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Sam Taggart 00:39
This is Sam Taggart with the D2D podcast and I am here I want to make a couple announcements before I introduce our awesome guests today. And we have one of the coolest lineups in history at door to door con, we have literally David Goggins, the David Goggins, Brad Lea, John C. Maxwell, the greatest leadership business coach, I think exists, period, you’ve got Tim Storey, and Hal Elrod, the author of The Miracle Morning, and 18 workshops to be announced, you know, the guy that I did the vocabulary with, you know, john marone, not gonna say a lot of them, because I want to kind of slowly start releasing them out. But a lot of cool business workshops on finance, real estate business strategy, we’re going to be talking about, you know, how to have exit plan. So I have a guy that’s in a private equity and mergers and acquisition company coming and teaching how to set yourself up to have an exit or an acquisition. So the the content of the workshops are going to be very much so focused on business, recruiting, culture, leading teams growing, optimizing, and that leads me into this podcast. So why I wanted to go and have Douglas brown on the show, because we’re gonna be talking a little bit about this. So anyway, we’ve got Douglas brown today, and we’re going to be talking about kind of some business optimization in his background. He’s the author of Win Win selling a book on objections. He’s been, you know, consultant and coach for a long time now, in the sales and sales and business world. He was a top performer and knocked a lot of doors at pay tech communications, who is now known as Windstream or bought by Windstream did a lot of the telecommunications sales. So he’s, he knows our tribe, he’s knocked a few doors in his life. Yes, this shirt, Houston is, uh, Joe Dirt shirts, my Halloween costume if those are watching this, and so I took off my wig. This is what I should have been wearing everybody. And anyway, I didn’t want to I didn’t want to scare Douglas, because he’s got not as much hair as I do. So I figured. But um, anyway, so awesome business coach, entrepreneur, Douglas Brown. Welcome to the show, my man, and super excited to have you on here.
Doug C. Brown 03:00
Thank you, Sam, it’s been a pleasure talking with you a little earlier and a pleasure to be here to be able to share some things with the audience.
Sam Taggart 03:07
Well, so we, um, I wanted to jam mainly on your whole concept that when you said I get really interested, I just finished the book called traction by Gino wickman. And rocket fuel. Have you read those? Yeah, yeah. The EOS EOS system, the entrepreneur rollercoaster, or the entrepreneur operating system. And for us, I love as a consultant in I’ve been to 100 plus companies where I go to their offices and strategize with them on how to put pay scales together, how to org charts and how to input their vision and cultures. And you know, all this stuff. And I feel like I’m just whipping it out of my butt sometimes, because I’ve been to so many companies, I’ve seen so many things and I say here’s my principles that work right like these don’t break these principles. And it’s going to work if you do this, if you do this, you’re gonna in six months or a year, you’re gonna see some failure, right? I’m sure you’ve kind of have your same principles. So when you go to a business and consult, what are some key principles that you make sure you implement, just dissect, put in place that’s going to basically abide by like, you need to make sure these companies abide by that as a business consultant, like what are some things you’ve seen? As you go to companies like, help me help me understand how what your strategy into a company is that they must abide by to have success in sales and business? Well, that’s a that’s a couple questions. I know, that’s, like, Where does your head Go and ask that question. It’s kind of an open theme.
Doug C. Brown 04:48
But but but it’s a really great, you know, series of questions because I mean, the first thing that a lot of companies that the main principle that companies have to understand is everyone in the company is in sales, everyone, right? So, and it doesn’t matter whether it’s operations, it doesn’t matter, a customer service, it doesn’t matter if it’s the HR department, right? It or the sales department, everyone is selling, and a consistent customer journey must be realized for optimization and maximization of sales. Is that that that’s rule number one. So not a lot of companies abide by this. I mean, they look at their customer service department, for example. And they say, Well, this is kind of retention. But really, it’s not a yes. And they can be a revenue generating, producing viable division for for any company. Yeah,
Sam Taggart 05:49
no, we just we’re just starting to learn that my customer service people just started selling. And it’s been awesome to I mean, even just selling them on sticking with us longer. I’m like, that’s a that’s a that’s a thing. Like, you got to know sales. Anyway. Yeah.
Doug C. Brown 06:06
Yeah. So I mean, you know, and the other thing is, is now, what kind of accountability, training, policies, procedures, things are in place to hold that accountability so that everybody is moving their customer along in the same spirit, if you will, the, the, you know, the old sunsoo spirit of the same ranks? Right. So, Art of War. And when I can get companies to realize that everybody’s in sales, revenues will go up? Because I don’t know if you’ve ever had this experience, Sam, but I’m sure you have. But I don’t know you deal with somebody who’s not a salesperson in the company and you buy because I don’t know, maybe the salesperson, you know, I’ve had this happen with the salesperson to actually, you know, messed up the sale. Right. And so I go and talk to somebody behind
Sam Taggart 07:04
those that don’t come off salesy end up being better, so like, they don’t want? Yeah, I couldn’t agree more. So, you said something about Oh, sorry, keep going. No, go ahead, sir. Good. Like accountability to make sure that everybody’s singing the same song on the same page? Do you have a system like an accountability charter or KPI tracker, or some kind of like best practice to help manage those? manage that, you know what I mean? Everybody in theory is like, Hey, be accountable to make sure that you’re doing this, but it’s like, so what do you implement to keep the accountability going? Is what I’m curious about
Doug C. Brown 07:47
Tracking? I mean, you know, the thing that most people in sales will will not want to do, like salespeople are reluctant to tracking, right. So if you track the metrics throughout the process through the customer journey, right, I mean, something simple as phone calls to first appointments, or phone calls to meaningful communication, and then meaningful communication to first appointments, right? If you track that metric, just that one metric, it’ll, it’ll tell you a lot about where your leads are flowing. But most companies don’t do this. Most salespeople Don’t do this. So the because when you look, when one looks at the numbers, it’s like, wow, I had 200 calls. I had two appointments. Okay, so where’s the problem? Right, the problem is usually in the conversation that’s happening, or is the cause? Or is the problem in the type of lead that’s calling in? Or the, you know, the lead that you’re calling upon? are we are we calling upon the right targets? Right? So but a lot of people don’t do that. They’re just like, you know, make 100 cold calls a day? Or do you know, 100, and door knocks a day, whatever you can do, and then just let the numbers fall out. But it’s about working smarter, not working in more efficient than working harder.
Sam Taggart 09:03
Let’s hypothetically say, I have a rep that is reluctant to track, let me just do my thing. It’s just slowing me down. It’s uh, you know, I don’t like to track like, Oh, just forget, how do you handle that behavior? Because I constantly see that where it’s this fight between leadership being like, track your numbers, input, the data, log, your calls, logger logs, whatever that is, what do you do to correct or coach that person to start doing that? Because it seems to be a behavior, it’s hard to change.
Doug C. Brown 09:35
Right? It is because if it’s left up to the individual, right, and the company is not enforcing it with something that affects that individual. So for example, look at the compensation plan. If we have a comp plan that we require these things from our representatives of this company, then we are going to not pay if we don’t have these things or we’re going to pay a lower percentage. All right. So there. And you know, the other side is coaching, right? Because, look, salespeople get fired long before, they’re supposed to, in my opinion, because a lot of times companies don’t have adequate coaching, they don’t have adequate processes in there, they’re relying on the individual skill sets, they don’t have adequate training on a consistent, you know, methodology, or a consistent behavior code. And so what ends up happening is, is the salesperson sometimes has to start figuring all this out. So once I start figuring out, they create their own systems, as soon as that happens, you’re going to have diversity and in the prospecting and diversity in the sales pitch, you’re gonna have diversity in the closing. And that’s a lot of times while you’ll see one or two people at the top of their game, and you’ll see a bunch of other salespeople kind of in the middle or even struggling. And that’s because the company usually hasn’t mandated certain processes that are consistent throughout the, throughout the, the whole customer journey.
Sam Taggart 11:07
Oh, I love that. Like, I almost just drew a diagram, like as you said this, and I’m sure you can’t see it, but it’s just like a, it’s like this cycle that you made me think of the cycle, right? And it goes, Oh, shoot me a call. I thought my phone was on. Anyway, so we get this, I’m sorry, I don’t know why my phone rang. But you get this like guy that is not implementing a system. So the company has no system because they’re small. So they hire these salespeople, they the salespeople, it’s left up to them to figure it out. So they start tracking, like, tracking how they feel like tracking in their head is enough to get them money, right and commission, right. And then the company’s like, oh, we’re growing, we’d better implement a process that’s uniform. And then the company then goes, try to implement it and try to break all these like sales, people’s behaviors, but then that doesn’t land they give up. And then it goes back to no process again, and they just end in this cycle of crap, we can never seem to implement a system of tracking and processes and, and systems, because the salespeople end up like kind of running the show based on their the revenue drivers. And it’s hard to like, you know, slap them upside the head and be like, Guys are fired. If you don’t fall. You don’t I mean, so it’s this battle. It’s very, very common in something I haven’t talked about on a podcast yet. So I think this is quite interesting to see this cycle that most business owners and leadership probably fall into.
Doug C. Brown 12:34
Yeah, and so sometimes business owners will feel like they’re at Haas. You know, they’re the hostage from, you know, the, the the inmates are running the prison, the old saying, right, so the salespeople have got them, and they don’t know what to do about it. And the reality is that there are a lot of great salespeople out there, that are looking for a type companies. So if the owner feels that hostage, what we do, is we work with them to become an A type company, and then we stopped bringing in a type talent to compete with the other folks. And therefore you don’t have that drop in revenue, which might work, you know, in the opposite way, if there was a mass exodus going out of the company, you know, because that’s the other thing, right? I mean, people who are performers, they know they can sell it here, and they know they can sell there. So they’ll, they’ll think that they can go from point A to point B and, and, you know, be okay, sometimes they are, sometimes they aren’t
Sam Taggart 13:29
I, so I do a lot of recruitment. And we’re going to talk about recruitment. If you’re listening here in a minute. As you go to a smaller company, let’s say to have 10 sales reps. And for you to know when you say, hey, let’s turn you into a comp, a tech company first. And that’s always kind of my motto is like, hey, let’s lay the foundational systems and actually, like polish your company so that you start to attract a players. How to how do you help a business owner leader that’s maybe attached relationship wise and income wise to that level of sales? Right? Like they’re like, full? If I lose half my sales guys, due to us forcing this whole new uptick of a business? Do you feel like a lot of them have this scarcity mindset where they’re like, Oh, crap, I can’t. I can’t, I can’t, I can’t, I’m not going to fire these people because they’re not compliant. Like you said, the inmates run the show. So how would you handle that situation where you’re like, Okay, we’re moving into an a tech company, but some people aren’t coming along with the train, like they’re gonna get left behind, like, how do you how do you what do you say to the owner in that situation? How do you handle those?
Doug C. Brown 14:37
So the the owner has to make that decision, right? They have to decide whether they’re going to go down the on that path or not. And the transition should not be really fast. That’s that’s part of the challenge. A lot of people you know, because a lot of owners most owners were salespeople, right. So they’re, they’re used to, right now we got to have it done. You know, let’s close it, close it, close it, whatever. But in this case, they have to set up the processes in order to attract the a talent. Because, you know, anybody who has an A player is going to get in there and go, man, this isn’t going to be a supportive environment for me to actually achieve what I’m going to. So they’re going to have churn very quickly. And a lot of times, you know, if you look at their Glassdoor rating, let’s say they’re a company that actually goes to say, you know, reports into Glassdoor or whatever, a lot of times top players, they’ll they’ll check out that Glassdoor rating, and if they don’t see that their top playing company, they’re not going to even apply. Because we do know. I mean, Sam, you and I both know, and I’m sure your listeners know, there’s a small percentage of people who are at the top. You know, the one percenters, the two percenters, those of what the companies want to attract are the top 3%. Right? So if they’re not set up, they actually adequately handle the top 3%. It’s like, you know, I love hockey, right? If I go try to play for you name the team, right? The Boston Bruins, right where I’m come.
16:11
Forget it.
Doug C. Brown 16:12
You know what I mean? I’m not I’m not gonna survive more than probably a minute and a half on the ice with those guys. Because I’m not an A player in hockey. Yeah, it’s just not. But when you attract another a player to a team, they look at the team and they say, Okay, can I win the Stanley Cup? Right? Do I have the management in place? Do I have the systems in place that are going to support my moving from point A to point B?
Sam Taggart 16:37
And I’m glad we’re talking about this before we dive into recruiting, because I think a lot of people are like, I want to recruit a manager on recruiting new VP on recruit top talent. How do I poach a number one sales rep from a different company or XYZ? And I’m like, Well, the problem is, is there’s a, there’s a to edge sniff test. They’re sniffing you out as much as you’re sniffing them out. Right? And, and and the reality is, you failed your sniff test. If you know, you don’t have a really good system, and that a player so he talks a big game, you know, because everybody wants to show off and pretend like they’re in a player, right? They should see through your bullcrap. And they should be able to like they’re asking the questions like, so tell me about the CRM you use and how you use it. What’s the sales process? The B players and C players are like, so what’s your pay scale? How much am I going to get paid? The AV players are usually asking, Can you support the volume that I’m going to bring? Hey, if I guys tomorrow, like what would that look like? They’re asking those questions. That’s the sniff test that you should be looking for of like, what kind of sophistication of these questions is it at the interviewee or the guy I’m going after is trying to ask, and that is my sniff test. And then they’re going to say, Oh, my gosh, this, I want to meet the team. I want to see the actual numbers of the sales guys, hey, what’s your top earner make? And all of a sudden, you’re like, Well, my top guy, you know, he made 60 grand last year, that guy’s immediately going to be like, you don’t have a system get guys producing, or you can’t handle if I were to come and make him want to make 300 grand like, that doesn’t even like that. Like we’re not even the same universe right now. And I think a lot of times, this ends up being a bigger recruiting issue than going and finding the top talent, it’s more so that they’re going to weed you out quick, because I’m not going to go work for some company, I’m going to break I’ve been there. I want to go to some company is going to handle as much volume as I’ll bring him.
Doug C. Brown 18:31
Yeah, I totally agree with what you’re saying. I mean, if if you think about it in the terms of let’s say they’re, quote, The prettiest gals in the room, right? And they’re added, they’re at a dance? Well, you know, most of the men are trying to go after a date that night, and they’re gonna cue in on the previous gal, well, the prettiest gal has her pick of whoever. So she can be very discriminating at that point. And a players are very much like you talked about spot on. And the thing is, is the other thing is, is if they don’t have a recruiting system that’s going to be able to offer an onboarding system that’s going to be able to onboard these people very quickly, a player’s know, right, right in front, so they’re just going to avoid it because they’re looking for leverage. They’re looking for how do I sell as much as I can possibly sell and have the back end support this so I don’t have to be dealing with customer service headaches, and all of that other I want to expand the sale. So if the if the system supports me expanding the sale, ie getting referrals, ie getting, you know, repeat business getting, you know, calls out of the blue, you know, we all love those right? Hey, I need 1500 units of this right? That we never thought about. That’s what a players look for, and they also look for the ability for them to be able to promote the company. So that they can leverage the brand so that they can leverage more sales. So, if the person company is not set up to handle the person who has options and can handle those quickly, then you know, I mean, a players don’t hang around because they they’re usually they’re not just interviewing with one company at one time. I mean, eight players, I would consider myself an A player. Even at paytech, as we were talking before, I mean, out of the 315 salespeople, I was their top guy. And I used to get offers all the time consistently. Yeah, like
Sam Taggart 20:39
that. I still I just had a guy reached out to me yesterday, and I was like, I’m, I’m flattered, but dude, we’re in two different worlds, man. And, but I mean, at least they’re trying but like, I think true. A players, like you just said are the hot chicks at the dance troupe April’s logics of the dance, and they know they can pick from any litter. And it’s sad to know it. Everybody, here’s my two cents. Okay, I’m gonna ask this question, because I’m actually before I say my opinion, I want to hear your take. If you’re hiring, let’s say you have an indeed out or you’re headhunting for a new sales team, right? Let’s say I’m trying to go from 10 sales guys to 20 sales guys, or I’m trying to add a bunch. Are there certain things you look for in a sales individual to kind of dictate whether they’re going to succeed or not? Because obviously, everybody’s going to try to fight for the job if you’re interviewing, right, but how do you filter out the fluff, right? Like, do you hire a ton? And then it just weeds it out? Do you kind of select it? Like, what’s your what’s your approach? If you were to be talking to door to door sales? And our direct sales team where it’s pretty commission based? I’m not even dealing with salaries and stuff, right? Um, yeah. What’s your process there? I’m curious.
Doug C. Brown 21:58
So first, we want to benchmark what is the profile that has been successful in what we’re doing? Right? So you know, somebody who’s gonna wanna, you know, that’s going to knock door to door? Part of the benchmark, is rejections not going to bother them? It’s, it’s, because they’re going to get a lot of rejection. I mean, I’ve been thrown out you, I’m sure you have to, you know, get out of here, kid, right? Right out of the out of the place with no soliciting, right, they didn’t read the sign, whatever it might be. Um, so they got to be able to handle that. So what I do is, if there’s an existing sales team, we always look at the top two producers, and then some others. But I want to know what the differentiation that distinction between the number two and the number one is, right, because if the number one is doing something consistently in the number two is doing it intermittently, then I know that if we can get people generally to do what number one is doing, then we can put that into a process. Right, so so I also love to use the appropriate not just any assessment, but the appropriate sales assessment, right? Do they have the sales DNA to fit the benchmark? And, you know, not personality profiles? Not I mean, specific sales? Do they have the will to sell? Because in door to door sales, you have to have a will to sell?
Sam Taggart 23:27
What questions can you ask to test their sales DNA? Like I, I get asked this question all the time. So I’m curious, like, how do you profile their cell’s DNA?
Doug C. Brown 23:39
So I’ll use assessments to do that. Right. But it’s, but if we were going to go in lieu of assessments, the first thing we need to do is come up with what is the benchmark and ask questions around that. Right. So let’s say that, you know, we we get an audience and we know, you know, nothing against the construction field. But I’ve, you know, my dad was a master electrician. So I worked around those folks for a long time. They, they can be a little gruff, and right to the point. So, you know, or, you know, selling doors and windows or something like that, right. So, I would come up with some questions that would test whether or not they can handle that type of pushback. And I would come up with questions that would allow me to see if they’re going to prospect in the numbers and in the way that I want them to write. So, you know, I when we were door knocking, I used to use something I called x x, y. And sometimes it’s called 20 2020. Right? It’s like 20 door knocks, you know, 20 secondary methods to get into the business and then 20 follow ups. So you can pick your number x, x, y, you know, so I used to go like 4040 and 20 And then so when you start out, there’s 100 contacts a day that’s going on, we have to craft questions around that to figure out if somebody’s got the will to be able to do that. Because a lot of people talk a good game, as you know, Sam. So the whole idea between x x, y is okay, over time, you’re going to have really x. Why? Why? Because if you do this, right, they’re going to be following up more than they’re actually prospecting over time, because they can’t handle the amount of business that’s coming in if they follow the formula out, right. So I would also highly ask, again, do they have what we would call the ego strength? Right? Can they handle rejection? Can they continue to keep going? Can they do they have the will to want to sell? Do they have the moral obligation to want to help their clients no matter what, you know, testing, the ego strength is really important if you’re in an environment that requires that ego strength. Right? So and the other question is, do they have the proper amount of empathy? Because if we, if we want somebody that can, let’s say, you know, on a first call, take a credit card over the phone from somebody who’s driving down the highway, just heard a radio Brad broadcast, for example, you know, you want somebody that has high ego strength, who’s going to, you know, they’re going to have to handle the rejection, and then be able to handle the objections. But you want somebody with empathy, too. You can’t be like, Well, you know, listen, I’m caught behind an ambulance right now that do what’s your problem? Right? You don’t want that come in? on on on something. So empathy again, you know, can they relate to people? Do they like to talk to people, and then you want to craft your questions around whatever the benchmark is on that?
Sam Taggart 26:47
I love that. I think a lot of times we’re too optimistically interviewing people, for them to success versus see what they stand how they stand in a in a situation of failure, because door to door is more failure than it is success.
Doug C. Brown 27:03
Well, yeah, a lot of owners that you know, they want to fill spots, right? So they get happy years. You know, this, you know, I mean, like,
Sam Taggart 27:15
no, so that, that. So, here’s a, and I’m loving this, by the way. So those listening, if you haven’t gotten anything out of this, it was because you were probably working out or not listening. You’re just on autopilot, because this is good stuff I like to get in case you didn’t realize, Douglas, I’m straight to the meat and potatoes. I’m not like, hey, let’s talk about fluffy stuff. So I, on this recruiting note, this is kind of the interview hat, what I’ve, I’ve heard 20 different opinions. If you’re recruiting a doctor or salesperson or you’re recruiting a direct sales person, at what point do you offer them the job? Yeah, just ask you that. Like, at what point? How do you do your job offer or ask for their business? In a sense, like, what what’s your process there? So firstly, they have to meet all the criteria. So let’s say that you’re like, I like this guy. Sure. Like, I’m going for this one. You don’t want to get too excited. You want to have this happen. Happy breath. You don’t want to give up? How do you now what you’re like I like this candidate, what do you do to like,
Doug C. Brown 28:20
wrap it up? I test them one more time to make sure that they can actually handle the rejection means a lot of people will interview Well, yes, so at the end, I would say something like, hmm, Sam, you know, spent a productive conversation. I really appreciate it, but I’m just not really convinced that you actually have what it takes to actually succeed here.
Sam Taggart 28:44
Um, this is good. So then I’m forced to be like, no, like, I’m committed bla bla bla, it makes me want it more. Or they’re like, I’m like, Really?
Doug C. Brown 28:56
Yeah. Yeah. And if they’re like, Oh, really? Or Okay, thank you, right. You know, they’re gonna fail in the field, right then in there with high probability. So you’re, you’re looking for somebody who can respectively come back and close the deal. Like, you know, gee, Sam, I’m a little confused. You know, we talked about this that you said you wanted this. You said you wanted that. I’m a little confused. Would you help me out? Because like, I don’t understand why you would say something to that effect. Could you please describe in your you know, in from your perspective, what do you think I’m not gonna make it here? Because I only see success.
Sam Taggart 29:37
challenge it. I will read what you’re like respect. That’s okay. So let’s say they do that and they come back with a good a, a response. Like, okay, now what do you do?
Doug C. Brown 29:55
Remember a player’s if you have an A player, There are multitudes of offers. Coming in usually, so you know, I are from the job. Right? Now you can structure that job in different ways. But you know, the the offer, but the offer has to go out that one of the mistakes I see companies doing when they get a players is they wait too long. They’re like, Oh, yeah, you know what we got a bunch of the candidates that we’re going to interview, you know, our process requires, you know, three, four or five interviews, a players are gone by then. Because they’re, you know, an A player is looking to make money. So they know that if they’re down for two months, then x amount of revenue is coming out of their pocket, you know, for for that year, so they’re not going to wait. So I recommend we offer them the job, assuming they pass all the benchmark tests that we want.
Sam Taggart 30:49
Cool. I like that. Oh, I was just curious. I am always curious how people do the job offer, and then how soon or how long is too long? Like, what’s the what’s the sweet spot of like, when to get him started? You know, like some people like I’ll start tomorrow, you’re like, No, do it like that? Or you’re like, Okay, like, we have a system that can start tomorrow? Or is it like, make them wait a week or two or like, like, what’s your onboarding process that you recommend?
Doug C. Brown 31:17
Yeah. And I think that’s that’s the real question. Right? What is the onboarding process? How long does it take them to onboard? So I’ll give you an example, when paytech was started by a company called a man named maroonish. Jonas, super smart guy. My onboarding. So I went one interview, and then I went to the vice president of the region. I walked in there, he had already been well prepared, made me the offer right there. I took it, he said, you’ll have your offer letter within 24 hours. We’d like you to begin, we have training next week would you like to be in? So depending on what the situation is with the particular candidate, I mean, sometimes they’re working for another company, they just can’t like, Okay, I’m dumping and running on my previous, and you want to look for that, too. Because if they’re going to dump and run on the previous, there’s either a problem there, or they’re the problem. And so they’re going to dump and run on you. Right. So I think it really depends on what the process is. And then what is the availability for somebody to be able to actually handle that? Well, I’m the worst. Oh, go ahead. Sorry.
Sam Taggart 32:31
No, no, that’s fair. I would agree. I would agree.
Doug C. Brown 32:34
Yeah, the worst thing, the worst thing for companies to do is to make an offer, have a process, and then have the a player say, Yep, I accept, and then change that process at the last minute or before that and delay that person. Right, because then they start questioning, okay, is this really the a player company that I thought it was? Yeah. And remember, they have multiple offers, usually at one time, or they’re, they’re interviewing on a consistent basis. I mean, I used to interview all the time. Because I wanted to know what my competition was doing. Plus, you know, I mean, sometimes I was, I was getting base salaries plus commission, and sometimes on those base salaries, man, they were like, you know, 10 $20,000, more than I was making. So it was enticing at that time in my life, you know. So, again, you know, whatever the process is, you follow the process, you make the deal. And once they hit the company, you better have a great process to get them up and running quickly.
Sam Taggart 33:36
Love that? Oh, this is this is great stuff. And I, we have a whole you know, playbook of 60 different processes. And one of them is a recruitment process, interview process and other ones training and onboarding process. Another one is, you know, I mean, like, there’s a whole slew of systems that I just watched companies, and they couldn’t even, they couldn’t even give it a name. Like they couldn’t put a pin on it. They’re just like, Oh, yeah, I mean, we just like, send them to DocuSign. And then, you know, when they start, they start and it’s like, that was your answer. Like, that’s your answer. If I asked you like, what’s your process look like? Like, like, so? Pay attention, listen to this, hopefully, as a manager, owner, you know, company trying to scale recruit at a high level. This has been this has been great. It’s been awesome. We’ve got to kind of wind down so I usually ask one last question at the very end. If you could give the door to ourselves. I know that it’s long dear to your heart. Because you’ve done a Nocton consultant help in that world? What Uh, what’s one piece of advice you’d give our space?
Doug C. Brown 34:46
It’s all about prospecting. Door to Door is about prospecting and building rapport. Right
34:53
so
Doug C. Brown 34:55
if the master closer is nice to have in a company But the master prospector will always outsell the master closer. Always. I’ve never seen it ever not you know, and I’ve been doing this now I’m gonna date myself a little bit. I’ve been selling for 52 years. And I’ve been training and working with companies for now for over 20 I have never seen the master prospector be beat by the master closer.
Sam Taggart 35:27
So good. Now get the you guys heard it firsthand. Douglas. This is this was awesome. And I really do appreciate your time. If you guys want to get more information and get his book, check out his book on objections when when selling book calm or check it out on Amazon. Or, you know, check out his website business success factors calm and you know, reach out share this and appreciate you got you’ve been on the show, man.
Doug C. Brown 35:55
Sam, this has been an honor. I’ve had a real good time. It’s been fun. You ask great questions. You’re doing a lot of great things I you know, prior to this, I checked out your website checked out, you know what you’re doing really cool stuff. And I applaud you for all the work and energy you’ve put into getting even, you know, to where you are because it’s it’s much further ahead than most people.
Sam Taggart 36:19
Thank you. Thank you. Appreciate that. All right, guys. We’ll see you guys on the next episode. Thank you.
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