Welcome to

LEADERSHIP

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 CONGRATULATIONS
The promotion from Sales Rep to Team Leader is a challenging endeavor. You undoubtedly
had to push yourself out of your comfort zones to learn the system and develop your
skills. You should feel enormously proud of yourself. This is the first and most important
promotion in our business. Now you must ask yourself an important question.

What is next?

First you must ask yourself what kind of leader you intend to be. The answer is up to
you. Your growth is based on your own merit. The opportunity for learning and growth
is 100% based on what you make of it.

Leadership is far more than a title or a job. Leadership is the example and influence
you impress on others. The Leadership skills that your training will help you develop
are important for any business, not just ours. This manual is a guide to help you learn
these skills. As you grow and become more adept you will be able to start building
and leading a team. This manual will help you by breaking these skills down into
smaller easy to learn pieces and assembling them in a natural order of progression.

That may sound like a lot. Do not worry, you will not need to learn it all at once. We have
found that the people who excel effectively and efficiently focus on simply learning one
thing new every day. This guide will help you know what to work on every day as you
progress. If you need more time with something, then slow down and work on it. Once
you feel confident with it then move on to the next skill. Simply put, come in everyday
with a great student mentality and use this training as your guide. With an attitude like
that it will not be long before your team and your career begin to grow.

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 TA B L E O F
CONTENTS

4 CHAPTER 0
EXPECTATIONS OF LEADERSHIP

10 WEEK 1
THE BASICS OF THE LEADERSHIP POSITION

17 CHAPTER 1
GOAL SETTING, PLANNING, & TIME MANAGEMENT

34 CHAPTER 2
INTERVIEWING

45 CHAPTER 3
DAY 1-5 TRAINING

54 CHAPTER 4
PUBLIC SPEAKING

67 CHAPTER 5
MONEY MANAGEMENT

81 CHAPTER 6
TIME MANAGEMENT / TIME MATRIX / TRAINING THE TRAINER

95 CHAPTER 7
CRUCIAL CONVERSATIONS

103 CHAPTER 8
BUILDING RELATIONSHIPS & EQ

111 CHAPTER 9
TEAM CULTURE

120 CHAPTER 10
NETWORKING, CONFERENCES, & CALLS

137 CHAPTER 11
RUNNING A BUSINESS TRIP

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 Chapter 0
E X P E C TAT I O N S
OF LEADERSHIP

CHAPTER WHY: Once a sales representative is about

to hit the first milestone of taking on a leadership role,
we want them to start to get focused on the next steps.
This prevents the leadership promotion from being put
on a pedestal and helps future leaders prepare for what
is ahead.

CHAPTER OBJECTIVE: To grasp the absolute basics of

leadership. Start imagining and preparing for the day to
day in leadership. Lastly, know the expectations of being
a leader.

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 (A leader is) a person whose actions inspire others to dream more, learn more, do
more and become more. — John Quincy Adams

MODULE 1
OBJECTIVE: Understand the qualities of leadership.

Understand how Leadership is defined and who demonstrates

leadership qualities.

EXERCISE: Review and define leadership.

How would you define leadership?

Leadership is: A person who sets the example through positive influence while inspiring
confidence in others.

EXERCISE: Circle the qualities you feel you currently possess. Check off the others as
you strengthen them!

Integrity Confidence Vision

Organized Empathy Goal Oriented

Accountability Ambitious Solution Oriented

Great Communication Emotional Intelligence Initiative for Action

Humble Grit Influential

Trustworthy Down for Whatever Reliable

Intention Student Mentality Active Listener

EXERCISE: Look up your favorite leader(s) outside of the office who demonstrates the
qualities you circled and explain how they show those qualities:

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 The quality of a leader is reflected in the standards they set for themselves.
— Donald McGannon

MODULE 2
OBJECTIVE: Understand the actions that exemplify great leadership qualities.

Understand B.A.S.O.C and how it applies to Leadership.

EXERCISE: Complete the activity below and find an individual in the office who you
feel demonstrates BASOC so that they can teach you what the acronym means.

Fill in the blank with the name of a top leader and explain the importance of each action
in our business. BASOC is an acronym to follow as a leadership guideline. The acronym
definitions are below each letter:

B BE ON TIME — A characteristic of someone who is responsible and dependable, good

on their word and sees it through.

A ACT AS IF — Taking things on as their own, and assuming a position of leadership.

S STUDENT MENTALITY — Always develop oneself. Constant growth will be a reflection to

their people.

O OFFICE PRESENCE — One’s influence on others. Do they provide a negative or a positive

impact? Do they take away or add value and energy?

C CONSISTENCY — Shows system and follow through demonstrating that they are reliable
and trustworthy.

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 Leadership is not a position or a title, it is action and example. — Ray Kroc

MODULE 3
OBJECTIVE: Be prepared for when you get promoted.

Learn the basic responsibilities of being newly promoted into a

leadership position.

EXERCISE: Create a rough draft of your promotion speech.

Suggested structure for Promotion Speech:

Be aware of the 3 audiences (Peers, Leader/Coach, Manager)

People you would like to thank

List one part of the system that helped the most (NOT ATTITUDE/INTEGRITY)

Advice for other future leaders

Create/explain your short/long term goals

TIP: Remember that not only do sales help you get promoted, but they also:

Bring in revenue – provides value for our clients and to any business

Create a foundational system for transferable skills – 4s,5s, & 8s

Teach the most fundamental aspects of leadership – communication and rela-

tionship building skills

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 A leader is one who knows the way, goes the way, and shows the way. — John C. Maxwell

MODULE 4
OBJECTIVE: Understand the basic concepts of the interview process.

Begin the process of learning the interview.

EXERCISE: Set up a 1:1 with a leader to review the following.

Interviewing
Dos and don’t s
Preparing for the interview
How the 5 steps apply to any conversation
Body Language

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 It’s what you learn after you know it all that counts. — John Wooden

MODULE 5
OBJECTIVE: To embody leadership qualities moving forward.

Put into your own words some of the concepts of the chapter.

EXERCISE: Complete the following recap.

1. What is leadership?

2. How will you implement BASOC everyday?

3. How do you prepare for the interview?

4. Rehearse a promotion speech with your leader.

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 Week 1
THE BASICS OF
THE LEADERSHIP
POSITION

CHAPTER WHY: The first week of this training introduces

new responsibilities that focus on your ability to move
from the self-management of being in an entry-level
position, to the management of others and being in a
leadership position.

The following chapters go into much more detail,

focusing on one important topic at a time, so if any further
elaboration is needed from this first week’s material, it is
thoroughly covered within this training book.

CHAPTER OBJECTIVE: To understand, and begin practicing,

the responsibilities of being in the Leadership role.

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 The single biggest way to impact
an organization is to focus on
leadership development. There is
almost no limit to the potential of
an organization that recruits good
people, raises them up as leaders
and continually develops them.

John Maxwell

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 If your actions inspire others to dream more, learn more, do more and become more,
you are a leader. — John Quincy Adams

MODULE 1
OBJECTIVE: Understand your new role in leadership- avoid some of the pitfalls of taking on new
responsibilities while balancing the demands of the field.

Review what it means to be in a leadership role.

EXERCISE: Review with another leader BASOC and how it applies to being in Leadership.

B: Be prepared- plan ahead and come ready everyday

A: Act as if- do the actions and the title of leadership will follow

S: Student mentality- always be ready to learn new things

O: Office presence- be a positive influence on everyone around

C: Consistency- keep doing the right actions day after day

Review the expectations for the field and personal production.

EXERCISE: Evaluate your goals for production and set up a daily 1:1 with another leader for
accountability.

TIP: Remember your LOAs and that the field doesn’t change when looking at your
goals.

TIP: Consider what your actions should be to earn interviews or opportunities to

train others.

Review your financial situation and the payment structure.

EXERCISE: Update your break even.

Typically, there are two parts considerations to doing a break-even: fixed and variable
expenses. Fixed expenses are items that don’t change like rent and are predictable. Variable
expenses fluctuate and can include entertainment and shopping. List all of your expenses to
know what your financial responsibilities are each week and month.

EXERCISE: Explain the compensation structure to another leader in detail as if they were
being introduced to it for the first time.

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 The pessimist complains about the wind. The optimist expects it to change.
The leader adjusts the sails. — John Maxwell

MODULE 2
OBJECTIVE: Set new goals to progress within the leadership role.

Review goals and set new expectations for leadership.

EXERCISE: Evaluate short-term and long-term goals, and create new ones if applicable.

LEADERSHIP SHOULDN’T BE A GOAL,

BUT A STEPPING STONE TO BIGGER GOALS!
Develop your ability to have a “finger on the pulse” of the office.

EXERCISE: Use any office reporting (production, accountability board, rankings, etc.) To
assess where everyone in the office is.

EXERCISE: Evaluate who is the best resource to learn Training, Interviewing, and the
Development of Leaders and set up 1:1’s with those people.

TIP: The title of Leader isn’t as important as the actions of a leader- make
sure to learn from the best

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 Leaders are made, they are not born. They are made by hard effort, which is the price
which all of us must pay to achieve any goal that is worthwhile. — Vince Lombardi

MODULE 3
OBJECTIVE: Understand the basics of the interview- in order for someone to be in a
leadership role they need to have people to lead.

Begin learning the interview.

EXERCISE: Get the interview script and schedule 1:1s to start practicing the interview.

EXERCISE: Touch bases with the manager to set goals or schedule the opportunity to
shadow an interview.

TIP: When shadowing an interview be sure to touch bases with the

interviewer to understand interview etiquette.

EXERCISE: Write out the interview in your own words based on the office script-
focusing on the structure.

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 No man will make a great leader who wants to do it all himself or get all the credit
for doing it. — Andrew Carnegie

MODULE 4
OBJECTIVE: Understand the entry-level training process with the intent of becoming
a trainer.

Understand the expectations and training process for someone starting

with the company.

EXERCISE: Review the training packet for future leaders with a promoting leader and
familiarize yourself with the structure and contents.

EXERCISE: Practice explaining the training packet’s material to another leader.

PAG E 1 5 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 The pessimist complains about the wind. The optimist expects it to change. The
leader adjusts the sails. — John Maxwell

MODULE 5
OBJECTIVE: To develop your ability to present information in group settings and be
comfortable in a leadership role.

Learn the basics of public speaking in small group settings.

EXERCISE: Teach all sales theories in the training manual in front of an experienced
leader for practice

EXERCISE: Create two high-roller speeches and practice doing them in front of another
leader in the office.

EXERCISE: Create two impacts and practice doing then in front of another leader in
the office.

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 Chapter 1
GOAL SETTING,
PLANNING, & TIME
MANAGEMENT

CHAPTER WHY: The overall goal of this chapter is to learn

how to properly set goals, plan effectively to accomplish
them, and mange time wisely for better productivity. You
will learn the basic concepts behind goal setting, identify
your own motives and purpose behind your goals and
will come up with an effective short-term plan to get you
on the right track in moving towards your larger more
meaningful life goals.

CHAPTER OBJECTIVE: To learn how to properly think

about and set meaningful targets and goals.

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 MODULE 1
OBJECTIVE: Set new goals to progress within the leadership role.

Learn the basics of goal setting.

DEFINITION — The act of selecting a target or objective you wish to achieve.

Why Do it?
Having goals for things we want to do and working towards them is an important part of
life. The path towards our goals may not always run smoothly or be easy, but having goals
is part of what makes life great. It gives us a sense of meaning and purpose, points us in
the direction we want to go and contributes to our overall happiness.

EXERCISE: Write a list of all the things you want to have or accomplish in your dream life.

Rewards vs. Costs

Coming up with a list of things we want to achieve or have is the easy part. The challenge
is not in determining if you want the result, everyone wants to be successful, but if you are
willing to accept the sacrifices required to achieve your goal. Do you want to put in the
effort required and the process that comes before the exciting and glamorous outcome?

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 EXERCISE: Write out the costs, time, energy or resources needed to accomplish your goals.

Goals Determine Your Direction, Actions Determine Your Progress

Imagine a small row boat. Your goals are like the rudder of the boat. They set the
direction and determine where you go. If you commit to one goal, then the rudder stays
put and you continue moving forward. If you flip-flop between goals, then the rudder
moves all around and it is easy to find yourself rowing in circles. However, there is
another part of the boat that is more important than the rudder: The oars. If the rudder is
your goal, then the oars are your actions and process for achieving it. While the rudder
determines your direction, it is the oars that determine your progress. You’ll never get
anywhere just by holding a rudder, you have to row.

COSTS

TIME

E N E R GY

RESOURCES

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 EXERCISE: Write out the actions or steps needed to lead you to accomplishing your goals.

1.

2.

3.

4.

5.
How To Set A Goal
First consider what you want to achieve, and then commit to it. Set SMART

(Specific, Measurable, Attainable, Relevant, Time Bound) goals that motivate you and write
them down to make them feel tangible. Then plan the steps you must take to realize your
goal, and cross each one off as you continue to accomplish them.

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 SMART GOAL WORKSHEET
TODAY’S DATE: TARGET DATE:

START DATE: DATE ACHIEVED:

GOAL:

Verify that your goal is SMART SPECIFIC: What exactly will you accomplish?

MEASURABLE: How will you know when you have reached this goal?

ACHIEVABLE: Is achieving this goal realistic with effort and commitment? Have you got
the resources to achieve this goal? If not, how will you get them?

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 SMART GOAL WORKSHEET (CONTINUED)
RELEVANT: Why is this goal significant to your life?

TIMELY: When will you achieve this goal?

This goal is important because:

The benefits of achieving this goal will be:

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 SMART GOAL WORKSHEET (CONTINUED)
Take Action!

Potential Obstacles: Potential Solutions:

Who are the people you will ask to help you?

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 SMART GOAL WORKSHEET (CONTINUED)
Specific Action Steps:
What steps need to be taken to get you to your goal?

What?

Expected Completion Date Completed Date

What?

Expected Completion Date Completed Date

What?

Expected Completion Date Completed Date

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 ABC GOALS FRAMEWORK:

Things you know how to achieve. You have done it

before. Sticking to such goals will not improve your life.
Don’t expect different results.

Something you have never done before but you wouldn’t

struggle achieving them. It’s not beyond your realistic
expectations. Better than A-goals, still not good enough
for extraordinary changes in your life.

Fantasies that scare and excite you at the same

time. Absolutely unrealistic. Going for these goals
is scary. You have no idea how to achieve them. The
most successful people on the planet choose such
goals. They don’t care, it’s not clear how to get there.
They want it badly. They persist. They achieve. And
the whole process saturates their lives with passion,
enthusiasm, and happiness. Go for big goals in life.

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 MODULE 2
OBJECTIVE: Set new goals to progress within the leadership role.

Start with your WHY.

What is your purpose, your cause, your belief? Your WHY is your reason behind your
goals. Your WHY is why you and anyone should care. People don’t follow WHAT you do,
they follow WHY you do it.

EXERCISE: Complete the WHY worksheet.

U N D E R S TA N D I N G YO U R W H Y

What is important to you about getting promoted and running your own business?

Why is it important for you to ?

Why is it important for you to ?

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 Why is it important for you to ?

Why is it important for you to ?

Why is it important for you to ?

Why is it important for you to ?

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 MODULE 3
OBJECTIVE: Set new goals to progress within the leadership role.

Establish a short-term target.

The fastest way to eat an elephant is one bite at a time. The same holds true for goal
setting. Begin with the end in mind and work backwards. What are the smaller steps
needed for you to focus on and accomplish now, in order for you to reach your bigger
goals centered around achieving the things you passionately desire?

EXERCISE: Go through 6-week plan and weekly goal sheet with leader and manager.

6 WEEK GOAL SETTING ADJUSTMENT RESULTS

GOAL: GOAL:
(Target Date) (Target Date)

GOAL: GOAL:
(Target Date) (Target Date)

GOAL: GOAL:
(Target Date) (Target Date)

ACTIONS SELF DEVELOPMENT

•Consistently ring the bell 1:1s:

•New Start SOLO
•2 round Interview
•Train New Start Books:
•Train Leader (How to train / interview)
•Leader Train / Interview

New Subjects:

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 MODULE 4
OBJECTIVE: Set new goals to progress within the leadership role.

Learn the Franklin Covey Planning System.

Have you ever found that success in one area of your life comes at the expense of another
area? If so, you may be feeling out of balance or even guilty. Or maybe you’ve neglected
a role so long that it’s caused severe relationship damage. Almost everyone is challenged
by balancing all the critical and important roles they play.

EXERCISE: Identify Your Roles.

Choose the most important roles you play at work and home (father/mother, son/
daughter, boyfriend/girlfriend, leader, sales rep executive, volunteer, etc). Focus on no
more than 5-7 roles at any given time—the only thing that comes from working on too
many at once is mediocrity and frustration.

Determine Your Contribution in Each Role

Try not to think of your roles in terms of “to-do” lists. Roles are never just about what you
do, but are ways through which you express who you are. If a critic were to write a review
of your performance, how would they describe your character? Would your actions align
with your values? Become your own critic and write a statement for each role describing
how you want to be in that role and the contribution you want to make. For example;

PARENT: I will create a place of unconditional love so my kids can express their full potential.

LEADER: I will develop and prepare our company’s next generation of leaders.

SALES REP: I will be the person others come to when they want to learn how to get results
done right.

FRIEND: I will listen patiently without judgment, be supportive, and forgive when needed.

When you take a regular inventory of your roles to ensure you’re focused and that you’re
making progress toward a meaningful contribution in each one, you will be rewarded with
a greater sense of balance, purpose and fulfillment—and your relationships will strengthen
as a result.

EXERCISE: Buy Franklin Covey Planner and plan your weekly compass.

EXERCISE: Plan your weekly compass – Roles & Goals

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 MODULE 5
OBJECTIVE: Set new goals to progress within the leadership role.

Understand the Time Matrix.

Before you can use your time effectively, it is essential to define what constitutes an
effective use of time. You spend each minute of each day doing something, whether it’s
advancing your career, strengthening your relationships, or getting caught up in the latest
game app craze.

Stephen R. Covey provided an excellent framework for categorizing how you spend your
time: the Time Matrix.

URGENT NOT URGENT

Quadrant 1 — “Necessity” Quadrant 2 — “Quality &

Your Key Action — “Manage” Personal Leadership”
Your Key Action — “Focus”
COMMON ACTIVITIES
IMPORTANT

COMMON ACTIVITIES
• Crises
• Deadline-driven activities • Preparation and planning
• Medical emergencies • Values clarification
• Other “true” emergencies • Empowerment
• Pressing problems • Relationship-building
• Last minute operations • True recreation

Quadrant 3 — “Deception” Quadrant 4 — “Waste”

Your Key Action — “Use Caution Your Key Action — “Avoid”
NOT IMPORTANT

or Avoid”
COMMON ACTIVITIES
COMMON ACTIVITIES
• Escapist Activities
• Meeting other people’s priorities • Mindless tv-watching
and expectations • Busywork
• Frequent Interruptions • Junk mail
• Most emails, some calls • Some emails
• Urgency masquerading as importance • Some calls

Adopted from Stephen Covey’s “First Things First” — Covey Leadership Center, Inc. ©2003

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 Often, our sense of what is urgent depends on how we feel, while our sense of what is truly
important depends on how well we’ve thought out our values and planned accordingly.
The end goal is to live as much of your life as possible in Quadrant II, where you spend
your days on personally important tasks without stressful urgency. Spending time in this
quadrant takes the most personal preparation and thought, including defining your
values, planning your day, and responding effectively to interruptions and distractions.

The key to achieving a Quadrant II life is to act, rather than react. This is the main purpose
of the Franklin Planning system. Your planner is a distraction-free tool that gives you
space to plan out how you’re going to act before the world throws its urgency at you. It’s a
window to life outside the next 24 hours, where life-changing goals, from fitness to getting
promoted to love itself, happen with consistent effort..

EXERCISE: Take some time to review your daily activities and categorize them in these
four quadrants.

Are you making progress in Quadrant II? How many of your activities help you feel busy
without having any real importance? Are you stuck in the III – I – IV cycle, where interruption
leads to crisis leads to crash?

Once you have your list laid out, you can see where your life needs to change to align
more fully with your values. You can identify how to minimize the time you spend
responding to Quadrant III and stay ahead in your important activities, keeping them out
of Quadrant I. And as your life changes, you’ll discover that the cost of leaving Quadrant IV
for Quadrant II is such a small price to pay for the results you achieve.

URGENT NOT URGENT

IMPORTANT
NOT IMPORTANT

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 Understanding 3 Segments of Your Day

OBJECTIVE: Understand how to fill in your most important roles and activities around
field schedule.

Part of planning is knowing when to complete certain activities and doing the most
important things first, and at the right time. Below is an example of how to schedule
certain activities during your day.

MORNING (BEFORE LEADERS MEETING):

• Get gas
• Plan territory
• Customer follow up (Pre/Post install calls)
• 1:1’s
• Errands or important personal matters (Residential or Retail campaigns)

AFTERNOON (DURING FIELD):

• Check in with team

• Break down LOAs between loops
• Train a new start or retrain an under-performing leader

EVENING (AFTER FIELD):

• Charge tablet
• Break down new starts day
• Relationship building (Crew nights, team night, get a life/date night)
• To do list for next day
• Errands (B2B campaign or Res/Retail if you have time)

EXERCISE: Go through your planner/schedule with your leader or manager and review
your roles and most important to-do items and determine when you are going to get
them done.

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 MODULE 6
OBJECTIVE: Get better with how you spend your time with people.

Determine the Who, What and Why behind planning and setting up
effective 1:1’s.

WHO: Someone who is in the position you want to be or is getting the desired results you
are looking for consistently based on the system.

WHAT: There are some example below on topics.

WHY: Growth is power. You can’t help anyone else grow unless you’re constantly growing.

Example Topics:

SALES: INTERVIEWING:

• Taking control • Building CPR throughout interview

• Rehashing • How to deeper question
• How to KISS it • Different interview types and red flags
• Using impulse factors (F.U.J.I.) • Reviewing a resume
• 3-point close • Setting expectations throughout
the interviews
• Practicing presentation
• Closing questions

TRAINING: GENERAL:

• Day 1-5 • Budgeting

• Different personalities • Becoming a top leader
• Setting team standards • Office responsibilities
• How to replace yourself • Vision / big picture
• Working with advance future leaders • Setting SMART goals
• How to break down a day properly • Accountability buddy

EXERCISE: Set up at least five 1:1’s this week to learn and grow in a specific skill-set
or mindset.

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 Chapter 2
INTERVIEWING

CHAPTER WHY: Progression through the business is

done by providing opportunity to others through crew
building. To be an effective leader, a person needs to be
an effective interviewer.

CHAPTER OBJECTIVE: To learn how to be a great

interviewer and recruiter to provide the most opportunity
to the most people.

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 Interviewing is tough, especially
if you don’t know what you’re
looking for.

Charlene Yi

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 MODULE 1
OBJECTIVE: Understand the WHY behind the interview and set expectations.

Become familiar with the interview structure. Understand how

the conversation is set up and be able to effectively incorporate
personality to make it your own.

EXERCISE: Review the interview script with a leader, break it down to sections to make it
simpler to memorize.

EXERCISE: Cover the goal, why and objective for the interview. Cover the importance of
interviewing, and the desired outcomes of effective recruiting.

EXERCISE: Shadow an interview with another leader.

EXERCISE: With a leader or manager, write out your personal story:

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 EXERCISE: Cover the format and discuss what makes a good or bad personal story with
a leader.

Learn to set expectations with the interview.

EXERCISE: Effectively greet and introduce yourself to candidate (cover taking control).
Be able to explain everything that will be covered in the interview to a candidate.

TIP: Role-play the introduction and expectations with a leader before

greeting an interview in real time.

PAG E 3 7 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 2
OBJECTIVE: Going over personal story / Obtaining hot-spots through questioning.

Go over qualifying questions.

EXERCISE: Discuss what makes great qualifying questions. Why do you want to be a part
of our team? What are your goals? Etc.

Understand the importance of asking questions/what questions to ask.

EXERCISE: Get to know the interviewee personally. Build a relationship through

the interview.

Go over how to properly read a resume.

EXERCISE: Use an example resume to look for green and red flags that could potentially
come up in the interview.

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 MODULE 3
OBJECTIVE: Learn how to effectively explain what we do.

Form good habits — proactive language and how to speak with

confidence. The leader is conducting the interview, not the
interviewee. Take and maintain control throughout the conversation.

EXERCISE: Say “we” instead of “you.” Discuss doubt words that can negatively affect
the interview.

EXERCISE: Practice indifference throughout the interview. Not to get overly excited
about a candidate and maintain consistent attitude through the interview.

Learn how to explain why we are working with certain companies.

EXERCISE: Explain why direct marketing sales model is effective and breakdown the
clients that we work with.

EXERCISE: Shadow a second interview to observe this explanation.

PAG E 3 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 4
OBJECTIVE: Effectively explain the opportunity for advancement in the company.

Paint a clear picture in the presentation.

EXERCISE: Write out and explain the CDC or MTP.

TIP: Keep it simple, to the point. People that keep things simple always
generate the best results.
TIP: Focus on speaking with a clear and concise message.

Tailor your interview to the candidate’s hot-spots.

EXERCISE: See if a candidate’s goals are align with the company’s goals. Talk to
manager about company goals and vision.

TIP: It is important for the interviewer to find what the candidate is

looking for. Understand the interviewees motivators. Are they looking for
opportunity, money, work environment etc.

Learn how to talk with conviction.

EXERCISE: Have another leader inspect voice tonality and body language while doing a
mock-interview to understand what you look like as an interviewer to the interviewee.

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 Go over the recruiting funnel below. Understand where holes in the
funnel can occur, and how they can be corrected.

How many responses from ads?

How many do you contact
from responses?

ADS

tha
n
PRELIMS
o less ntion
n ete elf
ect r rs
Exp 80% you
from
SECONDS How many prelims are booked?
How many show up?

How many are invited back?

How many show up?
FINALS How many are invited back?
How many do you offer position?

NEW STARTS 50%

ap law
plie
s

How many show up for 1st day?

How many make it through training?
SOLO ©Dazz Media
How many get out on their own?

New Leader!

PAG E 4 1 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 5
OBJECTIVE: Challenge the candidate / build impulse in the close and rehash of the interview.

Understand how to effectively deeper question a candidate .

EXERCISE: Review the great interview questions below.

• What interests you most about • What is the title of the most recent
this job? book you have read?

• What is the one word that • Tell me about the hardest decision
describes you best? you have ever had to make.

• What is most important to you in • Tell me about a time when you

your job? had too many things to do and
you had to prioritize your tasks.
• Tell me about a situation in which
you faced an ethical conflict. • Give me an example of a time
when you had to make a split
• How do you spend your spare time? second decision.

• Tell me about how you persuade • Describe a situation where you

people to accept your point of view. had to request assistance on a
project or assignment.
• Describe a time when you
managed a project or people. • How do you think you can add
value to our company?
• What did you like or dislike about
your previous job? • What would you look to
accomplish in your first 90 days on
• Give me an example of a time the job?
when you took initiative to get
things done. • Tell me about a time when
you went above and beyond
• Are your grades a good indication the requirements for a project
of your ability? or assignment.

• What sets you apart from other • Who is your mentor?

qualified candidates?
• How would you describe your
• Tell me about the biggest risk you personal work style?
have taken in your life.
• Tell me about a time when you had
• What are the most important an unexpected event that required
rewards you expect in your career? you to change your priorities.

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 • Give me an example of a time • How did you learn about your
when you had to motivate yourself. company’s products and services?

• Give me an example of a time • What did you do in your last

when you had to motivate position to help create a positive
someone else. team environment?

• What criteria are you using to • Tell me about the most significant
evaluate potential employers? written report or presentation that
you’ve completed.
• Are you interviewing with other
employers? Which ones? • Describe the most difficult coworker
you’ve worked with and tell me how
• Have you ever been fired from a you dealt with him or her.
job or asked to resign?
• What other positions are you
• Do you prefer to work for large or considering?
small employers?
• How do you decide which
• What have you done to improve employers and positions to pursue
yourself in the past year? and interview?

• What new competencies or skills • Do you do any volunteering in

have you recently developed? your spare time?

• Do you prefer a structured or • Tell me about a time when you had

unstructured work environment? to follow a decision with which you
did not agree.
• How did you find out about this job?
• Are you able to multitask on several
• Describe a typical work day for you. assignments at the same time?

• Why are you applying for a job in a • What has been your biggest
field outside your current career or professional disappointment
college major? or letdown?

• What type of decisions are the • Have you done any public speaking?
most difficult for you to make?
• Have you ever quit a job? Why?
• Give me an example of a time
when you failed to meet a deadline.

TIP: It is important for the interviewer to find what the candidate is

looking for. Understand the interviewees motivators. Are they looking for
opportunity, money, work environment etc.

PAG E 4 3 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Explain company culture. Look for queues if the candidate’s personality will
make them an asset to the team.

EXERCISE: Explain the work environment. Think about how you perceive it and how
you can effectively show it through demeanor.

EXERCISE: Using indifference/Fear of Loss. Effectively incorporate the factors of

impulse into the interview, draw comparisons with the system and the interview.

EXERCISE: Learn overturning objections/answering questions.

PAG E 4 4 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Chapter 3
DAY 1 - 5
TRAINING

CHAPTER WHY: Training someone in our company is

a privilege! As a leader at any level, you should take all
opportunities to develop your skill sets regardless of your
current situation. The best trainers are the ones that will
be promoted next to assistant manager.

CHAPTER OBJECTIVE: To think about and approach

training others in a systematic way in conjunction with a
new hires training packet and feel confident to take on
the task!

PAG E 4 5 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 In learning you will teach, and in
teaching you will learn.

Phil Collins

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 For the things we have to learn before we can do them, we learn by doing them. — Aristotle

MODULE 1
OBJECTIVE: Feel Confident! In order to be successful early on in someone’s career here,
individuals need to be confident in our systems.

Learn conversations and actions that will ensure an individual

knows what to expect during training, what we expect of them, and
what a great working model looks like.

EXERCISE: Review with your leader who will be training you.

EXERCISE: Explain the LOAs and “Mastering the Loop Systems”.

EXERCISE: Be able to explain and evaluate different types of days in the field and why
each occur from a systematic perspective.

• A Day — Close early

• B Day — Close late
• C Day — Close both early and late
• D Day — No sales

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 Understand and have effective Day-One Conversations.

EXERCISE: Explain the 10/80/10 Rule in your own words (see below for an example).

•10% People who say “No”

•80% People who say “Maybe”; PITCH ALL OF THESE PEOPLE
•10% People who say “Yes”

EXERCISE: Practice the coach vs cheerleader conversation.

TIP: Clearly articulate the difference in coaching styles.

TIP: Articulate how a coach will get someone to their goals faster.
TIP: Don’t forget that Relationships are based on facts and not emotions.
We want you to hit your goals.

EXERCISE: Practice explaining who the training for the new hire is most important to.

TIP: Training is ALWAYS the most important to the new guy.

EXERCISE: Mock the conversations during 24- or 48-Hour Rule.

TIP: Don’t forget to cover topics such as break even, goals, training
expectations and most importantly begin to build a relationship and the
emotional bank account.
TIP: Do not have inappropriate conversations or engage in
unprofessional activities.
TIP: Avoid talking about topics such as political affiliations, marital status,
sexual orientation, etc.

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 Imitation is the sincerest form of flattery. — Charles Caleb Colton

MODULE 2
OBJECTIVE: Understand how to effectively train someone- It does not matter what conversations
or results you get if you cannot REPLICATE those results!

Explain the importance of Keeping It Short and Simple… and duplicable.

EXERCISE: Practice role playing on how you would explain the field, sales, training, and daily
habits to a new person.

EXERCISE: Look back over your previous day’s LOAs in the field and assess if someone training
with you would answer “YES” to the question: “Could you do everything that I just did with the
proper training? Why or why not?

EXERCISE: Break down your LOAs and focus on properly explaining your actions to a trainee.

Show great habits and explain their significance to a trainee.

EXERCISE: Explain why the following topics are important.

• Having professionalism (this is a career, not a hang out)

• Having a quick lunch
• Getting gas before the office, not while on the way to the field

PAG E 4 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 The way we communicate with others and with ourselves ultimately determines the
quality of our lives. — Tony Robbins

MODULE 3
OBJECTIVE: Build a solid relationship with others. A great team is built on having open
communication. An exceptional leader will understand how to build relationships based
on the different situational and behavioral approaches. Being able to adapt to different
coaching styles will allow for more thorough fine-tuned approaches. If a leader can
communicate effectively with a future leader, it will help their transparency in the field as
well. This will help them understand the ease of the field and specifically why customer
interactions happen the way they do.

Coach by the numbers — Using facts takes the emotions out of the field.

EXERCISE: Demonstrate how to use the dispositions tool or tally counter and why they
are important.

TIP: Tracking the numbers shows a replicate system.

TIP: Understanding the progression from your LOAs lets them truly see how
easy and mathematically sound the system is. Establishing credibility will
foster trust in the process as well as the relationship.

Understand D1-D4/S1-S4 (Situational Leadership Model).

EXERCISE: Review different scenarios with your leader and manager to identify the
developmental stages.

EXERCISE: Construct a coaching plan using the corresponding situational

leadership approach.

TIP: Situational Leadership helps others understand the behavioral

measure that need to be taken depending on the situation being faced.

Build an Emotional Bank Account.

A strong emotional bank account will allow the person to feel secure in your abilities
which will make them secure in their own abilities. This relationship can only truly
be established outside of a work environment where you will be able to have better
conversations with a person.

TIP: Have fun in the field! Teach them how to have fun, not just exchanging
meaningless conversation. Teach them how to think about the field.
TIP: Have fun with the customers too!

EXERCISE: Hang out with someone in the company for less than two weeks outside of
the office and find out three fun facts about them.

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 When everyone is included, everyone wins. — Jesse Jackson

MODULE 4
OBJECTIVE: To gain the ability to train different types of people- when growing a team, it
is very unlikely that you will hire someone that is exactly like you. In order to build a massive
team, and eventually a massive organization, you need to be able to train and develop all
types of people.

Be able to address issues when training.

EXERCISE: Discuss examples of your experiences with the following:

• Challenges and excuses you may face and how you address them.
• The importance of being optimistic and solution oriented.
• Using each of the 8 Great Work Habits.
• Challenging negative perspectives.

• “Complainers” — Concerns vs Complaints

• Lack of Engagement / Overly Nervous
• Resistance to coaching
• Reinventing the wheel — not systematic
• Skeptical of our systems
• Lack of outside support
• Low energy / not enthusiastic

PAG E 5 1 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 When you have confidence, you can have a lot of fun. And when you have fun, you
can do amazing things. — Joe Namath

MODULE 5
OBJECTIVE: Build Confidence in others- When hiring someone on your team your intention
should be to double the results your team has previously generated. On top of mastering
the 4s, 5s, and 8s here are some situations to consider preparing your future leader for that
may hinder their ability to get results if not covered.

Be solution-oriented (Ex: tablet issues, call center issues).

EXERCISE: Write a list of all potential issues you could encounter in the field and what
solutions you would have to overcome them.

Provide the three things someone needs to grow — Money,

Knowledge, Relationships.

EXERCISE: Conduct at least three 1:1s where you are either talking about your finances,
teaching someone a new skill, or hanging out outside of work

Have proper field-training habits.

EXERCISE: Review with a leader and Practice:

• Conversations that you had with a customer. For example: objections (early, late
and how to overturn them), customer hot-spots/pain points, etc.
• The use of Dispositions / Tally Counters
• How to utilize all time in between customers to TEACH and TRAIN (KISS it to
teach sense of urgency)

EXERCISE: Spend a day in the field with a leader and do a “mock training” day. After
each customer interaction, explain to the leader what happened, why it happened, and
how you would improve in those areas the next time.

Be accountable for your actions.

EXERCISE: Breakdown your numbers with a new guy and explain WHY you got
your results and how you will improve them.

TIP: Whatever the outcome was, MY actions got us that result! Regardless if
the result is good or bad.

Balance great training and high performance.

EXERCISE: Go to the field with a new hire, your goal is to be on gong AND the trainee
get on gong.

TIP: When training, it is not a sacrifice- BOTH people can get great results!
TIP: Have the same actions in the field- whether someone is there with you
or not.

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 A conversation is so much more than words: a conversation is eyes, smiles, and the
silence between words. — Annika Thor

MODULE 6
OBJECTIVE: Get comfortable with the five critical conversations. These are conversations
that you will have with every new start on your team. They are CRITICAL because it can be
a tipping point in their training. Our job is to make sure we tip the scales in their favor by
having great, preemptive conversations and setting proper expectations.

Understand the importance of specific conversations as they relate

to someone learning our business.

EXERCISE: Review the 5 crucial conversations

• Day 1 With Manager Before Field (If there is evening atmosphere AFTER the
field is crucial).

• Manager sets proper expectations. Be in the room while the convo is

happening to be on the same page

• Day 1/2 Post Field 48 Hour Rule

• Cover topics like goal, break-even and training

• First Great Day

• Gong or beyond

• Action: First Tough Day

• The new guys rolled, or they could be in training and saw a zero.

• First Day Solo

EXERCISE: Explain the 5 crucial conversations in your own words.

TIP: The only way to get comfortable with these conversations is to

practice- so sit down with top leaders and role play each conversation!

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 Chapter 4
PUBLIC SPEAKING

CHAPTER WHY: This chapter will go over the importance

of public speaking and how to effectively present and
speak in front of a group.

CHAPTER OBJECTIVE: To be able to have effective

impact and high roller speeches and ability to run a
successful campaign.

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 There are three things to aim at
in public speaking: first, to get
into your subject, then to get your
subject into yourself, and lastly, to
get your subject into the heart of
your audience.

Alexander Gregg

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 There are only two ways to influence human behavior: you can manipulate it or you
can inspire it. — Simon Sinek

MODULE 1
OBJECTIVE: In order to be effective when it comes to public speaking you must always start
with the why. Why is public speaking important? Why is it effective? And why is it a crucial
skill to learn?

Learn the basics of public speaking, starting with Why, Impacts and
High Roller Speeches:

A common mistake for a new leader is they focus on the what. What they want to say. Maybe
a funny story or meeting they have heard, or just something they want to relate. But why not
focus on the Why or even the Who? Who is the audience and what do they need to hear?

EXERCISE: After that you can then dive into the actual topic. Again, starting with the
“Why”, then “How”, and finally the “What”

• The Why

• What is the goal?

• Who is the audience?
• Why is this topic important?

• The How

• How can you effectively get your point across?

• What is your platform?

• Campaign, Workshops, Hang-back, and morning meetings.

• How do you get those opportunities?

• How do you connect the material to the why?

• The What?

• What is the content?

• What is the purpose of the content?
• How does it effectively get the point across?

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 Learn Impacts for high roller speeches.

EXERCISE: Come up with or name an impact.

TIP: W Impacts are focused on teaching new people an aspect of the

system (4’s, 5’s, 8’s etc.) That they need to work on. If you pitched with 3
new people in the morning and they all begged you to sign up, you will
probably run an impact on indifference. Even if there is only one new
person, the impact is always focused on what they need to learn.
TIP: The 4s, 5s, 8s, LOAs, KISS, and SEE are always good topics of an impact.
TIP: Avoid Posi-negs (I.E. it rained all day, but we kept our attitude and
stayed out late and closed)
TIP: Make it interesting. An impact is not an extended version of a high roller
speech, it is intended to grab the listener’s attention and hold it. Getting your
audience involved or relating something happening in the world to what you
are talking about are great ways to get everyone involved.
TIP: Your impact should be 2-4 minutes in length.

EXERCISE: Applying The Three E’s

• ENTERTAIN: Have fun, Excitement is contagious, what you bring, you will get back.
• EDUCATE: Use illustrations, all the senses (but not distracting)
• EMPOWER: Keep Momentum moving UP!

• (90% of successful changes are made by momentum rather than asking

for changes.)
• Create a Climate to produce leaders (Water boils at 212 F, not 211 F)

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 Understand how to do an Impact and High Roller speech.

EXERCISE: Review the below sample impact:

• So, let’s talk about being prepared.

I went into the Dr.’s office this weekend because I thought I might be allergic to
the new laundry detergent I am using. The Dr. walked into the room and started
asking me questions about my health. Then he looked down at his clipboard and
realized that he didn’t have the sheet where he checked off the boxes of what
I had and what I didn’t. He spent 5 minutes searching the room for that sheet.
Then he finally sat down, he realized he didn’t have a pen. So, he spent another
five minutes searching for a pen.

Then he started asking me weird questions about my varicose veins and whether
or not I was taking my iron supplements. When I told him, I was only 23 and
nowhere near to having varicose veins he realized he was looking at the wrong
patient file. Then he had to run out of the room to find it. When he came back, he
said the little red bumps on my arm meant I have chronic migraines. He told me
to take some Tylenol and call him back.

I am not a doctor, but I know that my head didn’t hurt at all and that he probably
should have spent more time in medical school. Be prepared, no one wants to
wait 5 minutes while you dig for a pen or look for some paperwork. Knowing
your product knowledge is also a part of being prepared. Know your product or
service like the back of your hand and it will get you on the bell and beyond.

PAG E 5 8 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Format of your High Roller Speech using the example below for a model:

• “What was working for me yesterday was, Jones Effect. (Explanation) I was
letting one of my customers know that Mary Smith reserved her install date for
this Wed. My customer signed up just because I mentioned her neighbor’s name.”

So, use Jones Effect and I’ll see you on the ball.

My Short term goals are ___________. My long term goals are ___________. “

• Tips for High Roller Speeches:

1. Be Prepared
Prepare your speech the night before. If you are on the ball, you know you
will be asked to speak the next day. Do not ramble on, stick to one topic
and use that one only.

2. Keep it Short and Simple

Focus on one, and only one of the 4s, 5s, and 8s.

3. Avoid Posi-negs
Discuss positives only. Don’t talk about maintaining a positive attitude in
your high roller speech because it turns out being a Posi-neg.

4. Introduce the Topic

Example: “What worked for me yesterday was Jones Effect”. Then give a
specific example of how it worked for you.

5. Have your Short & Long-Term Goals Prepared

After your high roller speech tell the office you’re short and long-term
goals. Have these prepared. Goals like “cleaning your car” are not
motivating — don’t use them.

6. Let Your New Guy Talk

If they are in training, let them introduce the topic. Ease them into it, but
make sure that you go over it with them before they give it.

PAG E 5 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 The role of a leader is not to come up with all the great ideas. The role of a leader is to
create an environment in which great ideas can happen. — Simon Sinek

MODULE 2
OBJECTIVE: To be able to effectively run Hang-Back.

To be able to effectively run Hang-Back.

EXERCISE: Review the training breakdown for each day of the week.

• Day 1
Set up a meeting with your leader on hang-back (or another top leader in the
office) to cover:

• Do’s & don’t s of hang-Back.

• Learn Hang-back / Lobby training binder.
• How to effectively use Hang-back binder.
• Developing mentality with new representatives — the why & how.
• Have a plan and focus / Be prepared.

• Day 2
Set up a meeting with your leader (or another top leader in the office) to cover:

• Shadowing Hang-Back. “I DO STAGE”

• Show how to keep a room engaged.
• What materials to go over depending on the room. “WHAT PAGE IN BINDER”

• Day 3
Set up a meeting with your leader (or another top leader in the office) to cover:

• How to explain how to paint the picture with trainees.

• Breaking down numbers in a Hang-back with trainees — why & how.
• How to properly teach theories.
• Shadow Hang-back

• Day 4
Set up a meeting with your leader (or another top leader in the office) to cover:

• Co-op teach Hang-Back. “WE DO STAGE”

• Have the new leader and leader teach together.
• Use Hang-back binder.

• Day 5
Set expectations that the new leader will be teaching Hang-back while you shadow.
They teach back “YOU DO STAGE”

• Have them use Hang-back binder.

• Have them teach.
• Set up 1 on 1 after to give them feedback.

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 MODULE 3
OBJECTIVE: To be able to effectively run Campaign.

Be able to communicate to the office the focus for the day.

Campaign is an office meeting to discuss the learning material for the week based on what
the office needs. To be prepared for running a great campaign, one needs to go over the
numbers of the office from the previous week so that the campaign can focus and highlight
a topic that the office needs to improve on. Also, a campaign is the best opportunity to get
in front of the room and have the most influence on the office, especially the future leaders.

When coming up with a campaign idea, meet with promoting leaders to discuss how to
effectively communicate it. This is important because when you present in front of the room
you want to prepare the best content and teach it correctly. The campaign topic will tie in
directly with the numbers from last week. Expectations should be set that educating the
future leaders is the main priority of campaign. Therefore, experienced leaders should let
future leaders have the chance to speak or guide them to participate. Campaign should
consist of the following components:

EXERCISE: Come up with an effective campaign to run.

TIP: Theme of the week —why? Fun and engaging, gets future leaders
excited and teach:
• Topic from the system — 4s, 5s, 8s, buying signs, objections,
tablet/packages, etc.

TIP: Office announcements — why? So, everyone is on the same page.

•Housekeeping — clean office space
• Recruiting — clean car to take interviewees, interview locations

TIP: Office Goals for the week — why? Compare to last week, always coach
by numbers to understand where we can improve.
• Time in the field, production, LOAs, etc.

TIP: Client info — why? Speed to market, we are the experts!

• New promotions
• Product updates

TIP: Drill — why? Teaching a skill, we can help develop for the whole office
to improve.
• SEE factors, speed pitch, hot spots / pain points, etc.
• Game — applying the skill & raising energy
• (The idea is not only to raise the energy but to also sharpen skills
that can be applied immediately).

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 EXERCISE: Understand how to plan a campaign.

• At the end of work week (Sunday), go over the numbers of the office from the
previous week. Meet with your manager to discuss what must be worked on.

• Create topic (Example: 5 steps to a conversation).

• Plan a focus each day.

• Example: Mon - intro, SEE factors, ice breakers; Tues - questioning; Wed -
presentation, hot spots/paint points; Thurs - close, ABC; Friday - rehash, referrals

• Drill
• 5 minutes of teaching a skill.
• Example: Monday - SEE factor Olympics
• Applying the skill taught.

• Create a theme!
• Be fun! This is your chance to tailor your message based on what your
passionate about.
• Example: Sports, Holidays, Game shows, Movies, Pop-culture, etc.

PAG E 6 2 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Use these Tips and Tricks to plan an effective campaign.

• Speak with intent.

• What: Have intention or purpose

• What: Intent comes from the confidence that you know what you’re speaking
about. It’s natural.
• Why: People believe people who believe.
• How: Match up with a top leader to discuss the chosen topic for the week
to get as comfortable as possible before speaking.

• How: Intent comes with repeated repetition.

• How: i.e. Practice, Practice, Practice.
• Practice doing campaign with a top leader during a 1:1
• Prepare effectively (on the what, why, how, when), take the time to
learn what you don’t know.
• How: Understanding the theme (be knowledgeable) will help you get the
point across.

• Be energetic.
• What: showing or involving great activity.
• Why: Being on campaign means you’re the spark plug of the office, so
BRING THE ENERGY
• Why: Be your self, but bring a natural excitement and energy to
campaign to keep everyone engaged.
• How: Energy = excitement, voice volume, and voice tone.

• Giving the speech / meeting

• What: Your voice tone and volume, as well as keeping people engaged
• Why: By keeping the office engaged (with your S.E.E factors), your message
will be sounder. All the newer leaders and entry levels will learn.
• How: When speaking, ‘pull it from your chest’, i.e. speak outward so your
message is properly conveyed to the office .
• How: use fluctuations in your voice which allows you to keep everyone excited
and engaged throughout the lesson.
• How: Maintain S.E.E factors so the audience (primarily entry-levels/new
leaders) knows you’re staying engaged throughout.

• Bring passion
• What: Strong and barely controllable emotion
• Why: When you speak with passion, people listen
• How: Meet with your manager to see if you can do campaign on a part of the
system, you’re most passionate about
• How: Passion bleeds through when you speak with intent, and properly use
your voice (high volume, fluctuations for engagement, pausing)!

PAG E 6 3 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Use the training material below to plan campaign:

1. Office numbers from the previous week:

• What did the office do well?

• What does the office need to work on?

2. Come up with a theme (BE CREATIVE):

• How does it relate to the numbers?

3. Create a topic / focus to cover during campaign (based off the numbers).

MONDAY TOPIC TUESDAY TOPIC WEDNESDAY TOPIC

• How do we do it? • How do we do it? • How do we do it?

• Why is it important? • Why is it important? • Why is it important?
• When do we do it? • When do we do it? • When do we do it?

THURSDAY TOPIC FRIDAY TOPIC

• How do we do it? • How do we do it?

• Why is it important? • Why is it important?
• When do we do it? • When do we do it?

4. Come up with a game.

MONDAY GAME TUESDAY GAME WEDNESDAY GAME

• How does it relate? • How does it relate? • How does it relate?

THURSDAY GAME FRIDAY GAME

• How does it relate? • How does it relate?

PAG E 6 4 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 4
OBJECTIVE: To be able to run an effective morning meeting.

Understand how to deliver a focused message to the office to

reinforce the systematic ways of getting results.

EXERCISE: Prepare for the morning meeting.

TIP: Relaying a message to the office based on what they need to hear.
TIP: Where is the office? (Look at the Numbers, energy, peers).
TIP: What the office needs to hear? (Based off the numbers, results).
TIP: How can I as a leader make it relevant to current events or last week
events preparing us for the new week?

EXERCISE: Create a Morning Meeting Binder and include:

• Favorite meetings
• Manager meetings
• Conference calls
• This will come in handy when running your own office, so that you can
use this binder as a resource for where your office or even crew is at.

EXERCISE: Learn the format of a morning meeting.

• Example: Jennifer Lopez — Student mentality

What do we know about J. Lo: She’s an actress, a mom, dancer, singer, has
her own label, also a telecom company that focuses on cheaper plans for
minorities. J-Lo had a very successful acting career, her biggest breakthrough
with the movie Selena in 1997, however J-Lo wanted to be better at her musical
career unfortunately she was not so popular, and critics were not a big fan. Her
manager being new to the business had a great idea of partnering up with
JaRule for a full album with J-Lo breaking records worldwide and having a hit
song like “I’m real”.

J-Lo didn’t care how big she was in the industry or how popular she was, she
always kept a big student mentality to continue to achieve success in where she
had a passion, she wanted to a little bit of everything. That’s why she was able
to achieve everything she has achieved in life. It never mattered where she was
in life; she was receptive and open to listening to others, keeping a student
mentality. Meeting by: Jasiel Rodriguez

TIP: Before performing a meeting: Be aware of the office and what the
office needs. The Why behind this meeting is to be aware of the office
making sure everyone is using their time effectively by setting one on ones
and being receptive to feedback having a student mentality to learn from
top leaders and owners.

PAG E 6 5 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Go through the Public Speaking / Teaching Checklist

Create a Meeting Binder (minimum of ten meetings)

Teach the golden circle of Public speaking & Teaching

Write 5 High Roller speeches

Write 5 Impact meetings

Shadow hang-back

Shadow Campaign

Set up 4 one on ones with promoting leaders on hang-back and Campaign

Create in the worksheet a plan for campaign

Write out an Impact speech and perform it in front of the office

Create Leader of the week speech

Shadow 3 Workshops

Lead a workshop

Prepare your own morning meeting (using the golden circle)

Deliver a morning meeting in front of the office

PAG E 6 6 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Chapter 5
MONEY
MANAGEMENT

CHAPTER WHY: The amount of choices or options in life

often comes down to the financial situation we are in. Being
able to manage our money is a life-long focus and a skill that
needs to be developed. This section is organized to address,
in order of relative importance, topics concerning basic
money management, transitioning into wealth management.

Through learning, practicing, and continual usage of these

principals, leaders will have a guide to hold themselves
and others accountable with their money management. To
develop good habits and a healthy perspective concerning
financial matters, it is recommended that this document
should be reviewed individually, or with others, on a
weekly basis.

CHAPTER OBJECTIVE 1: To educate and build upon a

leader’s understanding of money management.

CHAPTER OBJECTIVE 2: To provide a framework for a

leader to train others in money management.

CHAPTER OBJECTIVE 3: To be more competent with our

personal financial situation and resources.

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 I love money. I love everything
about it. I bought some pretty
good stuff. Got me a $300 pair of
socks. Got a fur sink. An electric
dog polisher. A gasoline powered
turtleneck sweater. And, of course,
I bought some dumb stuff, too.

Steve Martin

PAG E 6 8 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Only 24% of millennial demonstrate basic financial literacy, according to a study from
the National Endowment for Financial Education. — Investedwallet.com,
Todd Kunsman, Dec 2018

MODULE 1
OBJECTIVE: Have conversations about money: understand the dynamics of conversations
concerning finances to have a beneficial impact on anyone (For more in-depth information
on conversations refer back to Week 3.

Consider your emotional bank account.

EXERCISE: Assess your relationship with someone to have, potentially, very personal
conversations revolving around money. Who will you be talking to?

EXERCISE: Review Week 3 and relate to having conversations around money /budgeting.

Explain the Why when talking to others about finances.

EXERCISE: In your own words, write down why a conversation about money is important.

TIP: If applicable, ask for permission to talk about finances.

Avoid judgment when talking about people’s financial situations

and avoid emotional coaching.

EXERCISE: List the areas concerning personal finance that you are uncomfortable with.

EXERCISE: What are some areas of personal finance that might elicit an emotional
response from others.

Have conversations in a private manner when possible.

EXERCISE: What are the factors to consider when thinking about where/when to have
conversations about money?

PAG E 6 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 44% of Americans don’t have enough cash to cover a $400 emergency. — Forbes,
Dani Pascarella, April 2018

MODULE 2
OBJECTIVE: Understand where your personal financial situation is at.

Get an idea of where your money is going.

EXERCISE: Do a general break even with fixed/variable expenditures (see below) and
start looking up specific expenditures that will be addressed in Day 4.

Take the totals of your fixed + variable expenses and divide the total by 4.

•This will be how much you need to make weekly $

Take the weekly money amount from above and divide that by 6.

•This will be how much you need to make daily $

Track all purchases to get exact break downs of real-world spending.

EXERCISE: Look back over your bank/credit card statements to see actual spending
habits. Any surprises?

Create money management structures.

EXERCISE: Research getting a bank account (if not already in possession of one).

TIP: Factor in the location of branches, monthly fees… anything else to consider?

PAG E 7 0 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 A Gallup poll found only about 1/3 of Americans (32%) maintain a household budget.
— Investedwallet.com, Todd Kunsman, Dec 2018

MODULE 3
OBJECTIVE: Understand where your money is going and to manage resources better.

Research apps in finance and automatic savings: Clarity Money, Mint,

Simplifi (by Quicken), Emma, etc...

EXERCISE: Assess Online finance apps. Would one of the apps work for you? Why?
Why not?

Research good behaviors: Online banking apps, having cash on

hand, keep receipts (envelope method), etc...

EXERCISE: Do you currently do any of the good habits?

EXERCISE: Do you have any bad habits?

EXERCISE: Did any good habits stand out to adopt?

TIP: Look up the app Evernote for a way to save receipts.

Connect with others to talk about money management.

EXERCISE: Schedule 1:1s with people that are “good” with their money: managers,
consultants, friends/family with accounting/finance/banking backgrounds, etc

EXERCISE: Talk about why this person qualified to talk about finances?

EXERCISE: Establish when will you talk to this person?

EXERCISE: Explain what you want to get out of the conversation?

Assign funds every week based on a paycheck:

EXERCISE: Break down your last paycheck and go over the specific areas the money
went towards.

TIP: Set aside money for fun! Come up with some meaningful goals and give
yourself a reasonable reward when they are hit:

PAG E 7 1 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Goals and Rewards

It’s important to reward yourself for hitting a goal. Goal setting makes you more successful,
but rewarding yourself for hitting those goals will make you more likely to achieve them and
to achieve them faster.

1. Treat yourself to a night out: eat out, go to the movies, have a beverage. Depending on
your financial situation, do one, two, or all three!

2. Pamper yourself: Go for a manicure or pedicure, get a massage, get a facial, or simply
have a “me” day at home.

3. Splurge on ONE thing you want: set your sights on a bigger ticket item that you will feel
good about working towards.

4. Let yourself upgrade every once in a while: Get Starbucks instead of making coffee at
home. Eat out instead of making your lunch. Go out for a drink instead of staying at home.

5 .Learn or do something new: Take cooking classes, take lessons and learn an instrument,
buy a new book, watch videos Online to learn. Get creative.

EXERCISE: List where money is being set aside for the larger monthly expenses.

PAG E 7 2 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 43% of Americans spend more than they receive each month and borrow and use
credit cards to finance the shortfall. — Investedwallet.com, Todd Kunsman, Dec 2018

MODULE 4
OBJECTIVE: Evaluate the reasons for your spending in the short-term; examine your daily
spending and budgeting habits.

Identify areas of personal spending: Starbucks, eating out,

smoking/drinking/vape, etc.

EXERCISE: Pull up your bank statements and categorize your spending habits.

EXERCISE: Any surprises? Find ways to cut expenses.

TIP: Can you buy groceries instead of eating out?

TIP: Can you make your coffee at home instead of going out any buying it?

Identify areas of professional spending: Buying a candidate lunch,

Gas, buying beverages for our team, hosting a crew night, etc.

EXERCISE: How much money is being spent for professional endeavors?

EXERCISE: Are you using your resources effectively?

Identify areas of Miscellaneous spending: Entertainment, Shopping, etc.

EXERCISE: What are the areas to cut “extra” spending out of your budget?

EXERCISE: Discuss if your miscellaneous spending habits are justifiable considering

your overall financial situation?

Evaluate spending and assign funds every week based on paycheck.

EXERCISE: For the previous check, re-examine where the money was spent.

EXERCISE: Did you spend your resources responsibly?

TIP: At the end of the field day, pull out the cash you made to understand the
value of the money you made.
TIP: paycheckcity.com provides resources for calculating the transition from the
gross on a paycheck to the net to help with budgeting.

Start a plan to save.

EXERCISE: Research apps to help with saving: Acorn, Digit, Chime, etc.- Does one work
for you? Why? Why not?

TIP: Use a budgeting system for needs, wants, and savings (see below for
an example).

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 Budgeting Suggestion

50/30/20 rule: A budgeting tool. States that we should spend 50% after tax on “essentials”
and the remaining amount spent on “wants” and “savings”.

•50% essentials: Rent, Food, insurance, utilities, etc

•30% wants: Discretionary spending- eating out, vacation, shopping, etc
•20% savings: emergency funds, bank savings, stocks, IRA’s, etc.

OBJECTIVE: Evaluate the reasons for your spending in the longer-term; examine your
monthly spending and budgeting habits.

Establish weekly saving habits to account for larger break-even

expenditures, I.E. Rent, car payments, loans, etc.

EXERCISE: How much of your weekly check needs to be set aside for larger
monthly expenses?

Research and create a plan for long-term investments.

EXERCISE: Research and define these investments: IRA’s, CD’s, mutual funds,
stocks, bonds. Anything else found in your research?

EXERCISE: Which of these investments makes the most sense for you now? Why?

EXERCISE: How much money can you set aside each week/month to go towards investments?

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 38% of U.S. households have credit card debt. — Forbes, Dani Pascarella, April 2018

MODULE 5
OBJECTIVE: Develop a money management mindset and create a foundation of beneficial
ways to think about money.

Make good decisions.

EXERCISE: Discuss what can you afford now? What are you building towards?

Educate yourself on the topic of money (see appendix for examples).

EXERCISE: Find a book you would be interested in reading:

EXERCISE: Find a book you would be interested in reading:

EXERCISE: Find a book you would be interested in reading:

EXERCISE: Find a book you would be interested in reading:

TIP: Look up some of the examples below to get the ball rolling:
• YouTube: Khan Academy
• Podcast: Why didn’t they teach me this in school?
• Books:
Rich Dad Poor Dad by Robert Kiyosaki & Sharon Lechter
Think and Grow Rich by Napoleon Hill
The Millionaire Next Door by Tomas Stanley & William Danko
The Richest Man in Babylon by George S. Clason

PAG E 7 5 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Understand and live the progressive compensation model / taking
advantage of a merit-based model (see appendix).

EXERCISE: What is the difference between the progressive and traditional compensation
model as it applies to you? Check your answers with the information below:

Traditional / Progressive Descriptions

Traditional Compensation
• Used to support traditional job hierarchies
• Focuses on duties and tasks
• Rigid in structure; not much room for variations
• Information only shared on a “need-to-know” basis

Progressive Compensation
• Structured based on company values and strategic objectives
• Focuses on employee contributions; used to motivate
• Agile enough to be updated with changing business needs
• Transparent; information is shared to clarify expectations

OBJECTIVE: Understand your situation as financial institutions see you; establish credit and
improve credit scores.

Find your credit score.

EXERCISE: Look up the major companies that report credit scores

TIP: Look up the app Credit Karma

EXERCISE: What are your scores?

Research the basics of how scores go up, and down:

Eliminating debt, Regular payments, not being late with payments, credit inquiries, taking on
too much credit, etc..

EXERCISE: Discuss how can you increase your personal credit score?

EXERCISE: How soon can you impact your score?

Research picking a credit card.

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 EXERCISE: What credit card would you qualify for? What are the annual interest
rates? Are there annual fees? What is the money back/rewards of the card?

TIP: Be responsible with you credit card! See below for additional tips:

• Pay off balances each month- don’t just pay the minimums.
• Use your credit card for needs, not wants.
• Don’t skip payments- pay regularly.
• Use as a budget tool- keep track of your spending on your statements.
• Use as rewards card- get money back and additional perks
based on your normal, responsible spending.
• Stay under 30% of your total credit limit- this keeps your credit
score high.

Manage your debt.

EXERCISE: List all of your debts.

EXERCISE: Prioritize which debts to pay off: considering interest, the amount to pay off.

EXERCISE: Do you have student loans and can you do anything about them? (See
below for more information about student loans).

PAG E 7 7 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 STUDENT LOANS
If you want to pay less interest:

Best repayment option: standard repayment.

On the standard student loan repayment plan, you make equal monthly payments for
10 years. If you can afford the standard plan, you’ll pay less in interest and pay off your
loans faster than you would on other federal repayment plans.

How to enroll in this plan: You are automatically placed in the standard plan when you
enter repayment.

If you want to pay less interest:

Best repayment option: income-driven repayment.

The government offers four income-driven repayment plans: income-based

repayment, income-contingent repayment, Pay As You Earn (PAYE) and Revised Pay
as You Earn (REPAYE). These options are best if your income is too low to afford the
standard payment.

Income-driven plans set monthly payments between 10% and 20% of your discretionary
income. Payments can be as small as $0 and can change annually. Income-driven plans
extend your loan term to 20 or 25 years. At the end of that term, any remaining loan
balance will be forgiven — but you pay taxes on the forgiven amount.

“ANY OPTION THAT DECREASES YOUR MONTHLY PAYMENTS WILL

LIKELY RESULT IN YOU PAYING MORE OVERALL.”

Before changing student loan repayment plans, plug your information into the
Education Department’s Loan Simulator to see what you’ll owe on each plan. Any
option that decreases your monthly payments will likely result in you paying more
interest overall.

How to enroll in these plans: You can apply for income-driven repayment with your
student loan servicer or at studentaid.gov. When you apply, you can choose which
plan you want or opt for the lowest payment. Taking the lowest payment is best in
most cases, though you may want to examine your options if your tax filing status is
married filing jointly.

PAG E 7 8 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 If you qualify for student loan forgiveness:

Best repayment option: income-driven repayment.

Public Service Loan Forgiveness is a federal program available to government and

certain nonprofit employees. If you’re eligible, your remaining loan balance could be
forgiven tax-free after you make 120 qualifying loan payments.

Only payments made under the standard repayment plan or an income-driven

repayment plan qualify for PSLF. To benefit, you need to make most of the 120 payments
on an income-driven plan. On the standard plan, you would pay off the loan before it’s
eligible for forgiveness.

How to enroll in these plans: You can apply for income-driven repayment with your
servicer or at studentaid.gov.

EXERCISE: Discuss what your plan is for being debt free?

Consolidate debt.

EXERCISE: Research Online the pro’s and con’s of consolidating your debt. What
did you find? Does it make sense to consolidate your debt?

PAG E 7 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 33% of American adults have $0 saved for retirement. — Forbes, Dani Pascarella, April 2018

CHAPTER RECAP
Public Service Loan Forgiveness is a federal program available to government and
Money management is an on-going, life-long process and this document is not intended
to provide all the answers on the subject. The “inspection” section is meant to be basic
questions to be reviewed habitually due to how fast money management issues come
up. This should be reviewed often for personal benefit, as well as to provide a structure
to have conversations with others. Here are some additional steps to keep tabs on the
topic and your team:

OBJECTIVE: Follow up and rehash: Continuously keep in mind, and hold others
accountable, to good money management habits.

Establish a time frame for checking in with your coaches.

EXERCISE: When will you be talking to your coaches?

EXERCISE: Who will you talk to?

Establish a time frame to check in with your team.

EXERCISE: When will you follow up with your team?

Inspect your personal habits.

EXERCISE: How often will you go over your spending habits?

EXERCISE: Do you have an accountability buddy that will inspect your habits and plan?

PAG E 8 0 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Chapter 6
TIME MANAGEMENT/
T I M E M AT R I X /
TRAINING THE
TRAINER

CHAPTER WHY: The goal of this chapter is to inform you

on how to use your time effectively and to your advantage,
allowing you to work both smarter and harder. Time is
perhaps the most valuable non-renewable resource.

CHAPTER OBJECTIVE: Identify and understand common

tools, positive and negative habits, and mentality
surrounding scheduling. Learn how to prioritize for
maximum results for you and for your team.

PAG E 8 1 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Everyone has the same amount of time in the day (as Beyoncé!). — Anonymous

MODULE 1
OBJECTIVE: Understand the Time Matrix and find ways of eliminating distractions and
time wasters.

EXERCISE: Research and order planner Online. DEADLINE: Friday.

TIP: Common planners to kick-start your search include:

• Passion Planners
• Passion Planners
• Passion Planners
• Passion Planners

TIP: Regardless of which type of planner you use, the guidelines you learn
this week will apply to ALL types. Don’t get hung up on the brand or style,
focus on utilizing the best practices you are learning this week!

EXERCISE: Review the Time Management Matrix and answer the following questions:

1. How would you explain each quadrant in your own words?

2. Which quadrant would you assign the verbs:
DO, DECIDE, DELEGATE, DELETE?

URGENT NOT URGENT

Quadrant 1 — “Necessity” Quadrant 2 — “Quality &

Your Key Action — “Manage” Personal Leadership”
Your Key Action — “Focus”
COMMON ACTIVITIES
IMPORTANT

• Crises COMMON ACTIVITIES

• Deadline-driven activities • Preparation and planning
• Medical emergencies • Values clarification
• Other “true” emergencies • Empowerment
• Pressing problems • Relationship-building
• Last minute operations • True recreation

Quadrant 3 — “Deception” Quadrant 4 — “Waste”

Your Key Action — “Use Caution Your Key Action — “Avoid”
NOT IMPORTANT

or Avoid”
COMMON ACTIVITIES
COMMON ACTIVITIES • Escapist Activities
• Meeting other people’s priorities • Mindless tv-watching
and expectations • Busywork
• Frequent Interruptions • Junk mail
• Most emails, some calls • Some emails
• Urgency masquerading as importance • Some calls

Adopted from Stephen Covey’s “First Things First” — Covey Leadership Center, Inc. ©2003

PAG E 8 2 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Assign the following tasks to its respective quadrant:

PART 1
Flat tire, Binge watching Netflix, Morning jog, Someone on your team asks you for
materials right before leaving for the field, Paying a bill, Mindlessly scrolling through
Instagram, Mom calls you in the field, Baby locked in a hot car, Scheduling a 1-1, Team
night or Philanthropy event, Fire alarm, Cellphone or tablet dies in the field, Morning
meditation, Spam emails or checking emails too frequently)

*Change the deadlines on some of these activities and inspect if your new leader can
move them into the appropriate quadrant.*

TIP: Sometimes these tasks can move quadrants based on situation and
timing! Tricky tricky!

PART 2
Using your individual experience and creativity, create your own example for each
quadrant and add to your list:

URGENT NOT URGENT

IMPORTANT
NOT IMPORTANT

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 PART 3
Be Proactive! Write a list of ways to minimize Q1 from entering your schedule.

What are your frequent distractions and time wasters from Q3 and Q4? Make a list.
Brainstorm how to minimize or eliminate with your leader.

QUADRANT 1

QUADRANT 2

QUADRANT 3

ACTION PLAN

PAG E 8 4 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Failure to plan is planning to fail. — Stephen Covey

MODULE 2
OBJECTIVE: Distinguish priorities from other tasks based on your roles: Understand the
theory of Big Rocks and Little Rocks.

EXERCISE: Identify “personal roles” and Big Rocks vs Little Rocks.

EXERCISE: Watch the “Big Rocks, Little Rocks” YouTube Video

https://www.youtube.com/watch?v=zV3gMTOEWt8
and review relevant terms and roles below.

• BIG ROCKS represent the important priorities that our roles play in our lives —
time spent on key relationships and responsibilities, important projects, critical
meetings, and so forth. The Big Rocks are your most important priorities, so put
them into your schedule first!
• LITTLE ROCKS are the less important tasks that take your time away from
your main priorities.

Little Rocks — ABCs, how to further prioritize my tasks?

“A” Primary Tasks

Must be completed day of (Q1 and Q2)

A1: Meet with new leader to go over Training Manual Day 2 Time Mgt.
A2: Plan Territory and Teams / Office job
A3: Have first day solo conversation with entry level

“B” Secondary Tasks

Aim to finish same day or same week Q2

B1: Pay cellphone bill (due Friday)

B2: Buy pet food (cat has enough food for the week)

“C” Tertiary Tasks

Q2 task which are important, but not truly urgent… yet

C1: Renew passport (before R&R in 3 months)

C2: Buy an E-Z Pass
C3: Buy birthday present for sibling (2 months in future)

PAG E 8 5 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Examples of Roles & Goals

MOTHER TEACHER DAUGHTER

• Love your children • Love your students • Honor your parents
• Learn who they are • Help them discover • Serve your parents
• Help them reach • Share ideas and • Stay in touch
their potential resources

FRIEND COWORKER WIFE

• Don’t gossip • Smile and help • Be loyal and faithful
• Love your friends • Listen and be kind • Communicate
• Keep in touch • Share ideas and • Love unconditionally
resources

EXERCISE: Using the example of “Roles and Goals” above, make a list of other
possible roles someone might have.

PAG E 8 6 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 EXERCISE: Using the above “Roles and Goals” as a model, fill out your own diagram
following the numbered prompts:

1. WRITE BIG ROCKS, LITTLE ROCKS, AND PERSONAL ROLES

This list may serve as a reference or guide moving forward. Leaders should keep this
sheet in their Leader’s Binder.

2. REVIEW & INSPECT

To make sure they are aligned with moving the needle towards your desired result:
What you want to accomplish this week?

3. IDENTIFY BIG ROCKS

Select your three most important roles and important corresponding goals.

4. DELEGATE
What tasks can be outsourced or can wait until next week?

PAG E 8 7 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 If you don’t know where you are going, you’ll end up someplace else. — Yogi Berra

MODULE 3
OBJECTIVE: Apply the previous module principles to your own planning, specific to
your personal and team needs and goals.

EXERCISE: Create a weekly plan with your team in mind

EXERCISE: Write out all the ways you can add value to your team. Prioritize which will
contribute to maximum crew growth. Identity top three Big Rocks.

EXERCISE: Review the information below for weekly planning, focusing on the
concepts of:

1. Reflecting
2. Planning
2. Scheduling

PART 1: REFLECTING
When to reflect / plan?
A few days (2-3) before the coming week (Ex. Thursday or Friday for a Monday start of week).

EXERCISE: Take a couple minutes to review the results from the previous week. What
went well and which goals were hit/missed? Why were goals not achieved? Take
everything into consideration.

PART 2: PLANNING

EXERCISE: Begin by drawing out your spider chart and ranking each team member in
terms of their individual strengths and weaknesses.

EXERCISE: Add what skill each member of your team needs to develop and how you
can contribute. Use the activity below to practice. What is this person doing well? What
are skills that our team members need to improve on? How can I add value? Be sure to
praise the person on specific things they are doing well!

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 TIP: Things to focus on as you plan:
• Biggest three things to move my team forward.
• Use the 80/20 rule to clarify the biggest players on my team to
focus on.
• Don’t forget “Eggs in the morning, steak at dinner”. Teach
skills in the morning and have big picture, goals, and mentality
conversations in evening 1v1s.
• Don’t forget to leave time for your own personal development
(Sharpen the Saw, Day 4)!

PART 3: SCHEDULING

EXERCISE: Write out your Little Rocks and prioritize them A, B, C. This is where people
make task lists and feel like they are “so busy!”

EXERCISE: Write out your Big Rocks, the unmovable like Leader’s Meetings and field
time.

EXERCISE: Write out your 1:1s, include hangouts and any current events like conferences.

EXTRAORDINARY
PRODUCTIVITY

1 2 3 4 5
ACT ON THE GO FOR EXTRA- SCHEDULE RULE YOUR FUEL
IMPORTANT ORIDINARY THE BIG ROCKS TECHNOLOGY YOUR FIRE

DON’T REACT DON’T SETTLE DON’T LET DON’T

DON’T SORT
TO THE URGENT FOR ORDINARY IT RULE YOU BURN OUT
GRAVEL

BURIED ALIVE

PAG E 8 9 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 Give me six hours to chop down a tree and I will spend the first four sharpening the axe.
— Abraham Lincoln

MODULE 4
OBJECTIVE: Seek continuous improvement and renewal both professionally and
personally. It means having a balanced plan for self-improvement in the four areas
of your life: physical, social/emotional, mental, and spiritual. As Stephen Covey says,
“Sharpen the Saw means preserving and enhancing the greatest asset you have- you.”

Understand how Leadership is defined and who demonstrates

leadership qualities.

EXERCISE: Come up with one action from each category to sharpen your own saw!

How are you getting better personally this week?

1. PHYSICAL

2. EMOTIONAL / SOCIAL

3 . M E N TA L

4. SPIRITUAL

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 Examples

• PHYSICAL Go to gym, get a massage, Mani/Pedi, go to the doctor, Vitamins or

Supplements, Cook a healthy meal, Jogging
• EMOTIONAL / SOCIAL Have dinner with family, hang out with friends, Date
night, talk therapy, play with a pet, call an old friend, Send a birthday card
• MENTAL Read a book, listen to a podcast, learn a new language, Watch a TED talk
• SPIRITUAL Meditate, Church or worship, Journal, Pray, Acts of service or
volunteering, Gratitude lists, Positive affirmations, Yoga

EXERCISE: Identify examples of activities that either sharpen or dull your own saw.

“THE SAW IS YOUR LIFE”

What makes your saw sharp? What makes your saw dull?

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

6. 6.

7. 7.

8. 8.

9. 9.

10. 10.

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 EXERCISE: Review the Bad and Good Habits involved in planning.

BAD HABITS

Mentality of Time
Limiting beliefs around time:

• “And not Or” Mentality — “There isn’t time for everything!”

• “Sucker’s Choice” — “I can’t have both!”
• Don’t be a “YES PERSON” — Protect your time! It is okay to say no to the time but
yes to the task.

These are negative paradigms we tell ourselves that are not true! When we plan and
prioritize our time management, we can have it all!

TIP: Multitasking Creates Margin of Error

• Don’t overwhelm yourself.
• Solution: Time Chunking — Do the same task for an amount of
time you commit to and then allow scheduled breaks for both
mental relaxation and Quadrant 3 interruptions. This eliminates
“startup time.”
• “Start Up Time” — When you switch back and forth from task to
task, your mind physically needs to switch gears and “catch up.”
This can take anywhere from 5-15 seconds. Imagine continuously
switching back and forth between tasks. How many seconds,
minutes, hours would you lose in a day? A week? A year?

GOOD HABITS

Eat the Frog First

Do the hardest task you dread the most in the morning. That way, the rest of the day is
downhill, and you have the weight off of your shoulders.

Touch it Once
No need to do the same thing multiple times to get the same result, reduces start up time in
the same vein as time chunking.

Strong Morning Routine

Set the day up for success.

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 EXERCISE: Review your morning routing with someone and answer the quiz below:

QUIZ
How does this morning routine relate to the four areas of Sharpen the Saw?

TIP: A good morning routine should set the tone and leave you centered and
ready to accomplish the day’s tasks.
TIP: Example of a morning routine:
1. Don’t hit snooze!
Start the day with a win by keeping your first commitment
2. Make your Bed
3. Hydrate!
4. Mediate / Yoga
5. Gratitude List
6. Eat Breakfast!

PAG E 9 3 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 A goal without a plan is just a wish. — Antoine de Saint-Exupéry

MODULE 5
OBJECTIVE: Take this week’s lessons and put them into action!

Plan for the week ahead in your new planner!

EXERCISE: Using the Franklin Covey model of planning, go through and plan your
week using the below models and templates for reference. Examples are not end all be
all, just visual examples to assist you. There is no right or wrong way to do it as long as
someone is productive!

TIP: Written plans should be done in pencil; plans are liquid and
constantly changing.

TIP: Keep in mind your roles. Use these examples as a reference.

• Team Leader • Boyfriend / Girlfriend

• 1:1 on interviewing • Make dinner
with Suzie reservations
• Crew breakfast • Research
• Spend time in the engagement rings
field with Billy • Get parent’s
• 48 HR Rule with Ester blessing?!

• Grandson / Granddaughter
• Write birthday card
• Make birthday cake
• Birthday dinner

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 Chapter 7
CRUCIAL
C O N V E R S AT I O N S

CHAPTER WHY: Some conversations have more emotion

to them, there is more at stake, they mean something more
to the individuals having them. This is what differentiates
a normal conversation, maybe about the weather, from a
crucial conversation that might affect someone’s career.
Being able to have effective crucial conversations takes
training and this chapter gives structure that might help
make the most of these important moments.

CHAPTER OBJECTIVE: To understand how to have critical

conversations and communicate effectively when the
stakes are high, emotions are strong, and opinions vary.

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 The reason why so few people
are agreeable in conversation is
that each is thinking more about
what he intends to say than others
are saying.

Francois de La
Rochefoucauld

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 MODULE 1
OBJECTIVE: To understand the do’s and don’t s of a crucial conversation.

What is S.T.A.T.E.?
S.T.A.T.E. is a way to break down a conversation to help talk about sensitive and difficult
subjects. It stands for…

S SHARE THE FACTS

T TELL YOUR STORY

A ASK FOR OTHER’S PATHS

T TALK TENTATIVELY

E ENCOURAGE TESTING

DO’S DON’TS

• Have the conversation as soon • Don’t have the conversation in an

as possible emotiional state
• Build. Break. Build. • Don’t give feedback without
• Praise in public & coach in private their permission
• Begin with the end in mind • Don’t assume their story
• Be sincere, honest, and • Don’t judge the person, judge
genuinely interested the issue
• Listen • Don’t cookie cut the conversation
• Don’t assume they already knew

EXERCISE: Think back to an important conversation you have had with someone and how
using S.T.A.T.E. might have changed the outcome, or not, considering WHAT YOU DO.

PAG E 9 7 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 2
OBJECTIVE: To understand what you do when having a conversation with S.T.A.T.E.

Learn the structure of S.T.A.T.E. and how it applies to having

conversations.

1. SHARE THE FACTS

• Least controversial
• Tells why we will share our story

Examples
• I have noticed that...
• Let us look at this...
• In reviewing I see that...

2. TELL YOUR STORY

• It may be hard for others to hear your story. If they become defensive, leave
the conversation.
• Look to help them develop themselves only.

Examples
• I wonder if...
• I am tempted to think...
• The story I tell myself is...

3. ASK FOR OTHER’S PATHS

• Invite people to share their facts and stories
• Listen carefully to what they have to say.
• Be willing to reshape your story as information comes in.

Examples
• Am I missing something?
• Is there something else I should know?
• Do you see it differently?

EXERCISE: Think back to an important conversation you have had with someone and how
using S.T.A.T.E. might have changed the outcome, or not, considering HOW YOU DO IT.

PAG E 9 8 o f 1 45 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 MODULE 3
HOW YOU DO IT
OBJECTIVE: To understand what you do when having a conversation with S.T.A.T.E.

Understand how to have the conversation (continued).

4. TALK TENTATIVELY
• When sharing stories, demonstrate that you are not absolutely certain. Uncertain
language reduces defensiveness and invites different opinions.

Examples
• In my opinion...
• I wonder...

5. ENCOURAGE TESTING
• Invite others to talk and make it clear that no matter how controversial their
opinions are it is okay to share.

Examples
• How do you see it?
• Would it make sense to...
• How do you want to work through this?
• What am I missing?

Example Conversation using S.T.A.T.E.

Scenario: Consistently Late
1. Hey (name) how is your day going?
2. So last week we talked about your attendance and planned for
you to start leaving 15 minutes earlier so you can be in on time.
Today, you were late again.
3. I am tempted to think that you don’t care about being in on time.
4. Do you see it differently?
5. In my opinion, I don’t see this opportunity for you because you
must be on time to run a business.
6. How do you see it?

EXERCISE: Use the S.T.A.T.E. conversation model to go through another scenario of

your creation.

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 MODULE 4
ROLE-PLAY CONVERSATION TOPICS
OBJECTIVE: To practice different types of conversations using the S.T.A.T.E. method.

Use the S.T.A.T.E. conversation model: Keep in mind

AWARENESS / SKILL / DECISION.

EXERCISE: Role-play Conversation Topics While Using S.T.A.T.E. Guidelines while

considering what both the Receiver and Deliverer may be thinking.

Conversation What Receiver may be Thinking What Deliverer may be Thinking

Being Late

Low Performance

Inconsistent Work Habits

Fluctuating Attitude

Unprofessional
Appearance / Hygiene

Lack of Professionalism

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 EXERCISE: Now that you have learned some of the conversations you may encounter.
Come up with a few examples with your leader in the provided space below.

Topic What Receiver may be Thinking What Deliverer may be Thinking

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 MODULE 5
OBJECTIVE: To use and apply the S.T.A.T.E. model throughout the week covering
different situations.

Check off throughout the week to ensure mastery of S.T.A.T.E.

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 Chapter 8
BUILDING
R E L AT I O N S H I P S
& EQ

CHAPTER WHY: A strong business is built upon

relationships, so developing the ability to build
relationships is essential for the growth of organizations
and its people.

CHAPTER OBJECTIVE: To Explain, discuss, and learn how

to build strong relationships.

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 People don’t care how much you
know, until they know how much
you care. They know how much you
care by how much you prepare.

Theodore Roosevelt

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 Trust is important because it is the basis around which all human relationships revolve.
Without trust there can be no relationship. — Anonymous

MODULE 1
OBJECTIVE: Get to know someone while setting expectations personally, financially,
and professionally.

Prepare to talk about your personal interactions with others and

how you learn best.

EXERCISE: Take the DISC assessment (tonyrobbins.com/disc), and be prepared to

discuss the results on a following day.

EXERCISE: Share and compare the results of the test with others in the office.

Get an idea of someone’s financial situation to help them with their

money management skills.

EXERCISE: Re-examine or complete a new break-even. See Chapter 5 for a more in-
depth look at money management and a form for the break-even.

TIP: Look up specifics by using bank statements to make sure the numbers
are accurate.
TIP: Get comfortable talking about your finances so as to be a better
resource to others when coaching about money.

Learn about a person in more depth and their support system.

EXERCISE: Create a list of all the things that you enjoy doing. What are your hobbies?
What do you do when you hang out with friends? What would you like to learn?

EXERCISE: Create a plan to do something together!

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 Recognize that every interaction you have is an opportunity to make a positive impact
on others. — Shep Hyken

MODULE 2
OBJECTIVE: Understand how you interact with others and set goals with them.

Understand someone in more detail and how they interact with

others.

EXERCISE: Share the results of your DISC profile and discuss your strengths and
weaknesses you may face when working with a team.

EXERCISE: Set up 4 1:1’s with each person from the separate D I S C categories to
understand all aspects in more detail.

TIP: Role play with each one DISC profile to understand different
approaches to situations.

Get on the same page with team members by setting goals.

EXERCISE: Review SMART goals from Chapter 1.

EXERCISE: Review or set goals for this week and month.

EXERCISE: Discuss how individual goals align with others on the team.

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 Leaders become great not because of their power but, because of their ability to
empower others. — John Maxwell

MODULE 3
OBJECTIVE: Learn and explore communication styles and invest into someone’s
emotional bank account.

Understand leadership models and how they apply to others.

EXERCISE: Research Online “Situational Leadership” and talk about the ideas of
coaching styles and development stages.

EXERCISE: Based on the situational leadership research, examine your goals with someone.

EXERCISE: Think back to any coaching conversations you have had, or others have
had with you, and discuss them.

Understand the process of building a professional relationship

and partnership.

EXERCISE: Discuss how an emotional bank account matters in a team environment.

TIP: Emotional Bank Account: An emotional bank account is an account

of trust instead of money. It’s an account based on how safe you feel with
another person.

EXERCISE: List ways people in your life have added to your emotional bank account.

EXERCISE: List actions that would withdraw from an emotional bank account.

EXERCISE: Set up a 1:1 to learn how to fix an over-drafted relationship.

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 Be confident enough to encourage confidence in others. — Ron Kaufman

MODULE 4
OBJECTIVE: To speak and act confidently in a leadership role.

Understand the importance of specific conversations as they relate

to someone learning our business.

EXERCISE: Review the 5 critical conversation models:

1. 24-HOUR RULE
Spending time with a new employee within 24 hours of them starting with the company.
MAIN FOCUS: Remind them of training plans, do a break even with them,
go over your own goals / go over their goals and have fun with them (talk
about life and get to know them better)

2. FIRST DAY SOLO

Conversation that focuses on the new employee focusing on the LOAs and actions for
their first day by themselves.
MAIN FOCUS: Ask them what they expect of themselves and remind them
that they will not be a master of the sales process on their first day and
remind them of work ethic / actions.

3. HIGH HIGH / LOW LOW

Remaining humble when we are achieving our goals and to remember that this (a
career) is a marathon and not a sprint.
MAIN FOCUS: Continue to stress that work ethic and attitude wins over
time. Remind them for both situations, continue to work hard and maintain
a positive attitude and you will achieve what is desired

4. DAY 1 IN FIELD
We want to set proper expectations for the field and that their learning is dependent
upon how much they are wanting to put in.
MAIN FOCUS: Go over LOAs, 10/10/80 rule (80% are indifferent / 10% of
people can be negative / 10% of people are positive), the 50 / 50 coaching
and student conversation (you give 50% and I give 50%), and go over the
24 Hour rule and that you’ll be grabbing food / beverages after the field.

5. 3 D’S OF LEADERSHIP
We want to set proper expectations for someone’s “Disappointments” that someone will
face in leadership.
MAIN FOCUS: Go over that someone will not accept the position that they
like, that someone leave the business that they like in entry level and that
someone will find an excuse / reason why it’s not a good fit once they are in
leadership and part ways

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 EXERCISE: Explain the 5 critical conversations in your own words:

• Day 1 Conversation
• 24-Hour rule
• First day solo
• Hi/hi-Lo/lo
• 3 D’s of Leadership

TIP: Learn when you would use each conversation to be most effective.

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 By failing to prepare, you are preparing to fail. — Benjamin Franklin

MODULE 5
OBJECTIVE: Learn to be prepared and present when talking with others.

Learn active listening.

It is not only to hear what the person is saying but also to understand the bigger
message being communicated.

EXERCISE: Have a conversation with someone practicing active listening. Be sure to

repeat what they said, ask clarifying questions, acknowledge and encourage, and
give non-verbal cues that you are paying attention like with head nodding.

TIP: Avoid phone or distractions in face to face conversations.

TIP: Listen more than you speak.

EXERCISE: Discuss your experience with active listening and what you learned from
the previous exercise.

Know the difference between effective and non-effective conversation.

EXERCISE: Discuss what good PREPARATION is when having conversations with others.

EXERCISE: Discuss what good PRESENCE is when having conversations with others.

EXERCISE: Discuss why preparation and presence matters when in a leadership

position and what materials might be needed to have specific conversations, I.E.
When talking about someone’s field performance, or a financial goal.

Build relationships through Emotional Intelligence and planning.

EXERCISE: Discuss what you are doing within the office to start building
relationships this week.

TIP: Practice helps! Utilize your team nights and crew nights for
relationship building.
TIP: Make sure there is balance in what you want and what your team wants
when building and conversing.

ADDITIONAL RESOURCES

How to Win Friends and Influence People by Dale Carnegie

The 5 Languages of Appreciations in the Workplace by Gary Chapman

and Paul White (same author of The 5 Love Languages)

Emotional Intelligence by Daniel Coleman

Ted Talks on the EQ: https://www.inc.com/justin-bariso/want-to-increase-

your-emotional-intelligence-watch-these-5-ted-talks-today.html

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 Chapter 9
T E A M C U LT U R E

CHAPTER WHY: To understand and create a guideline

towards developing a strong team. Meet with your
leader to identify team values / what you want your team
to look like.

CHAPTER OBJECTIVE: Identify team values/ what you

want your team to look like. Plan early and plan often;
discuss the ‘why’ behind each point.

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 If everyone is moving forward
together, then success takes care
of itself.

Henry Ford

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 MODULE 1
OBJECTIVE: Create a Team Identity.

Start brainstorming the components of a team.

EXERCISE: Create the following three:

• Team Name
• Make it meaningful

• Team Vision
• Make it inspirational to your team

• Team Values
• Incorporate values that you stand for

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 MODULE 2
OBJECTIVE: Establish Team Standards and Accountability.

Narrow down what you want in your team by reviewing specifics

and what you want.

EXERCISE: Select which elements are most important in representing your team. What
do you want to be known for?

• Dress Code
• Office Presence
• Being in Early
• Know the New Guy
• Have 1:1’s Everyday
• Production
• Team Nights

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 MODULE 3
OBJECTIVE: Communicate and build trust within your team.

Focus on how the team will interact to act as a cohesive group.

EXERCISE: Go over the points below and explain how you will address each with
your team:

• Be transparent
• Trust them / Have them trust you
• Praise in public / Correct in private
• Conversations (depending on Managers):
• I do, we do, you do
• 24 / 48 Hour Rule
• Leadership promotion / 3 D’s of leadership
• First day Solo

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 MODULE 4
OBJECTIVE: Learn how to invest your time into your guys to build trust and make your
time count.

Invest your time into your guys to build solid, productive relationships.

EXERCISE: Review the points below and how they apply to building strong teams:

• “Their Best Relationship is with you”

• Spend 80% of your time with the top 20% of your team
• Steak and eggs
TIP: Eggs are light and fluffy conversations, like 1:1’s in the morning. Steak
are deeper conversations, such as goals that are typically reserved for 1:1’s
in the evening.

• 24/48 Hour rule

Learn how to manage your time and stay organized for your team
so that there is time for everything.

EXERCISE: Review the points below and how they apply to time management when
dealing with you team:

• The importance of Field and Office time

• Setting a weekly schedule with your team
• Planning together, and planning often
• Discussing the importance of Big Rocks, Little Rocks

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 MODULE 5
OBJECTIVE: Understand how to be Inclusive, not exclusive.

Create a TEAM environment (Together Everyone Achieves More).

EXERCISE: Review these points and how they apply to the newest, most important team
members of the office.
• Holster Theory
• Clearly communicating office policies/standards.
• Building strong foundations early.

EXERCISE: Treat everyone in the office as part of the team.

• Ask coaching questions.
• What are you working on?
• How can I help?

• Introduce yourself to the newest team members.

• Don’t overlook details: Create genuine relationships.
• Get to know them; Birthdays, favorites, goals, etc.

EXERCISE: Make sure every person feels involved/empowered.

• Give everyone a voice to share ideas & opinions.
• Discuss ideas and goals as a team.
• Encourage people to ask questions.
• Explain Positive Actions = Positive Habits.

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 MODULE 6
OBJECTIVE: Learn best practices to respect everyone - How you treat people is how
your team treats you.

Review the fundamentals of respectful relationships.

EXERCISE: Maintain a Respectful Relationship with your Manager.

• Meet with your Manager often to discuss your team goals and develop an
action plan.
• Set up a 1:1 with your office’s promoting owner/consultant.

EXERCISE: Maintain a Respectful Relationship with the team.

• Have standards for communication and proper etiquette during meetings, in the
office, and in the field.

EXERCISE: Implement the Golden Rule- If you have nothing nice to say….
• Identify how words can impact others.

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 Review the chapter.

EXERCISE: Inspect understanding the concepts and complete the following quiz:

TEAM IDENTITY
1. Why is it important to identify your Team Identity?
2. What is your team name? Why?
3. What is your Vision?
4. What are your Team’s Values?

TEAM STANDARDS
5. What are the Standards for your team?
6. What is your team name? Why?

COMMUNICATING WITH YOUR TEAM

7. Why is it important to communicate effectively with your team?
8. How do you praise your leaders?
9. How do you correct your new leaders?
10. Name 3 important convos to have with your Team?
11. Do you know how to have these conversations effectively?

INVEST TIME WITH YOUR GUYS

12. Why is it important to spend time with your guys?
13. What is the 80/20 rule?
14. What do you go over in the 24/48hr rule?

TIME MANAGEMENT
15. Why is the Field time important?
16. Why is the Office time important?
17. What are your big Rocks?
18. Go over your weekly planner with your leader

BE INCLUSIVE, NOT EXCLUSIVE

19. How do you create a “TEAM” environment?
20. Why is inclusive a fundamental value in developing strong teams?
21. Why are new people the most important people on our team/in our business?
22. Name 3 ways that your team can be inclusive

RESPECT EVERYONE
23. Why is it important to respect everyone in the office?
24. How can you develop a better relationship with your Manager/Consultant?
25. What is the Golden rule? How can we implement it?

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 Chapter 10
NETWORKING,
CONFERENCES,
AND CALLS

CHAPTER WHY: What is Networking? How do we do it

effectively? Who should we be doing it with? These are all
questions you should be asking yourself for this chapter
because, if done effectively, the opportunity to advance
will always be present.

CHAPTER OBJECTIVE: By end of this week the topics of

setting zoom/conference calls, attending conferences
and setting up 1 on 1’s should be mastered. The leader
should also fully understand how to use the networking
resources in the office (Organizational Spider Chart, List
of Consultants, Leaders Magazine, and Post Networking
Follow Through worksheet). Week should end with a well-
executed zoom call that was set up by the leader.

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 Your network is your net worth.

Porter Gale

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 MODULE 1
OBJECTIVE: To understand why Networking and Conference Calls and why are
they important.

To master the basic rules of networking.

EXERCISE: Make sure that a text or email is sent out to confirm the conference call
scheduled for the week.

EXERCISE: Start asking leaders for questions to be able to provide to the speaker
(Questions should be sent by Thursday morning at the latest).

EXERCISE: Read through content below to understand networking.

NETWORKING
The action or process of interacting with others to exchange information and
develop professional or social contacts.

Some examples of this could be:

• Our daily 1:1’s with leaders in the office
• When we attend crew/team night
• Road trips, office visits, promotions
• Conference calls w/ managers and owners

What is a conference call?

Conference Calls- phone/video calls in which someone talks to several people
at the same time. People use conference calls for many different reasons from
meetings and discussions to Education and even just a simple social gathering.

What are conferences?

Conference: formal meeting that typically takes place over a number of days
and involves people with a shared interest, especially one held regularly by an
association or organization

Ex. Regional conferences, national conference, keys to success, etc.

Why are Networking and Conference Calls important?

Networking is not only beneficial in our business, but it is required to be successful.
In order to learn, grow, and improve in our business we must seek and receive
qualified information/advice from qualified people. In your career it is important to
“mind your business”. Your ability to meet and surround yourself with like-minded
people in business will be a direct correlation to your success.

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 There are many reasons why someone would want to network with others in the
business, but some of the most important reasons are as follows:

• Handling the field

• Implementing sales techniques, handling unique field situations.

• How to have the proper mentality

• Life and business will bring many challenging situations, how we
think/react in response to these will determine our success.
• Get out of your comfort zone.
• Bring more value to yourself and company.

• How to handle finances/financial situations

• How to manage checking/savings/debt/spending.

• Crew Building
• How to coach your team, become a better leader, explain things in an
effective manner.

• Exchange of ideas
• You never know how much you know or don’t know until your
knowledge is shared and knowledge of others is shared with you.

• Improves your creative strength

• Sharing your creative ideas with like-minded individuals can bring
breakthroughs and growth in your ideas bringing them to fruition.
• Multiple opinions allow for flexible thinking.

• Develops strong professional relationships

• You will gain a library of highly knowledgeable and skilled individuals
to reflect upon in a multitude of avenues in the business.
• Resources to aid in your growth.

• Perspective
• Every office does things slightly different.
• Learn best practices.

• Growth / Goals
• To get better at process’ that will lead us to success.
• Position, earnings, and fulfillment.

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 The big picture of our business is the high level of investment and interest in
development from upper management to everyone. Our growth directly relates
to how many others we can help develop. This fact also compliments the truth that
sometimes knowledge resonates more when coming from a different direction;
and growth occurs from the never-ending pursuit of more knowledge. To ensure
this invaluable resource is habitually utilized, it must be noticeably visible that
networking is done commonly by ourselves and that it becomes a process
following the ‘I do, we do, you do’ method.

At the end of this week, you will conduct a conference call with someone outside of
the office. Get with your coach and suggest topics to network on that would benefit
you, and try to choose whom to network with. Use the Networking Worksheet
attached to get started.

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 MODULE 2
OBJECTIVE: To understand who to network with. Additionally, to become masters
of understanding how to utilize resources in the office such as the Organizational
Spider Chart, Consultant List and Leaders Magazine.

Understand who do we Network and have Conference Calls with.

EXERCISE: Set up one effective 1 on 1 using one of the resources in the office.

1. Provide and explain updated Organizational Spider Chart to trainee (See

Attachment)- Reference those people that you have relationships with and how they
have helped you progress
2. Provide updated Consultants List to the trainees (See Attachment)
3. Explain the Importance of the Leader’s Magazine

1:1s are supposed to be set up with people you see doing the things well that you
need to work on. E.g. If i need to get better at crew building, I will set up a 1:1 with
someone in my office with 6-10 people on their team.

The leader’s magazine is a great place to find prime examples of business men and
women making huge strides in business because they exemplify best practices. The
leaders’ magazine should be used as a reference when having a conversation with
your manager about people who to set 1:1s or conference calls with.

Briefly cover an overview and how to use the magazine to find the right kinds of
people with the leader’s magazine in hand, showing your new leader, and make
this an interactive way to explain the spider chart. (I.E. Find names of people in the
leader’s magazine that have shown great practices and explain where they are in
the org.)

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 Here are some ideas just to get started in seeking whom to network with:

MENTOR/CONNECTOR
(usually your current manager or leader. They are experienced in your field as well
as time in the business. They have taken quality notes and know lots of people
within the business)

WHITE RABBIT
(this is the person who separates themselves ahead of the pack in achieving all the
daily goals you aspire to. The person in the position you are aiming for. This person
is setting the pace in the business WITH INTEGRITY)

VISIONARY LEADER
(this person has great communication skills and sees the big picture. They look
into the future of their individual growth as well as the business. They can often see
future endeavors that you are not aware of or just untrained to see.)

By the end of this day, to properly prepare for the conference call at the end of
the week, make sure you are reaching out to the person you want to network with,
and figuring out an agreeable time and day for it. Gather information about them
as far as city, campaign, promoting leader/manager, a little background info, and
write it down on the Networking Worksheet, and start figuring out what questions
to ask them.

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 MODULE 3
OBJECTIVE: To understand the ways to network effectively, whether it is a 1 on 1 or
meeting someone at a conference.

Understand how we effectively network.

EXERCISE 1: Send a list of the best questions to the speaker for the call for this week.
Proofread and only include the best questions.

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 EXERCISE 2: Read through content to understand how to set up a 1 on 1.

• To effectively Network, whether it is in person meeting or through a conference

call, we should BE PREPARED AND BE EARLY. By doing those two things we will
always get the best out of our networking experience. Don’t forget…...HAVE FUN.
The following are 8 steps that one can follow to do this:

• Be prompt- in seeking out 1on1’s when you have a noticeable area of

improvement so the experience will be based on relevant situations versus
something that happened two weeks ago, thereby making the information
more impactful, useful and better retained.

• Have a clear purpose — Specific topic/issue/situation/reason.

• Ask qualified individuals — Discuss with the leader/manager about

potential candidates/ beneficial people to receive coaching from.

• Schedule the Call (If a conference call) — Confidently reach out to/have your
leader reach out to the designated coach. Explain the reasoning behind
the meeting, provide questions that you have for them, as well as provide
relevant information as to numbers/metrics/feedback about the situation,
and set up a day and time that will work for both parties.

• Be Prepared/Be Early — Keep the 8 Great Work Habits in mind: Have and
maintain a great attitude, be early, be prepared (look professional, take
notes), understand the opportunity, respect the person you are talking to,
respect their time.

• Ask appropriate questions — (relate to topic) and make sure you understand
their responses and information with follow up questions if needed.

• Gratitude — Thank the coach for their time, and discuss whether or not
there will be a follow up meeting.

• Implementation — Implement the advice/coaching received. Ask your

leader for help if further questions arise.

• For Conferences: During conferences/events there will be times when you

network with someone informally. This isn’t a scheduled 1 on 1 and some of the
above 8 tips may not apply. In this scenario you should always have an “elevator
pitch”. A simple structure for a personal elevator pitch is as follows: Your name,
what market you are from, who’s office you are in, how long have you been in the
business, what you are working on right now in regards to crew building (Don’t
ask about the field), and close out do you have any advice for me? We will cover
other Do’s and Don’t s of conferences/events tomorrow.

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 MODULE 4
OBJECTIVE: Master conference and conference/zoom call etiquette.

Be ready for a conference call Understand Conference and Conference

Call Etiquette Do’s & Don’t s.

EXERCISE: Make a zoom account.

EXERCISE: Make sure there is are proper devices/speakers for the conference call
that is tomorrow.

Understand and explain Conference and Conference Call Do’s & Don’t s.

At a conference, try and stick around somebody who knows a lot of different
people in the business. It will allow you to be around someone you know and if
done right, will allow you to meet a lot of people! On the other side, if you are a
leader and know a lot of people at these events, introduce some of your new guys!
Everyone is trying to grow so let’s help wherever we can!

• Conference Do’s:
• Wear a suit!
• Network with people besides the ones in your office
• Iron your clothing
• Notebook that is professional / presentable
• Several pens
• Sleep!
• Plan for traffic of at least 30 minutes and show up early
• (Optional) water bottle and small snacks
• If traveling dress in business casual / presentable appearance during travel

• Conference Don’t s:
• Be late to any meetings
• Compare yourself to others
• Be clique-y
• Ask people about your crew size, wire size, etc.
• Get intoxicated
• Wear nonprofessional shoes
• Forget your blazer, tie, belt, etc.
• Ask a manager / consultant you meet about field advice / attitude

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 Spend time setting up a Zoom Account for the leader (or whatever platform is most
used at the time) and discuss some of the ways to use the application. These are
opportunities to market yourself! Make sure you are making a great impression.

• Do’s:
• Know your time zone
• Be early (5 minutes)
• Microphone OFF / Video ON
• Notebook / pen ready
• Take notes
• Dress professionally (dress shirt & tie)
• Clean, neat background (blank wall preferably)
• If appropriate, have questions prepared

• Don’t s
• Eat
• Record (unless otherwise stated)
• Lay in bed
• Drive
• Un-mute unless asked / open dialed convo

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 MODULE 5
OBJECTIVE: Today you are going to execute a successful conference call. Now it is
time for you to step forward, show what you have learned. For the 1 on1 content the
goal is to understand how to follow through effectively after networking. There is a
document that will assist with this topic.

Run a conference call.

EXERCISE: Complete the conference call effectively. You should be leading the call for
the speaker and asking the questions.

EXERCISE: Use the post networking follow through sheet to set up a 1 on 1.

Follow up the networking call.

The obvious point of networking is to utilize the information learned. A good

student mentality is only realized after the information is taken and implemented.
The proper follow through after networking should be:

1.Make sure you understand the information that was presented, ask follow up
questions if necessary.

2.Create a game plan to utilize the information with someone that is going to
hold you accountable to your actions. This should include a form of metrics and
SMART goals.

3.Agree upon a suitable time frame and revisit the game plan mid-way, revise if
necessary, as well as gauge the effectiveness of your actions, and re-group your
actions with the help of your mentors.

4.After the agreed upon period has concluded, reflect on the results, the
actions, and revisit the initial information, judge your commitment and actions.

5.Repeat the networking experience on the subject matter until you achieve the
desired results

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 EXERCISE: Complete the networking worksheet below:

The identified area of opportunity to improve/learn:

The relevant numbers/metrics or feedback from coaches about area of improvement:

The Individual whom: (check one) My coach/mentor suggested____ I suggested____

Name

Office location and Campaign

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 NETWORKING SHEET CONTINUED

Relevant questions to ask to gain knowledge/perspective/deeper understanding of business:

1.

2.

3.

4.

5.

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 NETWORKING SHEET CONTINUED

Notes on responses to questions:

1.

2.

3.

4.

5.

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 NETWORKING SHEET CONTINUED

To utilize this information, I need the:

Awareness of:

Skill of:

Game plan / goal setting to utilize the information:

Name of accountability partner:

Was the intended result after appropriate time gained from game plan / goal setting?

YES NO

If no, what new information / numbers / metrics / feedback on why not:

PAG E 1 3 5 o f 14 5 W E LCOM E TO LE ADE RSHI P | Pear l & Ho yt, Inc.

 RESOURCE:
Consultants
• John Wiggins (Scottsdale, AR, Platinum Consultant)
• Brandie Park (Senior Executive, Atlanta, GA, Consults AT&T Res program)
• Ed Cunliffe (Senior Executive, Atlanta, GA, Consults)
• Jamie Hepp (Laguna Niguel, CA, Quill B2B)
• Julie Edmonds (Fort Lauderdale, FL)
• Jim Rothermel (Dallas, TX, AT&T Res)
• Adam Dorfman (Senior Executive, Atlanta, GA, AT&T Retail)
• Rebbie Sutherland (St. Louis, MO, AT&T Res)
• Sarah Ward (Miami, FL, DTV Retail)
• Jesus Jacome (Atlanta, GA, DTV retail)
• Matt Osborne (Scottsdale, AR, Consults)
• Michael Sessions (Senior Executive, Charlotte, NC, AT&T res)
• Ken Lear (Detroit, MI)
• Andy Breuninger (Senior National, Chicago, NRG Retail)
• Nelson Figueroa (Atlanta, GA, Comcast Retail)
• Hannah Hoffman (Nashville, T-Mobile B2B)
• Holly Clark (Boise, ID, Century Link, Res)
• Chris Bute (White Plains, NY, Verizon B2B)
• Jonathan Perry (Nashville, TN, AT&T Res)
• Mark Hoge (Mclean, VA, T-mobile B2B)
• Michael Cosper (Nashville, TN, Retail)
• Shaine Thurman (Chicago IL, Comcast retail)
• Rich Dinella (Philadelphia, PA)
• Sebastian Enges (Los Angeles, CA, DTV retail)
• Mateo Milic (Orlando, FL, DTV Retail)
• Eric Chapman (org consultant), Verizon res Timonuim, MD
• George Papalexandratos (org consultant, DTV Retail), Denver, CO
• Melissa White (org consultant), Quill B2B, Bridgewater, NJ

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 Chapter 11
RUNNING A
BUSINESS TRIP

CHAPTER WHY: Business trips are great opportunities

to learn and to make money, but the trip must be ran
correctly to be effective. The leaders who run multiple
trips also gain great experience into management.

CHAPTER OBJECTIVE: To be able to independently run

different types of business trips from start to finish, while
maximizing the results and learning opportunities during
that time.

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 You’re off to Great Places! Today is
your day! Your mountain is waiting,
So... Get on your way!

Dr. Seuss

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 MODULE 1
OBJECTIVE: Have an in depth understanding on why business trips are run.

Learn the basics of a business trip and the different types.

EXERCISE: Setup 1:1 with an experienced leader who has run a business trip and learn
the essentials and how they apply to a business trip:

• Learn self-management
• Explore new markets
• Get a different perspective
• Network & Build relationships
• Gain knowledge
• Make sales

EXERCISE: Talk with another Leader about the different types of business trips.

• Satellite: Explore territory beyond the scope of the home office

• Office: Help train/retrain, Observe how to run an office, Network.

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 MODULE 2
OBJECTIVE: Have an in depth understanding of what you need on a business trip.

Learn how to plan for a business trip.

EXERCISE: Plan the dates and accommodations of the trip.

• Day trip; half week; full week

• Hotel / Place to stay
• Know at least a day before
• Know the transportation for the trip. Two care minimum or one car per two people
• Tablets and charges. Have a 1:1 ratio

EXERCISE: Discuss Apparel and supplies for the trip.

• Office: Professional and field clothes. Be a good student

• Satellite: Field clothes and professional if required. Teaching material (leaders
meeting material/ leaders’ magazine)
• Office supplies such as Notebooks and Leader’s Binder

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 MODULE 3
OBJECTIVE: Learn how to create the command structure.

Understanding who to report to within the group.

EXERCISE: Discuss with another leader who to report to at the visiting office and at your
office, and the delegation of responsibilities to the “number two” leader on the trip.
Understand how to communicate issues or concerns.

EXERCISE: Discuss S.M.E.A.C. with another leader.

SITUATION
• Overview of what is to be done

MISSION
• What the team is to undertake

EXECUTION
• Plan of action

ADMINISTRATION
• Essential equipment and resources

COMMAND
• Who is in control of the plan

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 EXERCISE: Discuss the business trip worksheet below and how to properly fill it out.

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 MODULE 4
OBJECTIVE: Have an in depth understanding of why setting goals prior to the trip
is important.

Set realistic goals for a mock business trip.

EXERCISE: Set three goals or objectives that can be achieved on this road trip.

EXAMPLES
• Office
• Train / Retrain
• Take second round interview
• Set up daily one-on-ones

• Satellite
• Work territory generally out of reach
• Get new guys into leadership
• Learn how to run a mock office
• Ask people about your crew size, wire size, etc.
• Average 2 apps a day per person, LOA goal

EXERCISE: Review the “Rules of the Road” with another leader to understand the tips
and tricks of running an effective business trip.

RULES OF THE ROAD- HOW TO RUN GREAT BUSINESS TRIPS:

1. The best trips are well planned trips. Have the details planned in advance. Have
your team prepped and ready a min of 4 days in advance. For example If the trip
is leaving Sunday night then the team must be fully planned and locked down by
Thursday.

2. For a team of four people have a min of two cars. This is a absolute. This is
important for safety.

3. Have the team send in the SMEAC before departure.

4. Have the trip leader contact and coordinate with the owner of the office they
are visiting a min of two days before departure. Be sure to find out office address,
meeting times, dress code etc.

5. Proactively set up all 1on1’s, team dinners and other meetings with Managers,
Asst Managers, Top Leaders etc for the week before you depart.

6. Arrange lodging before departure.

7. Travel wisely. Do not travel late at night. Give yourself plenty of extra time to get
there. Do get to the office early.

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 8. No drinking alcohol on biz trips.

9. Full week trips are always better than half week trips.

10. Have a set time to call and check in daily (after the day is over) with the manager
from home base. This is designed to co-develop the strategy with your manager for
the next day.

11. Bring great energy!!!! Other offices are different than yours. I suggest that its is
best not to judge. Focus on being helpful. Learn what it is that they do well. Bring
home ideas for your office.

12. Go in the field with their guys. Make new friends.

13. The trip leader should meet with the owner of the office they are visiting daily to
help coordinate the teams/training etc.

14. Do volunteer to train their new guys and interview while your there as much as
you can. You’ll probably learn something new and build great relationships along
the way.

15. Turn in your high-rollers daily so your road trip team gets called up to do high-
roller speeches.

16. Plan something fun to do outside of work. Create a great memory. Have fun!!!

17. Drive defensively. Safety first.

18. Ask the manager of the office your visiting for any feedback on the team or the trip
as a whole on how to improve.

19. Don’t leave early. Finish strong and WFD.

20. Once you return debrief. Sit down with your coaches and recap what went right
and what are areas of improvement for next time.

21. Be proud of yourself. You are learning to manage a team.

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