No Broke Months For Salespeople - How to Lead, Hire, and Scale Without the Guesswork - Build Teams That Stay, Perform, and Grow.

Episode Date: September 30, 2025

What you’ll learn in this episode:Why unclear expectations lead to frustration, turnover, and stalled growthThe 3-step framework: success metrics, weekly check-ins, and transparencyHow to empower new hires with confidence and purposeWhy the first 30–90 days define retention and performanceThe role of belief, prospecting, marketing, and networking in building momentumHow authority attraction, leverage, and leadership unlock unlimited growth 👉 Don’t miss out! Sign up here:https://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=truehttps://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=truehttps://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=trueShadow Hour Updates to get the latest updates and reminders for our Shadow Hour sessions. Stay informed, stay ahead! 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: 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 Salespeople Podcast. In this episode of the No Broke Months for Salespeople podcast, Dan Rochon explains why most leaders fail not because of bad hires, but because of unclear expectations. He shows how setting measurable success metrics, weekly check-ins, and transparent alignment can reduce turnover, build trust, and create a winning culture where people thrive. Welcome to the No Broke Months for Salespeople podcast, the ultimate destination for salespeople, business people, and entrepreneur. As you immerse yourself in this show, you'll discover the secrets to unlocking consistent and predictable income. We reveal the new way to persuade human behavior by mastering the art of the teach-to-sell method.

Get ready to transform your approach and achieve unparalleled success. My name is Dan Roshin. I'm the host of the No Broke Months podcast, which is a show for real estate agents to help you have No Broke Months. Thanks for joining me. Enjoy the show. Let's talk about why clear expectations matter, not just for your new hire, but for you as a leader. Without clarity, confusion sets in. That can lead to frustration, unmet goals, and eventually turnover. But when expectations are well defined, you can create.

create a roadmap for success. For the leader, clear expectations provide a framework for effective management, using regular check-ins, constructive feedback, and progress tracking, they all become easier. And for the new hire, clear expectations mean that they have direction, they know where they're going, they have confidence, and a greater sense of purpose. So how do you align expectations with success? Let's go ahead and break it down. Step one, you got to define what are your success metrics? So for you to have an open conversation about what success looks like in the role

is really the foundation. You want to be specific. You want to break down the key responsibilities, the goals, the timelines. Be specific. Success metrics should be measurable and they should be achievable. So whether it's sales targets

or operational improvements, agreeing on these metrics up front eliminates the misunderstandings down the road and allows for you to really measure success. It's, I'm hiring you to give me two widgets within four weeks. Did you get two witches within four weeks? It's very, very clear if they did not, then maybe they need training support, etc. Or maybe they're not the right fit.

Step two, weekly check-ins. Setting expectations is just the start. So weekly check-ins, that keeps the momentum going. These can be short meetings to be able to help track progress, celebrate wins, and address any challenges. So think of this as a feedbook. Think of them as your weekly check-ins as a feedback loop. Both you and your new hire are going to stay accountable. And if they're not being an expectation, that's your chance to offer the support

or help them self-select out if it's not the right fit. Step number three, you want to build trust through transparency. Proper alignment fosters trust. When employees know their goals, when they are clear, when they know their goals are attainable, They feel empowered to take initiative and even exceed expectations. Here's the bonus. Clear expectations reduce turnover.

Employees you understand their role and see a path to success are happier, more engaged, and they stick around longer. So, don't skip this step. Setting expectation is not just a formality. It's the foundation for success. And whether they thrive in the role or self-select out, aligning expectations assures that you're building a team that's truly capable of driving your organization forward. The foundation floor to remind you is to be able to build an unstoppable mindset. So when we think about building a nonstopable mindset, that's having a belief.

What specifically would it be a belief in? Specifically, it would be a belief in your ability to figure it out. So building the unstoppable mindset starts with you believing that you can figure it out. The reality of it is if something's been done before you, it can be done. You just may need to figure out how to do it. You guys all follow me on that? So belief is the foundation. What would the first level of a business be?

What would the first thing would you have to do? So to be able to get business, what do we need to do? We use authority attraction to lead generate. You guys follow me on that? Now, lead generation, I broke it in. the three different parts for you who recalls what those three parts are so how can you generate leads so the first part is to be able to believe in your ability to be able to figure something out and that's to be able to teach yourself to be unstoppable then the second part is authority attraction

and when you use authority attraction you're going to find business three different ways in general. Prospecting, marketing, and networking. You guys recall that? Prospecting, networking, and marketing. So now that those are the three different ways that you're going to find business, what does prospecting cost you?

Prospecting costs you an asset that's time. And in my opinion, time, most people lead with money being a greater asset than time. If you want to lead a big life, consider changing that perspective. That time could be a bigger asset than money. So if prospect it costs you time, marketing costs you what? Money.

Money. Okay. Let's put an image of all this in the chat, if you could, please. Then once we use authority attraction to be able to, you know, to attract people to us, then what do we need to do? We need to leverage and scale. So when we leverage and scale, then we're able to now find systems and people to help us. And then lastly, once we leverage and scale to be able to find people in systems to help us,

then we have to lead, or we have the opportunity to lead, rather. So teach to sell essentially is a way to be able to help people to build trust and gain influence by teaching somebody how to think so that they can get what they want and then feel inspired to be able to follow your lead, which ultimately helps you get what you want. And that's the essence of teach yourself. It's using legacy leadership to be able to show other people how to, you know, how to process through life, how to think. Lead generation makes you money.

Organization building makes you more money. Leadership makes you an infinite amount of, you know, an infinite minus one. And I still use the money sign, the dollar sign there, but what I really mean is impact. So when you become a leader, that's when you impact. All right. So that brings us to where we are today. So where we are today is in the organization building. When we are working, you know, with building an organization, whether that be your first virtual

assistant, so before we get more business, then we're going to go ahead and we're going to go ahead and get more help, okay? And so when we get more help, then you have to understand that the very, very first thing is setting clear expectations. You guys want to see an example of how to do this? Jacob. So you and I haven't had an opportunity really to really sort of set our foundation. No. And we'll have a conversation a day.

But when we have a conversation later today, a part of setting expectations for your role would be that you average 1.8 appointments a day that you've set up for. us. Now, there's some ramp up time, right? So it's not like we're expecting for you to do that today. You got to sort of figure things out, figure out the system, perfect the scripts, all that type of stuff. But within 30 days, we're going to be looking at you set on average just a little less than two appointments for the company every single day. Does that make sense to you? Yeah. How do you feel about that? it's uh it seems a little unrealistic right now but i know once i get the hang of the system and the scripts it'll be it'll come all right awesome and i appreciate that it seems a little

unrealistic today uh elizar and mary mark can you elizar another expectation that i have within my team is if you're having a conversation with somebody on zoom is that your videos on that's an expectation all right you guys is everyone okay with that help me understand when you first started did you set almost two appointments a day uh-huh yeah at the at the very first the first week first couple weeks mm-hmm yeah yes was a dad no you dan it it took you a little while before you did it last how long to take elizard to set almost two appointments a day I think almost a month Yeah, almost a month

Right, which is what I just said Now, are you doing that today? Are you setting almost two appointments a day right now? Yes, Mr. You are. All right, you're so uncomfortable. Ray Mark, you just took Leslie's position as the most uncomfortable.

Ray Mark, what are your thoughts about two a day? I think that's doable, Dan. It just depends on the leads that were, you know, we have. How long have even working with us for? I'd say two years already. Two years already. And is two a day something that's attainable?

Yeah. We can actually get three. All right. Hold on. Did you hear that confidence when Mary Mark does answer that, Arna? Yeah. Did he hesitate? Okay.

Right? So now we have evidence that it can be done that it is obtainable, right? Yeah. So now we also had an example of Elazar, though he didn't say that it took him a month to be able get up and running but it took him a month to get up and running okay so it took him a month to get up and running but now he's he's hitting the metrics all right so you heard from one person that's relatively new to one person that's been around for a little while you can hear like yeah it can be done versus yeah no sweat at all ray mark did not not miss a beat now me as a leader what did i have to do i had to

figure out what i what i wanted them to do first of all then i had to find somebody who's capable of doing that, then I had to figure out exactly what I want them to do. Now, you may not micromanage like this. And most tasks, you're actually not going to micromanage like this. But now, do you guys know why hiring a virtual assistant almost never worked? The reason why hiring a virtual assistant almost never works is because the leader, you, the agent, does this. I want to, I want you to post my social media for me, all right?

So what I just described to you is the way that most people approach virtual assistance. Here's your job description. Post on my Facebook. Or here's your job description. Take care of my clients. Manage the contracts to close. Okay. So that's why most people fail with virtual assistance.

You think you're going to put like a coin into the machine and out's going to come this beautiful song. But what you lack is the leadership. And you may even lack the organization building if you don't focus on hiring the right people for the right roles. Hey, Josh, I have a question for you. Yeah. You know, Elazar, what are you?

he does every day is he calls pissed off people who just just put their property on the market and it didn't sell that's a part of his job and another what about 25 to 45 people real estate agents are calling that person as well and he does this every single day and you know what people say to him can't say that because terrible scold me but it's a it's a vulgar it's a vulgarity i promise you you know what happens people hang up on them people say f you people are like are you freaking of me he goes through that that's his job description josh what what do you feel about doing that job that job hey les what do you feel about doing that job okay all right now conversely on the other side of this if i was to ask you know arno i want you to spend the rest of the day today taking this

video that we just did and editing it for us and making it you know look splashy and entertaining and engaging, and I want to make sure that it's perfect and that we get thousands and tens of thousands of views from your production. And I want you to do 10 of these today. What are your thoughts on that, Arna? I have no experience with video editing. I wouldn't know where to start.

Okay? So it's about getting the right person in the right role. I would never ask Arnaud to do that, and I would never ask Josh to do that. You guys see that? This is why people, you know, fail at, for virtual systems. You don't even consider who you're hiring, right? You don't even consider what their strengths are. You don't even consider what your needs are. You don't map it out in a way

that's clear. Is it clear whether Arnaud hits his 1.8 within 30 days or not? Is that clear? Is it clear that that sure that Josh does his job or not? Is that clear? And it doesn't have to be a map like I did for Josh. Like I want to, it just depends on the role. Because with Arno, for example, I don't need to do a map like that. I just need to make sure he has the training, the tools, the resources him to hit his marks and then I just need to give him the plan and then you know and then say here's what we're going to agree on but we're agreeing on it and if arno's a little bit hesitant when he's if he says something like I'm not sure if it's viable if it can be done then you need to bring in evidence hey ray mark what are your thoughts well at least two maybe even three

how long you've been doing this for two years right so now you bring in evidence that it can be done using the same tools, the same resources. Raymark doesn't have different tools of resources than Arna does. And now we've got clarity. Now, by the way, now we can build a business because I know how much the salaries are. I know how much the tools are. I know much what the investment is. I know how many people I need to be able to meet with to be able to get hired.

I know how many people once I get hired will stay with me and how many people will go to closing and how many people will fall out. And I know how much when we go to closing, how much that's worth. And as long as the number to produce all that is greatly less than the number of the revenue, it makes sense to scale. Which brings us back to the class that we're doing right now, leverage and scale. And I'm demonstrating to you in real life how to do that. By the way, I worked for lenders too, right? Lenders, title people, whoever.

Most lenders can't work with my company. They can't because we give them so many crappy leads. They get pissed off. Right? And I'm like, I tell them up front, right? I've got two great lenders that are able to, you know, source scan through that. but it's a lot of it's a lot of leg lifting you know leg lifting i don't know that probably doesn't sound right there's a lot of heavy lifting right to be able for them to be able to you know to get

with the you know to get a deal but they can get a deal a week linder scan all right guys hopefully today was oh as helpful and hopefully you can use this in your life whether it's you know creating relationships with friends or you know boyfriend girlfriend or whoever partners you know whoever right um whoever you want to create a friendship with or um whoever you want to get in the business with being clear and critical about what you expect is the starting point. Everybody have the best day of your life. Be grateful, make good choices, go help somebody. And God bless you.

I'll see you guys. Hey there, No Broke Months listener. I've got some exciting news. We just passed 375,000 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 predictable 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. God bless you.