No Broke Months For Salespeople - How to Lead with Will: The Key to Building a High-Performance Team

Episode Date: June 6, 2025

In this episode of the No Broke Months Podcast, Dan Rochon dives deep into leadership fundamentals focusing on how to align people with their roles by understanding the difference between skill and will. He emphasizes the importance of nurturing natural abilities, leading to better results and creating empowered, successful teams. Learn how to set clear expectations, focus on strengths, and create a thriving environment where individuals can succeed at their highest level.What you’ll learn on this episodeLeadership is about teaching others how to think so they can reach their goals.People either lack the will or the skill to succeed in a role—your job as a leader is to figure out which one and lead accordingly.Nature vs. nurture: Skill can be nurtured, but will is inherent—just like parenting, you nurture a person’s natural abilities to help them reach their full potential.Leading with empathy and focusing on strengths helps individuals push past their limitations.Setting clear, measurable expectations is crucial to success for both the leader and their team.You don’t get paid to be right; you get paid to persuade—embrace collaboration instead of validation.Leadership is a skill you can learn over time through trial, error, and reflection.Leading through influence and setting expectations gives your team the tools to succeed on their own.Accountability is key—both the leader and the team must be clear about what is expected.Great leadership builds trust and empowers others to make decisions.If you're ready to build a team that operates with clarity, confidence, and commitment—without micromanaging—this is your roadmap.Teach to Sell isn’t just about increasing your sales. It’s about elevating your leadership. This book reveals the exact strategies that shift you from task manager to transformational leader—one who inspires action, earns trust, and builds systems that create No Broke Months.Preorder Teach to Sell today and learn how to lead in a way that scales your business and empowers your people.https://www.nobrokemonths.com/teach-to-sell-preorderResources mentioned in this episodeTeach to Sell: Replaces traditional selling with leadership techniques rooted in NLP and influence psychology.The SCARLET Hiring Framework: A tool for hiring people who align with your leadership style: Self-starter, Competitive, Assertive, Relational, Learning-based, Team player.Clear Expectations Framework: How to set measurable outcomes and align team efforts to reach collective goals. 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

it's really critical that you're in relationship with the right person. If they're not doing, if they're not achieving their goals, it's either a skill or a will. If it's a will, they're not the right person for me. If it's a skill, I'm going to lean into them. And they do have to have a certain level of skill to be able to perform. Welcome to the No Broke Months for Salespeople podcast, the ultimate destination for salespeople, businesspeople and entrepreneurs.

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. I wanna overemphasize to you the vitality. Going backwards to the organization building and going back into the key ingredient

to success in leadership is to find people who are the right people for the role that you're hiring them for because it is really hard to make a difference in an impact for somebody who's struggling within their role. It is really hard to teach somebody else how to think so they can get what they want when you are in a position that they're struggling. When you're evaluating why somebody may not be reaching their goals, this is a new concept by the way, it is either that they don't have the skill or they don't have the will. In my experience, if they don't have the will, I can lead them and I can help them.

But if that will is needed for them to succeed within a certain role, then they're not the right fit for me. If they have the will and they don't have the skill, then it becomes more nature versus nurture. So will is nature, it's like it's inherent with you. Skill is nurture and nature. So you have the ability to be able to get up to this level.

I'll give you an example of what I mean by that. My daughter Maggie is gonna be 15 in this coming summer. And when she was three days old, I adopted her. We didn't actually adopt her until maybe she was a month and a half or two months. But I adopted her when she was three. I met her when she was three days old. And what I recognized from day one was that the nature that she has within her is based off of her birth parents. My job as a dad is to nurture her so that she can get the highest level of her natural abilities. That's my job as a dad. She's got no nature from me. She only has nurture. I believe the knowledge of me knowing that has made me a better dad,

but thank God she doesn't have some of dad's bad traits, so there's that as well. So that's the difference between nature and nurture. Now my daughter is not very academically gifted. She has dyslexia and she's several grades behind in school. And so what I recognize with that is, okay, I want her to do better academically. We were talking about her SOL yesterday, it's a state test here in Virginia, and she didn't pass, it was three SOLs, she didn't pass any of them. And, you know, we had a mature conversation about, okay, make sure you're going to have to pass. What do you need to do to be able to get ready? We're talking about that.

But I'm not harping over you're wrong for not being academically gifted. Instead, I'm focusing on her natural gifts, which is her charisma, her personality, the way she attracts others to her, the way she cares, her empathy. And that's where I focus my time and my effort. So as a leader, I recognize, and luckily I've got the right daughter. That makes it easy too, right?

I'm in relationship with the right person and I'm able to guide her to her strength. And be able to push her for limitations in our weaknesses, but not overbearing. Not in a place where it's making a wrong for not being academically skilled, but for her to be able to push the upper limits of her natural ability for her to do the very best that she can do academically.

That's my goal. I want her if she could do on a scale of whatever whatever that top number is that she has, I want her to be at that top level. But I'm not going to push her to go beyond that because I know that she has limitations. And that would be counterproductive. In leading others, I want you to consider that leadership style. Lead to people's strengths rather than their weaknesses and it's counterintuitive and it's the opposite of what most people do. What most people do is you figure out what are, where do you suck at? And that's where I'm going to harp on that. Do more lead generation. Make more calls.

Convert better. Do more open houses. Do this, do that. That's all basic fundamentals, right? But if you suck at an open house and you're really skilled at making cold calls, I'm going to coach you to make more cold calls and stay away from the open houses. But you got to do something. So it goes back into setting the expectations and when we go into leadership, all those qualities, and I wrote them all down, I'm going to tell you what I wrote down and I want to hear from you guys, it's really critical that you're in relationship with the right person. If they're not doing, if they're not achieving their goals, it's either a skill or a will. If it's a will, they're not the right person for me if it's a skill I'm going to lean into them and they do have to have a certain level of skill to be able to perform.

Okay, so that threshold does have to be a certain level and then I'm going to focus on their weaknesses that make sense to you guys. All right, so what I heard virtual Dan there say was the key to success is setting clear expectations. I'm going to suggest that you get your clear expectations based off of measurable outcomes. The clear expectations for an inside sales agent for me set two handoffs a day. Clear expectations for a real estate agent working with me, attend three appointments first time every single week. It is clear. We agree on that. There's no deviation of did that happen or did that not happen? And guess what? Those clear expectations I more than hold myself accountable for. I strive to attend two face-to-faces,

first time face-to-faces each day. I average around six and a half a week. All right, so I can't say my standard for myself is two a day because I'm not hitting that standard. But that's what my aspiration is, and your standard is what you tolerate. The best leaders, they don't sell. They teach, they build trust, is, and your standard is what you tolerate. Lock in your copy to visit www.teachtosellbook.com. That's teachtosellbook.com. And Clay Bodice says you're never going to see again. Your future followers are waiting because people don't want to be sold.

They want to be led. And it's your time. The next thing I said is so clear expectations, lean towards their greatest strengths. I've already talked about that. Listen. Again, it's really easier to listen to somebody who's the right person, the right fit for you, and make sure that they feel valued. It's hard for me to listen to somebody who isn't the right fit for me. It

just is. I just know my strengths and I know my weaknesses, and that's an opportunity for me to improve, but I know myself. So I want to put myself into a highly competent relationship with highly competent people. What can I do differently? That's a question that I want you to ask. I was having lunch with my, all right, I'm lying. I was having a cigar with my friend, Frazier, the other day, and I was sharing with him something about one of my sales funnels that wasn't working. And he says, why is it not working? I gave him some answer that I thought was right.

He says, no, Dan, why is it not working? That's the question you need to ask yourself. And for the next several days, I asked myself, why is it not working? I came up with lots of different potential answers to that question. And then I made the fixes. Do I know which one of those things made it not work? I don't know, but I know that it's a better sales funnel now that I've improved it by asking the question over three or four days, why is this not working? So that's a question to ask yourself.

If you're not hitting your goals in sales, what could you be doing differently? Remove obstacles when you're leading others. So you set the clear expectations, you give them all the tools that they want, and then you get the hell out the way. You own this, you own the failures and the successes your team owns. You value others and then lastly, and I just wrote that one down, I think Bob said he liked it, and so did I. I had not heard myself say that before, but clearly it was me that said it. So I'm going to keep it. You get paid to persuade. That's a little bit of a

catchy type thing. So you get paid to persuade. That's how we get paid. You don't get paid to be right. I can't tell you how many real estate agents I have coached who came to me and tell me how wrong a co-broker is, a home inspector, a lender, a client, and wanna sit there and be validated that they're wrong. And I'm like, dude, you don't get paid to be right. You get paid to persuade. That's something to consider. What are your ah-has from today's conversations? Thank you for your attention.

I appreciate you guys. Besides, Dan likes insanely strong coffee. I have a lot of ahas actually. I think one of the things and it makes sense I'm more of that coaching mindset obviously but not the production urge anymore and that's what when that question is you said you want to attract that same I'm attracting agents that are in the same like-minded coach mindset but not as much production high drive so that's something to think about is there needs to be is that how it is going to be where we don't we all have that caring type of

similar nurturing values but we're not all that high drive or maybe I need to implement someone to lead that. That could be the answer Steve. And again, if somebody doesn't have a high drive, you can get them to their upper limits of their drive and you can maybe push them a little bit past that for a temporary time period, for a temporary period, but you're not going to sustain anything past with their natural DNA. They have a high drive, but in similar ways that I am empowering other agents more so than I drive. Exactly. You know what I mean? Yeah.

You got to align, you have to align the efforts. Yeah. Or you could set something up to say, listen, I love you as a coach and you're going to, and then set the expectation of let's build a team underneath you with you. Yes. Here's what you need to do to be able to do that. You need to be able to close three transactions a month,

consistently for six months. That's exactly what my thought process was. That's how you earn the right to be able to lead others. A thousand percent. Right. Setting the clear expectation. You could do something like that. That could push them past their natural abilities for a limited period of time,

but you understand it's going to be a limited period of time. What else? What other ah-hahs? What thoughts? What feelings? Who'd like to share next? Thank you, Steve. What's your feedback from today's conversation? That's really a monologue. Now it's a conversation. No, that ah-hah again was real. That was... that tickled the nerve. A good nerve. Thank you.

You're welcome. You're on mute, Terry. I was asking Steve if it tickled like Elma. Yes, but I didn't make the same sound this time. Oh, good. Today, I think the fact that there are very delineated steps to get you towards leadership and to understand each of the steps is really key to a successful business. And I'm gonna be as transparent

as I can possibly be. I learned this all by trial by fire and this is the one area of my business that I have screwed up. It took me 10 years to learn this. Okay so I'm getting when you sit there and you say, you break it down into steps, that's 10 years of leading, of really making mistakes, and then identifying and thinking, like, where did I screw that up, and what do I need to do? Who do I need to be?

Leadership is, in my strong opinion, something that you can learn. All right, everybody, to remind you, thank you for being a part of today, Teach2Cell is a method that replaces selling with leading, using influence, psychology, and neuro-linguistic programming to guide other people to their own best decisions. And that is the foundation of who we are and what we do.

And I'm being told right now by my producer that I got a phone call at 9.30 and that was one minute ago. I'm getting fooled off the stage, producer that I got a phone call at 930 and that was one minute ago. Because this is, I'm getting fooled off the stage, but I should be off the stage anyways. Everybody have the best day of your life. Be grateful, make good choices, go help somebody and have a great weekend. I love you guys. God bless you.

Thank you. Hey there, no broke months listener. I've got some exciting news. We just passed 375,000 downloads for the NoBrokeMonth's podcast and I could not 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.

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