No Broke Months For Salespeople - How Emotionally Intelligent Leaders Build Stronger Teams and Better Results

Episode Date: May 21, 2026

What you’ll learn in this episode: ● How to balance confidence with humility to build trust and influence ● Why behavior — not strengths or weaknesses — defines your effectiveness ● The 5-person leadership model inspired by military structure ● How to use pre-decision compasses to respond, not react ● Why emotional connection is more powerful than logic in leadership ● How to lead yourself first to lead others better     👉 Don’t miss out! Sign up here:https://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=true To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook Page: https://www.facebook.com/NoBrokeMonths/Facebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

You're listening to No Broke Months for Sales People Podcast. For Salespeople podcast, Dan Roshan dives deep into the essence of true leadership. He shares how humility, self-awareness, and emotional intelligence define success more than authority ever could. From leading small, high-impact teams to managing emotional responses with intention, Dan offers a masterclass in what it truly means to lead with both confidence, and compassion. Good morning, everybody. Investors is really where I've been focusing my real estate sales efforts recently.

And I believe that that's probably, I probably should have done that 20 years ago. But there's never too late to start a new strategy. All right. So we're talking about leadership today. And I wrote down some notes from watching myself speak. and some of the things that that caused me to consider like where are my challenges. I'm looking at my notes. That's why I'm looking down there.

But so like my personal challenges as a leader, as a human being is a need to be right. And I'm just being vulnerable and honest when I say that. And I'm not always right, of course, right? but I think it's a balance of having the confidence, but then the humility to be able to accept when, you know, maybe you'd get it wrong. So once upon a time, I was interviewing somebody for a CEO position from a company I used to own. And we ended up, I ended up not hiring her, but we did create a great relationship. And she took on a CEO role in the same franchise in California. And instead, and so what she said to me of, which I thought was a really beautiful compliment, I think, was that I have a humble confidence.

And so I could say that the confidence piece, I can say, yeah, that's a 10 out of a 10 for me, personally, the humility piece, I'm grateful that she said I was humbly confident. So that's probably, that's for me just a place to look at, right? So just I say this because what I want you to consider is where are your strengths and where your weaknesses, right? And so, you know, and sometimes those strengths, you know, here's the thing. Strengths and weaknesses I have learned don't exist. There are no strengths.

there are no weaknesses. What the hell does that mean, Dan? What that means is that there's only behavior. Okay? So there's behavior and then that behavior shows up in your world as a strength or that behavior shows up in your world as a weakness. So we take confidence, for example, that confidence, when you hear the word confidence, I hear that as a strength, yet that same confidence can also get you in trouble.

when you're confident that you're going to, you know, be able to do something, you may make mistakes. You may not plan as well as you should. You may overlook, you know, some of the details. And so behavior, when it shows up as something that serves you or serves another, will look like it's a strength. Yet that same behavior, when it shows up as something that inhibits you or chance, challenges you or hold you back or holds others back, that same behavior can then be a weakness. There's also a way that you can do it that appeals to your strengths or applies to your strengths, which is in a business, something that I learned years ago, and I don't have a big business today.

We get big things done, right? But when I say I don't have a big business, that means I don't have hundreds of people working for me. But even when I did have hundreds of people working for me, there's only five, people that you want to be able to lead. So we bring this back to leadership, right? So when you consider this, if you look at the military, the military is organized in mostly groups of four.

And the smallest group is a group of eight. All right. So the largest group of men or women, men and women, is eight people. And that would be a squad in the army. and then a company would be four squads. So there's four squad leaders. So the company leader would be leading four people. And then the battalion would be four companies.

So the battalion leaders leading four company leaders. And then the brigade would be four battalions, same sort of thing. And so they do it in that fashion because they recognize that it's the most effective way is that you don't need you don't want more than five people that you're leading because once you're leading more than five people then at that point you start to be ineffective and you want to put you know if you're a natural leader you want to pour into your people you want to be able to develop them you want to be able to help them but the reality of it is is that you um you're going to be spread too thin if you're if you're trying to you know pour into more than five people so then that goes

back to like what Steve said about understanding like everybody's different and everybody's led differently. So for me, what I've what I've learned through the years is that I naturally sort of attract, hi, Rebecca, welcome. So I naturally sort of attract people that I'm comfortable and it's easy to lead into that inner circle. Okay. If it's not easy for me to lead somebody, that doesn't mean that they're not the right person. It just may mean that there's a. chemistry between myself and them that I'm responsible for that causes it to be challenging. And when that's the case, I find that it's easier for me to lead one of those five people that are in my inner circle and then have one of those five people lead them.

Now, I'm not shunning my responsibility. I'm just that person that I'm leading may be a more effective leader to the second tier and the third tier, et cetera. All right. So that's a system that you can be able to. Because the challenge, Steve, with what you shared is knowing when to turn it on, knowing when to sort of lean back, knowing when to love, knowing when to push. I did that as a push.

That's probably bad. You mean hit. No one to gently push, gently prod. Okay. Knowing when to motivate. It's sometimes it's experiential. And it becomes intuitive if you've done it for a long, long time. But the thing about that is, is if you've not done it, then you don't have the experience

and you don't have the intuition. So if you have the intuition, you have the experience, then go with it, right? But if you don't, and even if you do, you're still going to screw it up from time to time. But if you don't, then you can follow a system. Why does it by light to blink it? You can follow a system that you make sure that you're surrounding yourself with those five people. Then we go back to what the instruction was. So now when you're leading somebody directly, the first step, which I don't talk about in a video, is knowing yourself.

When you know yourself, then you're able to say, okay, here's my strengths, here's my weaknesses. And I do say this in the video. Now I'm going to take my weaknesses. I'm going to find people to supplement me in my weaknesses. All right. So now that I have people to supplement me in my weaknesses, then now I'm going to pour. into those people. Okay? And so understanding that this is the way that, you know, the way that you can be most effective in your leadership, know yourself first, find people that

are going to supplement your weaknesses, and then the first step after that is to set clear expectations. For my inside sales agents, I hope that you know that the clear expectations is two appointments a day. Is that clear? Have you heard that before? Yeah, I'm so Dan. All right. For my podcast manager, I hope that you know that it's 500 people a day listen to the No Broke Months podcast. Right? That's clear.

That's the expectation. All right. Now, there's also another thing there of the expectation, especially for the 500 or a day, is knowing that right now we're hovering around. We've had, you know, last week we had a day where it was like 193 or something like that that had listed in one day. many days at 70, you know, and that's, that's a lot of people. And I'm really proud and grateful for that, right? But it's not enough people to make an impact to make a difference. So by the way, if you're, you know, if you listen to the No Broke Months podcast, share it with a friend because I'm committed to helping one million salespeople, entrepreneurs, and that small business owners have consistent predictable income. That's my business mission in my life. And a part of me being able to do that is by sharing lessons, of, you know, well more than 20 years of business experience and 40 years of sales, of sharing those lessons.

Okay. So, so then we go back into setting clear expectations, leading to those strengths. We talked about that. Listening, pausing when there's a challenge before you react. I want to develop you, and this could be in a relationship with your spouse. house with your husband, with your wife, with your girlfriend, boyfriend, with your children, with whoever it may be, is to respond rather than react.

And reaction is like an instantaneous, like you're not thinking it, and it's just boom. Something happens and boom. A response is something happens. You pause. You think. You decide and then you act. now i talked about i mentioned in the video about a pre-decision compass i have a pre-decision compass that

allows for me to to process that thing easier because there's situations that i've already made a decision about if if a happens b is what i do my mom she's in a hospital right now i you know three hours that was longer than that four or five hours ago there was an ambulance out in front of my on my lawn, right? I have already pre-decided that I'm going to keep one commitment, two commitments today. This one, and I wouldn't have kept this commitment if I didn't have to come home to go get her stuff or computer and stuff, right? I've already decided that if somebody in my family needs, you know, has something challenging, that I'm going to be there. And whatever else is on my agenda takes second fiddle.

I've already made that decision. So now I don't have to process. what do I do? I already know what I'm going to do. So taking that in leadership, when I have a team of people, an example of a pre-decision compass, and one person is desiring for us to do something and 10 people are desiring for us to do something else, I'm going to go with the 10. I've already decided that. All right. So it makes my decisions easier.

Now, if you're not able, obviously you're not able to decide everything, but what I, what I recommend that you do is that you recognize common things in your life and make decisions about that before it happens. My relationship with my girlfriend, I've already decided if she's upset instead of me reacting, instead of me defending, instead of me explaining. I asked the question, how are you feeling right now? What are you feeling right now? Okay, because if she's expressing emotion, whether if it's valid or not, it doesn't matter.

Because that's just my perception. It's certainly valid to her. Otherwise, she wouldn't be expressing it. But what I recognize is if somebody is expressing an emotion of frustration, of anger, of sadness, of any of negative emotions or positive, right? It's telling a story of something that's happening, you know, sort of behind the scenes. Okay. And what's more important in that situation is that I connect with the feelings rather than be right. Because if I try to explain, guess what?

It ain't going to be hurt anyways. And I'm not being, you know, that's not critical of my girlfriend. It's just reality. This is the way people act. Okay. Right. So who cares who's right? Who cares what's wrong?

Who cares what my thought process was? Who cares that I really didn't do anything and you're pissed off about nothing? Who cares? What's happening is there's another human being that has some sort of pain, some sort of hurt. And what's most important is that I figure out what's causing that pain or I figure out what that pain is. And I hear the emotion. And I take my logic and I put my logic to the side. Oh, let me tell you guys, it's really a.

an opportunity for me to be emotion you know to tie into the emotions rather than the logic because I'm a very logical creature going back to your strengths and weaknesses so when you know these things and you make a pre-decision about what you're going to do in a certain situation then you're setting yourself up for success so that now I've got this behavior where I'm extraordinary logical I can think through anything I can see it I know what to do right but the reality of it is is someone's experience emotion that doesn't align with those thoughts. And if that's the case, it doesn't matter, you know, what the plan is. You got to, you got to figure out what they're experiencing first.

Then you can address what they're experiencing emotionally. Get that to neutral or positive. Then you can start working on the solutions. But that's the other piece of me is that I am so freaking fast to act, like a lightning, lightning, lightning fast to act that. I have to pause and say it's not time to provide the solution. Right now, it's time to understand. Then I provide the solution.

All right. At the best weekend of your life. Be grateful, make good choices, go, help somebody. God bless you guys. This is Dan Rocheon, host of No Broke Months. Do you want consistent and predictable income with no broke months? My new book, Teach to Sell, Why Top Performers Never Sell, and what they do instead.

is being published early 2006 by Simon & Schuster. You can pre-order now at www.com and unlock over $10,000 of free bonus training. Don't wait, go to www. www. Teach tosellbook.com and grab your copy today.

That's teach-to-sellbook.com. Hey there, no broke months listener. I've got some exciting news. We just passed. 3,77,000 downloads for the No Broke Months podcast, and I cannot have done it without you. I am beyond grateful for every single listener who tunes in daily, takes action, and shares this journey with me. Now, with you and I, let's take it a step further. If this podcast has helped you, imagine what it could do for another salesperson who might be struggling.

Share the show with them. Let them know there's a way to create consistent and predictably. income because no salesperson should ever have another broke month again. And hey, while you're at it, don't forget to like, subscribe, and leave us a favorable review. Your support helps us reach even more salespeople who need this. Until the next episode, have the best favorite life. Be grateful, make good choices, go help someone, and share the show with a friend.

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