Tuesday Tuneup- #35
Setting the stage for new hires
This week's edition of the Tuesday Tuneup is sponsored by:
I’ve worked with a lot of finance companies through the years and Ed at Finturf is one of the best. Finturf understands the level of anxiety and frustration your salesperson and your homeowner may have during the financing portion of the sales process. Finturf is a tool that is designed to give your salespeople and homeowners the best financing experience at the kitchen table. With one credit application, they utilize technology to provide the highest probability of approvals for your homeowner. Run ONE application, get approved, sign loan docs, complete the job and get paid, all from the same ecosystem!
The reason many contractors don’t grow is pretty simple. They don’t know how to and when the first obstacles hit, they think it's easier to stay small instead of trying to expand. That’s where Billion Dollar Contractor comes in. We help small and medium size contractors grow and scale with proven methods used by some of the largest contractors in the country.
Step by- Step guidance to build the contracting business of your dreams.
Weekly meetings to support initiatives, create accountability and adjust priorities.
Strategic planning and bench marking.
Formal process creation for training, sales and communication.
Happy Tuesday everyone!
I’ll get right to the point. Many companies completely stink at hiring, training and on-boarding new people…. especially sales people. All to often, we hire somebody, throw them into appointments with almost no training, no support system, no LMS and no mentorship only to decide within a short amount of time “They just aren’t good at sales”.
In all fairness, there are some people that are just naturally gifted at figuring things out and can make it work. You could probably ask them to make clam chowder without a recipe and it would turn out pretty good. The issue is that you have to burn through 100 people to find that one unicorn and that is not an easy, cheap or relationship positive thing to do. Eventually, you can’t find enough “Good people” and your team slowly dies.
When Ray Kroc developed the idea for McDonalds he didn’t set out to find the worlds best hamburger cook, he designed a system that let anybody cook a decent hamburger… and that’s why McDonalds it one of the largest brands in the world. In other words he designed systems that allowed almost anybody to be successful in his business and I believe most companies can do the same.
Here’s my advice for any contractors struggling to hire, train and KEEP great sales people.
1. Develop A Game Plan for Their First Couple of Weeks
The onboarding process sets the tone for a sales rep’s entire career with your company. Without a solid game plan, the early days can feel chaotic and disorganized. A well-thought-out hiring system should include a detailed schedule for the first two to three weeks, providing clear direction and purpose for new reps.
This game plan should include:
Training Sessions: These should cover everything from product knowledge and sales techniques to CRM systems and internal processes. It’s not enough to throw someone into the field and hope they figure it out. Structured, hands-on training that builds their competence and confidence is critical.
Shadowing Opportunities: Allow new reps to learn by watching seasoned salespeople in action. Seeing how the sales process unfolds in real time helps them connect the dots between training and practice. It’s also a great way for them to observe how your company’s culture is reflected in customer interactions.
Actionable Milestones: Establish short-term goals for the first two weeks. For example, they could focus on learning the pitch, booking their first appointments, or mastering the CRM. These small wins boost morale and keep them engaged as they build up to larger goals.
Regular Check-ins: Managers should schedule regular touchpoints to ensure that new hires are on track and to address any concerns early. These check-ins provide a structured opportunity for feedback, allowing new reps to ask questions and course-correct before small issues become big problems.
By providing a clear, step-by-step plan, you help new hires feel secure in their role, knowing exactly what’s expected of them and how they’re progressing.
2. Setting Clear Objectives and Goals
When a new sales rep joins the team, it’s crucial to give them a clear sense of what they need to accomplish. Without defined goals, reps are left guessing, which often leads to frustration and disengagement. In contrast, setting clear objectives helps focus their efforts and aligns them with the company’s broader sales targets.
However, goals need to be more than just quotas or revenue targets. New reps should have goals that reflect their learning curve. These might include:
Understanding the Customer Journey: Can they map out the sales process and identify key pain points for customers?
Product Mastery: How well do they know the ins and outs of what they’re selling? Can they confidently answer common questions and objections?
Building a Pipeline: Can they begin generating leads and nurturing relationships? Even if they’re not closing deals immediately, tracking early-stage activities is a good measure of progress.
With these clear objectives in place, sales reps can focus on both immediate tasks and longer-term growth. It also allows managers to provide more targeted feedback, ensuring that new reps aren’t just meeting quotas but are growing in a way that’s sustainable and scalable.
3. Making Them Feel Part of the Team
It’s not enough for a new hire to simply check boxes on a task list—they need to feel like an integral part of the team. One of the biggest challenges in sales is that reps can often feel isolated, especially if they are working in a competitive, commission-based environment. A strong hiring system should foster a sense of belonging and team unity from day one.
Cultural Integration: The onboarding process should include opportunities for new hires to engage with the broader team beyond their direct manager. This could be through team-building activities, informal lunches, or even collaborative projects. Feeling part of something bigger helps reps stay motivated during the inevitable ups and downs of a sales role.
Mentorship Programs: Pairing new reps with experienced mentors can provide invaluable guidance and support. Mentors not only offer practical advice but also help new hires navigate the company culture and overcome common challenges in their first few months.
Celebrating Wins: Recognizing achievements, no matter how small, goes a long way in building a positive team environment. Whether it’s a simple “congratulations” on a Slack channel or a more formal acknowledgment in a team meeting, celebrating wins reinforces that every member of the team contributes to overall success.
A strong sense of team belonging increases engagement, improves retention, and creates an environment where new reps feel supported and motivated to succeed.
4. Understanding the Vision Beyond Making Money
While sales reps are typically driven by financial rewards, it’s crucial that they also understand the broader vision of your company. When the only motivation is to “close the deal,” reps may lose sight of the importance of customer relationships, brand reputation, and long-term growth.
Part of the hiring system should include a deep dive into the company’s mission and values. Sales reps need to see how their role fits into the bigger picture.
Purpose-Driven Sales: Help new hires understand the “why” behind what they’re selling. Whether it’s improving the customer’s quality of life, providing sustainable solutions, or making a complex process easier, they should know how their work has a meaningful impact.
Long-Term Customer Relationships: Emphasize that it’s not just about making the sale today but about building long-term relationships with customers. Repeat business and referrals are often where the real money is made, and reps who understand this will approach their roles with a more sustainable mindset.
When reps understand that they’re part of a larger mission, they’re more likely to feel fulfilled in their role—and that fulfillment leads to higher performance and retention.
5. A Step-by-Step Process to Follow
Sales is complex, but that doesn’t mean it needs to be complicated. One of the biggest gifts you can give new hires is a clear, step-by-step process to follow. A documented sales process ensures consistency, reduces uncertainty, and speeds up the learning curve.
Sales Scripts and Playbooks: Provide new reps with clear guidelines on how to handle different stages of the sales process. This doesn’t mean they have to be robotic, but having a framework to follow gives them confidence as they develop their own style.
Process Mapping: Make sure reps know how each part of the process connects, from lead generation to closing and post-sale follow-up. When reps understand how their role fits into the larger sales machine, they’re more effective in executing their part of the plan.
Ongoing Training: Processes evolve, and so should your team’s approach. Regularly update training materials and ensure that both new and seasoned reps stay aligned with best practices.
6. Managers Staying in Touch with Processes from a New Hire’s Perspective
Finally, it’s essential that managers stay engaged with the processes, especially from the perspective of a new hire. Sales managers are often far removed from the daily grind of a new rep, but keeping in touch with the challenges and needs of someone fresh to the team is crucial for building a culture of growth.
Empathy in Leadership: Managers should remember what it was like to be a new rep and tailor their coaching accordingly. Providing regular feedback, showing patience, and celebrating small wins can go a long way in building trust and motivation.
Adaptability: The market and customers’ needs change constantly, and so should your sales process. Managers need to continuously evaluate and refine the onboarding system based on feedback from new hires. This not only keeps the process relevant but also ensures that it addresses real-world challenges reps face in the field.
