Week of October 12, 2026 · From the coaching room Main question this week: What exactly is my job now that other people are doing the work? One of them described loyalty as a leaky bucket he has to keep refilling — his words — because his people's DMs are full of other people who'll pay them more and promise the world. The other just stepped into a wider role on top of the group he already runs, working out where his hours are worth most. Four things came out of it. —————————— 1. TEACH THEM TO FISH Teaching someone to fish is always better than fishing for someone. In door-to-door that's a hard balance — tough and not pandering, and still trenchy and there for your people. But a lot of guys say "I'm gonna give them the opportunity to lead" and then don't teach them anything. No check-in. No coaching them up after the call goes south. No stepping in at the right time when they need it. That's when reps start saying he doesn't do anything for me — and that's how you lose them. Be sure to actually teach them to fish. —————————— 2. THE WEED-OUT CLASS If you don't recruit, and you're not seen as a recruiter, it makes it really hard to be a top level leader. Recruiter, development leader, trainer is the best position to be in — it's what the reps value most. Reps don't perceive value in who picks area, or in the guy running the math behind the scenes — they can all do that. They don't even value sales training that much. Selling is kind of easy, and anybody can do it. Leadership and recruiting is the hard part. If it were a college class, that's the weed-out class. When I became a president, I wanted the smoke. I wanted the recruiting and the leadership development, because that was rep-facing — and if I had the hearts of the reps, I had the hearts of the sales force. —————————— 3. ASK, DON'T TELL Most leaders are very self-aware — that's part of why they're leaders. Your guy knows what he struggles with, and so do you. So never be the one telling him. Ask, and get him to say it himself. Once he admits it, now you can build a solution.

Week of October 5, 2026 · From the coaching room There is a difference between what a leader builds on purpose and what he's hoping happens on its own. —————————— 1. TEACH THEM HOW TO PUNT Punting isn't giving up — it's the safe play, kicking the ball as far downfield as you can before the other team gets it. Anytime you delegate a skill away, you need a safeguard so you don't lose production. If a rep is learning first meetings, teach him to get really good at setting a bad first meeting for a second meeting with you. Then you come in, run a quick mini first meeting to pick up what he missed, and an A-plus second one — and the recruit keeps flowing down the process. Two things have to be true. You have to actually teach the skill — hand someone ownership without the framework to win and he won't win, and failing will kill his energy. And he needs the fail-safe, so a meeting that got away from him comes up to you instead of being lost. You might still lose some production early on. —————————— 2. THE GROUND GAME Relationships don't get built in the office. The office matters, but relationships happen in the trenchy moments — the basketball game, the watch party, the house where people gather. So you systemize it. A weekly training meeting where you develop people, not just the pitch. One-on-ones with every rep at least monthly, more often with your core guys, and a team activity at least once a month. Your goal is the summation of the little things you do, and an organization works the same way a person does. Try hitting a sales goal with no morning meeting. It's also insurance — when the guy who recruited a group decides he isn't coming out, the relationships you built with the rest are what keep them locked in. —————————— 3. PUMP THE VOLUME Make a list of a hundred people. Phone contacts, Instagram followers, everybody who likes your posts. Ten reach-outs a day, every day, for a hundred straight days. I don't care how big your org is — you should still be doing what you're asking everybody else to do. Every rep you sign builds a list too — a hundred names, or at least twenty — and you sit down with him while he does it.

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Week of September 28, 2026 · From the coaching room Four coaching calls this week. Different org sizes, different problems on the list. All four came back to the first recruiting meeting — and who besides you is allowed to run one. That meeting is not a presentation. It's more of a conversation, and the whole point of it is to diagnose where the person actually is. Here's what came out of the room. —————————— 1. PLAY SET ONE: THREE JOBS BEFORE YOU PITCH ANYTHING I break the recruiting process into four play sets — first meeting, second meeting, objections, closing. You can run all four in one five-hour meeting, or spend three meetings inside one play set. What matters is that you're moving people along. Play set one has an order. Get them to like you. Get them to respect you. Get them to see you as the same person as them — "these are my people." Then find the hot button. Then make your company the answer to it. Then pull back and set the next meeting. On the pullback you're leaving something on the table on purpose. I don't know you very well, you don't know me very well. Go get concrete on your goals and your values, write down every question you've got, and we'll both think about whether this is a fit. You don't need them — that's what creates the desire to meet again. —————————— 2. QUESTIONS THAT MAKE SOMEONE THINK Rapport building is where first meetings get lost. A lot of people glide over it, and the meeting suffers for it. The fix is the question itself. "Did you play sports in high school?" gets you a fact. "What's your favorite memory from playing sports in high school?" gets you a person. "Any plans this weekend?" gets you a no. "Anything you're especially excited about this weekend?" makes them think. Open-ended questions give you open-ended answers, and the thinking is what creates the connection. Then be quick to observe. After the meeting, write down which questions opened the person up and which ones died on the floor. Keep doing that and you end up with a log of questions you know work.