February 19, 2025 • 18 mins
🚀 Want to take your business profits to the next level?
In this video, I’m breaking down the 3 essential skills that every entrepreneur and business owner needs to know to achieve massive growth. These skills—Sales, Leadership, and Recruiting—are absolute game-changers when it comes to scaling your business and boosting your bottom line.
Here’s what you’ll learn:
✅ How mastering sales can drive consistent revenue and build trust with your customers
✅ Why strong leadership is the backbone of creating a motivated, high-performing team
✅ The secrets to recruiting top talent and building a dream team that supports your vision
If you’re an entrepreneur looking for actionable tips to fuel your business growth, this video is for you. Don’t leave money on the table—apply these skills and watch your profits explode! 💼💥👉
Don’t forget to LIKE this video, SUBSCRIBE to the channel, and COMMENT below: Which skill are you excited to master first? Let's level up together!
#BusinessGrowth #EntrepreneurTips #ProfitStrategies #SalesTips #LeadershipSkills #RecruitingSuccess
In this video, I’m breaking down the 3 essential skills that every entrepreneur and business owner needs to know to achieve massive growth. These skills—Sales, Leadership, and Recruiting—are absolute game-changers when it comes to scaling your business and boosting your bottom line.
Here’s what you’ll learn:
✅ How mastering sales can drive consistent revenue and build trust with your customers
✅ Why strong leadership is the backbone of creating a motivated, high-performing team
✅ The secrets to recruiting top talent and building a dream team that supports your vision
If you’re an entrepreneur looking for actionable tips to fuel your business growth, this video is for you. Don’t leave money on the table—apply these skills and watch your profits explode! 💼💥👉
Don’t forget to LIKE this video, SUBSCRIBE to the channel, and COMMENT below: Which skill are you excited to master first? Let's level up together!
#BusinessGrowth #EntrepreneurTips #ProfitStrategies #SalesTips #LeadershipSkills #RecruitingSuccess
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
I've broken down the three skills that'll take your business
from surviving to thriving, from profits being at like you know,
break even, maybe the negative to the moon or wherever
you want them to go. And let's get right into it.
So I'm Sean Hollmander. I'm the founder of a solar company.
We do eight figures in sales every year and I'm
twenty four years old. We're in Tampa, Florida. But these
(00:24):
are the keys that will lead you that business success.
So number one is sales. Sales has to be number one.
Every business is every business what they do is they
sell things right. And I think a lot of new
entrepreneurs forget about this, believe it or not, and they're
worried about their website. They're worried about the product, is
it sexy? Is everything perfect, instead of actually going and
(00:44):
talking to customers and getting them to swipe their card
for their product. So sales is number one. And whether
you're in person or you're online e commerce, it's all sales.
Right in person, it's more of building rapport, building value,
pain and closing the prospect and asking discovery questions and
all that good stuff. But even if you're online, you're
(01:05):
still copywriting, you know, you're still persuading.
Speaker 2 (01:08):
It's all influenced. It's all sales at the end of
the day. So sales is number one.
Speaker 1 (01:12):
Some key things about sales is number one is you
need to understand your customer's pain points. Your customer's pain
points the one that's right in front of me, not everyone's.
Speaker 2 (01:20):
Everyone's different. Right for us in Solar, if.
Speaker 1 (01:23):
A homeowner just moved in and they're young, and they
have kids that are going to be growing up, they
know that those kids aren't really playing video games yet,
they're not really you know, turning the shower on all
the time. They can kind of control the young kid's usage.
But as that kid gets turned into a teenager. Let's
say they have three kids and they're all going to
turn into teenagers.
Speaker 2 (01:40):
In ten years. Now.
Speaker 1 (01:41):
They're playing video games right, They're on their phones constantly,
they're watching TV. The AC is blasting while they're at
work in the summer, So their usage is going to
go way up as those kids age. So if I'm
in a house like that, I'm selling sold to them.
Speaker 2 (01:54):
I'm going to explain that to them. I'm going to
help them realize that that's the problem that they're in.
Speaker 1 (01:58):
Right, if it's an older family and they're in their
seventies and they you know, believe it or not, if
you haven't done, and people are very aware they're gonna die,
so they're like, low suplicit, man, we're not gonna be
around much longer. And they're saying that to me. I'm
gonna say, okay, great. Well, the reason that you would
go solar, if someone like you would go solar, is
you know your kids are probably gonna end up inheriting
this house and they're either going to move in, rent
(02:19):
it out, or sell the house. Right, so this is
sort of a legacy option for you where you're actually
getting them in with solar. Call it ten years old,
ten years early, got forbid, so it's already ten years
paid off.
Speaker 2 (02:31):
By the time they get it.
Speaker 1 (02:33):
They've locked in their electric rate from ten years ago,
which we all know it was a lot cheaper, right,
and they get to move into this house with a
very much lower electric bill. Or if they sell it,
then the home value has increased since you made this decision,
and or if they rented out, guess what the home
the renter gets to still pay me. You know, an
average electric bill while I'm saving money with the solar
(02:55):
panels and paying off you know, the principle of that
system without even having to pay for it, right, So
that's kind of the angle I'll take with one of
those types of homeowners. So understanding your customer's pain points.
Another key point when it comes to selling is just
the art of persuasion. There's so many books you can
read on this. I'll recommend The Psychology of Selling by
Brian Tracy. I love that book. It's super fundamental, You
(03:18):
Know Anything by Zig Ziggler Tom Hopkins. These are great
books to learn the art of persuasion, and you'll find
that you'll be not only persuasive and selling your product,
will be persuasive in every other area of your life.
That's definitely what I've found being in sales for five years.
I mean five years ago, I didn't know how to
persuade people. It was just like do you want this
thing or not? And you know, now I can kind
(03:40):
of persuade people, help them change their mind when I
know it's something good for them, it's something that they need.
It's actually comes with the negative side of you know,
some people are so good at sales.
Speaker 2 (03:50):
They do it all the time.
Speaker 1 (03:51):
You know, I hire salespeople, so I see this happen
where they'll persuade you into something.
Speaker 2 (03:55):
That's maybe not you know, not the right thing.
Speaker 1 (03:58):
And I don't mean we're hiring people doing bad stuff,
but you know, on a sales pretty good you know
selling you on why he can't work today or why
he didn't work yesterday, or why he took a trip
to Puerto Rico when he's supposed to be you know, selling,
So you can actually persuade into negative things too. So
it's a very powerful thing to make sure if you're
going to learn it that you're just a good person.
Speaker 2 (04:17):
You should be a good person anyway.
Speaker 1 (04:18):
And the last key point on closing on sales is
closing techniques. You have to know of a few closes
as many as you as you can know, and so
you know, think of it as like arrows in your quiver.
You don't want to run out of arrows. You run
out of arrows are screwed, right, So you want to
have five, ten, fifteen closes that you can continuously use
because if you use one and it doesn't work, that's okay.
(04:40):
It bounce back handle objections build a little bit more
rapport close again with a different line, and they have
one line.
Speaker 2 (04:47):
You're kind you're out again, You're out of arrows, You're screwed.
Speaker 1 (04:50):
So some great places to learn closing closing techniques is
books again like a.
Speaker 2 (04:56):
Closer Survival Guy by Grant Cardoon.
Speaker 1 (04:58):
Like him or not, he has a great book with
tons of closes that he used in the car sales
industry that you can use in any industry. But and
just yet learning you know, YouTube videos. You can learn
all these things. But those are the three keys with sales.
It's understanding your customer's pain points, the art of influence,
and closing techniques. The second billionaire skill is leadership. Every
(05:22):
company rises and falls on leadership. I don't care what
it was. If a company goes out of business, I
can bet my entire life savings on it was because
of the leader, whether something you know that was in
their control or out of their control. But that's a
that's a trick question. Everything is in your control because
if it happened to you and there's nothing you could
have done about it, you should have prevented it, right,
(05:44):
But you have to take that extreme ownership as a
leader and That's part of the reason why not everyone
is a leader, right. I have sales managers that you know,
are telling me, man, this is so hard, we're doing
this and that and that.
Speaker 2 (05:54):
It's like, yeah, man, that's.
Speaker 1 (05:55):
Why you have the position because most people can't do it.
That's why you get paid the big up, because most
people can't do leadership. All three of these skills I'm
gonna be talking about today are things that most.
Speaker 2 (06:05):
People can't or believe that they can't do.
Speaker 1 (06:08):
In my opinion, everyone can do them, but people have
this self belief that they can't.
Speaker 2 (06:12):
You know, five years ago.
Speaker 1 (06:14):
Before I got into sales, if you asked me if
I would have ever done a sales as a career, what, No,
that's not for me.
Speaker 2 (06:20):
I can't sell things. I'm a you know, I'll probably
be a construction guy or police officer or something like that.
But no, you can learn any of these skills, especially
not a leader.
Speaker 1 (06:31):
Man. I was the one drinking, you know, doing drugs
and being an idiot, and now I'm leading people. I'm
literally leading rooms, you know, ten twenty I've spoken in
front of hundreds of people, and I would have never.
Speaker 2 (06:42):
Expected that five six years ago.
Speaker 1 (06:44):
So you can learn these things, but key points on
leadership the number number one biggest leadership skill. If you
forget all else about leadership from this video, just remember this.
A leader leads from the front. You have to lead
from the front. You can't tell someone to do something
that you would not be willing to do. Maybe they'll
do it for a day, two days, three days, but
they're gonna lose respect for you, They're gonna stop doing it,
(07:06):
and they're gonna leave your team or your organization. You
have to be able to lead from the front. You know,
the only reason I'm in the position i am is
because I've spent so many years doing the thing that
I'm now teaching people how to do. That's the only
way that people would actually join my team and listen
to me is if I had the track record and
the proven results. You know, you should never listen and
take advice from someone that's not doing the thing that
(07:27):
you want to do.
Speaker 2 (07:28):
That's a big tip that I have for a lot
of people. Something I learned early on.
Speaker 1 (07:32):
You know, don't take real estate advice from someone that
doesn't own any properties.
Speaker 2 (07:35):
Oh but yeah, but I've read all these books about
real estate.
Speaker 1 (07:37):
It's like Okay, yeah, but you have involved why not,
so you have to lead from the front, right Abraham Lincoln.
I'm reading his book right now. He would come to
his army during the Civil War. It's just spend a
ton of time just with the troops, just hanging out
with him, riding his horse up and down the line.
Speaker 2 (07:52):
You know, if he.
Speaker 1 (07:53):
Wanted to show that he is willing to do what
he's asking his people to do.
Speaker 2 (07:57):
And that's how you garner respect.
Speaker 1 (07:59):
And that's why the army fought too to nail for
this leader, because they respect him.
Speaker 2 (08:03):
He was willing to come down and do the things
that he was asking them to do.
Speaker 1 (08:07):
Number two biggest thing on leadership is communication and emotional intelligence.
This is something that there are plenting again, plenty of
books and resources on. But this is a skill that
you guys need to have, is for communication and EQ.
They call it emotional intelligence. And this goes a lot
with sales. Right, the better you are at sales, the
better you're going to be at leading.
Speaker 2 (08:28):
Actually not all the.
Speaker 1 (08:30):
Time, right, but I guarantee you the better you get
at sales, the better potential you have as a leader.
But being a leader is all about communicating and how
you communicate right, it's every single conversation you have.
Speaker 2 (08:43):
You have to be impeccable with your world.
Speaker 1 (08:45):
You have to understand the power of your words because
but when you're in a leadership position and say you
have a team of five people, you don't realize how
much these people either look up to you, well, they
look up to you no matter what. But whether it's
in a positive light or a negative light is up
to you. But your words carry about ten times more
influence than one employee talking to another employee.
Speaker 2 (09:05):
Ah, dude, you you mess this up, whatever or whatever.
Speaker 1 (09:08):
But if a leader says that to you to an employee,
it carries ten times a weight. So whether you say
something negative about them or you say something positive, it's
gonna hit ten times harder. So you have to be
very careful, especially when you're you know, you need to
kind of uh tell someone that they're doing something wrong.
You have to be very careful with your word because
they're gonna take it very personally. You know, you can
(09:29):
end up getting them upset and you know, pissing them off.
You have to really be careful with the way that
you speak. Every way that you speak. One thing you
need to know as a leader is people are watching
everything you're doing everything. So if you're at a team
of men and people are drinking and you you have
two drinks, you know, you may not think anything of it,
(09:49):
but they saw that. And I'm not saying you can't
do that, absolutely not. I think you know, depending on
the situation, you might be absolutely able to. Obviously, if
you go black out, they're gonna they're gonna absolutely know that, right.
Speaker 2 (10:00):
But you know, if you have no drinks to everyone
else is drinking, they're gonna notice that too. And you're saying, well,
respect man.
Speaker 1 (10:06):
I mean, you know, he could have easily had a
couple of beers and nobody really would have cared.
Speaker 2 (10:11):
But he didn't.
Speaker 1 (10:12):
So everything that you do is being monitored. It's being launched,
whether it's online, social media, in person. You just ran
a meeting, the meeting's over and you're walking around, they're
watching that.
Speaker 2 (10:25):
You know.
Speaker 1 (10:25):
One thing I like to do as a leader in
my team is once the meeting's over, I try to
be the first one out the door and onto the
doors into turf.
Speaker 2 (10:33):
Right we knocked doors.
Speaker 1 (10:34):
I like to be the first one because I know
if I leave first, that's gonna influence that Oh hey,
let's go.
Speaker 2 (10:39):
Shawn's out the door, let's go.
Speaker 1 (10:41):
So if that's leading from the front, that's leadership. And
the third thing a leader must have had to do
is to delegate and empowered his team. Right. So you know,
if a leader spending time doing these tasks that, for example,
you know someone could do for someone to be willing
to do it for ten dollars.
Speaker 2 (10:56):
An hour, then why are you doing it?
Speaker 1 (10:57):
Right?
Speaker 2 (10:58):
Like you shouldn't be doing it.
Speaker 1 (11:00):
Also, if you have a team, say five people, it
doesn't sound like a lot of people, but your time
is now very limited. Right. If you're spending time on
tasks that aren't helping your employees, then you need to
delegate that task to somebody else. Because your job as
a leader is to improve your people, is to train them,
is to empower them and whatnot. So you have to
(11:20):
have this skill of delegation so that you're not doing absolutely,
absolutely everything, because then you can't focus on the things
that actually matter, which as a leader is your people.
Your people come first. It's another thing as a leader
is like you don't they don't work for you, you
work for them. It's this servant leadership that is probably
the most powerful mindset to have when it comes to
(11:42):
leadership is being a servant leader. I work for you,
you don't work for me. If you can change that
mindset as a leader, your people are gonna love you.
They're gonna respect the crap out of you. They're gonna
refer people your way. It's just gonna be a much
better situation. And the last most important skill that ten
x your business is gonna be recruited. And recruiting is
the lifeblood of most businesses, of every business. And I
(12:04):
don't mean recruiting in how many employees can you get
in the door? You know, that's a skill that you know,
it is important how many people can you get in
because you need to constantly be bringing new people in.
You need to constantly be bringing new people in because
if you stop and it's the same ten people for
six months, they're going to start saying, well, Sean, but
you know, Sean needs us clearly because we're the only
(12:25):
people that work here. And they can start to get
a little bit you know, sort of ego. Ego can
come in and be like, well, he needs us anyway,
so we can take time off or and we can
do this, we do that you need to keep bringing
people in. But the main reason is you're looking.
Speaker 2 (12:39):
For a players, right.
Speaker 1 (12:40):
You're looking for people that are like you. If hopefully
you are an a player, if you're a leader, you
should be an a player. Right. You're looking for more
people like you. Actually, I got to hold this tip
a while ago. It was extremely helpful. But you should
want to hire people that are better than you, right. So,
and to me, that was well mind blown because my
whole thing was always I'm the best sales guy. You know,
(13:01):
there's no one better than me. I'm the best in
the world, best in the company, best everywhere. But and
you kind of need to have that to be a
killer sales guy. But that's why when you turn into
a leader, you now have to drop that ego and say, dude,
I'm totally okay with you guys doing better than me.
I'm okay with you guys making more money than me.
I'm okay with you guys selling more than I ever have.
Speaker 2 (13:22):
That's good for me, right, I mean good for me.
I found you, I recruited you, I put you.
Speaker 1 (13:26):
In a place, and you know you're having success, and
it's making me successful and the business.
Speaker 2 (13:30):
More successful too.
Speaker 1 (13:32):
So recruiting is all about finding a players, and sometimes
you need volume to find that. But it isn't about
just bringing on as many people as possible. It's about
finding A level players, maybe some B level players. You
don't want c your D players, they're just going to
actually ruin the organization. Right, So some of the key
things when it comes to recruiting is your ability to
identify top talent. Who is top talent? I always say
(13:54):
everyone interviews well, I mean we've thought about it since
we were kids. At Oh, I've got to if I
can interview, I've got to, you know, dress right and
do this. Like, but everyone's gonna interview well because they're
it's nervous. It's important to them, and so they're gonna
come across as like Superman. But then as soon as
you hire and bring them mind, you're like, oh, this
isn't the Superman at all. So my favorite way of
(14:15):
identifying top talent is track record, Like like, numbers don't lie.
Speaker 2 (14:19):
I'm big on numbers don't lie. What did you do
before this?
Speaker 1 (14:23):
Right? Some of my best salespeople were car salesman before
they got into solar and they killed it in car sales, right,
and you know their their employees would tell me, I
mean their coworkers back at the dealership would tell me.
You'd see it on social media. But these guys were killers.
And guess well when they come into solar nothing different.
Speaker 2 (14:42):
They're killers. Again. We're two with recruiting. Is it's it's
a sale.
Speaker 1 (14:46):
You are selling someone to say, hey, come work with me,
come dedicate the next you know, one, two, three, four, five,
forever many years to working with me.
Speaker 2 (14:54):
It's a big freaking deal.
Speaker 1 (14:56):
And I you know, I actually say it's it's much
bigger than selling one solar system. Selling a recruit to
come work with you is the amount of time that
they're going to spend with you the other jobs that
they could potentially have gone and gotten.
Speaker 2 (15:08):
If you have to make them.
Speaker 1 (15:09):
Relocate, you're literally making them move their entire life. They're family,
that everything, so us. You know, recruiting is definitely a
sale in now, does that mean that you're like begging
them to you know, work with you. No, that doesn't
work in sales or recruiting, right. It has to be
this level of indifference of like, look, you know this
is a good opportunity for you, and you know if
you're a killer, we do want.
Speaker 2 (15:30):
To work with you, but we don't need you. Right,
It's not like our business is going to crash and
burn if we don't get you.
Speaker 1 (15:38):
And I don't mean that in any disrespectful way, but
imagine you're interviewing somewhere and we're like, dude, please work
with us.
Speaker 2 (15:43):
Man like, we hear, but what the heck? What's wrong
with this business?
Speaker 1 (15:47):
So you have to be able to pull away a bit,
pull back and be like, look, you know, we'll see
if this is going to work out once we get
through the interview process. But if if all looks good,
we'll run it up the flagpole. We'll see if you're
a good fit. And you know, that's a big part
of recruiting. You want them to really want it.
Speaker 2 (16:05):
You want to kind of take it away so that
they want it right.
Speaker 1 (16:08):
And you have to sell the vision, sell the vision
of where the company's going, of where they will go,
of most importantly, people are always thinking about themselves, where is.
Speaker 2 (16:16):
This business and this opportunity going to take me towards
my dreams in my future.
Speaker 1 (16:21):
So again back to sales, you're identifying pain points, you're
identifying their dreams and their goals. Where do you see
yourself in three years? Oh, you see yourself with that
kind of car, living in that kind of house. Okay, great,
well this is what we'll need to do to be
able to do that. But I think working with us,
I think you can do that. So that's super important.
Speaker 2 (16:39):
Now.
Speaker 1 (16:39):
The third thing is, let's say you're a great recruiter.
You're bringing on killers all the time. Can you retain
top ten? Can you keep them in the business right? People,
especially this day and age, there's not a lot of
loyalty in the in the in the business market. People
jump from company to company like it's tricking. You know,
it's like their phone provider. I don't know.
Speaker 2 (17:01):
But you need to be able to retain top talent.
How do you do that?
Speaker 1 (17:04):
It's because the recruiting process never stops. It doesn't stop
once you've hired them.
Speaker 2 (17:09):
It's done.
Speaker 1 (17:09):
Okay, great, now they work for me forever. Now you're
recruiting that red or that person until they leave, right
until you know you have to let them go, or
they leave the organization, or if something happens.
Speaker 2 (17:21):
So what does that mean?
Speaker 1 (17:22):
You're still building the vision every day, You're still saying, Hey,
where are we on track to this goal?
Speaker 2 (17:27):
I think you need to do X, y Z to
get there.
Speaker 1 (17:30):
You're improving the company, right, You're you're being that leader
that someone wants to work for.
Speaker 2 (17:34):
Hey, is this guy doing the things that he promised
that he would do.
Speaker 1 (17:37):
Is he trying to scale this company and make it
a better place for people to work and you know,
make it a cooler thing that I can be proud of.
Speaker 2 (17:43):
You go tell my family about this and that? Is
he doing that? So being a good leader?
Speaker 1 (17:47):
Is he leading from the front or is he telling
us to do stuff that I know darn well he
wouldn't do himself.
Speaker 2 (17:52):
So that's the final skill when it comes to ten
hexingior business. If you guys can nail these three skills,
you have no income limit. You can be a billionaire
if you can.
Speaker 1 (18:04):
If you can be a master at selling, leadership, and recruiting,
there's no limits to how far you go.
I've broken down the three skills that'll take your business
from surviving to thriving, from profits being at like you know,
break even, maybe the negative to the moon or wherever
you want them to go. And let's get right into it.
So I'm Sean Hollmander. I'm the founder of a solar company.
We do eight figures in sales every year and I'm
twenty four years old. We're in Tampa, Florida. But these
(00:24):
are the keys that will lead you that business success.
So number one is sales. Sales has to be number one.
Every business is every business what they do is they
sell things right. And I think a lot of new
entrepreneurs forget about this, believe it or not, and they're
worried about their website. They're worried about the product, is
it sexy? Is everything perfect, instead of actually going and
(00:44):
talking to customers and getting them to swipe their card
for their product. So sales is number one. And whether
you're in person or you're online e commerce, it's all sales.
Right in person, it's more of building rapport, building value,
pain and closing the prospect and asking discovery questions and
all that good stuff. But even if you're online, you're
(01:05):
still copywriting, you know, you're still persuading.
Speaker 2 (01:08):
It's all influenced. It's all sales at the end of
the day. So sales is number one.
Speaker 1 (01:12):
Some key things about sales is number one is you
need to understand your customer's pain points. Your customer's pain
points the one that's right in front of me, not everyone's.
Speaker 2 (01:20):
Everyone's different. Right for us in Solar, if.
Speaker 1 (01:23):
A homeowner just moved in and they're young, and they
have kids that are going to be growing up, they
know that those kids aren't really playing video games yet,
they're not really you know, turning the shower on all
the time. They can kind of control the young kid's usage.
But as that kid gets turned into a teenager. Let's
say they have three kids and they're all going to
turn into teenagers.
Speaker 2 (01:40):
In ten years. Now.
Speaker 1 (01:41):
They're playing video games right, They're on their phones constantly,
they're watching TV. The AC is blasting while they're at
work in the summer, So their usage is going to
go way up as those kids age. So if I'm
in a house like that, I'm selling sold to them.
Speaker 2 (01:54):
I'm going to explain that to them. I'm going to
help them realize that that's the problem that they're in.
Speaker 1 (01:58):
Right, if it's an older family and they're in their
seventies and they you know, believe it or not, if
you haven't done, and people are very aware they're gonna die,
so they're like, low suplicit, man, we're not gonna be
around much longer. And they're saying that to me. I'm
gonna say, okay, great. Well, the reason that you would
go solar, if someone like you would go solar, is
you know your kids are probably gonna end up inheriting
this house and they're either going to move in, rent
(02:19):
it out, or sell the house. Right, so this is
sort of a legacy option for you where you're actually
getting them in with solar. Call it ten years old,
ten years early, got forbid, so it's already ten years
paid off.
Speaker 2 (02:31):
By the time they get it.
Speaker 1 (02:33):
They've locked in their electric rate from ten years ago,
which we all know it was a lot cheaper, right,
and they get to move into this house with a
very much lower electric bill. Or if they sell it,
then the home value has increased since you made this decision,
and or if they rented out, guess what the home
the renter gets to still pay me. You know, an
average electric bill while I'm saving money with the solar
(02:55):
panels and paying off you know, the principle of that
system without even having to pay for it, right, So
that's kind of the angle I'll take with one of
those types of homeowners. So understanding your customer's pain points.
Another key point when it comes to selling is just
the art of persuasion. There's so many books you can
read on this. I'll recommend The Psychology of Selling by
Brian Tracy. I love that book. It's super fundamental, You
(03:18):
Know Anything by Zig Ziggler Tom Hopkins. These are great
books to learn the art of persuasion, and you'll find
that you'll be not only persuasive and selling your product,
will be persuasive in every other area of your life.
That's definitely what I've found being in sales for five years.
I mean five years ago, I didn't know how to
persuade people. It was just like do you want this
thing or not? And you know, now I can kind
(03:40):
of persuade people, help them change their mind when I
know it's something good for them, it's something that they need.
It's actually comes with the negative side of you know,
some people are so good at sales.
Speaker 2 (03:50):
They do it all the time.
Speaker 1 (03:51):
You know, I hire salespeople, so I see this happen
where they'll persuade you into something.
Speaker 2 (03:55):
That's maybe not you know, not the right thing.
Speaker 1 (03:58):
And I don't mean we're hiring people doing bad stuff,
but you know, on a sales pretty good you know
selling you on why he can't work today or why
he didn't work yesterday, or why he took a trip
to Puerto Rico when he's supposed to be you know, selling,
So you can actually persuade into negative things too. So
it's a very powerful thing to make sure if you're
going to learn it that you're just a good person.
Speaker 2 (04:17):
You should be a good person anyway.
Speaker 1 (04:18):
And the last key point on closing on sales is
closing techniques. You have to know of a few closes
as many as you as you can know, and so
you know, think of it as like arrows in your quiver.
You don't want to run out of arrows. You run
out of arrows are screwed, right, So you want to
have five, ten, fifteen closes that you can continuously use
because if you use one and it doesn't work, that's okay.
(04:40):
It bounce back handle objections build a little bit more
rapport close again with a different line, and they have
one line.
Speaker 2 (04:47):
You're kind you're out again, You're out of arrows, You're screwed.
Speaker 1 (04:50):
So some great places to learn closing closing techniques is
books again like a.
Speaker 2 (04:56):
Closer Survival Guy by Grant Cardoon.
Speaker 1 (04:58):
Like him or not, he has a great book with
tons of closes that he used in the car sales
industry that you can use in any industry. But and
just yet learning you know, YouTube videos. You can learn
all these things. But those are the three keys with sales.
It's understanding your customer's pain points, the art of influence,
and closing techniques. The second billionaire skill is leadership. Every
(05:22):
company rises and falls on leadership. I don't care what
it was. If a company goes out of business, I
can bet my entire life savings on it was because
of the leader, whether something you know that was in
their control or out of their control. But that's a
that's a trick question. Everything is in your control because
if it happened to you and there's nothing you could
have done about it, you should have prevented it, right,
(05:44):
But you have to take that extreme ownership as a
leader and That's part of the reason why not everyone
is a leader, right. I have sales managers that you know,
are telling me, man, this is so hard, we're doing
this and that and that.
Speaker 2 (05:54):
It's like, yeah, man, that's.
Speaker 1 (05:55):
Why you have the position because most people can't do it.
That's why you get paid the big up, because most
people can't do leadership. All three of these skills I'm
gonna be talking about today are things that most.
Speaker 2 (06:05):
People can't or believe that they can't do.
Speaker 1 (06:08):
In my opinion, everyone can do them, but people have
this self belief that they can't.
Speaker 2 (06:12):
You know, five years ago.
Speaker 1 (06:14):
Before I got into sales, if you asked me if
I would have ever done a sales as a career, what, No,
that's not for me.
Speaker 2 (06:20):
I can't sell things. I'm a you know, I'll probably
be a construction guy or police officer or something like that.
But no, you can learn any of these skills, especially
not a leader.
Speaker 1 (06:31):
Man. I was the one drinking, you know, doing drugs
and being an idiot, and now I'm leading people. I'm
literally leading rooms, you know, ten twenty I've spoken in
front of hundreds of people, and I would have never.
Speaker 2 (06:42):
Expected that five six years ago.
Speaker 1 (06:44):
So you can learn these things, but key points on
leadership the number number one biggest leadership skill. If you
forget all else about leadership from this video, just remember this.
A leader leads from the front. You have to lead
from the front. You can't tell someone to do something
that you would not be willing to do. Maybe they'll
do it for a day, two days, three days, but
they're gonna lose respect for you, They're gonna stop doing it,
(07:06):
and they're gonna leave your team or your organization. You
have to be able to lead from the front. You know,
the only reason I'm in the position i am is
because I've spent so many years doing the thing that
I'm now teaching people how to do. That's the only
way that people would actually join my team and listen
to me is if I had the track record and
the proven results. You know, you should never listen and
take advice from someone that's not doing the thing that
(07:27):
you want to do.
Speaker 2 (07:28):
That's a big tip that I have for a lot
of people. Something I learned early on.
Speaker 1 (07:32):
You know, don't take real estate advice from someone that
doesn't own any properties.
Speaker 2 (07:35):
Oh but yeah, but I've read all these books about
real estate.
Speaker 1 (07:37):
It's like Okay, yeah, but you have involved why not,
so you have to lead from the front, right Abraham Lincoln.
I'm reading his book right now. He would come to
his army during the Civil War. It's just spend a
ton of time just with the troops, just hanging out
with him, riding his horse up and down the line.
Speaker 2 (07:52):
You know, if he.
Speaker 1 (07:53):
Wanted to show that he is willing to do what
he's asking his people to do.
Speaker 2 (07:57):
And that's how you garner respect.
Speaker 1 (07:59):
And that's why the army fought too to nail for
this leader, because they respect him.
Speaker 2 (08:03):
He was willing to come down and do the things
that he was asking them to do.
Speaker 1 (08:07):
Number two biggest thing on leadership is communication and emotional intelligence.
This is something that there are plenting again, plenty of
books and resources on. But this is a skill that
you guys need to have, is for communication and EQ.
They call it emotional intelligence. And this goes a lot
with sales. Right, the better you are at sales, the
better you're going to be at leading.
Speaker 2 (08:28):
Actually not all the.
Speaker 1 (08:30):
Time, right, but I guarantee you the better you get
at sales, the better potential you have as a leader.
But being a leader is all about communicating and how
you communicate right, it's every single conversation you have.
Speaker 2 (08:43):
You have to be impeccable with your world.
Speaker 1 (08:45):
You have to understand the power of your words because
but when you're in a leadership position and say you
have a team of five people, you don't realize how
much these people either look up to you, well, they
look up to you no matter what. But whether it's
in a positive light or a negative light is up
to you. But your words carry about ten times more
influence than one employee talking to another employee.
Speaker 2 (09:05):
Ah, dude, you you mess this up, whatever or whatever.
Speaker 1 (09:08):
But if a leader says that to you to an employee,
it carries ten times a weight. So whether you say
something negative about them or you say something positive, it's
gonna hit ten times harder. So you have to be
very careful, especially when you're you know, you need to
kind of uh tell someone that they're doing something wrong.
You have to be very careful with your word because
they're gonna take it very personally. You know, you can
(09:29):
end up getting them upset and you know, pissing them off.
You have to really be careful with the way that
you speak. Every way that you speak. One thing you
need to know as a leader is people are watching
everything you're doing everything. So if you're at a team
of men and people are drinking and you you have
two drinks, you know, you may not think anything of it,
(09:49):
but they saw that. And I'm not saying you can't
do that, absolutely not. I think you know, depending on
the situation, you might be absolutely able to. Obviously, if
you go black out, they're gonna they're gonna absolutely know that, right.
Speaker 2 (10:00):
But you know, if you have no drinks to everyone
else is drinking, they're gonna notice that too. And you're saying, well,
respect man.
Speaker 1 (10:06):
I mean, you know, he could have easily had a
couple of beers and nobody really would have cared.
Speaker 2 (10:11):
But he didn't.
Speaker 1 (10:12):
So everything that you do is being monitored. It's being launched,
whether it's online, social media, in person. You just ran
a meeting, the meeting's over and you're walking around, they're
watching that.
Speaker 2 (10:25):
You know.
Speaker 1 (10:25):
One thing I like to do as a leader in
my team is once the meeting's over, I try to
be the first one out the door and onto the
doors into turf.
Speaker 2 (10:33):
Right we knocked doors.
Speaker 1 (10:34):
I like to be the first one because I know
if I leave first, that's gonna influence that Oh hey,
let's go.
Speaker 2 (10:39):
Shawn's out the door, let's go.
Speaker 1 (10:41):
So if that's leading from the front, that's leadership. And
the third thing a leader must have had to do
is to delegate and empowered his team. Right. So you know,
if a leader spending time doing these tasks that, for example,
you know someone could do for someone to be willing
to do it for ten dollars.
Speaker 2 (10:56):
An hour, then why are you doing it?
Speaker 1 (10:57):
Right?
Speaker 2 (10:58):
Like you shouldn't be doing it.
Speaker 1 (11:00):
Also, if you have a team, say five people, it
doesn't sound like a lot of people, but your time
is now very limited. Right. If you're spending time on
tasks that aren't helping your employees, then you need to
delegate that task to somebody else. Because your job as
a leader is to improve your people, is to train them,
is to empower them and whatnot. So you have to
(11:20):
have this skill of delegation so that you're not doing absolutely,
absolutely everything, because then you can't focus on the things
that actually matter, which as a leader is your people.
Your people come first. It's another thing as a leader
is like you don't they don't work for you, you
work for them. It's this servant leadership that is probably
the most powerful mindset to have when it comes to
(11:42):
leadership is being a servant leader. I work for you,
you don't work for me. If you can change that
mindset as a leader, your people are gonna love you.
They're gonna respect the crap out of you. They're gonna
refer people your way. It's just gonna be a much
better situation. And the last most important skill that ten
x your business is gonna be recruited. And recruiting is
the lifeblood of most businesses, of every business. And I
(12:04):
don't mean recruiting in how many employees can you get
in the door? You know, that's a skill that you know,
it is important how many people can you get in
because you need to constantly be bringing new people in.
You need to constantly be bringing new people in because
if you stop and it's the same ten people for
six months, they're going to start saying, well, Sean, but
you know, Sean needs us clearly because we're the only
(12:25):
people that work here. And they can start to get
a little bit you know, sort of ego. Ego can
come in and be like, well, he needs us anyway,
so we can take time off or and we can
do this, we do that you need to keep bringing
people in. But the main reason is you're looking.
Speaker 2 (12:39):
For a players, right.
Speaker 1 (12:40):
You're looking for people that are like you. If hopefully
you are an a player, if you're a leader, you
should be an a player. Right. You're looking for more
people like you. Actually, I got to hold this tip
a while ago. It was extremely helpful. But you should
want to hire people that are better than you, right. So,
and to me, that was well mind blown because my
whole thing was always I'm the best sales guy. You know,
(13:01):
there's no one better than me. I'm the best in
the world, best in the company, best everywhere. But and
you kind of need to have that to be a
killer sales guy. But that's why when you turn into
a leader, you now have to drop that ego and say, dude,
I'm totally okay with you guys doing better than me.
I'm okay with you guys making more money than me.
I'm okay with you guys selling more than I ever have.
Speaker 2 (13:22):
That's good for me, right, I mean good for me.
I found you, I recruited you, I put you.
Speaker 1 (13:26):
In a place, and you know you're having success, and
it's making me successful and the business.
Speaker 2 (13:30):
More successful too.
Speaker 1 (13:32):
So recruiting is all about finding a players, and sometimes
you need volume to find that. But it isn't about
just bringing on as many people as possible. It's about
finding A level players, maybe some B level players. You
don't want c your D players, they're just going to
actually ruin the organization. Right, So some of the key
things when it comes to recruiting is your ability to
identify top talent. Who is top talent? I always say
(13:54):
everyone interviews well, I mean we've thought about it since
we were kids. At Oh, I've got to if I
can interview, I've got to, you know, dress right and
do this. Like, but everyone's gonna interview well because they're
it's nervous. It's important to them, and so they're gonna
come across as like Superman. But then as soon as
you hire and bring them mind, you're like, oh, this
isn't the Superman at all. So my favorite way of
(14:15):
identifying top talent is track record, Like like, numbers don't lie.
Speaker 2 (14:19):
I'm big on numbers don't lie. What did you do
before this?
Speaker 1 (14:23):
Right? Some of my best salespeople were car salesman before
they got into solar and they killed it in car sales, right,
and you know their their employees would tell me, I
mean their coworkers back at the dealership would tell me.
You'd see it on social media. But these guys were killers.
And guess well when they come into solar nothing different.
Speaker 2 (14:42):
They're killers. Again. We're two with recruiting. Is it's it's
a sale.
Speaker 1 (14:46):
You are selling someone to say, hey, come work with me,
come dedicate the next you know, one, two, three, four, five,
forever many years to working with me.
Speaker 2 (14:54):
It's a big freaking deal.
Speaker 1 (14:56):
And I you know, I actually say it's it's much
bigger than selling one solar system. Selling a recruit to
come work with you is the amount of time that
they're going to spend with you the other jobs that
they could potentially have gone and gotten.
Speaker 2 (15:08):
If you have to make them.
Speaker 1 (15:09):
Relocate, you're literally making them move their entire life. They're family,
that everything, so us. You know, recruiting is definitely a
sale in now, does that mean that you're like begging
them to you know, work with you. No, that doesn't
work in sales or recruiting, right. It has to be
this level of indifference of like, look, you know this
is a good opportunity for you, and you know if
you're a killer, we do want.
Speaker 2 (15:30):
To work with you, but we don't need you. Right,
It's not like our business is going to crash and
burn if we don't get you.
Speaker 1 (15:38):
And I don't mean that in any disrespectful way, but
imagine you're interviewing somewhere and we're like, dude, please work
with us.
Speaker 2 (15:43):
Man like, we hear, but what the heck? What's wrong
with this business?
Speaker 1 (15:47):
So you have to be able to pull away a bit,
pull back and be like, look, you know, we'll see
if this is going to work out once we get
through the interview process. But if if all looks good,
we'll run it up the flagpole. We'll see if you're
a good fit. And you know, that's a big part
of recruiting. You want them to really want it.
Speaker 2 (16:05):
You want to kind of take it away so that
they want it right.
Speaker 1 (16:08):
And you have to sell the vision, sell the vision
of where the company's going, of where they will go,
of most importantly, people are always thinking about themselves, where is.
Speaker 2 (16:16):
This business and this opportunity going to take me towards
my dreams in my future.
Speaker 1 (16:21):
So again back to sales, you're identifying pain points, you're
identifying their dreams and their goals. Where do you see
yourself in three years? Oh, you see yourself with that
kind of car, living in that kind of house. Okay, great,
well this is what we'll need to do to be
able to do that. But I think working with us,
I think you can do that. So that's super important.
Speaker 2 (16:39):
Now.
Speaker 1 (16:39):
The third thing is, let's say you're a great recruiter.
You're bringing on killers all the time. Can you retain
top ten? Can you keep them in the business right? People,
especially this day and age, there's not a lot of
loyalty in the in the in the business market. People
jump from company to company like it's tricking. You know,
it's like their phone provider. I don't know.
Speaker 2 (17:01):
But you need to be able to retain top talent.
How do you do that?
Speaker 1 (17:04):
It's because the recruiting process never stops. It doesn't stop
once you've hired them.
Speaker 2 (17:09):
It's done.
Speaker 1 (17:09):
Okay, great, now they work for me forever. Now you're
recruiting that red or that person until they leave, right
until you know you have to let them go, or
they leave the organization, or if something happens.
Speaker 2 (17:21):
So what does that mean?
Speaker 1 (17:22):
You're still building the vision every day, You're still saying, Hey,
where are we on track to this goal?
Speaker 2 (17:27):
I think you need to do X, y Z to
get there.
Speaker 1 (17:30):
You're improving the company, right, You're you're being that leader
that someone wants to work for.
Speaker 2 (17:34):
Hey, is this guy doing the things that he promised
that he would do.
Speaker 1 (17:37):
Is he trying to scale this company and make it
a better place for people to work and you know,
make it a cooler thing that I can be proud of.
Speaker 2 (17:43):
You go tell my family about this and that? Is
he doing that? So being a good leader?
Speaker 1 (17:47):
Is he leading from the front or is he telling
us to do stuff that I know darn well he
wouldn't do himself.
Speaker 2 (17:52):
So that's the final skill when it comes to ten
hexingior business. If you guys can nail these three skills,
you have no income limit. You can be a billionaire
if you can.
Speaker 1 (18:04):
If you can be a master at selling, leadership, and recruiting,
there's no limits to how far you go.
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