In this “You Ask and They Answer” live conference call event, Jonah interviews Brian Wyant from Hail Max about his tips for restoration contractors who want to know more about taking full advantage of hail storm work and growing fast year round.
Brian is a leading storm optimization authority for roofing contractors and seasoned professional with decades of practical field experience. He transforms roofing companies into multi-million dollar storm optimized machines.
Here are some highlights from this interview.
Why is it so hard to find great sales reps?
Mostly because companies don’t know what they are looking for in a quality salesperson or how to communicate the role properly and with a clear and attractive incentive plan.
In order to work toward resolving these problems you need to start by focusing who you are looking for. Finding the right people starts with figuring out the makeup of a great salesperson. One tip is to simply write down what good qualities an exceptional salesperson must have and also a few characteristics to avoid. This clarity will go far in narrowing your focus and qualifying candidates.
Where are salespeople, with these good qualities, hanging out? More than likely a good salesperson is selling. Afterall, companies don’t normally get rid of their best sales people. Therefore, look to your business contacts and professional network for referrals. Just ask the question, “Hey who do you know that possesses the following qualities? Have you recently met a salesperson who really impressed you?”. Don’t get a bad name by poaching the talent of your local competition because this can both way. Simply look for candidates selling in the service industry or a related field.
The right candidates will want to work for the right company – a true leader. One way to be attractive is to make sure your Job Role Description and Performance Agreement are accurate and ready for presenting. One important thing this document must include are what critical performance metrics the candidate will be measured by and the goals they must reach to obtain promotion. The more you can clearly add to this area the better.
How can we get our back-office workflow more smooth? It’s chaotic!
Experiencing breakdowns in systems and processes is pretty normal for young and fast growing companies. You’re not alone!
Marcus Lemonis, the CEO of Camping World, advises to examine the impact a poor workflow has on the three P’s: People, Process & Product. I like to add Profit and Customer Experience to this! Ultimately, a chaotic back-office can wreak havoc on your company and make or break you.
Identifying the major problems, and prioritizing them, is really the first thing you need to do. This can be a daunting task if a lot is going wrong but it will be be worth it. Here are a few tips to get you started:
→ Segment everything – Think of this like organizing a filing system where you create folders for specific categories and then place all related documents into the appropriate folder. Each of these categories will have subcategories so the documents can find their true home. For example, if you create a category for how you handle A/R you might have invoice building, invoice approval, invoice sending/reminding, invoice escalations, invoice bad debt collections, etc… Figure out some of the main areas to your business, create the category and its subcategories. This process along might begin to highlight areas of weakness.
→ Interview your people – Sometimes the best way to figure out where your major problems exist begins by asking your team to tell you what they’re seeing. This is a great time for them to complain and get away with it!
→ Ask for help – You don’t need to be embarrassed by your mess. Everyone in this industry has problems and messes. Start talking to other business owners about your issues and see what they do. If you don’t know anyone then consider joining a trade association or online forum. Be careful not to get sucked into something that only cares about your wallet for little value in return. Investigate their results and if they look good them dive in. One thing is for sure, you cannot afford to do nothing. It might cost you a lot more!
How can we improve our closing %?
This answer might be too simple for you to accept but believe it or not the resolve isn’t a tough one. The easiest thing to do is spending time shadowing your salesperson. Accompany them in the field for a few appointments to watch, listen and learn. Are they struggling at the door or with objections? Is it giving the presentation or closing? Also, while traveling with them be sure to be human and ask how they are doing. You just might find out they are distracted by life’s challenges and their low closing percentage has nothing to do with their skill. Diagnose the issue then treat the root of the problem.
How do you recommend handling supplements?
I recommend outsourcing 100% of your supplementing to pros like, Aftermath Estimating, and I get nothing for telling you this. It’s really just simply logic. This is what they do all day long, every day, and you aren’t likely going to do better unless you have a specialized skillset. Even then, you cannot afford to give so much of your time to the black hole called supplementing. For most people, attempting to handle supplementing internally will most likely lead to tons of lost time, lost energy and lost revenue. Let’s face it, dealing with adjusters who are trained to stonewall, delay, defend and deny is not for just anyone to navigate. Again, without hesitation send your files to Aftermath or the expert partner of your choice!!!
I’m working 65-75 hours per week, is there any relief?
I understand exactly what you’re going through and your answer begins with segmenting as per my answer to addressing back-office chaos. Once you segment these categories, and subcategories, it should become apparent where the most drag is happening. “By the way, “drag” is what causes your process to move more slowly and not efficiently. More than likely this is killing some of your time and a little attention on improving this area could go far.
Also important to consider is getting clear on who should be handling different tasks and which job you’re the right person for. You don’t have to wear so many hats. Figure out what you’re best at then delegate your areas of weakness to others. The key here is that you build a team who handle the areas which they show the most strength.
If you want to connect with Brian you can do so through his website or Facebook.
Contributor: Brian Wyant