Undoubtedly, one of the primary challenges of running a wholesaling business is finding the best people to hire. Fortunately, in today’s show, one of the world’s leading experts candidly shared valuable insights and wisdom when it comes to hiring and sales.
John Pyke is an award-winning speaker and bestselling author. He is also one of the world’s leading experts in sales, hiring, peak performance, adult learning, and employee engagement. Using time-tested and scientifically proven processes and tools, John has quadrupled the hiring success rates of his clients. To date, John has helped coach, assess, and hire over a quarter of a million people!
If you want to avoid those costly turnovers and achieve unprecedented sales growth, today’s episode is for you! John not only shared valuable information and guidance, he even offered to give away a pdf copy of his book “The Talent Genius: How the Top 1% of Realtors Build World-Class Teams” to the first 50 people who will email him. As if not enough, he’ll also give them the opportunity to test drive his assessment tool free of charge!
- What he looks for when hiring an acquisitions manager and how he knows he’s making the right choice
- What empathy is
- How he finds the best people
- The importance of using the right assessment tools when hiring people
- Two characteristics high performers have
- What new entrepreneurs should look for when hiring employees
- What a non-compete clause is and why it’s not ideal
- Single most important characteristic of a successful business
- What his new book “Hire Fast, Fire Fast” is all about
- A game-changing strategy when it comes to doing interviews
- What the “candidate experience” is all about
- What to look for when hiring a sales or marketing manager
- What the Achilles heel of every phenomenal salesperson is
- How people can get in touch with him
- Brent Daniels on Youtube
- Wholesaling Inc – TTP
- The Multipliers Mastermind
- Email Adress: firstname.lastname@example.org
If you are Ready to Explode Your Wholesaling Business, Click here to Book a Free Strategy Session with me right now!
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Brent Daniels: Welcome everybody to the Wholesaling Inc Podcast. I’m your host, Brent Daniels, and I’ve got an unbelievable interview today. Now, from time to time, you know that we interview some amazing stories from around the country, from people doing their first deals or people doing millions of dollars of deals every single year, and it’s inspiring and it gives you a lot of golden nuggets and it gives you a lot of instruction, because that’s what’s so powerful about this podcast. It is all about instruction, but I want to talk about something that doesn’t get talked about a lot. I want to talk about how to effectively find the right people, the absolute right people to hire to grow your business. Now listen, if you’re just starting out in this business, I understand you’re going to get to this point. I want you to listen to this. I want you to think about this. I want you to watch this on the YouTube channel on Brent Daniels YouTube channel, or Brent Daniels Real Estate Coach YouTube channel.
Brent Daniels: Go there, watch this because it’ll give you some inspiration on where you can go in this business. If you’re already at that point where you are consistently closing transactions, you’re consistently, your pipeline is just bursting. You need help. I brought in the expert of all experts. I brought in the talent genius known around the country by high and highly paid. The best of the best of the best businesses go to this guy for his advice, for his assessment on who to hire. We’re going to interview him here for the first time ever. It is my absolute pleasure to bring on John Pyke to the Wholesaling Inc Podcast. John, say hello.
John Pyke: Thrilled to be here. Thanks so much, Brent. Thank you for that kind introduction.
Brent Daniels: Yeah. Well, I’m excited about this because this is a huge, huge issue when it comes to building your real estate business, your wholesaling business. Because hiring the right people, listen, a lot of us out there we’re really good at going on appointments. A lot of us out there are really good at talking to people. A lot of us out there are really good at putting together marketing plans and getting leads to come in, but at some point, eventually we turned from being highly paid professionals into being entrepreneurs and business owners. The only way to do that is to hire people. Let’s talk about that. Let’s first, give me your background so that everybody understands the credibility that you bring to this interview.
John Pyke: Sure. So, over the last three decades, I’ve helped train, assess, or hire over 3 million salespeople. Now, I started at a very young age working for the largest sales training company in the world, and I was the youngest person they’d ever hired. So they took a risk on me. But in my first year I was very successful, just based on, I guess good genetics, I sold more than anybody in the history of the company. But after my first year, Brent, I had an ethical dilemma, almost an epiphany. What I found out was really discouraging because what happened was after the training, now remember, this is the training, sales training trusted by 427 of the Fortune 500, [inaudible 00:04:23] risk vendor, 800-pound gorilla, right? The best of the best.
John Pyke: What happened though is that after the training, the high performers continued to be high performers and the low performers continued to be low performers. So I had an ethical really dilemma. I could no longer sell services to these senior executives when I knew deep down that basically the program didn’t work. That set me on a journey to figure out, well, why is it at almost every company globally, 20% of the salespeople consistently sell 80% of the total sales revenue? Based on my journey, I’ve been able to figure out that answer and it’s just been an absolute transformation for my clients to be able to employ the type of capabilities that we bring to the table.
Brent Daniels: That’s crazy. Let’s just talk about the everyday wholesaler out there that’s looking to break … I’m going to break this interview into three parts. We’re going to talk about acquisition manager, we’re going to talk about disposition manager and we’re going to talk about lead manager, and I’ll explain each of those before. The acquisition manager truly is the boots on the ground going on appointments, lead, follow-up guide, the true salesman of the business, the true like the person that is constantly building the rapport, getting knee to knee, belly to belly, face to face with the distress property owners. Let’s talk about that person. Let’s assume that it’s your business, John. You’re looking to hire an acquisition manager, you’ve got all these leads coming in. What do you look for? How do you make sure that you’re making the right choice?
John Pyke: Well, if we go by science and statistics, that’s really why this so well. We typically are able to quadruple the hiring accuracy from 20% to 80% or 90%, but why can we do that? Well, first of all, most people do not know the answer to this most important question. What is the single most important link or criteria or determinant of consistent high performance in sales? No one that I have basically asked knows the answer to that question. I’ll tell you what it is. It’s show me the money. It’s a high, high economic drive. They could have the best personality style. They can have all the right skills, but because they lack the drive and the motivation, it’s game over. So how many people have we seen? They look the part, they say the right thing. You scratch your head, you’re pulling your hair, or think, “This person sounded great in interview. Where is the person that was in the interview? Why are they not showing up every day?”
John Pyke: It’s because they don’t have the drive. That’s first and foremost. Second, as it relates to motivation, is achievement drive. If your person that you’re interviewing does not like to be visible, does not like recognition, wants to fly under the radar, it’s an immediate showstopper. Now, ultimately you really can’t find that information out unless you use this kind of assessment. You could ask them questions around, “Hey, how much money do you want to make?” If someone is reluctant to share or they’re uncomfortable or uneasy about saying six figures or beyond, that is a big red flag. You want people that are highly economically motivated because those are typically people that are balls to the wall.
Brent Daniels: Yeah.
John Pyke: The other criteria, which is really, really important is what we call empathy or people talents. What that is, is different than skills. It’s the ability to naturally act quickly and easily develop rapport and trust on an emotional level. Am I talking too fast? Am I too close? Do I need to slow down? Reading the body language of the actual potential seller and buyer if you’re on the disposition side. You have got to be a master of being able to match and mirror the style of the individual. Now, what we know for research, most great salespeople, top 5%, they do it innately. It’s intuitive. It’s not something you can teach or train.
Brent Daniels: Isn’t that incredible? How do you recognize that talent? How do you find those people? Because it happens all the time, John. Listen, I talk to the TTP students, the Wholesaling Inc tribe members, it goes over and over and over. This person was unbelievable, they have the greatest personality, they were money motivated, but they just couldn’t close a deal.
John Pyke: Right. Well see, that’s the frustration is that if you’re going to try to do this on your own without these types of assessments, you’re basically just rolling the dice or throwing darts. The success rate typically of all my clients, they never say it’s more than 20%. That’s why typically 20% almost always sell 80% of the total revenue. It’s because the 20% have characters and characteristics and qualities that the other 80% will never have. It’s not a training issue. You can train a person all day, every day and try to coach them up, but they’re never going to really improve their performance, maybe this much. Because if they don’t have what I call the right sales DNA, which is the right blend of personality, talent and motivation, it’s over.
Brent Daniels: I love this. John, I love this because there is so much. There are so many sales training courses, there are so many sales books. Listen, it’ll move the needle. I absolutely, listen, if somebody really, really, really focused and determined and disciplined, it’ll move the needle. But I think it only moves it so far, in my experience, I’m telling you. The people that come in and just naturally just win, it’s crazy. They almost don’t need training. I almost don’t train them at all. It’s nuts.
John Pyke: You’re absolutely right. Let me explain something so that every one of your viewers can actually know why this is the case. Let me explain something. One of the assessments that we use actually measures the hard wiring of the brain. Believe it or not, the neuro pathways of the brain dictate how well or not very well we do certain things. When you think of things like handling rejection, self-confidence, problem solving, intuitive insight, the ability to connect with people quickly and easily, all those are innate. If you have a deficit, you’re never really going to be able to, with training, to overcome that and to become a superstar. Let me give you one quick example.
John Pyke: I trained to sales force of 150 people. The top 20 people in the company had an average sales increase of 60%. The bottom 130 barely hit 10%. So the people that have what I call the right blend or personality style, talents, and motivators, when you train them, they’re just going to rise. They’re going to go right through the roof, but the other people, because they have a deficit. Now, I want to draw the analogy. Most people probably have kids and equate this to education. My Achilles heel, or my least favorite subject was math. My brain does not get math. The neural pathways on my brain, I see it like with bunny rabbit ear reception.
John Pyke: There’s nothing I’m going to do that’s going to make me a genius or an expert in math. That’s the key, is that you’ve got to find out what someone is innately good at, which has to do with the talents and the hard wiring of the brain, and that is the absolute game changer. Let me just give you one other research statistic. A lot of people today are using the DISC profile, Myers-Briggs, or a lot of behavioral personality instruments. 100 years of research has yielded or proven, when you use a personality instrument only, from a hiring point of view, it’s only marginally better than just looking at a person’s resume, not even meeting them.
Brent Daniels: Really?
John Pyke: You’d have almost as much chance to get a great hire by looking at their resume, not even meeting them than if you’re looking at a personality instrument, because personality instruments are one dimensional and woefully inadequate.
Brent Daniels: Okay. So, you talk about an analysis that you do, right? What are you talking about? What exactly are you talking about? By the way, I was introduced to John in the Multipliers Mastermind. It’s a fantastic Mastermind that we both attend and he works with a lot of the guys in this Mastermind that are high, high, high end in different industries, in different businesses, but specifically in Wholesaling, in real estate. So, what do you go through when they say, “Hey, I need to get an acquisition manager?” What do they go through? What does that mean? What is this analysis?
John Pyke: Sure. It’s a three-dimensional assessment that is taken online. It only takes 25 minutes to complete. Part of it is the personality, which is DISC. It’s the least important. The second one takes a look at what are you motivated by? In other words, why do you work? What is it that fuels you or drives you? Why do you show up every day? The third and most important is innate talent, which measures the hard wiring of the brain. If I could give you an analogy or a picture, because a picture’s worth a thousand words, when you interview someone, you’re only seeing 12% of the total true person. That’s what’s above the surface. Their warmth, their energy, how outgoing and friendly they are, the 88% of what you absolutely must know in order to make an exceptional consistently great hiring decision is hidden below the surface, right?
John Pyke: It’s hidden to the naked eye. If you take a look at this for a second, Brent, if you can see that, the iceberg analogy, things like persistence, drive, initiative, handling rejection, all that is hidden to the naked eye. It’s below the surface. The reason why we’re doing such an abysmal job, it doesn’t matter what company, if they’re not using any assessments, they’re basically flying blind. They don’t have the advanced analytics, which can quadruple their hiring accuracy. Sometimes I have people that apply for an acquisition manager, but they’re phenomenal for administration. Here’s the thing. Most people don’t know what they don’t know. They don’t have a high degree of self-awareness. Now, the reason I’m bringing up self-awareness, almost everything I do is based on science and research. So, why can’t we, with supreme confidence, tell a business owner or a senior executive, “This is the way it is?”
John Pyke: What we did is we gave the assessment that I use, to over 200,000 people in 23 countries, every position, every role, every industry. Very quickly, we did this to try to figure out what’s the secret sauce? Why is it some people are consistently high performers and they do it with less energy and the others don’t? There’s two characteristics or attributes. The positive news is, it’s learnable. The first is what we call self-awareness. The more self-knowledge and self-insight that you and I, and everyone has about who they are, what’s important to them, what their strengths are, what their deficits are, the better position they’re in to make a decision around a career or a job that really is tightly aligned with what they naturally do best.
Brent Daniels: Love it. I see people all the time, John, just real quick, just to interrupt there, see people all the time, or have interviewed people. This is just personal experience, interviewed people that are like, “I think that I would be really good at this job. I love just talking with strangers. I have a lot of energy,” but they’ve never done sales before. They were in a completely different industry. Do you think that there’s a lot of people that are just … they’re in a role or they’ve been in a position or an industry or a career that goes against their DNA and that they can come out and actually be a high performer if they haven’t been in sales their whole life?
John Pyke: Oh my goodness. It happens so frequently. That is a perfect segue without you even knowing what the second characteristic of the highest performers. The top 9% only of that 200,000, they consistently over achieve all their performance objectives. Only 9%. The second attribute of that elite 9% was authenticity.
Brent Daniels: Love it.
John Pyke: Now, the word authentic from the Latin means to create. When you and I are authentic to how God has uniquely gifted us, there’s no stopping us. We are an unstoppable force. Let me give you one quick example of hundreds I could give you. There was a guy who was a former pastor who was applying for real estate sales, not one day of sales experience. In his first year, he sold 15.46 million dollars worth of real estate and his second year, he sold over 25 million. This guy had one of the best assessments personality-wise, motivation and talent. If there’s one thing I know, your experience is irrelevant, your age is irrelevant, your education is irrelevant because sometimes the strongest, best people are like a diamond in the rough that nobody has discovered. This assessment literally looks into the soul of an individual and you can reach out and say, “This person is going to be a rockstar.”
Brent Daniels: I love it. Honestly, I see it with … I have success story after success story from people that have been in the military, from people that had been truck drivers, from people that have been firefighters, from people that have been nurses, and totally different industry, teachers. Teachers will blow you away how great they are in sales. Just unbelievable, people coming from other industries just naturally. I think if you’re listening to this podcast or watching it, you have these natural things. You wouldn’t be watching this if you didn’t have some pilot light inside of you that said, I can go out and do this. I feel like this is part of my DNA. I just need the instruction so that I can go out and be successful.
Brent Daniels: I think it’s fantastic, but once you get to the point where you’re doing a fantastic job, doing the deals yourself, you need to be able to grow your business. If you want, listen, like you were saying, John, I think self-awareness is huge here. If you want to be the absolute best at going on the appointments and doing these and being a highly paid professional, great, go do it. Stay there, stay in your lane, keep it all. Don’t worry about managing or hiring or being a leader or anything. But if you want to be a business owner, you need to get into that space where you are hiring, managing and leading this group and you need to find the right people that you feel confident can replace you and your skills in your business. That’s what John’s talking about. Man, this has blown me away. You are so good, John. I love this so much. Incredible.
John Pyke: Well, here’s the tragedy. Most people because of a lack of self-awareness, I’ll give you another example. Someone who was in administration and operations their entire career, they were pretty much a bean counter. So, a high degree of detail orientation. What makes them one day just wake up and say, “I’m going to apply to a straight commission sales position?” When they have not one day of sales experience. Do you recognize what a bold decision that is? They finally just decide, “You know what? I’m designed or built to be a phenomenal salesperson,” but most people will not take that risk.
John Pyke: Let me mention another really practical tip for everybody listening. You must, you absolutely must, in today’s market, which is the lowest unemployment rate since the 1960s, it is an employee’s market. You must, if you’re on the acquisition side, you must offer at least $2,500 a month as a guarantee to help them get over that onboarding and that learning curve. Otherwise, here’s the statistic, less than 5% of the total work population have the financial reserve to be able to take a straight commission job. You know something, if you’re not offering some type of a guarantee upfront, it’s almost like an impossibility. You’re looking for a needle in a haystack out of 5%. How in the world are you going to find someone that can sell and that’s going to take that risk? It is very, very rare.
Brent Daniels: Not only that, John. We’re in a business where the sales cycle is 30 days, 60 days, 90 days. They could come in day one, hour one, minute one and get a contract signed. Guess what? Nobody gets paid on that for 30 days, two weeks, 60 days. You know what I mean? They need to have some sort of base. I completely agree. With both of my acquisition managers off the bat, I gave him exactly what you said, $2,500 base until every … the pipeline was rolling, they were closing, and it was only for like 90 days or so. I think that six months is probably the industry standard for that, but maybe, do you suggest keeping a base on there forever or do you think that at some point you take away the base and its strictly commission?
John Pyke: This is part of the interview process. If you don’t have the luxury and the advantage of the assessment, which will tell us categorically about their motivation for money, you need to ask them in the interview, “Hey look, after three months, four months, five months, would you prefer for that base salary to go away and to be on straight commission so that you have more potential? Or do you want to have a hybrid?” That’s going to give you a pretty good level set in terms of what their thinking is? Because look, I’ve set sales performance records at every company. I would rather all day, every be on spray commission because I know I’m going to make twice or three times the amount of money. That has to do with conviction, track record and skills and all that stuff. But that is a good qualification question. If someone wants to have that surrogate parent, wants to on the base for a long time, that’s a red flag.
Brent Daniels: Yeah. Love it. So disposition manager’s on a totally different side. I was in that role for a little bit, John, and was terrible at it. I was absolutely terrible because I love everybody. I want everybody to get the deals. Sure, I’ll knock off a couple of grand here and there. It was just bad. I would sell it to the same people. Then I brought in my acquisition manager I think was in the wrong position. He was more ice water in his veins, cold blooded. He created that healthy tension. When you’re selling to people in the industry or to cash buyers or to people that are pretty savvy, how do you look for somebody like that? How do you find somebody like that and what are you looking for? Because I wish I would have had this advice.
John Pyke: Well, the vast majority of the time, success for one type of sales position is about 90 plus percent identical than it is for other sales positions, but it is that 10% difference that makes all the difference in the world. Let’s talk about this for a second. High empathy and the ability to connect and relate, develop trust and rapport is crucial pretty much no matter what, unless it’s a transactional sale, you move on, you never see the person again. Then, urgency is another very, very important one. You cannot get someone to really elevate their urgency on a sustained level. It’s easier to bring your urgency down than it is to bring it up.
John Pyke: The ideal candidate, typically for both of those positions, needs to be moderate to high on the urgency. However, from an extroversion point of view and from a talent point of view, you have to be consultative and relationship oriented. Most of the people on the disposition side, they develop strong relationships of trust, sometimes they don’t even actually even see a property because they trust the disposition person enough.
Brent Daniels: Oh yeah, 90%.
John Pyke: That they are going to go ahead and pull the trigger. You don’t develop that kind of rapport, relationship and trust if you’re not innately consultative and build that trust and rapport.
Brent Daniels: I love that. Honestly, 90% of the properties we sell site on scene. We do, because, first of all, we’re very good at making sure that we outline everything that we think is going on there. We take really good pictures. We don’t tell them what it’s worth. We don’t tell them anything. We just put it out there. We let them know that it’s a price in this area. People just naturally know, based on the pictures, they call up Billy Bill, my disposition manager, and he naturally, he’ll tell them everything. They know that he wants to do a dozen deals with them as opposed to this one and screw them over. So, you’re 100% right there. I love that.
John Pyke: You only have one chance of getting a reputation right. I know you work incredibly diligently to have the utmost integrity and reputation. Let’s talk about the cost of unwanted frustrating turnover. Not only does it take your focus off of what you need to be doing from a strategic level and sucks you back into the business, and countless amount of hours interviewing and training and all that kind of stuff, it also damages your reputation because typically, if they’re not doing a good job, then it’s because they haven’t been able to close, they don’t develop relationships very well, you could get a black eye and damage your reputation in the industry. Statistics tell us, research tells us the average costs associated with replacing a single sales person is over $100,000. I read an article from somebody just recently who’s been like 50 years in the business in the recruiting and headline business.
John Pyke: He’s a guru. He says it’s at least double the person’s income for the year because you could have hired somebody much stronger than that individual and that’s the opportunity cost. What could you have done with the right person? The smaller the business, the more important getting the right human capital, the right people is, because there’s no place to hide. Oftentimes if you’re an entrepreneur, just starting, you need somebody that’s multi-disciplined, multifaceted. They’re not just good at one thing. They have to be good at several things. That’s all the more reason why you need something like the power of an assessment so you’re not just flying blind or throwing darts.
Brent Daniels: Well, I’ll tell you, turnover at every company, you’re absolutely right. The smaller the company, the bigger the impact for sure. The interesting thing with my business, and it happens often with people that … I don’t believe in having somebody, and I want to get your opinion on this. I’m not of the opinion that I’m going to have my acquisition managers or disposition manager, specifically my acquisition managers sign a noncompete. I feel like it’s like a prenup type of thing. You know what I mean? But what happens is two times, three times now, my acquisition managers have started their own businesses in the same industry. I encourage it because at heart I’m a coach, so I get it.
Brent Daniels: But for everybody else that’s not a coach out there that are growing and thriving off of just their real estate business, what’s your thoughts on maybe a noncompete or growing and developing these people to the point where they’re making so much? They see what the big end is, they see what the bottom line is, and they’re like, “Hey, I want to do this myself.”
John Pyke: Okay, so this is going to ruffle some feathers. Okay? A noncompete is offensive. It lets you or me know as the candidate that you’re operating out of fear before we even start.
Brent Daniels: Love it. Yep.
John Pyke: But it’s not the entrepreneur’s fault to want to include a noncompete, because of all of this challenge and problems and issues and frustrations with everything. The other dynamics to this, Brent, is that in most states that I’m aware of, a noncompete is really not enforceable anyway. I had a client, we placed three people at three different companies just in the last week, director of operations or COO, acquisitions manager and inside sales. The acquisition manager position, he put in a noncompete, but he told me verbally it’s not enforceable, and it’s not, by law, typically most places you have to pay someone a premium in order for the noncompete to even basically be valid.
Brent Daniels: Interesting.
John Pyke: Now, here’s something interesting I picked up about a month ago. I can’t remember the person’s name, but it was a business coach that basically said, of everything that operates in a business, from strategy, to culture, to vision, to people, the single most important characteristic of a successful business owner is confidence. Think about that for a minute.
Brent Daniels: I love it.
John Pyke: Confidence.
Brent Daniels: Yep.
John Pyke: Now, what happens with interviewing is people go into it with so much reluctance, hesitation, anxiety, fear because of their past results and so it’s justified. So, what happens is we drag our feet, we have to meet them three and four times and we call that being selective. Well, guess what? My newest book that’s going to go out to about 200 different media outlets, ABC, NBC, MarketWatch, all that. The title of it is called Hire Fast, Fire Fast.
Brent Daniels: Love it.
John Pyke: Hire Fast, Fire Fast. When you see someone that’s exceptional, you need to jump on it right away, make them an offer and get them started. Brent, here’s a fantastic quote I just picked up a yesterday. “It’s not the big that eat the small, it’s the fast that eats the slow.”
Brent Daniels: Awesome. I love it.
John Pyke: That could not be truer when it comes to hiring because there’s so many no shows, so many ghosting. People not showing up, etc, because they’re interviewing with four or five different companies and by the time you actually set up the interview, they’ve already accepted a job. Let me share something that is a total game changer when it comes to interviewing. This will blow your candidate’s mind because they’ve never experienced anything like it. Brent, I say to you, “Brent, I’m on the phone.” You take the assessment. I call you up very quickly. I say, “Brent, we are thrilled that you have applied to the position. It’s not a matter of if you’re going to be successful with our company. It’s a matter of how successful. We know more about you than you know about you. You have the sales DNA through and through. Your scores are in the top 5% of the best salespeople in this country nationally.”
John Pyke: “When you to interview with us, what I would like you to be prepared to do is we’re going to give you the reins for the first 30 minutes and you’re going to ask us questions that I know are going to be important to you and your family. You’re going to give the best waking hours of your life to your job. Your career’s important, so we’re going to honor you by allowing you, give you the floor so that you can ask the questions to make sure that this is the right fit. After you are done with your questions, we have some questions that we would like to ask you.”
Brent Daniels: Incredible.
John Pyke: We’ve gone through all these trends and all these trends, strategy, vision, culture. You know what the most recent one is?
Brent Daniels: What?
John Pyke: The most recent one is the customer experience or the candidate experience. That’s the buzzword right now. I just got back from two Fortune 500 conferences, senior executives and sales operations and talent acquisition. That’s all they’re talking about. The candidate experience, trying to differentiate the candidate experience. Here’s what everybody is basically doing. Tell me if this isn’t true back when you were working for somebody else. They interrogate the heck out of you, and in the last five minutes they say, “Oh, we got five minutes left. What questions do you have?” So, you’re operating from an incredible point of weakness because you don’t have these advanced analytics. You’re operating out of fear. You don’t have this supreme confidence that they can do the job and do it exceptionally well, which our assessment tells us.
John Pyke: So then you can completely flip the interview and what it feels like from a candidate point of view coming in. Now, the second interview is this, or if you say, “Look, we understand this is an important decision, so if you need more times to validate your decision, you can come back and talk to some of more of our team members. We will accommodate you.” See, the whole focus is on them, it’s not on us. When you do that, you will mow the lawn of all your competitors. Doesn’t matter. Everybody that is a potential employer is a competitor for that talent.
Brent Daniels: Well, and I think just as an entrepreneur, John, honestly, we’ve never interviewed anybody. We’ve seen movies. You see some stuff on YouTube, you read some books or get some sort of the top 10 tips for interviewing a new hire type of thing and you try to do your best. In the beginning, were just really good salespeople that have done well enough to decide that we want to expand our business. This is just beautiful. Just that right there, if somebody just took that right there and started implementing that, of course the front part of that is they have to use your assessment because that’ll help them understand if this is the right person to have in that seat to interview you for 30 minutes and then have that back and forth after that.
Brent Daniels: That’s absolutely incredible. I see it a lot is we do really well, we make money, we feel awesome, we get an office, we fill it with cool stuff, we do videos, we do Instagram, we do post, we do all these things. People want to work for us. So, we’re like, “Yeah, come on in and I’ll interview you.” You know what I mean? That literally is the process. You what I mean? What you’re saying is, and I see it time and time and time again. Guess what? That doesn’t work. These people either don’t perform or they do perform and then they leave or whatever else.
Brent Daniels: They don’t stay long-term to help grow the business and be a part of it. It just seems like there’s a turnover, turnover, turnover, turnover, especially as you are … Then all of a sudden it thrusts you back into being the salesman, being the acquisition manager, being the disposition manager, being the lead manager, all these things. Then all of a sudden, you have to re-ramp it up. That’s why I see people’s businesses constantly go through fluctuations, let alone what’s going on in the market, let alone what’s going on with, whatever else, the economy. You know what I mean? It gets challenging. I think having the right people on your team, you can weather a lot of those storms.
John Pyke: For sure. Here’s something that I coach my clients on, and that is this, the interview, only 20% of the decision is the actual interview. Think about this for a minute. Do they fit and are they aligned with our culture and our values and do I see them interacting with the rest of the team and me working with them well? That’s the 20%. The 80% is on the quality of the assessments. That’s why fundamentally, we have this massive, almost unsolvable problem for most people because they’re trying to still do it the traditional way and the traditional way is going to fail us each and every time. Sometimes, you’re just going to get lucky. Here’s the other dynamic. Almost every single one of my clients are stressed as it relates to the interview. They say, “John, can you send me some interview questions?”
John Pyke: I’m like, look, don’t stress over the question. Sure, I can send you a whole bunch cherry pick from these three pages of interview questions. But here’s the most important thing, is the quality of the assessment. I want you to ask them questions that have to do with your company being a good fit. Whether their values are aligned, etc. You don’t have to worry about all that other stuff. That’s why the typical interview, we offend the candidate, when you think about it, and it’s so one sided and [inaudible 00:34:53] sided, 95% interrogation with the bright lights. It’s definitely very, very important.
Brent Daniels: Let’s go with the third one, which is a marketing manager/lead manager. Somebody that’s going to organize, somebody that’s going to make sure that the quality of the leads and the consistency of the leads, because listen, we could have the best salespeople in the world, but if we’re not rainmaking, if we’re not bringing them into our pipeline, they’ve got nothing to sell, and we need to keep them selling because if we don’t, they’re going to find a job that will, right? They’re just naturally, they’re money motivated, they’re financially motivated, they want to succeed, they want to be winners, they want to be consistently winning all the time. So, when it comes to a marketing manager or a sales manager, what do you look for? What should somebody look for in that kind of role?
John Pyke: Okay, so there’s one important score. I have saved companies actually untold millions of dollars. Again, you cannot tell this unless you use an assessment like I use. It tells us whether they want to be an individual contributor or whether they want to take on being responsible for the accountability of other people’s performance. That is huge. There are so many people that think that there is … it’s sexy or they want to get promoted into leadership, but they absolutely do not want to be responsible for other people’s performance because they don’t have any control over it. That is an absolutely huge metric that will save you so much time, frustration and headache because again, and again, if anybody’s looking to be promoted, we have to take a look at that accountability for other score. If it’s low, they typically will not be a very good effective leader.
John Pyke: They’re not going to be someone that’s going to be visible in their life. Now, let’s talk about that a little bit more deeply. It’s no surprise, and everybody knows on this call, the Achilles heel of almost every phenomenal salesperson is accuracy, is administration, is details. Not only does it not get in on time, it doesn’t get in accurately submitted. This person that you’re talking about is the key linchpin that has a moderate amount of urgency and they’re outgoing, but they are also operationally or systems hardwired. If they’re not detailed, man, it is over, right? Because you’re right, that person is really dictating, in large measure, the livelihood of the acquisition manager as it relates to having a systematic leads to be able to go through and so forth. That’s a crucial, very different set of personality traits and also some talents as it relates to problem solving systems and things like that.
Brent Daniels: I love it. Perfect. That was perfect.
John Pyke: You got to get … yeah.
Brent Daniels: That was perfect. John, we talked before we got live on here, you have a giveaway, which is really awesome. What you’re going to give away is outstanding and I really hope everybody listening or the majority will take advantage of it. But why don’t you go ahead and tell them what you’re giving away.
John Pyke: Sure. First, as I mentioned at the beginning, or maybe I didn’t. I’ve actually worked in the real estate industry for the last 10 years. This book went number one in six different countries. It’s How The Top 1% of Realtors Build World-Class Teams. A lot of the things that I’ve talked about today are in this book. I’m happy to give it to you free as a PDF. Just email me. It’s a simple address, email@example.com. John, firstname.lastname@example.org. The interesting thing is people say, “Where did your name of your company come from? The Talent Genius. Well, that seven-year research study where we evaluated over 200,000 people in 23 countries, it was called the Genius Study.
John Pyke: So my company is founded based on all of that research, all of that data, because now more than ever, business owners want … they want things that are based on analytics to make decisions on analytics versus just guessing. Again, I’d be happy to send this to you. All you have to do is email it to me. Brent, I don’t think I’ve ever done this before, but just because we’re friends and you add a lot of value to your community, for the first 50 people that email me, I will also allow you to test drive the assessment that we use free of charge.
Brent Daniels: Oh my gosh, that is incredible. You better get on this quick. Holy cow. That’s incredible. That is your reward. If you’ve watched this whole video and listened to this whole podcast, make sure you email John at the same on email@example.com, and you can go through that assessment. That is incredible. Holy cow, that is really good. Then obviously from there, if they want to build a relationship with you, if they want to hire you, are you available? Are you too busy? Is it you that they work with? What happens if somebody wants to take it to the next step and say, “Hey, I want you to help me hire the right people for my business.” What do they do?
John Pyke: Well, we have a team of people, but the initial contact is going to be exclusively with me in terms of doing the fact finding to make sure we know exactly what you’re looking for, why you’re looking for and any unique nuances of your company and so forth to set you on the path to success. So yes, we do have some room for taking on some more clients. I don’t mind, if it’s okay with you, Brent, I’ll tell them exactly how much it costs or what the investment is.
Brent Daniels: Sure.
John Pyke: Basically, for a position like an acquisition manager, it’s $6,000 up front one time. That starts or triggers the start of work, and then it’s $6,000 once they accept the offer. Now here’s the other thing. I’m doing this at a discounted rate. I know that it’s a lot of money for most people that are listening. You shouldn’t be considering anybody unless they’re going to be six figure salespersons. Normal rate on that is 25%, but most of this is based on commission. I’ve cut it in half to 12. With clients that pay me the full rate, I give them a one year unconditional replacement guarantee. That’s how much we stand behind what we do. One year. The industry standard is three months. In essence, we stand behind our work. We have this advanced analytics, our success rate is off the charts so we can afford to do that.
John Pyke: It’s like Domino’s given 30 minutes or it’s free, they found out 99% of the time it’s within 30 minutes, because it’s within the driving area. It’s the same thing with us. But it tells you that we stand behind what we do so [crosstalk 00:41:12]
Brent Daniels: Do you then also find the talent?
John Pyke: We find the talent, we assess the talent, and only when their assessments are in the top 15 or maybe 10%, will we actually interview them right via video interview.
Brent Daniels: You do it?
John Pyke: Yes.
Brent Daniels: Holy cow. Awesome.
John Pyke: Then, so this is the vetting process. You know what? You go through, how many times you’ll be interviewing somebody, you’re like, “Oh my gosh, how can I cut this short, but not be disrespectful because this is not the right person?”
Brent Daniels: Dozens, yeah.
John Pyke: Saving you thousands and thousands of dollars in management time wasted with the wrong person. So yes, we do an extensive vetting process. It’s the assessment, it’s a video interview, and then only if they come with flying colors through on both, do we forward them and set up the interview with the person.
Brent Daniels: Awesome. Incredible. The best way to contact you is that email?
John Pyke: Yes, firstname.lastname@example.org. I’m doing this only for the first 50. Part of the reason is because I like entrepreneurs. I’m a high D, I’m my 99 out of 100 on the D and a 99 [inaudible 00:42:18]. You’ll probably figure that out. People that move quickly are the type of people I like to work with.
Brent Daniels: Awesome. Love it. There’s going to be a lot of people that are like that on there. We’ve just got the most amazing audience literally of all time. I mean, incredible. Definitely guys, if you’re interested in that, if you’re growing, if you’re at that point, if you’re frustrated with the constant turnover or dealing with trying to find, recruit and get all that, here’s your guy. We’re hooking you up here. So definitely reach out to John. John, thank you so much for being on the podcast today.
John Pyke: My pleasure.
Brent Daniels: That is incredible. Everybody out there, if you are interested in joining the most proactive group in real estate investing, make sure you check us out at wholesalinginc.com/ttp. Check out that page. Check out all the testimonials, check out what it’s about. If it feels good in your gut, sign up for a call. I’d love to work with you personally. Until next time guys, I encourage you all to talk to people. See you.