No Broke Months For Salespeople - They Told You to Delegate But Not How to Build a Team That Doesn’t Suck

Episode Date: May 25, 2025

Most agents scramble when someone leaves their business. Why? No bench. In this episode, Dan Rochon reveals how to build a deep bench of talent that makes your business resilient, scalable, and stress-free—even if your top performer quits. From hiring proven talent to understanding DISC profiles and applying the SCARLET method, this episode is packed with strategies to help you build something that works even when you’re not watching.What you’ll learn on this episodeProven talent outperforms quantity—invest in quality, not just affordability.Building a “bench of talent” is essential for business sustainability and resilience.If your key player quits today, your business should still run like a machine.There are three types of talent: potential, emerging, and proven—know when to hire each.Use open-ended questions to assess cultural fit and behavioral alignment.Track record of success is the strongest predictor of future performance.If it’s not a “hell yes,” it’s a no—trust your gut in hiring decisions.DISC behavior profiles help align roles with personality strengths.SCARLET = Self-starter, Competitive, Assertive, Relationship-based, Learning-based, Team player.Belief, lead generation, and organization building must come in sequence to scale sustainably.Want to Build a Business That Runs Without You?Teach to Sell isn’t just about sales—it’s about building a business that scales through systems, leadership, and the right people. If you’re serious about attracting top talent and creating a team that thrives even when you’re not in the room, this book is your playbook.👉 Preorder now: https://www.nobrokemonths.com/teach-to-sell-preorderResources mentioned in this episodeDISC Assessment: A behavioral profiling tool used to align talent with the right roles.SCARLET Hiring Framework: Six non-negotiable traits for hiring: Self-starter, Competitive, Assertive, Relationship-based, Learning-based, Team player. 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

So disc is something that you're going to be able to use when you're hiring. Because if you're looking for somebody to be able to take charge, what type of behavior would you be looking for? Somebody with a bit of dominance. Somebody with a self-starter. Okay. You want everybody in your organization, you want them to be self-starters because if they're not a self-starter, guess who they're relying on?

They're relying on you. a self-starter, guess who they're relying on? They're relying on you. Welcome to the No Broke Months for Salespeople podcast, the ultimate destination for salespeople, business people, 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. All right, so now let's talk about some of the content. I went through a lot of different things. I have to, I'm learning as an instructor, I went through like six different things there and that's not effective as an

instructor, right? Cause it gives you too much to focus on. But what I'm going to do now is I'm going to try to tie it all together so that it's useful for you. Okay. So step number one, I talked about proven talent. Leslie, I hope you were paying attention to that piece. That's something that Les and I, we have a little bit of friction on.

It's a healthy friction. All friction on it's a healthy friction. All right. It's a healthy friction. All right. Proven talent. That's I'd rather pay somebody more money for somebody who's going to be an all-star than less money for a bunch of people that are going to be good. Now the challenge with that is are you don't want to just pay more money for just for the sake of paying more money.

That's a challenge and that's the healthy friction between Les and I, by the way, she makes the hiring decisions, not me anyways. So who here knows Bo McKinney? Terry or Terry knows, and I would expect that's about it maybe. So when I talked about Bo in the, in the video, that's who I was talking about. Bo McKinsey and literally I was in my car and I had, I had literally, I had a sticky note and an envelope, like it was an envelope to sitting on my car. It was like some junk mail.

And I asked Bo, who do you know? And I started, he started talking and he never shut up. And I kept writing down names and names. I wrote on the outside of the envelope. I flipped the envelope over. I wrote on that side of the envelope and I had to open the envelope up. Right. That's how many names this guy gave me.

Right. It was like, holy goodness. It made me realize the difference between Bo and Dan at the time I've developed. He's developed whatever. Right. But at the time I can make a very clear comparison. He had a very successful business. I had a good business.

What was the difference between the two businesses? We both cared. We were both talented. We both put the time and effort in. He focused on talent. I focused on the activity of running the business. He focused on talent. There's another guy, I'm not going to say his full name, but I'll say his first name and maybe you can, because I don't mind sharing who I'm talking about. I just don't want to share it publicly.

Mike. So Mike was somebody who, and you'll see why I don't want to completely were recognized. I mean, he had other talents, right? But he had one superpower. His superpower, he surrounded himself with the right people. That was it. He didn't know anything else about running a brokerage. Nothing. Nothing. But he knew how to hire top talented people and keep them. Well, interesting. I didn't want to say his full name because I sort of talked negatively there, but it's not negative at all. It's with love and freaking appreciation. Anyways, his name's Mike. If you know anything about the KW world in Northern Virginia, you would know

who I'm talking about, but that doesn't matter. All right. So next thing I talked about was a bench of talent. Do you know, I still get to today, people asking me, hey, can I contact Julene? Julene was somebody who worked for me for six years and had Les's role before Les had her role. And Julene Delacruz left me July 4th, July 3rd of last year was her last day with us and

I still get people asking to talk to Julie to today like I had somebody last week. Hey, can I just ask you lean? It's like sure I didn't even say anything. I gotta ask her less. We'll pick it up But why do I mention Julie because on July 5th July 4th, I took off July 5th, July 4th I took off, July 5th, guess what? My business ran like a gem a day and a half after Julene leaving us. Why did my business run like efficiently like that? Like a gem? Anybody want to guess? Why did I not feel the impact of a key employee leaving after six years?

You have a strong bench. Yeah. The reason why I didn't feel the impact was a person named Leslie for about a year and a half or two years, it evolved from Dan and Jolene to Dan, Jolene and Les. You guys know that Les never asked for the role to lead to be in the role that she is right now. She took it. She stepped into it. By the way, I'm talking to people within the Greetings Virginia

CPI community right now. I'm looking for the next person to step in after Les. Not that Les is leaving anytime soon, God willing, please. But at some point she'll leave. At some point she'll grow. She'll do something else and I'm gonna be supportive of that when that happens. Right? But right now I'm looking for that person to step in behind less. Let's talk about Disc. So when you're hiring, who here is really familiar with Disc? So, so? Alright, Disc was created in the 1920s by a guy named Dr. Marlston. It's funny.

I remember somebody who I never say anything negatively about him with a member of this group that's I'm talking to right now. And I remember this guy when I taught this in a class told me I was wrong and called me out on it publicly to the class and he was dead ass wrong. And I know that right now the person that I'm talking to gets it. Cause I look in at your face. Anyways, disc was created in the 1920s by a guy named Dr. Marlston, who was, he was a PhD from Harvard.

And it was basically the rudimentary of how to be able to evaluate behavior. And I say rudimentary on four, four different metrics, dominant, influential, steady, and correct or conscientious, right? Now there's different, you may hear driven versus dominant. The reason why is because the technology has not been copyrighted, or at least if it was, it's been so old that people have evolved it and used it for their own. And so Dr. Malson, by the way, also created Wonder Woman and the lie detector test.

At least he was one of the ones instrumental in the lie detector test. So now you've got that for your trivial pursuit. And yes, when I said this, the guy that was teaching class were blasting me. Anyways, there's that. The best leaders, they don't sell. They teach, they build trust. They change lives.

Teach Yourself is going to be published by Posto Press and Simon & Schuster. It's going to show you how to lead with influence. To leave the old way of chasing behind. Pre-orders are open now. Lock in your copy to visit www.teachyourselfbook.com. That's teachyourselfbook.com. And Clay bonuses you're never going to see again. Your future followers are waiting because people don't wanna be sold. They wanna be led. And it's your time.

So, disc is something that you're gonna be able to use when you're hiring. All right, because if you're looking for somebody to be able to take charge, what type of behavior would you be looking for? Somebody with a bit of dominance, somebody with a self-starter, okay? You want everybody in your organization, you want them to be self-starters, whether that be the lender, the title company, whatever the case may be, because if they're not a

self-starter, guess who they're relying on? They're relying on you. You just saw an example of that during the, during the, tell me something good. You just saw like literally I have a listing appointment at 1145 tomorrow. I didn't even do anything. I didn't even know about it. I just was informed about it 20 minutes ago. Right?

Why was I informed about it 20 minutes ago? I got somebody who's a self-starter is going to freaking take charging, rock and roll and do the activity with or without me. He's not going to wait for me. He's just going to go do it. That's who you're looking for in your business. You guys got that? All right.

And lastly, if it's not a hell yes, it is a not a yes. I want to credit that to a former coach of mine, Tara Smith. And she was a coach of mine for a short period of time. I don't know her very well. She's like in the Midwest somewhere. And Tara taught me that if it's not a hell yes, Dan, it's not a yes. And so when you're hiring, if it's not a hell yes, within the first week or two, it's not a yes. All right, ladies and gentlemen, I feel like today I may have screwed us up by going in

many different directions, but hopefully I held it in a place that's going to be useful for you. Let's see if I did or not. Share your ah-hahs, your thoughts, your feelings you'd like to share with us. Building your bench is very important and it doesn't necessarily have to be on your team. It can just be a support system behind you. Yeah, like at least two lenders, right? I have two solid lenders

that I can count on. And why do I have two lenders? Because one may go on a vacation. Now I have a preference. I've got more than two, right? I've got two and then I got a bunch of backups past that. What else? What are the rawhas? What thoughts? What feelings? What's your key? What are the rawhas? What thoughts, what feelings? What's your key? What's before you say, hold on a second. What's your key to needing a bench of talent? What do you need first before you need a bench of talent?

Lead generation. All right. I'll go with that system. I'll go with that. I was being, I love those answers. I'm not going to say that those aren't incorrect at all. You need a first person is what I was thinking of. Right. So you need that first person before you get the second and third person. So how do you get the first person? George said it perfectly lead generation.

Terry, you were going to share something I over talked you? No, it was a smart Alec comment. Then I'm glad I over talked you. Who'd like to share next? What are your ah-has? What are your thoughts? Who wrote down by when you're going to get your virtual assistant? Terry did? Rachel did? If you didn't, you still can. Roslyn did. Good job Roslyn. What other ah-has? What thoughts? What comments? What questions? I feel like when I go through the hiring part and the leadership part, people sometimes zone out a little bit. Trust trusting yourself says Roslyn, thank you for sharing that with us. And because I think sometimes people think it's not relevant, right?

But, but it is relevant if you want to build a business, if you want to be a salesperson and do everything yourself, then maybe it's not relevant, but even then it's relevant with your lenders and your total companies and all that type of stuff. So there's still relevance there. Okay. But there's two types of people that get into this business. relevant, but even then it's relevant with your lenders and your total companies and all that type of stuff. So there's still relevance there. Okay. But there's two types of people that get into this business, salespeople

and business people, you could be both. It's not one or the other, right? But if you only want to be a sales person and you only want to do this, that's great. But guess what's going to happen when you want to sit there and watch 10 episodes of the terror over a weekend. You're not going to have any for a movement. You guys got that? What's a good movie? Kathy, share one uh-huh with us.

You're only as good as the people you hire. Yeah, so you want somebody that's uh, go Yeah, I love it. Thank you not what? Thank you, Kathy. Thank you. Write this down. Scarlet. Everyone write down Scarlet. Let's we'll type it in here real quick.

Cause we're almost out of time. Scarlet self-starter, competitive learning base, assertive relationship base team players, self Scarlet team players, sorry, Scarlet self starters. Competitive, assertive relationship, learners, team players. There's six qualities there. That's who I look for. I know I went through that super fast. Let's put it in the chat there.

I'll say it one more time. Self-starters, competitive, learning-based, assertive, relationship-based, team players. Scarlet. learning-based, assertive, relationship-based team players. Scarlett. Those are the six characteristics that I look for when I'm hiring. All six though, not five out of six. They have to be all six.

That's non-negotiable for me. When you get those six, you got somebody in my opinion that's gonna at least, it would be somebody that would work for me and I think it may work, be somebody who worked for you as well. Everybody thank you for your attention today. I hope today was helpful for a start for the week. I wish you to have the very best week. Have the best day of your life. Be grateful. Make good choices. Go help somebody and let's make sure that we're building something

substantial. Let's make sure that we're building something that can exist past you. Let's make sure that you can be able to build a business so that you can spend your time with your family. You can spend your time chilling out over the weekend if you want. You can spend your time the way you choose to do. If you want to do that, I'm giving you the recipe. I'm giving you the directions. It's your choice whether you follow it or not. It all starts with belief, then goes to lead generation, then goes to building the support around you, and in a couple weeks we'll talk about how to lead people so they can know how to think so they can get what they want. See you guys. God bless you. Thank you.

Hey there, NoBrokeMunts listener. I've got some exciting news news we just passed 375,000 downloads for the no broke months 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 but you and I let's take it a step further if this podcast has 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 day of your life. Be grateful, make good choices, go help someone, and share the show with a friend. God bless you.