November 4, 2025 • 13 mins
Tired of launching “great ideas” that die in the field? We break down a practical playbook for moving from technician to owner and getting your team to champion marketing initiatives without the eye rolls. The throughline: earn trust, speak with conviction, and keep every rollout simple enough to sell at a kitchen table.
We start with buy-in and why it begins with you. If you don’t believe in your maintenance plan, financing offer, or private label shift, your team won’t either. Hear how to present with clarity, tie benefits to real customer pain points, and use brand-forward names that spark conversations in the home. We share scripts, framing, and the power of storytelling to make a quirky club name feel like a value, not a gimmick.
Then we dig into emotional equity. Consistent check-ins, specific praise, and genuine curiosity build the trust that makes price changes, software updates, and social video asks possible. Trust turns mandates into momentum. From there, we attack complexity: pick one high-impact initiative, plan backward from launch, update CRM and collateral, train leaders first, and keep rules clean. We even tackle edge cases—like a promo that starts after a customer buys—and why protecting the brand with simple, generous policies can create outsized goodwill and referrals.
By the end, you’ll have two guiding rules for every change: lead by example to create buy-in, and simplify so your team can execute under pressure. If coaching and persuasion aren’t your strengths, we show you how to surround yourself with people who can carry that torch and lift the whole shop. If this helped you sharpen your next rollout, follow, share with a fellow owner, and leave a quick review to help others find the show.
If you enjoyed this chat From the Yellow Chair, consider joining our newsletter, "Let's Sip Some Lemonade," where you can receive exclusive interviews, our bank of helpful downloadables, and updates on upcoming content.
Please consider following and drop a review below if you enjoyed this episode. Be sure to check out our social media pages on Facebook and Instagram.
From the Yellow Chair is powered by Lemon Seed, a marketing strategy and branding company for the trades. Lemon Seed specializes in rebrands, creating unique, comprehensive, organized marketing plans, social media, and graphic design. Learn more at www.LemonSeedMarketing.com
Interested in being a guest on our show? Fill out this form!
We'll see you next time, Lemon Heads!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
What's up, Lemon Hits?
Welcome to another episode ofFrom the Yellow Chair.
I'm Crystal, and today I'mtalking about the technician
going to being an owner and howyou can lead your team through
marketing when you've neverreally had to, or I when you've
never really had to lead andintroduce marketing tactics and
a marketing strategy to yourteam.
So let's dive in.
(00:21):
Let's six eliminate.
All right, so I've got a fewquick things to say about this.
I have noticed that contractorsthat are new, so maybe you've
(00:43):
been a technician or aninstaller or some form or
fashion before you were theactual owner of your own
company.
But honestly, this goes to theowners of any companies, right?
Anyone that is now in charge ofyour team, how do we get them on
board with us to utilize ourmarketing strategy, right?
So, guys, every day of our lifehere at Lemon Seed, we have
(01:06):
contractors that are like, well,my team's not going to do that.
My team would never sell that orpresent that or do that.
And I'm always like, how do weallow that to go on?
So it's your company.
So you need to figure out a wayto effectively lead people that
are unsure.
The reason that people don'twant to maybe present a lot of
your marketing options, a lot ofyour marketing strategy and
(01:28):
offers and discounts and all thecool things that you do in
marketing is because they reallydon't understand it.
They don't understand theimpact, nor do they understand
how to do it.
And so today I just have twothings that I want to say about
this.
Number one is to get buy-in, youhave to have buy-in.
Right?
So for your team to buy into,let's say you're gonna start
(01:50):
offering finance or you're gonnamove to private labeling
equipment, or you are offering anew indoor air quality piece.
It doesn't matter.
This philosophy is still thesame.
You have to lead by example.
You have to lead by example.
So you can't be like, yeah, wegot this new maintenance
program, but I mean, it's allright, it's kind of expensive.
People probably gonna be alittle irritated with it.
(02:11):
Well, guys, when you start offyour meeting that way, do you
not think that everybody else islike, well, he don't even
believe in it?
Why would I believe in it?
Like, I'm not selling this,whatever, right?
But if you stand up in front ofyour team and you say, All
right, guys, we listened to ourclients, we know what we needed
as a company, and also we wantedto make sure we were providing a
really good service.
So we are really excited tolaunch our new maintenance
(02:34):
program with two differentlevels.
This is how we're gonna sell it,this is how we're gonna present
it, this is why we did it thisway, this is why it has a funny
name, right?
So let's say you're the beehiveclub and you want to, you know,
your team's probably like, thisis so corny.
Tell them why it's corny.
Hey, we created a maintenanceplan that was built around our
brand so that it stays sticky.
(02:55):
It's actually a point ofconversation when you're in the
home.
Like, are you a member of SailorMax Protection Program?
And your guys can say, Yeah, Iknow the name's kind of fun, but
what we want you to remember isSailor Max Protection Program is
all here to make sure thatMcWilliams is taking care of you
day in and day out.
And this is how we're gonna doit.
And we make sure your system'sready for fall and winter, and
we don't even have those thingsin Texas, but making sure that
(03:16):
you're ready for the heat,right?
So I'm I'm telling you, thiscomes from the way you present
it to your team and the way thatyou collect buy-in.
And so some of you as owners andtechnicians coming into
ownership and and even likeCSRs, shout out to the girls
that are coming into thisbusiness from different avenues,
your dad's business, whateverthat you're coming into.
(03:39):
When you are now in thatleadership position, your job is
to do buy-in.
And I had somebody a couple ofweeks ago give me some great
advice, and I want to share thatadvice with you.
He told me that there isemotional equity, and this makes
so much sense, right?
So when you are constantlypouring into your team and
feeding into them and seeingthem as individuals and you
(04:00):
know, celebrating little things.
Well, even if this is not yourstyle, so a lot of you do not
need coddling or pats on theback or words of affirmation or
anything like that, but a lot ofpeople do, and a lot of people
want the engagement, they wantthe interaction, they want the
praise, they want the just I'mgonna go back to the word of
(04:22):
engagement with you as an owner.
And so if you're just like, Istand up on Monday morning
meetings, I tell them all thesethings that we're doing great,
and I tell them all the thingswe're doing wrong, and everybody
goes home.
I'm not talking about that.
I'm talking about, hey, Jim, youknow, how'd your son's baseball
game go yesterday?
Hey, Sarah, um, I see thatyou're having to work two jobs.
Like, what's going on?
Like, how can I help you?
(04:42):
Right?
Like, there's ways of you, it'slike you just have to kind of
look a little deeper past theirtheir employee number, right?
So when you look past theemployee number and you start
seeing them as individual peopleand you start pouring into them
with your with your emotional uhsupport and your and again,
dudes, I know a lot of you thisis hard, and there's a lot of
(05:02):
women this is hard for, butemotional equity is super
important because when you startbuilding this up with your team,
then when you come through thatyour team begins to trust you
and believe you and honestlylove you, care about you.
And even if they're not a superemotional, like outgoing
emotional person, listen,building emotional buy-in with
(05:26):
your team is so importantbecause it now lets them know
that you are in their corner,you're gonna support them.
So then when you release a priceincrease on equipment or a new
maintenance program, a newsoftware that you want to do a
video for social media, theywant to do it for you and for
themselves.
It's no longer another task on alist, they want to help you.
(05:47):
And so sometimes we really haveto dig deep into who we are as
people to be very aware ofourselves so that we can create
buy-in.
So people want to do businessand work with managers and
bosses and owners that care asmore about them than they do
about the bottom line.
And I know that's that that goesboth directions.
(06:07):
Like, don't keep you knowcancerous people on your team.
But at the same time, you canloosen up a little bit and get
to know people so that when youneed to create buy-in with a new
marketing strategy, a new logo,a new jingle, a new brand of
equipment.
How many of you have beenchanged for you've been an ex
dealer for 20 years and nowyou're a new dealer of this
because you couldn't keep theprice increases, right?
(06:29):
Like so, there's all of theseways that you need the emotional
intelligence.
You should be working on it veryconsistently.
But that's how we create buy-in.
So, with buy-in, what I'mtelling you is you need to stand
in front of your team, knowingthat what you are presenting to
them is factual, it is truthful,and you are behind it 100%.
So if you're launching a newperformance pay pay, oh, got a
(06:52):
little chunky with my wordingthis morning.
But if you are launching a newperformance pay package, man,
say that fast early in themorning.
Um, but if you're launching anew, let's do it to myself
again, performance pay package,and you get up there and you're
like, yeah, God's okay.
Let me tell you what we're gonnatry to do.
We're gonna see if it works.
Well, guess what?
In their minds, you're messingwith their money, so it don't
(07:13):
work.
Nothing works, everything's amess, right?
So I'm just encouraging youhere, like, know what you're
talking about when you present.
Um, and that just createsbuy-in, and they get behind it
because you presented it withyou presented it in a persuasive
way, in a um impactful way.
You told them how it was gonnaimpact the client, the customer,
(07:33):
and them, and the whole team,you know, the team as a whole.
And so when you give them all ofthose tools, it naturally
creates better buy-in versus,well, you're gonna do it because
I'm the boss and I'm telling youwhat to do.
You're gonna launch thismaintenance program because I
said so.
Um, you know, and you might besaying that in the back of your
mind, but let's not say that outloud, right?
Let's not say it out loud.
Keep you should say you not say,don't say the quiet part out
(07:55):
loud, right?
But that's the first one.
The second one is let me tellyou what we're gonna do.
We're gonna kiss it, right?
We're gonna keep it simple,stupid.
So when we launch new things,when we launch new marketing
strategies, we do not have tolaunch 20 strategies at a time,
20 different tactics, 20different email automations, 30
email, because what's happeningis you guys are sitting, I think
(08:18):
contractors are like sitting ona Ferris wheel, and you're
looking down, you're like, allthese people are going to all
these rides, everybody's movingso fast.
I need to move fast.
I need to move fast.
Guys, we do not have to launcheverything at once.
So a lot of you maybe are justgetting back out of show season,
you've gone to the show and youmet 10 great new vendors, and
you want to launch all thesethings.
(08:38):
That is not feasible norreasonable, nor is it even
healthy for your culture tolaunch so many things at once.
So, what we're gonna do is we'regonna keep it simple.
We're gonna pick the most highpriority thing that we want to
launch.
So, let's say for clients, um,it's a maintenance program.
You want to launch that inJanuary, kick off a new year
with a new maintenance plan.
(08:58):
Um, maybe you've got the newcommunicating thermostat
programs going on and you'regonna launch those.
You need to be prepared.
How does it impact the customer?
How does it impact the team?
And you need to think all theway through those steps before
you just fly in like a seagull,poop all over everybody that
finally has their life togetherand fly out.
You need that you that's seagullleadership.
You need to think through howcan I walk through every step
(09:22):
and be as prepared as possibleto launch this program?
How can I do it?
Well, we can do it by creatingprocesses and strategies and
also taking a deep breath andprioritizing what we want to
launch.
So if you look at your companyand those of you that are
planning, if you look at yourcompany and you say, okay, I
(09:43):
want to launch a maintenanceprogram.
Let's back into it.
So I need to start in Octoberand I need to keep going so that
in January I'm ready to launch.
It's all set up in my CRM.
I've got brochures printed.
It's up on my website.
I've introduced it to my team,I've trained my team on it.
It's got a good name, it's got agood vibe, it's got everything I
need, right?
Those are ways that now yourteam feels prepared.
(10:05):
So when you show it to yourteam, so you should show it to
your leadership first, educatethem, tell them, get them
excited, get them on board, andthen you let them print announce
it to their teams or youannounce it to your team.
But at the end of the day, guys,what I want you to know here is
let's keep it simple.
We don't have to launch 20things at a time.
We do not have to make ourmaintenance program six levels
(10:26):
with six caveats and three extrapoints.
We don't have to do that.
We can have a very simplemaintenance agreement, right?
If we're gonna do a financingoffer, do not build offers on
the outliers.
Like, well, okay, what are wegonna do if somebody, you know,
I launched, they get a new TVjust in time for the Super Bowl
when they uh buy a new systemfrom me, but someone bought it a
(10:47):
week before.
Someone bought a system a weekbefore.
Okay, guys, you have twooptions.
Number one, tell them I am sosorry that you missed it.
Let me put a$250 credit on youraccount, right?
Or you could give them the TV.
You could literally be like, youknow what, sir?
You're right.
You just missed this by the day,by two days, by three days.
I would love to give you a TV.
You know what?
I will be there tomorrow withyour TV.
(11:08):
So now you're the hero.
Make the customer the hero ofyour story.
Let them be the winner.
Yes, you are out, whatever it iscosting me for this TV or
whatever you're doing.
But at the end of the day, guys,again, I've said that several
times.
At the end of the day, when alleverything shakes out, you are
the winner by giving them theTV.
So if you want to go 10 toesdown, like, by God, you missed
(11:30):
it.
I'm sorry, we're not doinganything for you, go for it.
That's setting the tone.
That's setting a tone that youcare more about a date than you
do about the client in someaspects.
This is all relative.
There's lots of good argumentson both sides here.
But my thought is from a brandprotector and from an unsung
hero side of things, I'm gonnagive them the freaking TV
(11:52):
because it's not that crucial.
If they met the criteria andthey bought one of my top two
systems, however, whateverparameters I put on it, and they
did it and they missed theannouncement of my new program
by excuse me, donning today, bytwo days, by two days, three
days, even a week or so, I'mgonna give them the freaking TV.
(12:13):
And so, you know why?
Because I'm just keeping itsimple, right?
Now, can that get out ofcontrol?
Yes.
Do you need to have good rules?
Yes.
But go ahead and tell everybody,hey, and if anyone calls back
and they bought a system withinthe last week before any of our
promotions launch and they askfor it, we're able to give it
back to them.
You know, set some rules there.
Again, the whole point I'mtrying to get you to is think
(12:33):
through it beforehand.
Keep it nice and simple, niceand clear.
Don't complicate things.
Don't say, well, you can onlyget a TV if you buy it on a
Wednesday at 3 p.m.
on the third Wednesday of thefifth month of the year when the
moon is in complete, you know,transition.
Okay.
We're not, we do not have tocomplicate a whole of our offers
or our maintenance program orour call scripts, right?
(12:56):
So just start keeping thingssimple, right, guys?
So I know this was just a littlequick shot, but I just want to
tell you, as leaders, guys,there's two things that you have
to do (13:06):
lead by example, create buy-in and storytelling.
And last but not least, likekeep things simple.
Don't overwhelm your team, don'tinundate your team, coach your
team through item by item wherethey see the train is constantly
moving.
Um, and those of you that aren'tthose people, you're not good at
the coaching and the buy-inside, then I encourage you to
(13:28):
find somebody on your team,surround yourself and your team
with people that can help youfill holes that you might have.
So, guys, thank you forlistening to another episode of
From the Yellow Chair.
I hope you enjoyed this episode.
Welcome to the fall, and we willkeep talking to you soon.
Leave us a review, follow us onall of our socials.
Bye.
What's up, Lemon Hits?
Welcome to another episode ofFrom the Yellow Chair.
I'm Crystal, and today I'mtalking about the technician
going to being an owner and howyou can lead your team through
marketing when you've neverreally had to, or I when you've
never really had to lead andintroduce marketing tactics and
a marketing strategy to yourteam.
So let's dive in.
(00:21):
Let's six eliminate.
All right, so I've got a fewquick things to say about this.
I have noticed that contractorsthat are new, so maybe you've
(00:43):
been a technician or aninstaller or some form or
fashion before you were theactual owner of your own
company.
But honestly, this goes to theowners of any companies, right?
Anyone that is now in charge ofyour team, how do we get them on
board with us to utilize ourmarketing strategy, right?
So, guys, every day of our lifehere at Lemon Seed, we have
(01:06):
contractors that are like, well,my team's not going to do that.
My team would never sell that orpresent that or do that.
And I'm always like, how do weallow that to go on?
So it's your company.
So you need to figure out a wayto effectively lead people that
are unsure.
The reason that people don'twant to maybe present a lot of
your marketing options, a lot ofyour marketing strategy and
(01:28):
offers and discounts and all thecool things that you do in
marketing is because they reallydon't understand it.
They don't understand theimpact, nor do they understand
how to do it.
And so today I just have twothings that I want to say about
this.
Number one is to get buy-in, youhave to have buy-in.
Right?
So for your team to buy into,let's say you're gonna start
(01:50):
offering finance or you're gonnamove to private labeling
equipment, or you are offering anew indoor air quality piece.
It doesn't matter.
This philosophy is still thesame.
You have to lead by example.
You have to lead by example.
So you can't be like, yeah, wegot this new maintenance
program, but I mean, it's allright, it's kind of expensive.
People probably gonna be alittle irritated with it.
(02:11):
Well, guys, when you start offyour meeting that way, do you
not think that everybody else islike, well, he don't even
believe in it?
Why would I believe in it?
Like, I'm not selling this,whatever, right?
But if you stand up in front ofyour team and you say, All
right, guys, we listened to ourclients, we know what we needed
as a company, and also we wantedto make sure we were providing a
really good service.
So we are really excited tolaunch our new maintenance
(02:34):
program with two differentlevels.
This is how we're gonna sell it,this is how we're gonna present
it, this is why we did it thisway, this is why it has a funny
name, right?
So let's say you're the beehiveclub and you want to, you know,
your team's probably like, thisis so corny.
Tell them why it's corny.
Hey, we created a maintenanceplan that was built around our
brand so that it stays sticky.
(02:55):
It's actually a point ofconversation when you're in the
home.
Like, are you a member of SailorMax Protection Program?
And your guys can say, Yeah, Iknow the name's kind of fun, but
what we want you to remember isSailor Max Protection Program is
all here to make sure thatMcWilliams is taking care of you
day in and day out.
And this is how we're gonna doit.
And we make sure your system'sready for fall and winter, and
we don't even have those thingsin Texas, but making sure that
(03:16):
you're ready for the heat,right?
So I'm I'm telling you, thiscomes from the way you present
it to your team and the way thatyou collect buy-in.
And so some of you as owners andtechnicians coming into
ownership and and even likeCSRs, shout out to the girls
that are coming into thisbusiness from different avenues,
your dad's business, whateverthat you're coming into.
(03:39):
When you are now in thatleadership position, your job is
to do buy-in.
And I had somebody a couple ofweeks ago give me some great
advice, and I want to share thatadvice with you.
He told me that there isemotional equity, and this makes
so much sense, right?
So when you are constantlypouring into your team and
feeding into them and seeingthem as individuals and you
(04:00):
know, celebrating little things.
Well, even if this is not yourstyle, so a lot of you do not
need coddling or pats on theback or words of affirmation or
anything like that, but a lot ofpeople do, and a lot of people
want the engagement, they wantthe interaction, they want the
praise, they want the just I'mgonna go back to the word of
(04:22):
engagement with you as an owner.
And so if you're just like, Istand up on Monday morning
meetings, I tell them all thesethings that we're doing great,
and I tell them all the thingswe're doing wrong, and everybody
goes home.
I'm not talking about that.
I'm talking about, hey, Jim, youknow, how'd your son's baseball
game go yesterday?
Hey, Sarah, um, I see thatyou're having to work two jobs.
Like, what's going on?
Like, how can I help you?
(04:42):
Right?
Like, there's ways of you, it'slike you just have to kind of
look a little deeper past theirtheir employee number, right?
So when you look past theemployee number and you start
seeing them as individual peopleand you start pouring into them
with your with your emotional uhsupport and your and again,
dudes, I know a lot of you thisis hard, and there's a lot of
(05:02):
women this is hard for, butemotional equity is super
important because when you startbuilding this up with your team,
then when you come through thatyour team begins to trust you
and believe you and honestlylove you, care about you.
And even if they're not a superemotional, like outgoing
emotional person, listen,building emotional buy-in with
(05:26):
your team is so importantbecause it now lets them know
that you are in their corner,you're gonna support them.
So then when you release a priceincrease on equipment or a new
maintenance program, a newsoftware that you want to do a
video for social media, theywant to do it for you and for
themselves.
It's no longer another task on alist, they want to help you.
(05:47):
And so sometimes we really haveto dig deep into who we are as
people to be very aware ofourselves so that we can create
buy-in.
So people want to do businessand work with managers and
bosses and owners that care asmore about them than they do
about the bottom line.
And I know that's that that goesboth directions.
(06:07):
Like, don't keep you knowcancerous people on your team.
But at the same time, you canloosen up a little bit and get
to know people so that when youneed to create buy-in with a new
marketing strategy, a new logo,a new jingle, a new brand of
equipment.
How many of you have beenchanged for you've been an ex
dealer for 20 years and nowyou're a new dealer of this
because you couldn't keep theprice increases, right?
(06:29):
Like so, there's all of theseways that you need the emotional
intelligence.
You should be working on it veryconsistently.
But that's how we create buy-in.
So, with buy-in, what I'mtelling you is you need to stand
in front of your team, knowingthat what you are presenting to
them is factual, it is truthful,and you are behind it 100%.
So if you're launching a newperformance pay pay, oh, got a
(06:52):
little chunky with my wordingthis morning.
But if you are launching a newperformance pay package, man,
say that fast early in themorning.
Um, but if you're launching anew, let's do it to myself
again, performance pay package,and you get up there and you're
like, yeah, God's okay.
Let me tell you what we're gonnatry to do.
We're gonna see if it works.
Well, guess what?
In their minds, you're messingwith their money, so it don't
(07:13):
work.
Nothing works, everything's amess, right?
So I'm just encouraging youhere, like, know what you're
talking about when you present.
Um, and that just createsbuy-in, and they get behind it
because you presented it withyou presented it in a persuasive
way, in a um impactful way.
You told them how it was gonnaimpact the client, the customer,
(07:33):
and them, and the whole team,you know, the team as a whole.
And so when you give them all ofthose tools, it naturally
creates better buy-in versus,well, you're gonna do it because
I'm the boss and I'm telling youwhat to do.
You're gonna launch thismaintenance program because I
said so.
Um, you know, and you might besaying that in the back of your
mind, but let's not say that outloud, right?
Let's not say it out loud.
Keep you should say you not say,don't say the quiet part out
(07:55):
loud, right?
But that's the first one.
The second one is let me tellyou what we're gonna do.
We're gonna kiss it, right?
We're gonna keep it simple,stupid.
So when we launch new things,when we launch new marketing
strategies, we do not have tolaunch 20 strategies at a time,
20 different tactics, 20different email automations, 30
email, because what's happeningis you guys are sitting, I think
(08:18):
contractors are like sitting ona Ferris wheel, and you're
looking down, you're like, allthese people are going to all
these rides, everybody's movingso fast.
I need to move fast.
I need to move fast.
Guys, we do not have to launcheverything at once.
So a lot of you maybe are justgetting back out of show season,
you've gone to the show and youmet 10 great new vendors, and
you want to launch all thesethings.
(08:38):
That is not feasible norreasonable, nor is it even
healthy for your culture tolaunch so many things at once.
So, what we're gonna do is we'regonna keep it simple.
We're gonna pick the most highpriority thing that we want to
launch.
So, let's say for clients, um,it's a maintenance program.
You want to launch that inJanuary, kick off a new year
with a new maintenance plan.
(08:58):
Um, maybe you've got the newcommunicating thermostat
programs going on and you'regonna launch those.
You need to be prepared.
How does it impact the customer?
How does it impact the team?
And you need to think all theway through those steps before
you just fly in like a seagull,poop all over everybody that
finally has their life togetherand fly out.
You need that you that's seagullleadership.
You need to think through howcan I walk through every step
(09:22):
and be as prepared as possibleto launch this program?
How can I do it?
Well, we can do it by creatingprocesses and strategies and
also taking a deep breath andprioritizing what we want to
launch.
So if you look at your companyand those of you that are
planning, if you look at yourcompany and you say, okay, I
(09:43):
want to launch a maintenanceprogram.
Let's back into it.
So I need to start in Octoberand I need to keep going so that
in January I'm ready to launch.
It's all set up in my CRM.
I've got brochures printed.
It's up on my website.
I've introduced it to my team,I've trained my team on it.
It's got a good name, it's got agood vibe, it's got everything I
need, right?
Those are ways that now yourteam feels prepared.
(10:05):
So when you show it to yourteam, so you should show it to
your leadership first, educatethem, tell them, get them
excited, get them on board, andthen you let them print announce
it to their teams or youannounce it to your team.
But at the end of the day, guys,what I want you to know here is
let's keep it simple.
We don't have to launch 20things at a time.
We do not have to make ourmaintenance program six levels
(10:26):
with six caveats and three extrapoints.
We don't have to do that.
We can have a very simplemaintenance agreement, right?
If we're gonna do a financingoffer, do not build offers on
the outliers.
Like, well, okay, what are wegonna do if somebody, you know,
I launched, they get a new TVjust in time for the Super Bowl
when they uh buy a new systemfrom me, but someone bought it a
(10:47):
week before.
Someone bought a system a weekbefore.
Okay, guys, you have twooptions.
Number one, tell them I am sosorry that you missed it.
Let me put a$250 credit on youraccount, right?
Or you could give them the TV.
You could literally be like, youknow what, sir?
You're right.
You just missed this by the day,by two days, by three days.
I would love to give you a TV.
You know what?
I will be there tomorrow withyour TV.
(11:08):
So now you're the hero.
Make the customer the hero ofyour story.
Let them be the winner.
Yes, you are out, whatever it iscosting me for this TV or
whatever you're doing.
But at the end of the day, guys,again, I've said that several
times.
At the end of the day, when alleverything shakes out, you are
the winner by giving them theTV.
So if you want to go 10 toesdown, like, by God, you missed
(11:30):
it.
I'm sorry, we're not doinganything for you, go for it.
That's setting the tone.
That's setting a tone that youcare more about a date than you
do about the client in someaspects.
This is all relative.
There's lots of good argumentson both sides here.
But my thought is from a brandprotector and from an unsung
hero side of things, I'm gonnagive them the freaking TV
(11:52):
because it's not that crucial.
If they met the criteria andthey bought one of my top two
systems, however, whateverparameters I put on it, and they
did it and they missed theannouncement of my new program
by excuse me, donning today, bytwo days, by two days, three
days, even a week or so, I'mgonna give them the freaking TV.
(12:13):
And so, you know why?
Because I'm just keeping itsimple, right?
Now, can that get out ofcontrol?
Yes.
Do you need to have good rules?
Yes.
But go ahead and tell everybody,hey, and if anyone calls back
and they bought a system withinthe last week before any of our
promotions launch and they askfor it, we're able to give it
back to them.
You know, set some rules there.
Again, the whole point I'mtrying to get you to is think
(12:33):
through it beforehand.
Keep it nice and simple, niceand clear.
Don't complicate things.
Don't say, well, you can onlyget a TV if you buy it on a
Wednesday at 3 p.m.
on the third Wednesday of thefifth month of the year when the
moon is in complete, you know,transition.
Okay.
We're not, we do not have tocomplicate a whole of our offers
or our maintenance program orour call scripts, right?
(12:56):
So just start keeping thingssimple, right, guys?
So I know this was just a littlequick shot, but I just want to
tell you, as leaders, guys,there's two things that you have
to do (13:06):
lead by example, create buy-in and storytelling.
And last but not least, likekeep things simple.
Don't overwhelm your team, don'tinundate your team, coach your
team through item by item wherethey see the train is constantly
moving.
Um, and those of you that aren'tthose people, you're not good at
the coaching and the buy-inside, then I encourage you to
(13:28):
find somebody on your team,surround yourself and your team
with people that can help youfill holes that you might have.
So, guys, thank you forlistening to another episode of
From the Yellow Chair.
I hope you enjoyed this episode.
Welcome to the fall, and we willkeep talking to you soon.
Leave us a review, follow us onall of our socials.
Bye.
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