Banner
Add a concise subheading about your product or business to your students.
This is layout snip will not be visible inside of this window. Hover over here to copy the snippet and then place inside your course lesson.
Please watch the getting started video below before you begin using your new superpowers
You hit your daily/weekly sales targets regularly (not just occasionally)
You generate results in different neighborhoods, conditions, and seasons
Your pitch, objection handling, and follow-up are repeatable and refined
You don’t rely on “hot streaks”—you create momentum through habits
Your closing ratio stays steady across time and lead types
It marks a major milestone in their leadership journey. It means you have done more than just lead a team—you've successfully developed and promoted someone on your team into a leadership role. This is the clearest sign that you're not just managing—they’re multiplying.
Early leadership is all about grinding—working hard in the business, hitting personal sales numbers, and getting reps to produce. But Promoting Leaders begin to shift their focus to working on their business. They start building systems, developing people, and thinking about how to scale—not just sell.
But your primary focus moves from closing deals to growing people. Instead of asking, “How do I hit my numbers?” you should be asking, “How do I help my leaders hit theirs?” That shift is what separates managers from multipliers—and it’s the key to growing a scalable, sustainable sales organization.
Your energy in the office sets the mood. Are you upbeat, focused, and intentional? Or distracted and reactive? The team mirrors your tone. Strong leaders:
Celebrate small wins and effort, not just deals.
Use one-on-ones to coach reps toward goals.
Hold people accountable with encouragement, not pressure.
Lead team chants, pump-ups, and group intentions.
While in the office, you're in a position to observe more than when knocking:
Who's engaged vs. coasting?
Who needs a mindset reset?
Who’s ready for more responsibility?
Use these insights to pull reps aside for coaching moments that move the needle.
The Importance of Analyzing
... Because there's no such thing as a perfect 10
~ Self-confident and self assured, yet they don't feel the need to tell everyone how great they are.
~ They downplay their achievements and don't seek attention or praise for their accomplishments.
~ They are receptive to feedback, eager to improve, and acknowledge they don't have all the answers.
~ They face adversity with courage and determination, maintaining their principles and values in challenging situations.
~ They consistently uphold moral and ethical principles, demonstrating honesty and a commitment to doing what is right - not what is easy.
~ They show compassion and consideration for others, actively listening, and caring about the well-being of those around them.
~ Never speak ill of someone.
~ Never listen to people speaking ill of someone.
~ When tough conversations need to happen, they go straight to the source.
~ Self-confident enough to have critical conversations.
~ They do not complain about people to others.
~ Never take on the role of "the victim"
~ Never make excuses; never accepts excuses
~ They regularly assess their actions, acknowledge mistakes, and work to improve themselves, showing a strong sense of self-awareness and a commitment to personal growth
~ Consistent in the way they present themselves every day.
~ They polished and well-groomed under all circumstances.
~ Understand the value of first and lasting impressions.
~ They exude self-assuredness and composure in various situations, instilling trust and respect.
~ They find motivation from within, driven by personal fulfillment and passion.
~ They exhibit persistence and bounce back from challenges due to their inner drive.
~ They work well independently and don't rely on external factors for motivation.
~ They consistently put in hard work and effort into their tasks and responsibilities.
~ They can be counted on to meet commitments and deadlines consistently.
~ They adhere to a routine, stay organized, and are committed to maintaining high standards of performance.
~ They set clear objectives and work diligently to attain them, they crave growth and act with purpose.
~ They exhibit determination and resilience in the face of challenges, not easily discouraged by setbacks or obstacles.
~ They have a history of accomplishing their goals and are known for their ability to consistently deliver results in various endeavours.
~ They exhibit a friendly and approachable demeanor, making others feel comfortable in their presence.
~ They demonstrate genuine concern for others, show interest in their well-being, and are good listeners.
~ They maintain a positive outlook, often radiating optimism, which can be infectious and appealing to those around them.
~ They show genuine concern for the feelings and perspectives of others, seeking to understand and relate their experiences.
~ They pay close attention when others speak, valuing their opinions and giving them the opportunity to be heard.
~ They consistently act in ways that take into account the boundaries and well-being of others, demonstrating respect and awareness in their interactions.
~ They have a strong desire to learn and continuously ask questions to gain a deeper understanding.
~ They are receptive to new ideas, perspectives, and feedback, demonstrating a willingness to adapt and change based on what they learn.
~ They learn from their mistakes, they learn from others' mistakes.
~ They strive to be a Coach's dream. They bring their "dirty laundry" to the table with their coaches. They do not try to hide things from the people that can provide direction and support.
~ They act without needing to be told or prompted, often identifying and addressing tasks or issues before they become problems.
~ They willingly assume accountability for their actions and decisions, actively seeking to make a positive impact.
~ They are creative and forward-thinking, consistently looking for opportunities to improve processes, solve problems, and drive positive change.
~ They have a strong desire to outperform others and achieve victory or success in their chosen endeavors.
~ They are willing to put in the extra effort, time, and practice required to excel and come out on top.
~ They can adjust their strategies and tactics based on the competition, seeking continuous improvements and finding ways to gain an advantage.
Work on these questions in your Promoting Leader EDGE workbook.
Who would be your “core reps” on your current team?
What’s one standard your team needs to be more consistent about?
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt.
👉 Use C-level topics for new reps, B-level for sharpening skills, and A-level for building leaders.
A Step-by-Step System to Promoting More Leaders
Goal: Build a strong foundation through clear, engaging instruction.
- Go over your 4’s, 5’s, and 8’s in detail (use your team's teaching framework).
- Don’t “cheat the new person” by delivering sloppy or rushed content
- Avoid the “too cool” persona—authenticity builds trust.
- Be patient. Ensure they actually understand the concept, not just nod along.
- Make learning fun! Use humor, real stories, and games to keep energy high.
Goal: Reinforce what you've taught by modeling it in the field.
- Reference earlier teaching in context as situations arise.
- Use the K.I.S.S. rule (Keep It Short & Simple
- “Person who flexes in the field stays in the field” – it's not about showing off.
- Your mission is to demonstrate the lesson—don’t just do your own thing.
- Without results, nothing matters – teaching must lead to measurable impact.
Goal: Begin shifting responsibility while holding high standards.
- Set clear expectations: What you’ll do vs. what they must do.
- Make them earn each stage—not everyone graduates just by showing up.
- Create checkpoints in the sale for quick strategy/gameplan moments.
- Don’t babysit. Let them feel pressure. Then coach after.
- Accountability > Hand-holding.
Goal: Let them lead the sale—with space to think and grow.
- Coach in between customers, not during the sale.
- Give them the feel of going solo before they officially do.
- Teach them to think through the sale rather than follow a script blindly.
- Introduce “You vs. You” conversations: accountability starts within.
- Only go fully solo if they close A–Z, not just A–Y.
Goal: Sustain performance without needing daily field presence.
- Talk to solo reps before the field to align goals.
- Midday check-in to re-center or adjust.
- Daily 1-on-1 in the evening—coaching doesn’t stop at solo.
- Learn to coach from a distance (calls, video, breakout drills).
- Run strategic breakout sessions to address team-wide patterns.
- Celebrate small wins—build confidence and loyalty.
Remember the 5 Commitments from the previous lesson.
Work with people who are smarter and better looking.
(Keeps it light and humorous - build a team people are proud of.)
Connect deeply
Ask: "What's something you're working on outside of work right now?"
Find out what they ant most in life.
Ask: "If money weren't an issue, how would you spend your time?"
Paint a crystal-clear vision.
Say: "Here's what your career path could look like if you stick with this for 12 months..."
Teach them how to win.
Set up mini wins early so they feel capable and confident.
Reflection Prompt:
🧠 Which of these 5 commitment are you best at right now?
🧠 Which one needs more focus from you this week?
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua.
Retraining should be considered when:
Tip: Always take your top trainer to prioritize retrains. Retrains can also take anywhere from 1-3 days.
1. "I Got it" Phase (Poor Performance)
Reminder: "If you don't listen to the teacher, you won't pass the class."
2. "Asks Questions, But Doesn't Apply" Phase (Average Performance)
3. "Asks Questions, Then Applies" Phase (High Performance)
Retraining should be considered when:
Tip: Always take your top trainer to prioritize retrains. Retrains can also take anywhere from 1-3 days.
1. "I Got it" Phase (Poor Performance)
Reminder: "If you don't listen to the teacher, you won't pass the class."
2. "Asks Questions, But Doesn't Apply" Phase (Average Performance)
3. "Asks Questions, Then Applies" Phase (High Performance)
In this lesson, you'll learn how to train your new leaders to develop confident, capable reps from day one
What's one thing you can do to help your reps feel more confident in their first week?
New reps are open but cautious, wanting to feel that they can succeed.
Retention relies on enjoying coworkers, seeing earning potential, and feeling recognized.
First two weeks are critical — reps need to feel excited, safe to learn, and confident.
Three Pillars of Training: Fun, Set the Example, Confidence.
Daily Objectives keep training focused and measurable.
Make the field fun — energy and attitude are everything.
Evaluate before coaching — praise before correcting.
Confidence is crucial — your job is to protect and build it.
One lesson per day — show that the system works.
Leaders make or break the experience — build belief and momentum.
Placeholder
New
What's one thing you can do to help your reps feel more confident in their first week?
Be
Great job! Remember — your energy and approach shape the rep’s entire experience. Build their confidence, and you’ll build your team.
If you are a High Roller, review your successful sales from the prior day, break them down into specific Sales Systems, and analyze how you applied those systems into the sale.
The purpose of this process is to help you understand and teach others how to effectively utilize these Sales Systems in their day.