Professional Documents
Culture Documents
Master Series Session Workbook
Master Series Session Workbook
Videos in Session 5:
5.1 Sales Superstars Ego vs. Empathy
5.2 The Five Traits of Star Salespeople
5.3 How to Hire
5.4 Interviews Part 1
5.5 Interviews Part 2
5.6 How to Keep Top Producers
This Workbook is provided to support each of the areas described above. It is important that
you take notes as you watch each video and to follow and conduct the workshops provided
for you and your team, so you can begin implementing what you learn.
But too much ego and youve got a difficult person who doesnt play well with
others.
The average bad hire costs a company $60,000 yet most hiring decisions are made
from an hour-long interview.
Chet Holmes
Background is not important. Its who they are not what theyve done.
Chet Holmes
Probe
Attack
Check with your HR department, but this allows you to now go deep
Probe
Seek deep understanding about their psyche and background.
If they feel uncomfortable answering questions about their background and
themselves, they lack empathy. Top producers live to bond with others.
Find if someone in their background gave them confidence (usually their
mother). Ask How would your mother describe you?
If you were 5 years old and told your mother you want to be an actor, what
would your mother/father say to you?
a. Dont do it.
b. Do it, but train for a job
c. Do it youll be successful at whatever you do!!!!!
Determine if Background Contributed to Confidence
If the candidates background contributed to their present levels of confidence.
Ask Questions Like:
1. What types of things in your childhood shaped who you are? How were you
raised?
2. Tell me about some of your biggest challenges in your life? (Not necessarily work
related) and how you dealt with them.
3. Tell me about the toughest sale you ever made? (Ask a lot of specifics, what
they said, details of the process, what was the crunch, how they closed it, etc).
The Masters Series
4. Create desire
5. Overcome objections
6. Closing skills
7. Follow up skills
8. Presentation skills
9. Cold calling skills
10. Cold calling discipline
Determine Dedication and Desire for Improvement
The best are always trying to get better, to improve themselves. Ask
What was the last self-help book you ever read? Or tape you listened to? Or
which seminar you went to? (Look for people trained by Tony Robbins, Jay
Abraham, Jim Rohn and other marketers and sales stars.)
Of all the people in the world today (past or present) who do you admire the
most?
After youve bonded and got rapport with them: Ask about their resume
history.
Why did you leave each of the last 3 positions?
Why were you looking? What was bad about it?
If youve left, were you unhappy? Why?
What are your top 3 personal goals? What are you doing right now to achieve
them?
Determining Confidence, Perseverance and Judgment
Tell me about a disappointment or disagreement with a boss and what
happened? Then what? And then?
Name 2 weak points of your previous boss, how did you deal with this?
How do you handle stress? What is your technique? Give me some recent
examples. (You are looking for how they think and you can ask deeper questions
to clarify.)
Probe on How They Think
Name two times when a boss criticized you and why?
What was the result? How did you deal with it?
Important: Dont react to their answer negatively or react positively. Be nonemotive, but nice. If you react negatively to anything the person says they will
clam up and wont tell you anymore. You must encourage them to tell you
more.
NOTES:
Intelligent
Sure of Themselves
Keeping Superstars
Never say no to a Superstar. Redirect their energy or give them a few hurdles to
jump.
Superstars will perform far better if you challenge their ego But dont forget to
compliment when they do something right.
Chet Holmes
NOTES:
10
Year 1
Smaller Accounts (15-100 EEs)
Large Accounts (100+ EEs)
Total
net
Fees
Commission
@ 5%
40
$100,000
$360,000
$18,000
$1,000,000
$600,000
$30,000
45
$1,100,000
$960,000
$48,000
Base
$28,800
Total
$76,800
$1,152,000
$57,600
Year 2
Existing Clients
45
30
$100,000
$360,000
$28,800
10
$1,000,000
$1,200,000
$96,000
85
$1,100,000
$2,712,000
$182,400
Base
$30,000
Total
$212,400
$2,983,200
$238,656
Total
Year 3
Existing Clients (20%)
85
20
$100,000
$180,000
$18,000
10
$1,000,000
$900,000
$90,000
115
$1,100,000
$4,063,200
$346,656
Base
$50,000
Total
$396,656
Total
11
Year 1
# of
12
$600,000
$102,000
$500,000
$85,000
17
$1,100,000
$187,000
Existing Clients
17
$1,100,000
$140,250
24
$1,200,000
$204,000
10
$1,000,000
$170,000
$4,400,000
$748,000
51
$7,700,000
$1,262,250
Existing Clients
51
$,7,700,000
$654,500
24
$1,200,000
$204,000
10
$1,000,000
$170,000
$13,200,000
$2,244,000
$23,100,000
$3,272,500
Total
Sales
Commission
Year 2
Sales reps
Total
Year 3
Sales reps
Total
83
12
Workshop #1: List at least three initiatives that you would LOVE to put someone on
in which the reward could be great if they did a great job for you.
1.
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3.
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Name: _________________________________________________________________________
Score (6 points for each correct answer, 84 points = 100%): ________________________
1.
2.
3.
4.
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8. When you interview the candidates in person, your initial approach must be gruff,
in order to challenge them right from the start.
True
False
9. Superstars become uncomfortable when you ask them questions about their roots.
True
False
10. If a candidate is overdeveloped in some area (sports, music, or in some
specialized knowledge) it is usually a sign that they are an intellectual, not a
superstar.
True
False
11. True superstars are bored with self-help books.
True
False
12. What are the three main techniques used to interview superstars?
1. ___________________________________________________
2. ___________________________________________________
3. ___________________________________________________
13. What are a few key questions you would ask a superstar to understand how they
think and how they have performed in the past?
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14. Motivating superstars requires constant challenge and occasional disapproval
from the supervisor.
True
False
15