I guess how you got into the position that you're at now, too?
00:02:25
Speaker
Yeah, sure.
00:02:26
Speaker
Cool.
00:02:27
Speaker
So I got started in the industry back in 2015.
00:02:30
Speaker
I had just finished up college with a degree in marine biology, and I just loved the environment.
00:02:36
Speaker
I was super pro, hippie, fixing climate change.
00:02:40
Speaker
So I couldn't find a job in marine bio, so I applied to this position to knock doors and sell solar.
00:02:46
Speaker
So I was like, look, I can do this for a petition signing or something.
00:02:49
Speaker
It's going to be easy to get paid.
00:02:51
Speaker
So I tried it out.
00:02:52
Speaker
I was one of the first direct training classes
00:02:55
Speaker
over at Trinity Solar out in New Jersey, um, back in, I think spring of 2015.
00:03:00
Speaker
And at the time we really didn't have much, you know, training in place, support systems.
00:03:04
Speaker
It was still very new to the business.
00:03:07
Speaker
Um, so I was one of the first female sales reps they brought on board.
00:03:11
Speaker
I had to like make my own polos with the logo on it and stuff, um, at the time.
00:03:16
Speaker
So yeah, just start now.
00:03:18
Speaker
And I, uh,
00:03:19
Speaker
Didn't have any sales background or anything.
00:03:21
Speaker
Didn't think I'd ever get into sales, but I, you know, did pretty well.
00:03:24
Speaker
I am a super hard worker.
Building Systems and Culture in Solar Companies
00:03:26
Speaker
So I just went straight into, you know, knocking every day, making sure I was working the hours.
00:03:31
Speaker
And I did pretty well.
00:03:33
Speaker
I was doing about five or six a month and was able to pay off all of my student loans within the first year.
00:03:38
Speaker
I was able to get my first apartment with some friends.
00:03:43
Speaker
I was able to get my first car.
00:03:45
Speaker
So pretty much everything I wanted at 22.
00:03:47
Speaker
Nice.
00:03:47
Speaker
Just getting all that stuff covered.
00:03:49
Speaker
It's a dream.
00:03:50
Speaker
Yeah.
00:03:50
Speaker
And so I enjoyed what I was doing, but I was starting to think about getting back into marine biology.
00:03:56
Speaker
This was about nine months to a year later.
00:03:59
Speaker
And the director of sales and I kind of sat down before I was looking to leave and they offered me a role to come in and kind of just use a little bit of experience I had out in the field, understanding kind of what the field was going through to start building out their support systems.
00:04:13
Speaker
So that's covering anything with onboarding.
00:04:16
Speaker
What does our recruiting process look like?
00:04:17
Speaker
What do our competitions look like?
00:04:20
Speaker
what's our training, our marketing materials, kind of you name it.
00:04:22
Speaker
And that was kind of the stuff that I got into.
00:04:25
Speaker
And the way that I did it was mostly like, you know, figuring out what problems existed in the org that I could come in and solve and just kind of figuring out where my hard work could get put into place.
00:04:35
Speaker
And when you don't really have a skill set built out for something like that, a lot of what you're going to be able to do that's unique is provide value through your hard work.
00:04:43
Speaker
So I worked my butt off
00:04:45
Speaker
worked really late hours, kind of whatever I needed to do to start getting that off the ground.
00:04:49
Speaker
And within, I'd say, two years, I was managing a team and then took a director position at Trinity over all of sales admin and then also recruiting.
00:04:58
Speaker
Nice.
00:04:59
Speaker
That's cool.
00:05:00
Speaker
Was there a lot of girls at the time?
00:05:02
Speaker
Were you the only one coming into the office?
00:05:05
Speaker
Our office staff was a little bit heavier on the female side, lots in our different support departments.
00:05:12
Speaker
But I was our first and only female director, youngest director.
00:05:15
Speaker
So yeah, not quite as much at the leadership level on the sales side for sure.
00:05:20
Speaker
Okay.
00:05:21
Speaker
Yeah, and so that's kind of where I grew into my director level self, I guess.
00:05:26
Speaker
And then I transitioned into working with Legacy, built out the Setter Closer model over there.
00:05:31
Speaker
Again, I'm very heavy on like building out the systems, kind of the back end stuff, making everything work.
00:05:36
Speaker
And then after working at Legacy for a while, transitioned over into Vivint Solar and took on a role managing the sales marketing department there.
00:05:45
Speaker
under Jason Delstra.
00:05:46
Speaker
And that was probably my most fun part of the career before branched out into consulting.
00:05:52
Speaker
I loved, you know, we had this big $5 million budget.
00:05:55
Speaker
I had a huge team.
00:05:56
Speaker
We were very heavy on the culture.
00:05:58
Speaker
And that's kind of where I realized how unique and valuable it was to be excellent at building out culture.
00:06:03
Speaker
So when, you know, kind of doubled down on that as the way that I could provide, you know, unique value in the industry.
00:06:10
Speaker
And so when I left Vivint and got into consulting with door to door experts, that was kind of my thing.
00:06:14
Speaker
So I worked really heavily on both new hire experience, rep retention, increasing your per rep average for your team, just kind of that type of stuff that kept people around long term.
00:06:26
Speaker
and could make companies unique.
00:06:28
Speaker
Culture's really interesting with that, where I'm going back to school now, and something we're learning about is, how does a business provide a competitive advantage, or sustain their competitive advantage?
00:06:38
Speaker
And if you think about it, in door-to-door, our audience for marketing isn't so much like the solar customer, as much as it is the sales rep.
00:06:48
Speaker
So that's kind of my biggest audience, is how can I provide the best possible experience for my sales reps?
00:06:52
Speaker
And so a sustained competitive advantage also
00:06:55
Speaker
you know, usually comes from something that's really socially complex.
00:06:58
Speaker
And so if you can build a really unique and interesting culture that keeps people around, it's something that's very hard for other companies to imitate.
00:07:05
Speaker
So that's going to be kind of the way that you can set your company, you know, apart from the rest.
00:07:09
Speaker
Yeah, no doubt.
Women in Solar Sales: Challenges and Advantages
00:07:10
Speaker
Yeah, I saw Alex first speak actually back at Door to Door Con.
00:07:14
Speaker
Was that last year?
00:07:15
Speaker
Mm hmm.
00:07:15
Speaker
Last year.
00:07:16
Speaker
Yeah.
00:07:16
Speaker
Yeah.
00:07:17
Speaker
So I got a ton of like nuggets from just her talking to Door to Door Con.
00:07:21
Speaker
And you talked to a lot of things you just mentioned, like the culture, the competitions.
00:07:27
Speaker
How to increase the per rep average I remember I need to go back and review my notes, but it was super good super valuable stuff you talked about and Yeah, in my opinion, I think that's why we need more like girl reps in door-to-door is because I don't know You've probably seen this by now, but pretty much every successful, you know door-to-door rep at least the guys we all got ADD we're all super disorganized We're all you know taken out or all this stuff That's like the door-to-door culture and everything
00:07:56
Speaker
So in every like most every girl I see come in and they, you know, they're on top of it.
00:08:02
Speaker
They want organized things.
00:08:03
Speaker
They just get people in line.
00:08:05
Speaker
And yeah, as a matter of fact, that's how it is.
00:08:07
Speaker
Our company ran.
00:08:08
Speaker
I told you just off before we started the interview here, we got someone that used to be at Trinity Solar too.
00:08:14
Speaker
Her name is Jeanette.
00:08:15
Speaker
And, yeah, she helped us, like, just dial in, like, being so much better than what we were doing before.
00:08:21
Speaker
So, yeah, for those that are looking for, you know, more organization, I would consider looking at, you know, bringing in some more girls in your organization because, yeah, I think that's kind of the superpowers that a lot of.
00:08:33
Speaker
Probably not all girls, but I would say in general, they're definitely more organized.
00:08:38
Speaker
Is that fair to say, Alex?
00:08:39
Speaker
Yeah, I would say so.
00:08:41
Speaker
I mean, that's definitely been like a blessing for me at first.
00:08:44
Speaker
I was like kind of bummed being the only girl in my org.
00:08:47
Speaker
It was tougher for me to find mentorship.
00:08:49
Speaker
you know, connect with the male leaders that I was with.
00:08:52
Speaker
It was just, you know, there's just that barrier there.
00:08:53
Speaker
So it was tougher for us to build that relationship.
00:08:56
Speaker
So for a while it was kind of sad, but then after I realized, you know, just like you mentioned Taylor, like so much of my natural skillset or the things that I knew I could double down on to become unique, like a lot of that was very different than the skillset that my male peers brought to the table.
00:09:10
Speaker
A lot of them were
00:09:11
Speaker
growing up and having success, like getting into director roles through being really great at sales.
00:09:16
Speaker
And so, um, I was fortunate enough to have kind of that mix of doing well enough with sales to really understand what reps are going through.
00:09:23
Speaker
So then when I could come in and build out those systems and provide that structure, it was, uh, very specific to them and helped that out a lot.
00:09:30
Speaker
Yeah.
00:09:30
Speaker
That's awesome.
00:09:31
Speaker
So how long were you like in the cells before you got into more like the, like management type stuff, organization?
00:09:37
Speaker
Yeah.
00:09:37
Speaker
Yeah, so I knocked for about a year and then took a lot of referrals after that that lasted for a while.
00:09:44
Speaker
And then once I moved out of New Jersey into Utah, referral game kind of dried up there.
00:09:49
Speaker
Wasn't working out there quite as much.
00:09:50
Speaker
But yeah, I still, you know, to this day, I'll go out and knock with our sales reps here and there, make sure I'm spending as much time in the field as I can.
00:09:56
Speaker
I think it's super important to know firsthand what they're going through in order to make sure that, you know, everything we're building is
00:10:03
Speaker
the best it possibly can be to support them and keep them here long term because everybody wants to find a home in their career.
00:10:10
Speaker
I think oftentimes we think in door to door how like, you know, reps don't stay that long.
00:10:14
Speaker
It's kind of fleeting.
00:10:15
Speaker
It's okay if you lose a lot of people.
00:10:16
Speaker
But I think it's a challenge.
00:10:19
Speaker
But to think about it the opposite way where, you know, if I can figure out, if I can crack the code on how people can stay long term, I'm actually going to have an org that connects at a way deeper level, has success at a way deeper level.
00:10:30
Speaker
So that's what I'm shooting for.
Organizational Strategies and Culture Building
00:10:32
Speaker
100%.
00:10:32
Speaker
Yeah, I respect that a ton.
00:10:34
Speaker
Like leaders that still want to go out and knock with their teams.
00:10:37
Speaker
As all these top companies, I see all the leaders.
00:10:40
Speaker
As a matter of fact, I just saw a post about, I think it was Sunrun CEO or something.
00:10:45
Speaker
Shows up, I don't know if you saw that.
00:10:46
Speaker
I did.
00:10:47
Speaker
Yeah, shows up to a meeting and then they thought they're going to have a meet and greet after.
00:10:50
Speaker
And she's like, no, we're going to the doors.
00:10:52
Speaker
Who am I knocking with?
00:10:53
Speaker
Yes.
00:10:53
Speaker
Like, wow.
00:10:55
Speaker
She's awesome.
00:10:56
Speaker
So I think people really respect that.
00:10:59
Speaker
And I've talked with reps from other organizations that don't do that, where their leaders are just coming in, doing trainings, and then heading out.
00:11:05
Speaker
And they're talking about all these things like, oh, knock harder, go close more doors and things like that.
00:11:10
Speaker
But I think it's hard to, I don't know, maybe take that information sometimes if the reps don't see how they're willing to do it themselves.
00:11:17
Speaker
And they're going to come out and show me how it's done, even though I'm sure you're not to the level you were before when you're knocking consistently every day.
00:11:26
Speaker
Oh, yeah, this is just here and there.
00:11:27
Speaker
But I mean, you're so right.
00:11:28
Speaker
Like even, you know, in the times where I've been even recruiting at the manager level, a DM will sometimes say, okay, like I'm down to come over and I'll do this, that and the other thing, but I don't really want to knock anymore.
00:11:40
Speaker
And I just think it's, it's so silly to think that you can be as effective and be the best person for your people if you don't really know what they're going through, and you're not willing to do that with them.
00:11:49
Speaker
Yeah, that's for sure.
00:11:51
Speaker
So when you kind of transition more into the management stuff, more into building out the systems, things like that, were they asking you to do that?
00:12:00
Speaker
Or were you kind of like, I don't know, was that you more wanting to get into that type of role?
00:12:05
Speaker
Or how did that transition go?
00:12:07
Speaker
Yeah, I didn't really know what to expect when I first took the role.
00:12:11
Speaker
I was kind of even in the mentality of, you know, I'll come on, I'll do this, and I'll keep looking for a job that I want in the meantime.
00:12:18
Speaker
But coming in, I didn't realize how valuable this question was at the time.
00:12:22
Speaker
I was like 23, but I remember going department to department.
00:12:25
Speaker
The first couple weeks of my job because my my boss is traveling to all the offices.
00:12:29
Speaker
So I'm just sitting around corporate.
00:12:30
Speaker
I'm like, OK, what am I going to do?
00:12:32
Speaker
And I went to all the departments and I said, hey, I'm Alex.
00:12:34
Speaker
I'm working with the direct sales team.
00:12:36
Speaker
I just wanted to know, like, how do you interact with them?
00:12:39
Speaker
What problems do you run into?
00:12:40
Speaker
Like, how can I make things easier for you guys and kind of like build that?
00:12:44
Speaker
kind of system up and everybody had their own opinions and things.
00:12:48
Speaker
And so not only did it build a ton of relationship equity for me, like people kind of talk about playing politics in corporate.
00:12:55
Speaker
I don't think it has to be politics, but you do need to build relationships.
00:12:58
Speaker
So I built up a ton of that equity by, um, going out, doing things for other departments, kind of seeing how I could kind of grease the wheel there between their relationship with sales.
00:13:06
Speaker
Yeah.
00:13:07
Speaker
And, uh, and because of that, I noticed a ton of holes that needed to be filled, created systems and kind of, um, different problem solving solutions that I could put into place there.
00:13:17
Speaker
And then I managed it cause I put it into place.
00:13:19
Speaker
So as I grew and built more systems under me and things that I was managing, I was able to
00:13:24
Speaker
convince my boss to let me bring on additional people.
00:13:27
Speaker
And that's how I got into management was purely just working my butt off and then figuring out, okay, what problems exist that no one's either thinking about solving or wants to solve and figure out the solution to that and then kind of build out my influence from there.
Handling High Performers with Poor Cultural Fit
00:13:39
Speaker
That's awesome.
00:13:40
Speaker
So it sounds like you're more like super proactive, like, hey, what problems can I help with?
00:13:44
Speaker
What things can be improved?
00:13:45
Speaker
It wasn't like them telling you, oh, go do this, go do this.
00:13:48
Speaker
Oh my gosh.
00:13:48
Speaker
You went out there and kind of recognized it yourself and like suggested them, things like that.
00:13:54
Speaker
Yeah, totally.
00:13:55
Speaker
And I think that like it applies, I think, no matter what position you're in, like anyone that's trying to get into leadership, if you can be proactive about figuring out, you know, what needs to get done that's not getting done, what are the holes that you can fill with different solutions, that is the way to kind of stand out and be unique.
00:14:10
Speaker
Yeah, that's a good point, good point.
00:14:13
Speaker
And so with team, I know this is what you were doing at Door-to-Door Experts for a while, is helping people kind of help build out these systems and more on the organizational thing, the rep retention, right?
00:14:25
Speaker
What were some big mistakes that you would see?
00:14:27
Speaker
As you went into a company, I'm sure you dealt with some pretty disorganized companies and...
00:14:32
Speaker
Maybe some that were a mess and everything.
00:14:34
Speaker
Do you have any, I don't know, cool stories of companies that were a disaster and you helped them turn things around or anything like that?
00:14:40
Speaker
Dude, that's such a good question.
00:14:43
Speaker
Yeah, I'm just thinking through all these examples.
00:14:47
Speaker
I would say one of the biggest things I noticed was if you're a smaller business or you're like a manager looking to do this for your team, you know, you're not doing it huge scale, vivant status yet or anything like that.
00:15:01
Speaker
A lot of people, you don't even realize you're doing it, but you're like trying to imitate a big culture.
00:15:06
Speaker
You're trying to imitate these big players that you admire.
00:15:09
Speaker
So it's not coming from a place of like genuine, authentic, like you're trying to do what's in your rep's best interest.
00:15:14
Speaker
You're like building out systems or creating competitions or doing all these things because you think you need to and because you think that's what's going to work.
00:15:23
Speaker
And so it's like it's this weird like disconnect, like emotionally between like you and the sales rep.
00:15:28
Speaker
So instead, a big part of it was getting in touch with that company's like identity, like what are the things that they really care about?
00:15:35
Speaker
Who are the people that they're trying to bring on board?
00:15:37
Speaker
Like who really aligns with their core values?
00:15:39
Speaker
And then figuring out how do I build out systems, build out training, build it into my recruiting process, whatever, a way that I'm providing what is best for the best interests of the sales rep.
00:15:51
Speaker
And that will also align with your best interests as a business or a manager simply because you're bringing on the right people.
00:15:59
Speaker
So you know you're bringing on the right person if you're best interests and there's aligned perfectly because you're bringing somebody into your culture that shares your values.
00:16:05
Speaker
Okay.
00:16:06
Speaker
So it sounds like step one is kind of recognizing what are the core values before anything and then going out and finding people that fit into that.
00:16:13
Speaker
And that's more, would you say that's what we, what you were helping companies with as you started working with them?
00:16:20
Speaker
Yeah, I would say so.
00:16:20
Speaker
Because a mistake I made in the beginning was I would, you know, I just, I feel like I've got these systems now that could be successful anywhere.
00:16:29
Speaker
So we'd start on the system front and we'd put stuff into place and their retention didn't go up.
00:16:34
Speaker
Like the metrics kind of we were trying to measure were not really changing.
00:16:37
Speaker
And so if I looked at it, it was like this, yeah, it was just this like false imitation of what we really needed to be providing.
00:16:42
Speaker
So we started to step back and said like, okay, who are the people that we're truly trying to bring on board,
Retention Strategies for Solar Sales Teams
00:16:47
Speaker
right?
00:16:47
Speaker
Like,
00:16:47
Speaker
And one thing I was telling you about this earlier, but a little Simon Sinek training I saw that I think is super valuable is he was interviewing a leader in Navy SEALs, and he was talking about how they choose who they want to bring into their org.
00:17:01
Speaker
And he kind of drew this little graph.
00:17:02
Speaker
So one of the axis was high performance, so low to high performance.
00:17:07
Speaker
And then the other axis was culture or, you know, how good of a human is this person kind of thing.
00:17:13
Speaker
So every company wants someone that falls under that one corner where it's high performance, you know, high, high value to the culture.
00:17:21
Speaker
Nobody wants someone that's in the low and low corner.
00:17:24
Speaker
But then oftentimes people will choose the high performer.
00:17:29
Speaker
That's a bad fit for your culture over the low performer.
00:17:33
Speaker
That is a great fit for your culture.
00:17:34
Speaker
And I think that's a huge thing we do here in door to door because we care so much about that production.
00:17:39
Speaker
But this guy kind of defined that person as a toxic team member.
00:17:42
Speaker
So it's someone that comes on board.
00:17:43
Speaker
They might be breaking your rules.
00:17:45
Speaker
They might be kind of going against your core values.
00:17:47
Speaker
And then as a manager or a leader, you're looking at this person.
00:17:50
Speaker
You're like, dang, I really want the production.
00:17:52
Speaker
So you keep them on board.
00:17:53
Speaker
You make concessions with yourself.
00:17:54
Speaker
you kind of give up some of that identity that you care so much about with your, with your team and what you guys stand for.
00:18:00
Speaker
And then you think that that person's either, you know, providing a neutral or a benefit to the team where oftentimes if you put a top performer, that's a bad fit for the culture in place and you prioritize them over your good guys on the team that are maybe mediocre, you know, you work with that person versus developing them, then you're actually going to detract from the overall kind of culture and performance of everyone.
00:18:19
Speaker
That's interesting.
00:18:20
Speaker
So how do you know?
00:18:21
Speaker
Because, like, I'm sure you've seen sometimes it's tough to recognize you do one, two interviews, and you don't necessarily know how this person is going to work out with the team.
00:18:31
Speaker
So how do you – like, what do you do?
00:18:33
Speaker
Say you bring on someone, they're crushing it, but, yeah, they're not fitting into their culture.
00:18:36
Speaker
I don't know.
00:18:36
Speaker
Maybe they're, like, doing shady stuff.
00:18:39
Speaker
I'm sure you've seen all types of things going on.
00:18:42
Speaker
So, like, what do you do with these reps?
00:18:44
Speaker
Do you, like, hey, strike one, strike two, you're out?
00:18:46
Speaker
Or do you, like, sit down and talk with them?
00:18:48
Speaker
Or do you, like –
00:18:48
Speaker
I don't know if you see they're not a good fit in your culture.
00:18:51
Speaker
Do you try to like mold them first or what do you do in these cases?
00:18:55
Speaker
Yeah, I would I would say always like step one, you should be a high enough level person to if you have a high performer, that's not a good fit for your culture.
00:19:03
Speaker
You should be able to control that situation enough to try to mold them into what you need.
00:19:07
Speaker
So oftentimes, you know, someone's.
00:19:11
Speaker
uh, being, you know, really aggressive or territorial or just kind of this personality that doesn't fit with the group.
00:19:17
Speaker
If you first try to level with them and be like, Hey, like I want to provide a space for you to, you know, move into leadership here, make the most money you can, whatever that person's goals are.
00:19:26
Speaker
I'd kind of align with them there and be like, I need you to do me a favor though, because you are such a high level influencer on the team because of your production level and like how well you can go out and perform.
00:19:35
Speaker
that if you don't come to meetings and you do all these things that are like against the basic rules that I'm trying to hold everybody to and those expectations, it sucks for me as a leader because I have a tough time.
00:19:46
Speaker
Like all these people look up to you, you have all this influence over them.
00:19:49
Speaker
So I need to try to hold you to those same standards.
00:19:52
Speaker
If it's not, you know, just for you coming to the team, because you don't care that much about going to the trainings every day, maybe you don't need them as much, but the rest of the team does.
00:20:00
Speaker
And so
00:20:01
Speaker
you would be doing me a massive, massive favor if you could, you know, follow X, Y, and Z. So whatever those basic expectations are, I try to kind of set it that way.
00:20:09
Speaker
And oftentimes if you level with that person and they're like, yeah, I'm, I'm just doing something nice for the team.
00:20:13
Speaker
Like that usually connects and will resonate with people.
00:20:17
Speaker
Um, if they are still not going to be a good fit for the group, I have, you know, um, consulted people and we've said, okay, let's put this person kind of out on an Island.
00:20:25
Speaker
So, you know, don't come to the meetings where I can put you on the leaderboard, but you're welcome to come here and sell lights out and kind of do your thing and work with me.
00:20:33
Speaker
But I can't just put you in with the rest of the team because you're kind of a bad influence on them.
00:20:36
Speaker
Yeah.
00:20:38
Speaker
Or worst case scenario, too.
00:20:39
Speaker
Like I've also personally lost people that I thought were high.
00:20:43
Speaker
high performer toxic team member.
00:20:45
Speaker
Um, I've also had, uh, one of my roofing clients actually in Colorado, they lost their top, top person that they were petrified to lose because they finally put some expectations in place like this.
00:20:56
Speaker
And he left and they were petrified that the whole team was going to leave.
00:20:59
Speaker
And now they're like five X the size that they were like this little training room where they
00:21:04
Speaker
They had these influences that kept them from holding their expectations.
00:21:07
Speaker
When I was there, like that was tough for them.
00:21:09
Speaker
So now that person's gone, they're able to hold everyone to a higher standard.
00:21:12
Speaker
The team actually gels a lot better.
00:21:14
Speaker
And so they've only gotten better since then.
00:21:16
Speaker
Nice.
00:21:16
Speaker
Yeah.
00:21:17
Speaker
Yeah.
00:21:17
Speaker
It's like cutting the fat off.
00:21:18
Speaker
But yeah, I know I think it's that, you know, scarcity mindset people get.
00:21:21
Speaker
They don't want to let go of the golden goose, the things that's feeding them.
00:21:25
Speaker
So they're afraid to, I don't know, do sometimes what's necessary.
00:21:29
Speaker
Like a lot of times they probably know they need to do it.
00:21:31
Speaker
Right.
00:21:32
Speaker
But they're just like scared to like, I don't want to cut a guy that's closing 10 deals a month, whatever, 10, 20 deals.
00:21:38
Speaker
For sure.
00:21:38
Speaker
And if that person leaving allows you to help everybody else in the office get one or two more deals a month, then that kind of covers your 10 or 20 that you're losing.
00:21:46
Speaker
Yeah.
00:21:47
Speaker
So I look at it that way.
00:21:49
Speaker
Yeah, I like that.
00:21:50
Speaker
I agree for sure.
00:21:51
Speaker
And so another thing I know you've helped a lot of companies with and you're probably one of your strengths too is just the rep retention.
00:21:59
Speaker
Um, so does that, would you say that's pretty hand in hand with what we're talking about?
00:22:02
Speaker
Like retaining reps, just figuring out the culture first, any other ideas you have on that?
00:22:06
Speaker
Cause as you know, so where, I mean, my first company I was with, it's like, you know, trying to pour, uh, uh, like water in a colander, you know, you're trying to fill up a colander and it's
00:22:16
Speaker
the water's just flowing out of there and you're constantly just filling it up, filling it up every single week.
00:22:22
Speaker
Like at one point we were recruiting, I don't know, maybe like five or six reps a week.
00:22:26
Speaker
And then we were lucky if one of them like stayed until the next week, because we're just like bringing in these guys from, you know, restaurants, zip recruiter, indeed, all these things.
00:22:36
Speaker
So yeah, in your opinion, Alex, what's like the biggest, I don't know, mistake in retention?
00:22:40
Speaker
I know probably a lot of that stuff we just talked about.
00:22:43
Speaker
But anything else you would say that helps a lot that you've seen in companies you work with in retention?
00:22:49
Speaker
Yeah.
00:22:50
Speaker
Yeah.
00:22:50
Speaker
So I would say first off is I think a big mistake we make in the industry is, you know, we put a lot of weight on recruiting, but then mentally people start to kind of check out of the recruiting process once that person gets hired.
00:23:03
Speaker
So as soon as that person shows up to boot camp, you're like, cool, my job is done.
00:23:06
Speaker
This person's here.
00:23:08
Speaker
And that's what we reward people on.
00:23:09
Speaker
We say, oh, he brought in this number of recruits.
00:23:11
Speaker
But what we really care about is that person staying retained.
00:23:13
Speaker
So a metric in solar that I got from a previous company just with a ton of data was if a rep can get five sales within their first 60 days, they're 80% more likely to stay with that company six months or longer.
00:23:27
Speaker
which is a huge stat for us in our industry.
00:23:29
Speaker
Right.
00:23:30
Speaker
Yeah.
00:23:30
Speaker
So, um, you know, knowing that, I mean, there's a million things you can think of to put into place, you know, how answer the question, how can I get more of my sales reps to hit five sales in 60 days?
00:23:41
Speaker
There's a lot you can build into place there.
00:23:43
Speaker
But I think a big thing, too, that should be thought of through the recruiting process and kind of as it bleeds into that onboarding in the first couple weeks is just kind of the journey that your your recruit is going to have to go through in order to actually stay retained and like fully integrate this new job into their life.
00:24:00
Speaker
So, for example, let's say you've got someone that's working like a nine to five job.
00:24:04
Speaker
They're a young parent, young mom or dad.
00:24:07
Speaker
And they've got like a two or three year old at home that they put to bed at like seven, seven 30 every night.
00:24:12
Speaker
And that's like their little family time.
00:24:13
Speaker
It totally fits into their current routine.
00:24:15
Speaker
And now you're trying to recruit this person from that lifestyle into door to door.
00:24:19
Speaker
Well, if you're asking that person, you know, you, if you're feeling resistance during the recruiting process, you might immediately go to, let me throw more money at this person.
00:24:28
Speaker
Let me give them a manager title, like whatever, some of these perks that we can give versus thinking through,
00:24:33
Speaker
that hesitation is more so based on the changes to their lifestyle that they haven't thought through a solution to yet.
00:24:39
Speaker
So like this person, this example may come into your org and if they plan to, like they've always needed to be home at 7.30 for bedtime and now you're telling them they need to knock until eight or later every single night, that's going to be a disconnect for you guys.
00:24:52
Speaker
So you could nip that stuff in the butt even during the recruiting process by getting to know that person at a deeper level, know what their life is like, know what they care about.
00:25:00
Speaker
And then, you know, that could be setting up a schedule where a couple nights a week you want them out late and a couple nights a week you're cool with them going home.
00:25:07
Speaker
Yeah.
00:25:07
Speaker
Because they get their doors in or they start earlier, like whatever it's got to be.
00:25:11
Speaker
But if you can kind of figure those things out early on and mold some of the process with them, it breaks that barrier down between where they are and them being, you know, fully self-sustaining in this role, making money and working with you long term.
00:25:24
Speaker
Yeah.
00:25:25
Speaker
So I think if you can think through solving that, that is going to change the way you recruit your processes, your onboarding, your incentives, like everything else kind of falls in line.
00:25:34
Speaker
Yeah.
00:25:34
Speaker
Okay.
00:25:35
Speaker
I love that.
00:25:35
Speaker
Yeah, that's a good point.
00:25:36
Speaker
And I'm dealing a little bit with that right now.
00:25:39
Speaker
I mean, the company I'm with now, it's like we have all these young guys that just came, like young hustlers coming from Vivint Alarms and stuff like that.
00:25:48
Speaker
They're all lined up for the summer.
00:25:49
Speaker
And then, yeah, I told you before we started recording here that I was running a team of just like 10, 15 reps.
00:25:54
Speaker
Most of us were like married guys, just, I don't know, kind of doing our thing, had kids, stuff like that.
00:26:01
Speaker
But now our teams, like, we got 30 guys.
00:26:04
Speaker
They're not married.
00:26:04
Speaker
They're off, like, just doing, like, the single guy stuff.
00:26:08
Speaker
And we're trying to kind of, like, you know, fit into that culture and everything.
00:26:12
Speaker
And then, you know, you got, like, girls coming on the teams, too.
00:26:16
Speaker
So, like, there's all these different, like,
00:26:18
Speaker
people that can come into the organization and from all types of scenarios different schedules that they're used to so um i don't know do you have any like tips on say you got something like that where it's a bunch of young people and you got some married guys then you got some girls i don't know is that how your team is right now currently or
00:26:36
Speaker
Yeah, yeah, we've got a really good mix over at True.
00:26:38
Speaker
We've got, I'd say probably 30% of our, like, active reps are women, which is cool.
00:26:44
Speaker
Oh, that's true.
00:26:45
Speaker
Yeah, we have a younger sales force, but we've got plenty of married people with young kids and everything.
00:26:52
Speaker
I mean, I think a big piece of that is, like, we've got all these little subcultures within our teams that I've noticed, people that have similar schedules.
00:27:00
Speaker
They're kind of, like, breaking off and doing some of their own thing.
00:27:02
Speaker
Yeah, okay.
00:27:04
Speaker
You could even incentivize the groups that start to naturally form like that to do little head-to-head matches.
00:27:09
Speaker
You could do some office-level incentives with them on that type of stuff.
00:27:12
Speaker
Okay.
00:27:14
Speaker
And then, I mean, just touching on bringing people into solar from summer programs, I've got a whole thing that I've been...
00:27:22
Speaker
brewing up with a couple with, you know, Brandon and Parker, a couple of the old experts, but we've been talking about a lot, how, how different it is going from a summer program over into solar.
00:27:32
Speaker
And I think for anyone like recruiting from summer programs right now, this is a hurdle that you guys might not be thinking of.
00:27:38
Speaker
People in pest control or alarms or something, they're coming from this very regimented schedule.
00:27:43
Speaker
They know what they're doing like every hour of the day for the summer.
00:27:45
Speaker
They've got really robust training systems because they're trying to, you know, in a summer program, you need to get people videos, get that stuff figured out.
00:27:54
Speaker
And then they need to be on the doors producing as soon as the summer starts.
00:27:57
Speaker
So they've got this whole system in place.
00:27:59
Speaker
And oftentimes, you know, a lot of us got into solar maybe because you were doing other sales and you love the freedom and things that come with the schedule we can create in solar.
00:28:07
Speaker
Yeah.
00:28:07
Speaker
Well, if you're a manager that values freedom with your time and you're kind of unstructured and you don't care if people are showing up to the meetings twice a week and stuff like that, and you recruit a group of alarm guys, like what are the chances that that person's going to be successful in this unstructured culture where it's like, no, man, you can do whatever you want, like kind of thing, you know?
00:28:28
Speaker
So oftentimes we see that as a perk that we got into this industry for.
00:28:32
Speaker
If you're bringing on summer teams, I would say match what they are familiar with until they know what they're doing.
00:28:38
Speaker
And then you can let off the gas a little bit.
00:28:40
Speaker
But like put something into place that feels remotely similar to what they've been going through with their training and their schedule and their structure.
00:28:48
Speaker
And it may not match what you're asking the rest of the team to do, but it's going to help those people come on board and get past the learning curve.
00:28:54
Speaker
Okay.
00:28:55
Speaker
Yeah, that's interesting.
00:28:56
Speaker
It's almost like have them do, even though you say you're only meeting twice a week or something, so you bring in a group of summer guys, so you're saying maybe like meet with them every day and just have them do their same schedule for a while until they start seeing success, things like that.
00:29:09
Speaker
Oh, totally.
00:29:10
Speaker
Because for us, we might be like, oh yeah, it's cool.
00:29:13
Speaker
We only do meetings twice a week.
00:29:14
Speaker
Like this like less structured lifestyle is what we enjoy.
00:29:17
Speaker
But for someone coming from a really regimented routine and door to door, that could give them anxiety and it could keep them from like their routines on how they've learned and their work ethic and their numbers are all based on them being in a regular regimented schedule.
00:29:29
Speaker
So if you mess that up, they may not have the personal like wherewithal to just do that themselves because they know that's what they need.
00:29:36
Speaker
Like they might not even know that.
00:29:37
Speaker
So I'd say put those guys in
00:29:39
Speaker
Yeah, like a quick 30-minute meeting every day to kind of touch base for the first couple weeks.
00:29:43
Speaker
And once you see them kind of get into their own groove with solar, you can always let up and pull them into the structure that you're holding with the rest of the group.
00:29:52
Speaker
But I think that would help with retention big time for some of the people.
00:29:56
Speaker
Yeah, no, for sure.
00:29:57
Speaker
I agree with that because, yeah, actually, that's – yeah, I'm telling you I'm working with Jason Newby, and that's basically what we're doing right now because he comes from Alarms.
00:30:04
Speaker
A bunch of the guys he has on the team are from Vivint Alarms.
00:30:08
Speaker
So right now, yeah, he has a meeting every day.
00:30:09
Speaker
Like it used to be 10 a.m.
00:30:11
Speaker
He moved it to 12, but it's like every single day we're having a meeting and we're getting out there.
00:30:15
Speaker
And, yeah, I mean, the guys are producing.
00:30:17
Speaker
So it's whatever he's doing, working.
00:30:19
Speaker
And they were producing a lot more than our team that was meeting twice a week.
00:30:24
Speaker
I'm like, okay, well, something must be working.
00:30:26
Speaker
Oh, yeah.
00:30:28
Speaker
We just finished up our first competition as a company, and it was like a 1v1, and our top manager that won the whole thing came from pest control.
00:30:35
Speaker
Right?
00:30:35
Speaker
Yeah.
00:30:36
Speaker
He's got his schedule down.
00:30:37
Speaker
He works harder than everyone else because he knows.
00:30:39
Speaker
Like another trap we get into with solar is the commissions are so high right now that, like,
00:30:44
Speaker
it's so tough to push people to actually make them produce what numbers you want to see on the board if they've got any type of limiting mindset with money or they don't need that much and they don't think about that type of stuff.
00:30:55
Speaker
So part of our practice when we're bringing people on board is we'll even frame it during the interview process as like kind of this problem we want this person to help us solve, which is like, look, you can make very, very good money coming in at solar to the point where sometimes it can be tough to make people
00:31:10
Speaker
hit the numbers that we expect out of them every month because you might sell one or two deals and like cover all your bills for the month.
00:31:16
Speaker
So you want to relax.
00:31:17
Speaker
But how does a person that does two sales a month affect the rest of their team that wants to do way more than that could be stretching their personal limits way higher.
00:31:25
Speaker
You know, we've seen people in our industry do 30 plus a month.
00:31:28
Speaker
you know, like that happens all the time.
00:31:30
Speaker
So if you hire a bunch of people and you don't kind of frame it that way first, um, you can get people kind of caught in this, like, oh yeah, I'm good doing one or two sales and you've got kind of this mediocre
Boosting Performance Through Competitions
00:31:40
Speaker
performance.
00:31:40
Speaker
So yeah, no, it's true.
00:31:42
Speaker
I mean, that's the, yeah, cause two, two deals in solar, I mean, especially in California, that's still like decent money.
00:31:50
Speaker
You might be doing better than anyone in your family has ever done.
00:31:53
Speaker
And you're only selling two accounts.
00:31:54
Speaker
So like
00:31:55
Speaker
If you're pulling someone in that's not from our industry and they're doing two accounts a month, they think they're winning.
00:32:01
Speaker
You think that they're a time suck on the rest of your team.
00:32:04
Speaker
So you've got to kind of figure out how do you reconcile that early on to make sure that person is
00:32:09
Speaker
knows what you expect out of them and can, you know, if they've got some limiting mindset there, you're working with them on that.
00:32:13
Speaker
That's kind of another step to helping people stay longer term is kind of getting them in the frame of mind.
00:32:18
Speaker
Like, no, I, I may be doing way better than the rest of my family, but doing two deals a month, like I could, now that I know this skill, I could be doing six, 10, 15, whatever.
00:32:28
Speaker
So I'm getting people kind of in that number mindset versus the money one is big too.
00:32:33
Speaker
Yeah, I would agree.
00:32:34
Speaker
And yeah, I think it's good to bring to that point to bring people from the other industries because like for me, I saw to myself, I was like getting lazier and lazier for a while just because we're guys that were just pretty much in pure solar.
00:32:46
Speaker
We weren't bringing in anyone else that had been in like pest control alarms.
00:32:50
Speaker
And so we're good with our three, four hours knocking a day and, you know, just closing our maybe two, three deals a week tops.
00:32:57
Speaker
And yeah, it was good money and everything.
00:32:59
Speaker
But then once I recently, once we did this like merger, as Tony about with Jason Newby's team, got all these alarm guys.
00:33:07
Speaker
A lot of them were working on alarm schedule, like six, seven, eight hours of knocking.
00:33:12
Speaker
And then, and then they're closing 30 plus deals a week.
00:33:15
Speaker
A few of them.
00:33:16
Speaker
I'm like, whoa,
00:33:17
Speaker
Like this is possible in solar.
00:33:19
Speaker
Like guys can do this much.
00:33:21
Speaker
So I think it's a, I think it's a good idea to be bringing in people that are fresh, that don't know that, that don't kind of like have that lazy solar mindset.
00:33:29
Speaker
Cause in my opinion, like,
00:33:31
Speaker
I've seen guys that are coming from different industries or guys that are maybe new.
00:33:35
Speaker
A lot of times they're having more success than recruiting from like other solar companies because a lot of these other like no offense to a lot of these companies, but they have a lot of lazy reps that are used to closing, you know, one or one or two deals, maybe tops a week.
00:33:51
Speaker
So, yeah, I think I like that a lot.
00:33:54
Speaker
Yeah, and that was kind of like, you know, I was fortunate enough to work at some of the bigger companies and pull some lessons from there.
00:34:01
Speaker
So whether I'm working with a smaller company, a midsize, whatever, like a big thing has been the pattern with the top performing companies is they expect high performance all the way through their leadership stack.
00:34:12
Speaker
A lot of times you'll...
00:34:13
Speaker
You know, you could recruit someone into a smaller dealer and they've done well in the past.
00:34:18
Speaker
You want to put them at this really high level.
00:34:19
Speaker
You're either bringing them in as like a DM, maybe a regional, maybe a director.
00:34:23
Speaker
And they're like, cool, I want to come in.
00:34:25
Speaker
This is what I'm going to do.
00:34:26
Speaker
But by the way, I'm not going to knock doors.
00:34:27
Speaker
And if they go that route, like...
00:34:29
Speaker
Again, I saw some of the craziest performance of my life in solar just being at Vivint.
00:34:35
Speaker
And those guys all the way up through the director level, like they could be managing hundreds of reps under them.
00:34:40
Speaker
And they're still expecting to hit some of the highest levels of production in the industry.
00:34:45
Speaker
And leading from the front there, like a lot of times we will get into management and you start to get sucked into the industry.
00:34:50
Speaker
The reporting and the hiring and firing and territory management and all that other stuff.
00:34:55
Speaker
And you forget how high priority you should be putting, actually knocking and showing up for your team.
00:35:01
Speaker
But by far and away, I say the biggest pattern is like you see managers able to bring teams on and have them perform at a much higher level if they are leading the charge.
00:35:11
Speaker
Yeah.
00:35:12
Speaker
I agree for sure.
00:35:13
Speaker
And so, yeah, speaking of culture, I know that was you probably learned a ton as you were helping like Vivint Solar's things.
00:35:20
Speaker
And I know that's part of what you talked about at Door to Door Con, too.
00:35:24
Speaker
But you also mentioned like I think you were saying smaller companies shouldn't necessarily try to do all the things that the big dogs are doing, like the Vivint Solar's of the of the world and all that.
00:35:35
Speaker
So what do you see?
00:35:37
Speaker
Like, I don't know, say you're a small company, how should the culture be different?
00:35:40
Speaker
Like in a big company, how much of what they're seeing Vivint Solar and all these companies are having a ton of success?
00:35:46
Speaker
What should they try and take from that?
00:35:48
Speaker
And I don't know, maybe what are some things that didn't work that you saw that companies were trying to take from these big cultures that were super successful?
00:35:56
Speaker
Oh my gosh, that's such a good question.
00:35:59
Speaker
I think a big one was the way that you're spending your money to build your culture.
00:36:03
Speaker
So I think the two metrics that matter in culture are increasing your rep retention, how long are people staying, how well are they doing, and then the per rep average.
00:36:12
Speaker
So if my reps are producing two sales a month on average, can I get that to a three or four or higher?
00:36:18
Speaker
And, uh, and so I see companies, you know, especially sometimes I do my like competition training and people get all jacked up about getting into doing a competition.
00:36:28
Speaker
And, um, the way you could spend $10,000 on a competition and have it be the best thing that's ever happened to your business, or you could do it and it could be a total flop.
00:36:36
Speaker
You might not get any extra sales.
00:36:38
Speaker
So I think it's
00:36:40
Speaker
um, figuring out how to spend your money, not just to like check off all the boxes of like, I've got the fancy things.
00:36:46
Speaker
I've got a competition where someone can like win a razor and all that kind of stuff like this high level stuff.
00:36:51
Speaker
Um, you can spend a lot less money, but gain some of the lessons from that.
00:36:55
Speaker
Like, you know, motivating reps through a competition, for example.
00:36:58
Speaker
Um,
00:37:00
Speaker
the way Vivint is going to handle a competition with their, you know, really flashy launch videos, really big flashy prizes, all of that stuff, you know, podcasts and video casts on like all of the people that won last year, bringing them on, trash talking, like this whole thing.
00:37:15
Speaker
There's a bootstrap version of that that I think can happen for companies at a lower level, but like a lot of what goes into making an amazing competition can just be you hyping it up ahead of time
00:37:27
Speaker
As a manager, you knowing what the rules are and the prizes and letting your reps know that a month in advance, maybe sometimes more, letting them kind of prepare.
00:37:35
Speaker
If I've got a four or five-week competition coming up, I would launch it to my sales reps in enough time where they can...
00:37:42
Speaker
move um obligations that they might have if someone's got you know i'll roll out my schedule at the beginning of the year most companies should do that so that their reps can kind of plan out for sure yeah so if i know like i know the main competitions i want to do and then maybe i'll have like one or two months where it's a little bit light and offices can do their competitions if i do that that allows uh your sales reps to not have to sacrifice family time for work time
00:38:07
Speaker
They can plan their family time around the times and the seasons where you're going to do like high level competitions.
00:38:13
Speaker
So literally just scheduling your competitions a little bit different like that could double the production you get from one versus spending a crap ton of money on the prizes.
00:38:23
Speaker
Genius.
00:38:24
Speaker
I love that.
00:38:25
Speaker
Yeah, because most, yeah, you probably see that a lot.
00:38:29
Speaker
But, like, guys, tomorrow we're doing a competition.
00:38:32
Speaker
It's like tournament tomorrow.
00:38:34
Speaker
Start tomorrow.
00:38:35
Speaker
Get ready.
00:38:35
Speaker
Yeah, and then, like, reps will go, like, a week without knowing their numbers in it.
00:38:39
Speaker
And they're like, hey, what's the score?
00:38:40
Speaker
And you're like, crap, I keep forgetting to do that.
00:38:42
Speaker
And, like, finally you do it and you just, like, text the numbers into the group chat.
00:38:45
Speaker
Like, it's not even on a graphic or anything.
00:38:47
Speaker
Yeah.
00:38:49
Speaker
So yeah, like just hyping it ahead of time, setting up the rules, allowing everyone to clear their schedule, tracking and hyping up the numbers and what's happening during a competition, like in as live time as you can to give them those updates.
00:39:02
Speaker
All of that generates that kind of competitive nature that you're looking to get out of your sales reps.
00:39:06
Speaker
That in and of itself is going to help them kind of break past their previous limits and perform way better during competitions.
00:39:14
Speaker
But that was one thing I noticed at Vivint.
00:39:17
Speaker
I think this is a cool principle across the board.
00:39:19
Speaker
We did not make significantly more money because of the competitions we put in a place.
00:39:23
Speaker
We had pretty big budgets for it.
00:39:26
Speaker
We would see a really big volume pop.
00:39:28
Speaker
And then you'd see kind of this dip afterwards as everyone kind of relaxes.
00:39:31
Speaker
And you want to make sure that rise always kind of supersedes the dip that comes after.
00:39:37
Speaker
But even if it does, like the one thing we saw was no matter what happened at the end of a competition,
00:39:42
Speaker
the per rep average is kind of what went up.
00:39:44
Speaker
So we would see sales reps that previously had maybe had their best week of being four or five sales.
00:39:50
Speaker
Now they're doing 10 plus sales in a week and they didn't even realize that was possible for themselves.
00:39:54
Speaker
So reps are all setting this new personal record with themselves or a new personal record that they now have, you know,
00:40:00
Speaker
manager of the office just did 30 that month.
00:40:02
Speaker
Now they know it's possible.
00:40:04
Speaker
So you're kind of raising the limit in competitions, um, what to show everyone what they're capable of, which hopefully then you can kind of sustain that afterwards.
00:40:12
Speaker
And that's like, I think that's the target with competition.
00:40:15
Speaker
So how can I, what, what practices or what way can I structure this competition in a way that's going to allow my sales reps to raise the personal limit they have on the number of sales they think they can do.
00:40:26
Speaker
Yeah, I love that.
00:40:27
Speaker
That's massive.
00:40:29
Speaker
Yeah, but no, it just reminds me of my first company I was with.
00:40:33
Speaker
It seemed like every single competition we had, I had like some trip scheduled with my family or whatever that was like scheduled month in advance and they rolled it out like the next week or whatever.
00:40:42
Speaker
I'm like, all right, well, I'm not going to try that hard because I already know I have this like trip scheduled.
00:40:49
Speaker
Dude, exactly.
00:40:50
Speaker
So if you can like prevent that stuff, then it changes everything.
00:40:53
Speaker
Yeah, I know.
00:40:54
Speaker
So that's not, I think that's a huge takeaway.
00:40:58
Speaker
So sweet.
Effective Recruiting and Onboarding Techniques
00:40:59
Speaker
And so Alex, I know we don't have all day here, but the last thing I kind of wanted to ask, pick your brain about is just with recruiting.
00:41:06
Speaker
You guys said you're, you have a team of what, 110 reps or so right now at True Power?
00:41:11
Speaker
Yeah.
00:41:12
Speaker
Okay.
00:41:13
Speaker
And so you did a merger.
00:41:14
Speaker
How many reps did you have?
00:41:15
Speaker
Like when you first started with that merger, does it stay the same or have you built the team a lot since you like started the company or merged everything?
00:41:23
Speaker
Yeah, I mean, and I know you're kind of going through this too.
00:41:26
Speaker
Merging multiple cultures and systems and everything together has probably been one of the most fun challenges I've had in the industry so far.
00:41:35
Speaker
We're fortunate enough to have a lot of people putting their egos aside to combine leadership.
00:41:39
Speaker
You know, we've got an awesome team.
00:41:42
Speaker
We started out probably trying to think how many sales reps we had.
00:41:49
Speaker
We probably had 100 total, but active, I'd say it was probably close to like 60 or 70 reps that we had.
00:41:57
Speaker
And we've had some big new hire classes.
00:42:00
Speaker
But, you know, even coming from this is the area of door to drive decided to become an expert in still retention is tough.
00:42:06
Speaker
So we've kind of gone back and forth.
00:42:08
Speaker
You know, we've had big classes.
00:42:09
Speaker
We've lost some people.
00:42:10
Speaker
We've changed our practices a lot.
00:42:12
Speaker
So, yeah, we've been able to we've been able to grow quite a bit.
00:42:15
Speaker
But by far and away, the biggest thing that's made a difference, I think, is establishing some better systems to get like our mid-level reps, understanding expectations, getting support to become better and like figure out how they can kind of level up.
00:42:29
Speaker
We rolled out a mentor program, which I think is big.
00:42:34
Speaker
So that is essentially something Brandon and I have used in the past with companies.
00:42:38
Speaker
That's kind of what legacy does to you, right?
00:42:41
Speaker
Yes.
00:42:41
Speaker
Yeah, similar.
00:42:42
Speaker
So essentially what we wanted to do was along with that statistic of let's get people to five or more sales within 60 days, if you are just a loan manager or you're a small company...
00:42:54
Speaker
You might have only one person that can get all of your new hires past that learning curve.
00:42:58
Speaker
Like it's just that one manager.
00:42:59
Speaker
Yeah.
00:43:00
Speaker
So if that's what you're doing, you're kind of limited to only being able to bring on enough people where that person can actually truly give the amount of attention that they need to to all of their new hires at one time to get them past the curve.
00:43:11
Speaker
Yeah.
00:43:11
Speaker
So rolling out something like the mentor program, essentially the mentor role is this new position in leadership where you're not quite a manager yet, but it's kind of the first step towards it.
00:43:21
Speaker
So you can, as long as you're, you know, we've got some performance requirements, but as long as you're a good kind of conduit of our culture,
00:43:30
Speaker
You understand our process is well enough.
00:43:32
Speaker
This person is now going to be mentor to a new hire coming in as a mentee.
00:43:36
Speaker
And their goal is to get that mentee to five sales in 60 days.
00:43:40
Speaker
So we do like an incentive.
00:43:41
Speaker
If anyone gets to seven sales, we'll do a rookie trip for them.
00:43:45
Speaker
So they want to get their mentees to seven sales.
00:43:47
Speaker
And then we also incentivize our mentors for that.
00:43:50
Speaker
So if we have mentees hitting that, they get to go on this trip as mentors get more and more of their reps through to those higher levels.
00:43:58
Speaker
We've kind of gamified it.
00:43:59
Speaker
So we've got like, you know, scoreboards and calls with just our mentors where we can kind of work 100% on focusing on that new rep experience.
00:44:07
Speaker
So that's been like, you know, we we knew that was a needed to be a focus coming in.
00:44:11
Speaker
We had some big classes.
00:44:12
Speaker
We lost a bunch of people.
00:44:13
Speaker
So now we've really like doubled down on that for the fall.
00:44:16
Speaker
Yeah, that's awesome.
00:44:18
Speaker
And yeah, you mentioned you guys do like a boot camp, right?
00:44:20
Speaker
So you're bringing in like a big, like, I guess, a new class of people, almost like a university class or something, right?
00:44:27
Speaker
Get them all trained a little bit.
00:44:29
Speaker
And how are you, for you guys recruiting, what's your like system on recruiting?
00:44:32
Speaker
How are you guys recruiting now in your company?
00:44:35
Speaker
Good question.
00:44:36
Speaker
So it's kind of twofold.
00:44:39
Speaker
Brandon Hall, my husband is our CEO, and he's
00:44:42
Speaker
made his career around becoming an expert in recruiting.
00:44:45
Speaker
So he's both working on personal recruiting culture within the business, but a big thing too is how can you succeed at bringing in web applicants and help them have the same experience you would if they were personal recruits.
00:44:58
Speaker
So we all know if we bring in a personal recruit, that person is way more likely to stay than a web applicant.
00:45:03
Speaker
A lot of that's just because of the ties they have in the business, the community they feel like they have, like they feel like they know someone that can support them, whether the person that recruited them is good at selling or not.
00:45:12
Speaker
It's just a person they can talk to if they need it, right?
00:45:15
Speaker
So just having some of those elements.
00:45:17
Speaker
So that's kind of why, that's another reason we put the mentor program into place was like, you can bring on a ton of web applicants.
00:45:22
Speaker
Anyone can figure out how to crack the code on Indeed and get enough resumes coming through.
00:45:26
Speaker
It's really a numbers game there.
00:45:27
Speaker
Yeah.
00:45:45
Speaker
It's just like, you're going to do so great, bro.
00:45:47
Speaker
Like you're going to kill it.
00:45:48
Speaker
Like, I know you're going to make over six figures this year.
00:45:50
Speaker
Like I can't wait to be there for it.
00:45:52
Speaker
Blah, blah, blah.
00:45:53
Speaker
So you do that.
00:45:54
Speaker
And then someone's coming on board like, dang, like that guy would have hired probably anyone with a pulse.
00:45:58
Speaker
So let's see how this first day goes.
00:46:00
Speaker
So if you have someone with that mentality coming in versus holy crap, I'm so lucky to have this opportunity.
00:46:06
Speaker
I do not want to let this company down.
00:46:07
Speaker
Like I'm going to come in here and kill it.
00:46:09
Speaker
Just that mentality going into boot camp is totally different.
00:46:13
Speaker
So we definitely shape our interviews around people having that mentality kind of coming out of it and into our bootcamp.
00:46:19
Speaker
And then we just make sure that we are providing the experience that they would get as if they were a personal recruit.
00:46:24
Speaker
So that's where they get their mentor.
00:46:26
Speaker
They meet that person before they come on board.
00:46:28
Speaker
So, you know, first time they walk into a correlation room, they already know at least that one person is going to come over and chat with them and sit with them and stuff.
00:46:35
Speaker
So it's just all those little things to help someone feel like they're
00:46:39
Speaker
integrating into your team's culture quicker.
00:46:41
Speaker
If you have someone that's kind of out on an island because you don't have the time to help them as a manager, no one else can come in and shadow them.
00:46:47
Speaker
Like, I think, you know, that can be a big, the first week is so important for new hires.
00:46:53
Speaker
If you are giving them like polos that are two sizes too big and have a stain on it because you took it from a rep that left and like you don't have a badge prepared for them.
00:47:02
Speaker
And then
00:47:03
Speaker
You're like, hey, Frank, can you can you have this new guy shadow you?
00:47:06
Speaker
And he's like, no, dude, sorry.
00:47:07
Speaker
Like, I was going to go do this.
00:47:08
Speaker
Yeah.
00:47:09
Speaker
He like isn't going to do it.
00:47:10
Speaker
And you're like, crap.
00:47:11
Speaker
Will, what about you?
00:47:12
Speaker
Can you shadow this guy?
00:47:13
Speaker
And everyone's like, no, man, sorry, I can't do it.
00:47:14
Speaker
Like now you're stuck with this rep.
00:47:16
Speaker
So like, dude, like, how am I going to get trained here?
00:47:18
Speaker
So so it's just having those little things organized ahead of time can make such a big difference for your new hires.
00:47:24
Speaker
Yeah, that's funny.
00:47:25
Speaker
That's what happens all the time.
00:47:27
Speaker
Oh, yeah.
00:47:27
Speaker
Like, you know, when you, I mean, I don't know if you've ever had like a new hire come into your boot camp, like wearing like a three piece suit or anything.
00:47:33
Speaker
Yeah, I totally had that.
00:47:34
Speaker
And you're like, dude, that's my bad.
00:47:36
Speaker
I did not.
00:47:36
Speaker
I should have told you that you don't wear that first day.
00:47:39
Speaker
But it's moments like that where someone walks in and they're like, I'm in the wrong place.
00:47:43
Speaker
I don't know what I'm doing here.
00:47:44
Speaker
And it's like that mind, like that little mental story.
00:47:47
Speaker
They start to tell themselves if you can keep that from happening, keep them on the positive.
00:47:51
Speaker
Even with those little, little things, it makes such a big difference.
00:47:53
Speaker
I know.
00:47:54
Speaker
Yeah, there's, it's funny.
00:47:55
Speaker
I've been with previous companies too, where they bring in these Indeed recruits and they're like, they have an interview and everything and they show up to the meeting.
00:48:02
Speaker
They're like, Oh wait, this is door knocking.
00:48:04
Speaker
We have to knock doors.
00:48:05
Speaker
It's like, uh, yeah, they don't tell you that in the interview.
00:48:08
Speaker
I go, no, I guess I'll come try it.
00:48:11
Speaker
And it's such an art to talking about door knocking in interviews.
00:48:16
Speaker
Um,
00:48:17
Speaker
Because, you know, some companies like the mentality of they'll just be like, yo, this is door to door.
00:48:21
Speaker
Are you cool with that?
00:48:22
Speaker
And then they'll scare away anyone that isn't okay with it.
00:48:24
Speaker
And then anyone that is like, perfect, I've weeded out the wheat kind of thing.
00:48:29
Speaker
I think that mentality, you're losing a ton of people that could be open to it just because door to door kind of carries a negative connotation if you don't understand our industry.
00:48:36
Speaker
Right.
00:48:37
Speaker
But if you are talking through parts of the job where like, you know, we're super picky with who we bring on board and we care a lot about making sure this person's aligned with our culture and our business and what we're trying to accomplish here.
00:48:48
Speaker
And, you know, you and most of the rest of the team, you guys are going to spend a lot of your time outdoors.
00:48:54
Speaker
You're going to be out in neighborhoods because we need to make sure people are qualified for solar.
00:48:58
Speaker
So that means you need to.
00:48:59
Speaker
see what their roof looks like, see what their house looks like, make sure they've got the right meter.
00:49:02
Speaker
There's all of these in-person elements to it.
00:49:05
Speaker
So you're going to be outside dealing with homeowners kind of like that on a daily basis.
00:49:09
Speaker
So, you know, that being said, do you have any problems with like extreme weather or whatever?
00:49:13
Speaker
You could be an outside in the rain.
00:49:16
Speaker
And then you basically just said it's door to door.
00:49:18
Speaker
You're going to be out in neighborhoods.
00:49:19
Speaker
You're talking to homeowners.
00:49:19
Speaker
You're in person, blah, blah, blah.
00:49:21
Speaker
You're qualifying them.
00:49:22
Speaker
Right.
00:49:23
Speaker
But you didn't say the phrase door to door to start the pitch.
00:49:27
Speaker
So then people are like, no, no, I'm totally cool with that.
00:49:29
Speaker
Like, oh, I love the heat.
00:49:30
Speaker
I love the cold.
00:49:31
Speaker
Like whatever.
00:49:31
Speaker
They'll say these things to convince you like, no, no, please hire me.
00:49:34
Speaker
Like I'm still I want to I want to work with you.
00:49:36
Speaker
Nice.
00:49:36
Speaker
So they're convincing you to hire them in that instance.
00:49:39
Speaker
And then later on, like as you, you can keep talking, you know, day in the life and get into how it's door to door and talk about your culture.
00:49:46
Speaker
Now it's a little bit less of a blow, right?
00:49:48
Speaker
Like if you just come out and you're like, Hey, this is a door to door position.
00:49:51
Speaker
Are you cool with that?
00:49:51
Speaker
You're going to weed out a lot of people that would have said no in that instance, but could have said yes, if you framed it a little bit differently.
00:49:57
Speaker
Yeah, that's true.
00:49:58
Speaker
It's almost like in California how you can't really start at the door saying, I'm selling solar because you just get the door set.
00:50:05
Speaker
Exactly.
00:50:06
Speaker
You have to, like, snake your way around at first, get them to buy into that they want to save money on energy and all that, and then how we do that is solar.
00:50:13
Speaker
Exactly.
Balancing Workplace Culture with Diverse Traits
00:50:15
Speaker
Similar thing.
00:50:15
Speaker
Well, that's awesome, Alex.
00:50:17
Speaker
No, some great ideas you've given us today.
00:50:20
Speaker
And for our listeners, kind of last question I wanted to ask you before we wrap up here.
00:50:25
Speaker
A lot of small companies, they don't really have this role of someone like you that's like super great at organizing, that's helping put all these systems together and things like that.
00:50:34
Speaker
We didn't get one until pretty recent, actually, in our company.
00:50:37
Speaker
It's helped a ton.
00:50:38
Speaker
So how do you suggest people that's, because traditional door-to-door is just like
00:50:42
Speaker
I don't know, like manager, the sales reps a lot of times, and then company owner.
00:50:46
Speaker
So what would you suggest to people that are maybe struggling with all this management stuff and setting up the systems and they're hearing all these things right now?
00:50:54
Speaker
Like, oh, dang, how do I bring someone on to implement all these ideas Alex has given us, all this fire she's spitting?
00:51:01
Speaker
How do we implement these things?
00:51:03
Speaker
So what would you say to those companies that want to have help with getting someone that's more organized like that?
00:51:09
Speaker
Yeah, good question.
00:51:12
Speaker
I guess there's a couple ways you could do it, depending on your circumstance.
00:51:15
Speaker
I'd say you could bring in someone that either has experience on the doors and is just not doing well in your company.
00:51:23
Speaker
Similar, you know, I had the opportunity to, I was about to leave, I was able to take this opportunity instead.
00:51:28
Speaker
um you could pull someone in you could even hire i mean a lot of this could be an hourly type of role but like i would say the first first position which would totally pay for itself is bringing someone in to work on like new hire experience help the recruiting process flow into the onboarding help that person get to their first sale so um you could hire someone for that role and have that really be your focus and then you
00:51:51
Speaker
you will, again, have that person pay for themselves many times over.
00:51:55
Speaker
So then that new cash flow can kind of help you build out that little department if you want.
00:51:59
Speaker
Or I would kind of split it up amongst your management.
00:52:02
Speaker
So even if you didn't have anybody focusing on this system and you just had, you know, a manager that was really focused on the interviewing process and the training, like boot camp type of training, and then you assigned yourself one or two
00:52:14
Speaker
mentors within your org that we're going to help out with this new hire experience.
00:52:18
Speaker
I think that is really the most important.
00:52:21
Speaker
So you could, you know, I'd say first step if you don't have any other leaders is identify people in your org that you would want to pull into a mentorship type of position.
00:52:29
Speaker
You don't need to give up any override or anything.
00:52:31
Speaker
This is just, they can be incentivized based on just getting a little portion of those first few sales and kind of gamifying that.
00:52:37
Speaker
So I'd bring in your mentors and then I would start to implement some of the little systems.
00:52:42
Speaker
Like a lot of this isn't
00:52:43
Speaker
super time consuming.
00:52:44
Speaker
You're probably already doing interviews.
00:52:45
Speaker
You might just need to change the way you're interviewing.
00:52:47
Speaker
You are probably already doing a bootcamp and already trying to get them out to shadow.
00:52:51
Speaker
You just could tweak the way that you're running that system a little bit.
00:52:54
Speaker
So you're spending the same amount of time.
00:52:56
Speaker
You're just doing everything a little bit better.
00:52:58
Speaker
Yeah, it's huge.
00:52:59
Speaker
So yeah, for all our listeners, definitely consider bringing on someone like that.
00:53:03
Speaker
If you're like a lot of company owners, if you're like myself, a lot of us are super disorganized and we need someone like Alex.
00:53:09
Speaker
I wish we could just clone Alex like 50 times and send her to every company.
00:53:13
Speaker
But you can't.
00:53:14
Speaker
So listen to this podcast and then get someone to help you with that, I think, is a huge key to growing and retention, like Alex was talking about.
00:53:23
Speaker
So, Alex, before we say goodbye here, where can people connect with you and, I don't know, say what's up.
00:53:27
Speaker
And thank you for coming on the show and reach out and all that.
00:53:30
Speaker
Yeah, of course.
00:53:31
Speaker
So my Instagram handle is I am Alexandra Hall.
00:53:35
Speaker
So you can find me on there.
00:53:37
Speaker
We've got a little women's page too called Soul Sisters.
00:53:40
Speaker
So you can find that on Instagram too.
00:53:41
Speaker
It's SOL, short for soliciting.
00:53:43
Speaker
It's kind of my little girls group.
00:53:46
Speaker
We're getting off the ground.
00:53:47
Speaker
And then, you know, feel free to reach out.
00:53:50
Speaker
Instagram DMs, what have you, however you guys can find me.
00:53:53
Speaker
For the right circumstances, I take on
00:53:56
Speaker
couple mentees here and there, a couple consulting clients.
00:53:59
Speaker
So if it's the right circumstances, I'm happy to help.
00:54:01
Speaker
But yeah, feel free to reach out.
00:54:02
Speaker
Love it.
00:54:02
Speaker
So reach out to Alex.
00:54:04
Speaker
Let her know you're grateful for her coming on the show today.
00:54:07
Speaker
And we had a Sully on recently kind of talking about like the women's side of things, but that's something that I guess I kind of forgot to bring up.
00:54:14
Speaker
Last, last kind of tip you have with that, Alex, what's what you guys said you have 30%, uh, like female in your company right now, three female reps.
00:54:22
Speaker
That's awesome.
00:54:22
Speaker
Yeah, we've got quite a few.
00:54:23
Speaker
And I think a big, two big contributors.
00:54:26
Speaker
Number one is our male leadership has been very open to it.
00:54:30
Speaker
Like they are willing to do what it takes.
00:54:33
Speaker
They want to bring on more women.
00:54:34
Speaker
They see women having success in the industry.
00:54:36
Speaker
So them just like, even before I was working directly with them, they were reaching out to me while I was at D2D Experts asking, you know, how, how can we provide a better culture for them?
00:54:44
Speaker
Like, what do we need to do to provide the best environment?
00:54:47
Speaker
And then I think the second piece of it is how you build that environment.
00:54:50
Speaker
So we are already shifting.
00:54:53
Speaker
Like it is happening in every company right now where we're shifting away from just caring about maybe stronger masculine traits in the workplace.
00:55:01
Speaker
And we care a little bit more about some things that are traditionally feminine.
00:55:04
Speaker
We care more about good communication between people, being capable of like understanding, controlling, sharing your emotions, like emotional intelligence, having empathy for your coworkers.
00:55:14
Speaker
Like all of those things are,
00:55:16
Speaker
kind of more traditionally feminine traits, like healthy feminine traits, um, workplace are already going towards that.
00:55:21
Speaker
So I think something that we're doing is figuring out how do we just integrate these two things into a great balance that's healthy for everybody versus, you know, some things I've seen with, um, more of kind of this feminist movement is like, screw the patriarchy.
00:55:35
Speaker
Like it's us versus them.
00:55:37
Speaker
And like that anger is never going to get anybody anywhere.
00:55:40
Speaker
Um, so I don't think it's not, don't completely like
00:55:43
Speaker
you know, change everything you're doing to just bring on this little girl group and have them be totally separate.
00:55:48
Speaker
Figure out how can you change the way that you guys are handling your day to day in a way that kind of recognizes and rewards healthy traits on kind of both sides of the fence so that you've got that good balanced culture and you're building that environment that's great for everybody.
00:56:01
Speaker
Yeah, love it.
00:56:03
Speaker
So, Alex, thanks again for all the tips you shared with us today.
00:56:07
Speaker
Go hit her up.
00:56:08
Speaker
Let her know you are thankful for her coming on the show.
00:56:12
Speaker
And, yeah, let us know if there's anything we can do for you, Alex.
00:56:15
Speaker
But thanks again for coming today.
00:56:17
Speaker
Yeah, thanks for having me on.
00:56:18
Speaker
Okay, we'll talk soon.
00:56:20
Speaker
Hey Solarpreneurs, quick question.
00:56:22
Speaker
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00:56:32
Speaker
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Speaker
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00:56:55
Speaker
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Speaker
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00:57:16
Speaker
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Speaker
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00:57:30
Speaker
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00:57:37
Speaker
We'll see you on the inside.